The Proposal of a Market of Resources

2011 ◽  
pp. 132-142
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Virtual Enterprise ◽  
Dynamic Reconfiguration ◽  
Enterprise Integration ◽  
Related Literature ◽  
Technical Requirements ◽  
Business Alignment ◽  
Effective Dynamic ◽  
Dynamic Integration ◽  
Cooperation Partners ◽  
Selection Of

A review of VE integration-related literature reveals that although considerable research has been undertaken focusing on selection of cooperation partners, development of infrastructures (mechanisms and tools) to support VE management and coordination, insufficient attention has been devoted to the problem of creating the environment where these processes take place (i.e., the environment to enable an efficient and effective dynamic integration, offering strategies for dynamically align the virtual enterprise with business to support dynamic reconfiguration). The concept of A/VE we are addressing is broader, more embracing and more dynamic than the concepts of Virtual Enterprise or Extended Enterprise found in the literature, as these do not require the dynamic integration we defend for agility, and for which we propose the implementation of a Market of Resources. This chapter introduces the concept of a Market of Resources as an environment to cope with the A/VE model requirements (i.e., an environment for Agile/Virtual Enterprise integration and business alignment) identifying the relevantrequisites related with A/VE design and integration, and defining its participants. It also illustrates the technical requirements to support the Market of Resources and how exiting technologies support the main processes of the Market of Resources.

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.

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.

Market of Resources

2010 ◽  
pp. 899-905
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Virtual Enterprise ◽  
Optimal Solutions ◽  
Organizational Model ◽  
Enterprise Integration ◽  
Fast Change ◽  
Market Requirements ◽  
Selection Of

In the actual context of fast change, uncertainty, and competition, one of the most important factors of competitiveness is the organizations’ capability of fast adaptability to the market, which implies the ability of flexible access to the optimal resources (products, operations, services) for each of the functions that the organization undertakes in order to produce a product that meets the market requirements. This factor, together with the capability to manage all business and manufacturing functions, independently of distance, is achieved through the emerging agile/virtual enterprise (A/VE) organizational model, a particular case of the virtual enterprise organizational model. Partners (resources providers) search, negotiation, selection of optimal solutions, establishment of contracts and integration of the A/VE, enforcement of contracts, and so forth are complex and risky activities required by this model (see the articles “Market of Resources for Virtual Enterprise Integration” and “Market of Resources: Cost and Effort Model” in this publication).

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).

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).

scholarly journals Selection of the most adequate trip-modelling tool for integrated transport planning system

2016 ◽  
Vol 37 (1) ◽  
pp. 55-66 ◽  
Author(s):  
Piotr Sawicki ◽  
Marcin Kiciński ◽  
Szymon Fierek
Keyword(s):  
Selection Criteria ◽  
Selection Process ◽  
Regional Scale ◽  
Selection Procedure ◽  
Planning System ◽  
Second Phase ◽  
Transport Planning ◽  
Phase Selection ◽  
Technical Requirements ◽  
Selection Of

This paper deals with the problem of selection the most suitable trip-modelling tool (TMT), which is a part of the more complex integrated transport planning system (ITPS) at the regional scale. Since an application of TMT is not autonomous and several different users exist the selection problem is not a trivial. In this paper, an original five-phase selection procedure is presented. The first phase consists in specifica¬tion of both, detailed expectations of all identified users and technical requirements of ITPS. Second phase deals with research on available TMT while a third one is concentrated on defining a comprehensive set of criteria. In this phase critical criteria as well as selection criteria are defined. First one is utilised to eliminate unacceptable TMTs in phase four and second one to evaluate and select most adequate TMT in phase five. In the paper an exemplary application of this procedure is presented. The authors have defined 2 critical criteria and a set of 19 selection criteria. The last one is divided into 3 main subsets, i.e. functional, technical and financial contexts of selection process. All the selection criteria are characterised by 43 sub-criteria and some of them are more detailed extended. Using this procedure 3 out of 6 alternative TMTs including Emme, Aimsun and Visum have been initially accepted and next evaluated. Finally, Visum has been selected and recommended for application into ITPS.

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.

Semantic Distance, the Next Step?

2011 ◽  
pp. 283-296
Author(s):  
Ted Goranson
Keyword(s):  
Virtual Enterprise ◽  
Semantic Distance ◽  
Next Generation ◽  
Enterprise Integration ◽  
New Class ◽  
The Past

Enterprise integration has, in the past, focused on strategies for complete harmonization of various dimensions using collected technologies and techniques. The virtual enterprise case presents us, almost by definition, with cases where preharmonized infrastructure is neither feasible nor desirable. Through international workshops, the community has identified a next-generation strategy for how to measure the imperfections in integration that will be encountered. Presumably, a new class of tools and strategies will emerge. The idea is still very early in its life. This chapter presents a snapshot of early conclusions. One proposal of a strategy is outlined.

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