Performance Analysis

2011 ◽  
pp. 308-345
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Performance Analysis ◽  
Virtual Enterprise ◽  
Solution Space ◽  
Virtual Enterprises ◽  
Organizational Model ◽  
Enterprise Integration ◽  
Time Constants ◽  
Analytical Simulation ◽  
The Cost

Chapter VII discussed how traditional Internet-based technologies could support Agile/Virtual Enterprise integration. Chapter VIII presented the specification of the Market of Resources as an enabler of this organizational model and Chapter IX introduced its development. This chapter discusses the ability of the Market of Resources to cope with the requirements of Agile/Virtual Enterprises and compares its performance with the performance of traditional Internet-based technologies. It starts with the explanation of the cost-and-effort analysis undertaken, based on the cost-and-effort models introduced in Chapters VII and VIII, followed by the parameterization of this models, by identifying its time constants. This chapter presents a comparative study of performance between the traditional Internet-based tools and the Market of Resources, based on the results of an analytical simulation of the cost and effort of the Market of Resources compared with the utilization of traditional tools in the support of A/VE integration. Finally it identifies the solution space where the Market of Resources presents more efficiency in A/VE integration.

Environments for Virtual Enterprise Integration

2010 ◽  
pp. 645-662
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik ◽  
Paulo Silva Ávila
Keyword(s):  
Communication Technology ◽  
Virtual Enterprise ◽  
Business Environment ◽  
Organizational Model ◽  
Organizational Models ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Enterprise Model ◽  
Information And Communication ◽  
Enterprise Creation

The virtual enterprise model is an emerging approach in answer to the new requirements of the business environment, relying on dynamically-reconfigurable partnerships, with extremely high performances, strongly time-oriented while being highly focused on cost and quality, in permanent alignment with the market, and strongly supported by information and communication technology, dictating a paradigm face shift to the traditional organizational models. Networking and reconfiguration dynamics are the main characteristics of this model,requiring enabling and supporting environments, at bearable costs. Some existing technologies and Internet-based environments can partially support this organizational model, but the reconfiguration dynamics can only be assured by environments able to manage, control, and enable networking and dynamics in virtual enterprise creation/reconfiguration. Several environments are introduced in the chapter, and particular focus is given to the market of resources, an environment coping with the requirements of the virtual enterprise model.

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.

Environments for Virtual Enterprise Integration

2011 ◽  
pp. 1-23
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik ◽  
Paulo Silva Ávila
Keyword(s):  
Communication Technology ◽  
Virtual Enterprise ◽  
Business Environment ◽  
Organizational Model ◽  
Organizational Models ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Enterprise Model ◽  
Information And Communication ◽  
Enterprise Creation

The virtual enterprise model is an emerging approach in answer to the new requirements of the business environment, relying on dynamically-reconfigurable partnerships, with extremely high performances, strongly time-oriented while being highly focused on cost and quality, in permanent alignment with the market, and strongly supported by information and communication technology, dictating a paradigm face shift to the traditional organizational models. Networking and reconfiguration dynamics are the main characteristics of this model,requiring enabling and supporting environments, at bearable costs. Some existing technologies and Internet-based environments can partially support this organizational model, but the reconfiguration dynamics can only be assured by environments able to manage, control, and enable networking and dynamics in virtual enterprise creation/reconfiguration. Several environments are introduced in the chapter, and particular focus is given to the market of resources, an environment coping with the requirements of the virtual enterprise model.

Environments for Virtual Enterprise Integration

2011 ◽  
pp. 194-211 ◽  
Author(s):  
Maria Manuela Cruz-Cunha ◽  
Goran D. Putnik
Keyword(s):  
Private Information ◽  
Virtual Enterprise ◽  
Cost Effective ◽  
Organizational Model ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Enterprise Model ◽  
Information And Communication ◽  
Enterprise Creation ◽  
Effective Integration

The Virtual Enterprise model relies on dynamically reconfigurable collaborative networks, with extremely high performances, strongly time-oriented while highly focused on cost and quality, in permanent alignment with the market, and strongly supported by information and communication technology. Networking and reconfiguration dynamics are the main characteristics of this model, which claim for enabling and supporting environments, assuring cost-effective integration in useful time and preventing the risk of leakage of private information about products or processes. Some existing technologies and Internet-based environments can partially support this organizational model, but the reconfiguration dynamics can only be assured by environments able to manage, control, and enable virtual enterprise creation/operation/reconfiguration. Several environments are introduced in the article, and particular focus is given to the Market of Resources, an environment coping with the requirements of the Virtual Enterprise model.

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).

Custom-Made Cloud Enterprise Architecture for Small Medium and Micro Enterprises

2013 ◽  
pp. 205-217
Author(s):  
Promise Mvelase ◽  
Nomusa Dlodlo ◽  
Quentin Williams ◽  
Matthew O. Adigun
Keyword(s):  
Cloud Computing ◽  
Enterprise Architecture ◽  
Virtual Enterprise ◽  
Cost Benefit ◽  
Process Models ◽  
Virtual Enterprises ◽  
Market Opportunities ◽  
Ict Infrastructure ◽  
The Cost ◽  
Micro Enterprises

Small, Medium, and Micro enterprises (SMMEs) usually do not have adequate funds to acquire ICT infrastructure and often use cloud computing. In this paper, the authors discuss the implementation of virtual enterprises (VE) to enable SMMEs to respond quickly to customers’ demands and market opportunities. The virtual enterprise model is based on the ability to create temporary co-operations and realize the value of a short term business opportunity that the partners cannot fully capture on their own. The model of virtual enterprise is made possible through virtualisation technology, which is a building block of cloud computing. To achieve a common goal, enterprises integrate resources, organisational models, and process models. Through the virtual business operating environment offered by cloud computing, the SMMEs are able to increase productivity and gain competitive advantage due to the cost benefit incurred. In this paper, the authors propose a virtual enterprise enabled cloud enterprise architecture based on the concept of virtual enterprise at both business and technology levels. The business level comprises of organisational models, process models, skills, and competences whereas the technology level comprises of IT resources.

Custom-Made Cloud Enterprise Architecture for Small Medium and Micro Enterprises

2012 ◽  
pp. 589-601 ◽  
Author(s):  
Promise Mvelase ◽  
Nomusa Dlodlo ◽  
Quentin Williams ◽  
Matthew O. Adigun
Keyword(s):  
Cloud Computing ◽  
Enterprise Architecture ◽  
Virtual Enterprise ◽  
Cost Benefit ◽  
Process Models ◽  
Virtual Enterprises ◽  
Market Opportunities ◽  
Ict Infrastructure ◽  
The Cost ◽  
Micro Enterprises

Small, Medium, and Micro enterprises (SMMEs) usually do not have adequate funds to acquire ICT infrastructure and often use cloud computing. In this paper, the authors discuss the implementation of virtual enterprises (VE) to enable SMMEs to respond quickly to customers’ demands and market opportunities. The virtual enterprise model is based on the ability to create temporary co-operations and realize the value of a short term business opportunity that the partners cannot fully capture on their own. The model of virtual enterprise is made possible through virtualisation technology, which is a building block of cloud computing. To achieve a common goal, enterprises integrate resources, organisational models, and process models. Through the virtual business operating environment offered by cloud computing, the SMMEs are able to increase productivity and gain competitive advantage due to the cost benefit incurred. In this paper, the authors propose a virtual enterprise enabled cloud enterprise architecture based on the concept of virtual enterprise at both business and technology levels. The business level comprises of organisational models, process models, skills, and competences whereas the technology level comprises of IT resources.

Manufacturability Analysis Using High-Level Process Planning

1996 ◽  
Author(s):  
Jeffrey W. Herrmann ◽  
Giang Lam ◽  
Ioannis Minis
Keyword(s):  
Product Design ◽  
Process Planning ◽  
Virtual Enterprise ◽  
Plant Performance ◽  
Design Stage ◽  
Virtual Enterprises ◽  
Process Plan ◽  
High Level ◽  
The Cost ◽  
Level Process

Abstract Virtual enterprises utilize the resources of the most capable partners for mutual benefit. This paper describes a high-level process planning and manufacturability analysis approach which increases decision support at the product design stage and reduces time to market by integrating the process of forming the virtual enterprise with design critiquing and process planning so that the designer can develop the process plan and evaluate the design with respect to the capabilities of the potential partners early in the design cycle. Alternative high-level process plans are generated based on the product design requirements, process capabilities, and plant performance measures. The manufacturability of each design-process plan combination is evaluated by estimating the cost, lead time, and expected quality of each high-level process plan.

Market of Resources as a Virtual Enterprise Integration Enabler

2011 ◽  
pp. 145-165 ◽  
Author(s):  
Maria M. Cunha ◽  
Goran D. Putnik ◽  
Angappa Gunasekaran ◽  
Paulo Avila
Keyword(s):  
Information And Communication Technology ◽  
Communication Technology ◽  
Virtual Enterprise ◽  
Global Structure ◽  
Full Potential ◽  
Organizational Model ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Information And Communication

The search for increased competitiveness and efficiency during the last decade resulted in several organizational approaches that presented flexibility as a main characteristic. Some of these approaches rely on dynamically reconfigurable partnerships in permanent alignment with the market and strongly supported by information and communication technology, with the agile/virtual enterprise (A/VE) organizational model as a leading example. Several technologies and valuable applications have been developed to support some of these emerging models, however, the full potential of the A/VE model requires an environment coping with its requirements, and the Market of Resources concept is defended as a solution for virtual enterprise (VE) integration. The chapter discusses the requirements for the A/VE model and introduces the global structure and functionalities of the Market of Resources.

Environments for Virtual Enterprise Integration

2008 ◽  
pp. 1178-1197
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik ◽  
Paulo Silva Ávila
Keyword(s):  
Communication Technology ◽  
Virtual Enterprise ◽  
Business Environment ◽  
Organizational Model ◽  
Organizational Models ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Enterprise Model ◽  
Information And Communication ◽  
Enterprise Creation

The virtual enterprise model is an emerging approach in answer to the new requirements of the business environment, relying on dynamically-reconfigurable partnerships, with extremely high performances, strongly time-oriented while being highly focused on cost and quality, in permanent alignment with the market, and strongly supported by information and communication technology, dictating a paradigm face shift to the traditional organizational models. Networking and reconfiguration dynamics are the main characteristics of this model,requiring enabling and supporting environments, at bearable costs. Some existing technologies and Internet-based environments can partially support this organizational model, but the reconfiguration dynamics can only be assured by environments able to manage, control, and enable networking and dynamics in virtual enterprise creation/reconfiguration. Several environments are introduced in the chapter, and particular focus is given to the market of resources, an environment coping with the requirements of the virtual enterprise model.

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