Architecting Enterprises for IT-Enabled Value Creation

Author(s):  
Siddhartha SenGupta

In spite of rapid strides in evolving architecture processes that can help enterprises leverage IT for creating value, shortcomings are widely perceived. In this paper, the author discusses four points beginning with structuring the enterprise, partitioning enterprise capabilities, standardized core and support functions, and the internal and external relations contain the complexity of architecture initiatives and prioritize value-enhancing changes. Next, business value and its measurement is discussed. Although value is ultimately economic, it is difficult to measure. The author proposes an enhanced version of the standardized and functionally-partitioned Level 1 Performance Measures proposed by the Supply Chain Council. Maximizing returns from IT assets is then examined, with globalization increasing the complexities of scale and scope, the major benefits from IT are increasingly in deploying science to automate enterprise planning. Lastly, architecting for value, IT enabled Part II is addressed. A subsequent paper will study the application through a case study and share recommendations for IT services vendors.

2011 ◽  
Vol 2 (2) ◽  
pp. 21-44 ◽  
Author(s):  
Siddhartha SenGupta

In spite of rapid strides in evolving architecture processes that can help enterprises leverage IT for creating value, shortcomings are widely perceived. In this paper, the author discusses four points beginning with structuring the enterprise, partitioning enterprise capabilities, standardized core and support functions, and the internal and external relations contain the complexity of architecture initiatives and prioritize value-enhancing changes. Next, business value and its measurement is discussed. Although value is ultimately economic, it is difficult to measure. The author proposes an enhanced version of the standardized and functionally-partitioned Level 1 Performance Measures proposed by the Supply Chain Council. Maximizing returns from IT assets is then examined, with globalization increasing the complexities of scale and scope, the major benefits from IT are increasingly in deploying science to automate enterprise planning. Lastly, architecting for value, IT enabled Part II is addressed. A subsequent paper will study the application through a case study and share recommendations for IT services vendors.


2012 ◽  
Vol 3 (1) ◽  
pp. 11-32 ◽  
Author(s):  
Siddhartha SenGupta

In spite of rapid strides in evolving Architecture processes that can help Enterprises leverage IT for creating Value, shortcomings are widely perceived. In this paper, the author discusses four points. Part I covers structuring the enterprise, business value and its measurement and maximizing returns from IT assets. This part examines architecting for value, IT enabled. It is suggested that, since the impacts are generally inseparable, IT changes should be planned within a holistic framework considering all other business considerations, merging all enterprise capabilities and all approaches from different disciplines to creating Value. Further, this Architecture should be aligned with the Architecture of the business, i.e., with business models, rather than with business strategies. A subsequent paper will study the application through a case study and share recommendations for IT services vendors.


2015 ◽  
pp. 1140-1161 ◽  
Author(s):  
Victor Chang ◽  
Gary Wills

This chapter proposes a new Supply Chain Business Model in the Education domain and demonstrates how Education as a Service (EaaS) can be delivered. The implementation at the University of Greenwich (UoG) is used as a case study. Cloud computing business models are classified into eight Business Models; this classification is essential to the development of EaaS. A pair of the Hexagon Models are used to review Cloud projects against success criteria; one Hexagon Model focuses on Business Model and the other on IT Services. The UoG case study demonstrates the added value offered by Supply Chain software deployed by private Cloud, where an Oracle suite and SAP supply chain can demonstrate supply chain distribution and is useful for teaching. The evaluation shows that students feel more motivated and can understand their coursework better.


2014 ◽  
Vol 29 (2) ◽  
pp. 170-185 ◽  
Author(s):  
Heikki Lempinen ◽  
Risto Rajala

Organizational information technology (IT) needs are served through increasingly complex configurations of people, technologies, organizations, and shared information. Ideally, an organizational IT service is valuable for both the providers and users of systems and solutions. However, mutually beneficial outcomes may be difficult to achieve within the configurations through which IT services are delivered. We suggest that analyzing stakeholder interplay in IT service processes helps us to understand how information systems (IS) organizations can be leveraged to co-create business value. Through a qualitative empirical inquiry, we explore IT service realization in two case organizations. Through our analysis we find that value creation builds on orchestrated social action among the different stakeholder groups involved. Joint value creation in IT service processes hence calls for specific network leadership and resource integration capabilities from the IS organization. The paper enriches the current understanding of business value creation in IT services by infusing the service logic with traditional IT management perspectives. The findings highlight that the extent to which the IS organization can learn to facilitate the interaction between the essential actors in an ‘IT service system’ and leverage user-perceived value throughout the service process will ultimately determine its success or failure.


2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Teresa Paiva ◽  
Cláudia Domingues ◽  
Luis P. Andrade

Our purpose with this article is to show the importance of assessing trends and promoting innovation in a real business context, through a cluster ecosystem, mainly composed of micro-enterprises in the agro-industrial Portuguese sector.As many studies show, Inovcluster (which has 158 associates, from which 120 are enterprises) is also a geographic region cluster, which improves innovation performance of businesses seeking to gain competitiveness and ability to improve their exportations in the agro-industrial Portuguese sector.The role of the cluster is fundamental to creating a model for knowledge transfer of innovation capacity, interconnecting its institutional, scientific and business associates. This model has to be adapted to the sector and enterprise characteristics, relying in an interconnecting structure which is more or less decentralized according to the mentioned features. Here we present an experience and case study of the Inovcluster ecosystem and its trends and innovation transfer to business value creation, contextualized within the regional strategy for smart specialization.We have shown how, through the establishment of an Inovcluster network, it is possible to integrate the contribution of different research and academic centres, channelled to assist micro-enterprises by innovating within a geographical constraint.


2021 ◽  
Author(s):  
Haya Esrar

Excess inventory continues to be a growing area of concern for many retailers due to the multitude of issues that arise. This study explores three strategies being practiced by a multi- national retailer to help improve its performance measures in handling excess seasonal inventory in various ways. To answer the main research question, a case study method was utilized focusing on one retail organization at three key levels: strategic, warehouse, and retail level. For the purpose of this study, six semi-structured interviews were conducted, along with the collection of some documents in conjunction with personal observations. The results showed a multitude of benefits in using the three strategies and how their proper utilization can aid the retailer in improving its performance in regards to seasonal inventory. In addition to the main findings, three factors were identified that could impact the outcome of these strategies.


2013 ◽  
Vol 9 (2) ◽  
pp. 106-124 ◽  
Author(s):  
Shereen Mekawie ◽  
Ahmed Elragal

Organizations rely on various types of information systems (IS) to manage day-to-day business and make decisions such as enterprise resource planning (ERP) and supply chain management (SCM) systems. Organizations rely on ERP systems to replace their legacy systems, integrate core business processes and to help adding value and increasing visibility. Additionally, SCM systems help organizations to enhance relationships with supply chain members. It is essential for organizations to measure their business performance by taking into consideration intra-organizational and inter-organizational indicators. Therefore, the integration between ERP and SCM systems is a key to enable more business performance; that were otherwise hidden. Accordingly, the motive for this paper is to study the influence of ERP-SCM integration on enabling more business performance measures. For this reason, a business performance measures framework was constructed and then tested on two organizations using multi-case study qualitative research approach. Analysis results indicated that integrating ERP and SCM systems would render more performance measures and hence enable better and wider-scope evaluation. Consequently, managers are more informed and accordingly are able to make high quality decisions.


2008 ◽  
pp. 3243-3249 ◽  
Author(s):  
Margaret L. Sheng

Supply chain functions must operate in an integrated manner in order to optimize performance. However, the dynamics of the organization and the market make this challenging. In particular, the procurement function is a crucial link between the sources of supply and the organization. With most organizations spending at least one-third of their overall budget to purchase goods and services, procurement holds significant business value. Emerging technologies, especially e-procurement, are promising to change the picture of traditional procurement processes. However, the implementation of e-procurement is facing significant reengineering and change management challenges. This study identifies four main challenges in e-procurement implementation: business process integration, technological issues, value creation, and change management. The major challenge among them is change management. Critically, leadership is one of the primary requirements to make the change successfully.


2020 ◽  
Vol 16 (2) ◽  
pp. 185
Author(s):  
Kien Trung Nguyen

<p><strong>Abstract</strong><strong>: </strong>This paper investigates how transactions between firms are organized in an emerging market and how supply network governance affect supply network outcomes and catching up of merging market firms. We explored firms’ choices of governance in a specific context of Vietnam, where legal institution is characterized by a weak legal system for contractual enforcement and socio-economic institution is characterized by transition from central planning into market mechanism. This study examines how firms in the cassava sector in Vietnam structure their transactions and how supply network governance relates to certain supply network outcomes. A comparative case study method was adopted in this research. Two cassava supply networks, of which one is traditional type and another is led by a foreign invested firm, were selected for study. Our findings indicate that institutional context, supply chain structure, product characteristic, relationship investment influence on firms’ choices of governance and firms’ choices of governance affect supply chain network outcomes and local firms’ catching up. In the absence of legal enforcement, market governance is popularly applied in the supply chain with fragmented structure while relational governance is a popular used in more concentrated supply network. Higher value creation and more possibilities for catching up but more inequality in income distribution in supply chain with large scale lead firm. Lower value creation, rare possibilities for catching up but more equality in income distribution in supply chain with fragmented small scale firms.  </p><p> </p><p><strong>Abstrak</strong>: Kajian ini menyelidiki tentang bagaimana transaksi antar perusahaan diorganisasikan dalam sebuah pasar yang sedang berkembang, serta bagaimana tata kelola jaringan pasokan mempengaruhi hasil jaringan pasokan dan mengejar ketertinggalan dari penggabungan pasar perusahaan. Kajian ini mengeksplorasi pilihan tata kelola perusahaan dalam konteks spesifik Vietnam, di mana lembaga hukum dicirikan oleh sistem hukum yang lemah untuk penegakan kontrak dan lembaga sosial-ekonomi ditandai oleh transisi dari perencanaan pusat ke mekanisme pasar. Kajian ini untuk mengetahui bagaimana perusahaan sektor singkong di Vietnam menyusun transaksi dan bagaimana tata kelola jaringan pasokan memengaruhi hasil jaringan pasokan yang ada.  Kajian ini menggunakan metode studi komparasi kasus. Dua jaringan singkong, tipe tradisional dan perusahaan investasi asing dipilih dalam penelitian ini. Hasil kajian menunjukkan bahwa konteks kelembagaan, struktur rantai pasokan, karakteristik produk, pengaruh investasi pada pilihan tata kelola perusahaan dan pilihan tersebut memengaruhi hasil jaringan rantai pasokan dan mengejar ketertinggalan perusahaan. Tidak adanya penegakan hukum dalam membuat tata kelola pasar secara populer diterapkan dalam rantai pasokan dengan struktur terfragmentasi, sedangkan tata kelola relasional pada umumnya digunakan dalam jaringan pasokan yang lebih terkonsentrasi. Penciptaan nilai yang lebih tinggi dan lebih banyak kemungkinan untuk mengejar ketinggalan, namun lebih banyak ketimpangan dalam distribusi pendapatan dalam rantai pasokan dengan perusahaan pemimpin berskala besar. Penciptaan nilai yang lebih rendah jarang memiliki kemungkinan untuk mengejar ketertinggalan, namun distribusi pendapatannya lebih merata dalam rantai pasokan dengan perusahaan skala kecil yang terfragmentasi.</p>


2021 ◽  
Author(s):  
Haya Esrar

Excess inventory continues to be a growing area of concern for many retailers due to the multitude of issues that arise. This study explores three strategies being practiced by a multi- national retailer to help improve its performance measures in handling excess seasonal inventory in various ways. To answer the main research question, a case study method was utilized focusing on one retail organization at three key levels: strategic, warehouse, and retail level. For the purpose of this study, six semi-structured interviews were conducted, along with the collection of some documents in conjunction with personal observations. The results showed a multitude of benefits in using the three strategies and how their proper utilization can aid the retailer in improving its performance in regards to seasonal inventory. In addition to the main findings, three factors were identified that could impact the outcome of these strategies.


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