Service management

Abstract: With the significant advances in Information and Communications Technology (ICT) over the last half century, there is an increasingly perceived vision that computing will one day be the 5th utility (after water, electricity, gas, and telephony). This computing utility, like all other four existing utilities, will provide the basic level of computing service that is considered essential to meet the everyday needs of the general community. To deliver this vision, a number of computing paradigms have been proposed, of which the latest one is known as Cloud computing. Hence, in this paper, we define Cloud computing and provide the architecture for creating Clouds with market-oriented resource allocation by leveraging technologies such as Virtual Machines (VMs). We also provide insights on market-based resource management strategies that encompass both customer-driven service management and computational risk management to sustain Service Level Agreement (SLA)-oriented resource allocation. In addition, we reveal our early thoughts on interconnecting Clouds for dynamically creating global Cloud exchanges and markets. Then, we present some representative Cloud platforms, especially those developed in industries, along with our current work towards realizing market-oriented resource allocation of Clouds as realized in Aneka enterprise Cloud technology. Furthermore, we highlight the difference between High Performance Computing (HPC) workload and Internet-based services workload. We also describe a meta-negotiation infrastructure to establish global Cloud exchanges and markets, and illustrate a case study of harnessing 'Storage Clouds' for high performance content delivery. Finally, we conclude with the need for convergence of competing IT paradigms to deliver our 21st century vision.

Abstract: PART I: BUILDING A STRATEGIC FRAMEWORK TO ANALYZE SUPPLY CHAINS Chapter 1: Understanding the Supply Chain Chapter 2: Supply Chain Performance: Achieving Strategic Fit and Scope Chapter 3: Supply Chain Drivers and Metrics PART II: DESIGNING THE SUPPLY CHAIN NETWORK Chapter 4: Designing Distribution Networks and Applications to e-Business Chapter 5: Network Design in the Supply Chain Chapter 6: Network Design in an Uncertain Environment PART III: Planning Demand and Supply in a Supply Chain Chapter 7: Demand Forecasting in a Supply Chain Chapter 8: Aggregate Planning in the Supply Chain Chapter 9: Planning Supply and Demand in the Supply Chain: Managing Predictable Variability PART IV: Planning and Managing Inventories in a Supply Chain Chapter 10: Managing Economies of Scale in the Supply Chain: Cycle Inventory Chapter 11: Managing Uncertainty in the Supply Chain: Safety Inventory Chapter 12: Determining Optimal Level of Product Availability PART V: Designing and Planning Transportation Networks Chapter 13: Transportation in the Supply Chain PART VI: Managing Cross-Functional Drivers in the Supply Chain Chapter 14: Sourcing Decisions in a Supply Chain Chapter 15: Pricing and Revenue Management in the Supply Chain Chapter 16: Information Technology and the Supply Chain Chapter 17: Coordination in the Supply Chain

Abstract: Successful supply chain management requires cross-functional integration and marketing must play a critical role. The challenge is to determine how to successfully accomplish this integration. We present a framework for supply chain management as well as questions for how it might be implemented and questions for future research. Case studies conducted at several companies and involving multiple members of supply chains are used to illustrate the concepts described.

Abstract: Practitioners and educators have variously addressed the concept of supply chain management (SCM) as an extension of logistics, the same as logistics, or as an all‐encompassing approach to business integration. Based on a review of the literature and management practice, it is clear that there is a need for some level of coordination of activities and processes within and between organizations in the supply chain that extends beyond logistics. We believe that this is what should be called SCM. This article proposes a conceptual model that provides guidance for future supply chain decision‐making and research.

Abstract: Though there is a wide acceptance of the strategic importance of integrating operations with suppliers and customers in supply chains, many questions remain unanswered about how best to characterize supply chain strategies. Is it more important to link with suppliers, customers, or both? Similarly, we know little about the connections between supplier and customer integration and improved operations performance. This paper investigated supplier and customer integration strategies in a global sample of 322 manufacturers. Scales were developed for measuring supply chain integration and five different strategies were identified in the sample. Each of these strategies is characterized by a different arc of integration, representing the direction (towards suppliers and/or customers) and degree of integration activity. There was consistent evidence that the widest degree of arc of integration with both suppliers and customers had the strongest association with performance improvement. The implications for our findings on future research and practice in the new millennium are considered.