Requirements for Agile/Virtual Enterprise Intetgration

2011 ◽  
pp. 98-131
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Life Cycle ◽  
Space Dimension ◽  
Virtual Enterprise ◽  
Solution Space ◽  
Market Opportunity ◽  
Selection Models ◽  
Business Alignment ◽  
Extended Life ◽  
Business Requirements

This chapter introduces the requirements for Agile/Virtual Enterprise (A/VE) integration, discusses reconfigurability dynamics and business alignment and proposes a virtual enterprise extended life cycle. The requirement of dynamic reconfigurability of the A/VE model is introduced in and the causes of reconfiguration needs are presented. This chapter also clarifies the concepts of basic resources and complex resources, and discusses concepts related with selection complexity, selection models and solution space dimension. It gives examples of reconfigurability dynamics, and introduces three dynamics parameters. The need of keeping the A/VE aligned with business requirements results in A/VE reconfiguration. The permanent business alignment of the A/VE requires a high reconfiguration dynamics. This chapter introduces a referential for A/VE alignment, involving the market opportunity (or the product required by the market), the A/VE project and the resources providers. It also presents the main functionalities that must be assured to support the implementation of the A/VE model. Finally, this chapter presents a new VE lifecycle, the Agile/Virtual Enterprise extended life cycle.

Business Requirements and Background

2011 ◽  
pp. 1-24
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Life Cycle ◽  
Product Life Cycle ◽  
Organizational Context ◽  
Virtual Enterprise ◽  
Requirements Analysis ◽  
Management Support ◽  
Business Alignment ◽  
Strong Competition ◽  
Business Requirements

Before introducing the Agile/Virtual Enterprise organizational model and all the concepts underlying the topic of Agile/Virtual Enterprise implementation and management support, we need to introduce a business requirements analysis to help understanding the actual economical and organizational context we live in, and to justify the emergence of new organisational models. This chapter starts with a brief introduction of the role of enterprises and the market, followed by a characterisation of the actual economic context of strong competition, and the evolution of product life cycle in this context, and concludes with a the identification of the requirements for competitiveness and a business alignment requirements analysis.

Business Alignment in Agile/Virtual Enterprise Integration

2011 ◽  
pp. 26-54 ◽  
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Business Strategy ◽  
Driving Force ◽  
Virtual Enterprise ◽  
Market Opportunity ◽  
Enterprise Integration ◽  
Business Alignment ◽  
Enterprise Model ◽  
Business Opportunities ◽  
The Right ◽  
Required Quality

The concept of strategic alignment between business strategy and technology is essential for improving competitiveness. The driving force of business is to fully satisfy customer needs with the right products/services, at the right price, and with the required quality and responsiveness in a global competitive market. In this context, by alignment we mean the actions to be undertaken to gain synergy between business, that is, a market opportunity, and the provision of the required product, with the required specifications, at the required time, with the lowest cost and with the best possible return. In this chapter we focus on a leading organizational model, the Agile/Virtual Enterprise model, characterized by a fast reconfigurability or adaptability face to the dynamically changing market and introduce the concept of a Market of Resources as the environment able to assure a permanent alignment of the networked structure with market. We also propose alignment strategies between business opportunities and the creation/reconfiguration of the Agile/Virtual Enterprise that is expected to meet that opportunity.

Environments for VE Integration

2010 ◽  
pp. 1020-1029
Author(s):  
Maria Manuela Cunha
Keyword(s):  
Best Practices ◽  
Core Competencies ◽  
Virtual Enterprise ◽  
Market Opportunity ◽  
Competitive Response ◽  
Maximum Performance ◽  
Business Alignment ◽  
Market Requirements ◽  
Operation Phase ◽  
Collaborative Outsourcing

Most definitions of virtual enterprise (VE) incorporate the idea of extended and collaborative outsourcing to suppliers and subcontractors in order to achieve a competitive response to market demands (Webster, Sugden, & Tayles, 2004). As suggested by several authors (Browne & Zhang, 1999; Byrne, 1993; Camarinha- Matos & Afsarmanesh, 1999; Cunha, Putnik, & Ávila, 2000; Davidow & Malone, 1992; Preiss, Goldman, & Nagel, 1996), a VE consists of a network of independent enterprises (resources providers) with reconfiguration capability in useful time, permanently aligned with the market requirements, created to take profit from a specific market opportunity, and where each participant contributes with her best practices and core competencies to the success and competitiveness of the structure as a whole. Even during the operation phase of the VE, the configuration can change to assure business alignment with the market demands, traduced by the identification of reconfiguration opportunities and constant readjustment or reconfiguration of the VE network to meet unexpected situations or to keep permanent competitiveness and maximum performance (Cunha & Putnik, 2002, 2005a, 2005b)

scholarly journals Market of Resources for Virtual Enterprise Integration

2010 ◽  
pp. 220-226
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik ◽  
Paulo Silva Ávila
Keyword(s):  
Core Competencies ◽  
Virtual Enterprise ◽  
Market Opportunity ◽  
Competitive Response ◽  
Enterprise Integration ◽  
Maximum Performance ◽  
Business Alignment ◽  
Market Requirements ◽  
Operation Phase ◽  
Collaborative Outsourcing

Most definitions of virtual enterprise (VE) incorporate the idea of extended and collaborative outsourcing to suppliers and subcontractors in order to achieve a competitive response to market demands (Webster, Sugden, & Tayles, 2004). As suggested by several authors (Browne & Zhang, 1999; Byrne, 1993; Camarinha-Matos & Afsarmanesh, 1999; Cunha, Putnik, & Ávila, 2000; Davidow & Malone, 1992; Preiss, Goldman, & Nagel, 1996), a VE consists of a network of independent enterprises (resources providers) with reconfiguration capability in useful time, permanently aligned with the market requirements, created to take profit from a specific market opportunity, and where each participant contributes with its best practices and core competencies to the success and competitiveness of the structure as a whole. Even during the operation phase of the VE, the configuration can change, to assure business alignment with the market demands, traduced by the identification of reconfiguration opportunities and continuous readjustment or reconfiguration of the VE network, to meet unexpected situations or to keep permanent competitiveness and maximum performance (Cunha & Putnik, 2002, 2005a, 2005b).

Environments for VE Integration

2010 ◽  
pp. 499-507
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Best Practices ◽  
Core Competencies ◽  
Virtual Enterprise ◽  
Market Opportunity ◽  
Competitive Response ◽  
Maximum Performance ◽  
Business Alignment ◽  
Market Requirements ◽  
Operation Phase ◽  
Collaborative Outsourcing

Most definitions of virtual enterprise (VE) incorporate the idea of extended and collaborative outsourcing to suppliers and subcontractors in order to achieve a competitive response to market demands (Webster, Sugden, & Tayles, 2004). As suggested by several authors (Browne & Zhang, 1999; Byrne, 1993; Camarinha- Matos & Afsarmanesh, 1999; Cunha, Putnik, & Ávila, 2000; Davidow & Malone, 1992; Preiss, Goldman, & Nagel, 1996), a VE consists of a network of independent enterprises (resources providers) with reconfiguration capability in useful time, permanently aligned with the market requirements, created to take profit from a specific market opportunity, and where each participant contributes with her best practices and core competencies to the success and competitiveness of the structure as a whole. Even during the operation phase of the VE, the configuration can change to assure business alignment with the market demands, traduced by the identification of reconfiguration opportunities and constant readjustment or reconfiguration of the VE network to meet unexpected situations or to keep permanent competitiveness and maximum performance (Cunha & Putnik, 2002, 2005a, 2005b)

scholarly journals Market of Resources for Virtual Enterprise Integration

2010 ◽  
pp. 918-925 ◽  
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik ◽  
Paulo Silva Ávila
Keyword(s):  
Core Competencies ◽  
Virtual Enterprise ◽  
Market Opportunity ◽  
Competitive Response ◽  
Enterprise Integration ◽  
Maximum Performance ◽  
Business Alignment ◽  
Market Requirements ◽  
Operation Phase ◽  
Collaborative Outsourcing

Most definitions of virtual enterprise (VE) incorporate the idea of extended and collaborative outsourcing to suppliers and subcontractors in order to achieve a competitive response to market demands (Webster, Sugden, & Tayles, 2004). As suggested by several authors (Browne & Zhang, 1999; Byrne, 1993; Camarinha-Matos & Afsarmanesh, 1999; Cunha, Putnik, & Ávila, 2000; Davidow & Malone, 1992; Preiss, Goldman, & Nagel, 1996), a VE consists of a network of independent enterprises (resources providers) with reconfiguration capability in useful time, permanently aligned with the market requirements, created to take profit from a specific market opportunity, and where each participant contributes with its best practices and core competencies to the success and competitiveness of the structure as a whole. Even during the operation phase of the VE, the configuration can change, to assure business alignment with the market demands, traduced by the identification of reconfiguration opportunities and continuous readjustment or reconfiguration of the VE network, to meet unexpected situations or to keep permanent competitiveness and maximum performance (Cunha & Putnik, 2002, 2005a, 2005b).

FPGA technology to minimize extended life-cycle development

2004 ◽  
Vol 9 (1) ◽  
pp. 191-195
Author(s):  
Kevin E. Dombkowski ◽  
Kristin F. Kocan
Keyword(s):  
Life Cycle ◽  
Extended Life ◽  
Life Cycle Development

The Use of Customer Relationship Management Software in Meta-Enterprises for Virtual Enterprise Integration

2013 ◽  
pp. 245-259
Author(s):  
Maria Manuela Cruz-Cunha ◽  
Goran D. Putnik ◽  
João Varajão
Keyword(s):  
Life Cycle ◽  
Virtual Enterprise ◽  
Relationship Management ◽  
Customer Relationship ◽  
Enterprise Integration ◽  
Management Software ◽  
Enterprise Life Cycle ◽  
Computer Aided ◽  
Management Concept ◽  
Enterprise Creation

To make the Virtual Enterprise (VE) a real, competitive, and widely implemented organizational and management concept, it is fundamental to assure that the requirements of this organizational model are achieved in the several phases of the Virtual Enterprise life-cycle. The support to VE (comprising design, creation, operation and reconfiguration) must be assured by meta-enterprises based on a broker and computer-aided tools, capable of managing, controlling and enabling virtual enterprise creation/operation/reconfiguration, which may represent a strong contribution towards the VE performance. The chapter introduces the VE model requirements, focuses one specific meta-enterprise environment called the Market of Resources, and introduces the incorporation of CRM in this environment as one of the computer-aided systems.

Market of Resources as an Environment for Agile/Virtual Enterprise Dynamic Integration and for Business Alignment

2011 ◽  
pp. 169-190 ◽  
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik ◽  
A. Gunasekaran
Keyword(s):  
Information And Communication Technologies ◽  
Virtual Enterprise ◽  
Communication Technologies ◽  
Special Focus ◽  
Distributed Resources ◽  
Operation And Maintenance ◽  
Business Alignment ◽  
Information And Communication ◽  
Dynamic Integration ◽  
Globally Distributed

We are assisting to a shift from traditional “self-centred closed-enterprises” to “global open-enterprises,” corresponding to the recent Agile/Virtual Enterprise (A/V E) model. This new organisational model, where market information concerns information about resources to integrate an A/V E, although reinforced by the ability to use more globally distributed resources and by lower transaction costs provided by information and communication technologies, claims for a wider support environment, able to assure better quality and better response at lower time. This corresponds to the concept of Market of Resources, proposed by the authors as an environment for A/V E dynamic integration and for business alignment. The chapter describes the main functionalities of the Market of Resources, with a special focus on the specification of its creation, operation and maintenance.

Market of Resources

2010 ◽  
pp. 891-898 ◽  
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Enterprise Architecture ◽  
Reference Model ◽  
Virtual Enterprise ◽  
Organizational Model ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Main Requirement ◽  
Business Alignment ◽  
Monitoring And Enforcement ◽  
High Dynamics

Partners search and negotiation, selection, establishment of contracts, virtual enterprise integration, monitoring and enforcement of contracts, and so forth are complex and risky activities required by the virtual enterprise (VE) model. The need to keep a close alignment with the market environment in permanent change implies the high dynamics of the organizations’ structure reconfigurability, introducing a new concept of dynamically reconfigurable global networked structures, traduced by the agile/virtual enterprise (A/VE) organizational model. In the BM_virtual enterprise architecture reference model, Putnik (2001) presents “fast adaptability” or “fast reconfigurability” as the main enabler of business alignment and the main requirement for competitiveness.

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