Business process modelling: Review and framework

Supply chain management (SCM) has been considered as the most popular operations strategy for improving organizational competitiveness in the twenty-first century. In the early 1990s, agile manufacturing (AM) gained momentum and received due attention from both researchers and practitioners. In the mid-1990s, SCM began to attract interest. Both AM and SCM appear to differ in philosophical emphasis, but each complements the other in objectives for improving organizational competitiveness. For example, AM relies more on strategic alliances/partnerships (virtual enterprise environment) to achieve speed and flexibility. But the issues of cost and the integration of suppliers and customers have not been given due consideration in AM. By contrast, cost is given a great deal of attention in SCM, which focuses on the integration of suppliers and customers to achieve an integrated value chain with the help of information technologies and systems. Considering the significance of both AM and SCM for firms to improve their performance, an attempt has been made in this paper to analyze both AM and SCM with the objective of developing a framework for responsive supply chain (RSC). We compare their characteristics and objectives, review the selected literature, and analyze some case experiences on AM and SCM, and develop an integrated framework for a RSC. The proposed framework can be employed as a competitive strategy in a networked economy in which customized products/services are produced with virtual organizations and exchanged using e-commerce.

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Responsive supply chain : A competitive strategy in a networked economy

This paper surveys and analyzes the state of the art of agent-mediated electronic commerce (e-commerce), concentrating particularly on the business-to-consumer (B2C) and business-to-business (B2B) aspects. From the consumer buying behavior perspective, agents are being used in the following activities: need identification, product brokering, buyer coalition formation, merchant brokering, and negotiation. The roles of agents in B2B e-commerce are discussed through the business-to-business transaction model that identifies agents as being employed in partnership formation, brokering, and negotiation. Having identified the roles for agents in B2C and B2B e-commerce, some of the key underpinning technologies of this vision are highlighted. Finally, we conclude by discussing the future directions and potential impediments to the wide-scale adoption of agent-mediated e-commerce.

Agent-Mediated Electronic Commerce

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M.T Martinez

Papers

Virtual enterprise – organisation, evolution and control