Research on Production and Order Decision for Supply Chain Members of Virtual Enterprises in Uncertain Environment

2013 ◽  
Vol 546 ◽  
pp. 45-49
Author(s):  
Jun Mei Ding ◽  
Tian Rui Zhang ◽  
Tian Biao Yu ◽  
Wan Shan Wang
Keyword(s):  
Supply Chain ◽  
Virtual Enterprise ◽  
Production Capacity ◽  
Quantitative Relation ◽  
Virtual Enterprises ◽  
Multi Stage ◽  
Market Opportunities ◽  
Development Tendency ◽  
The Mathematical Model ◽  
Mathematical Derivation

As an organizational way, virtual enterprise had been the development tendency of contemporary enterprise operation. For complex market opportunities, the uncertainty of supply chain in virtual enterprises was the key of enterprise operation. This paper studied the production and order strategy for virtual enterprise members from single-stage supply chain, and then provided reference for subsequent multi-stage supply chain. This paper introduced expected loss, which was the base of making decisions for the enterprise. Through building the mathematical based on the strict mathematical derivation, the quantitative relation between the order quantity of core enterprises and production capacity of partners, and then the mathematical model was verified in the last.

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

2011 ◽  
Vol 1 (3) ◽  
pp. 52-63 ◽  
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 ◽  
Custom Made ◽  
Market Opportunities ◽  
Ict Infrastructure ◽  
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

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.

scholarly journals Algorithmic Approaches to Inventory Management Optimization

Processes ◽  
2021 ◽  
Vol 9 (1) ◽  
pp. 102
Author(s):  
Hector D. Perez ◽  
Christian D. Hubbs ◽  
Can Li ◽  
Ignacio E. Grossmann
Keyword(s):  
Linear Programming ◽  
Supply Chain ◽  
Reinforcement Learning ◽  
Inventory Management ◽  
Production Capacity ◽  
Service Level ◽  
Management Problem ◽  
Deterministic Models ◽  
Multi Stage ◽  
Algorithmic Approaches

An inventory management problem is addressed for a make-to-order supply chain that has inventory holding and/or manufacturing locations at each node. The lead times between nodes and production capacity limits are heterogeneous across the network. This study focuses on a single product, a multi-period centralized system in which a retailer is subject to an uncertain stationary consumer demand at each time period. Two sales scenarios are considered for any unfulfilled demand: backlogging or lost sales. The daily inventory replenishment requests from immediate suppliers throughout the network are modeled and optimized using three different approaches: (1) deterministic linear programming, (2) multi-stage stochastic linear programming, and (3) reinforcement learning. The performance of the three methods is compared and contrasted in terms of profit (reward), service level, and inventory profiles throughout the supply chain. The proposed optimization strategies are tested in a stochastic simulation environment that was built upon the open-source OR-Gym Python package. The results indicate that, of the three approaches, stochastic modeling yields the largest increase in profit, whereas reinforcement learning creates more balanced inventory policies that would potentially respond well to network disruptions. Furthermore, deterministic models perform well in determining dynamic reorder policies that are comparable to reinforcement learning in terms of their profitability.

Research on Virtual Enterprise Risk Control Based on Optimization

2010 ◽  
Vol 129-131 ◽  
pp. 1267-1272 ◽  
Author(s):  
Neng Wang
Keyword(s):  
Optimization Model ◽  
Virtual Enterprise ◽  
Risk Control ◽  
Risk Identification ◽  
Virtual Enterprises ◽  
Dynamic Alliance ◽  
Enterprise Risk ◽  
Market Opportunities ◽  
Successful Establishment ◽  
And Control

Virtual enterprises not only help to improve the competitiveness of enterprises but also increase the risks that enterprises face. This paper studies the methods and indexes for enterprise risk evaluation and steps of virtual enterprise risk identification and adjustment, constructs a local optimization model and global optimization model of virtual enterprise risk based on minimum risk loss and finally gives a risk control framework of virtual enterprise. Virtual enterprise is also called virtual organization or dynamic alliance, etc, and it refers to a dynamic alliance of multiple enterprises taking information network technology as support to integrate their respective core competences and resources for catering for fast-changing market opportunities. Virtual enterprise brings advantages of flexibility and quick reaction, etc, but we can not neglect its risks and losses brought by the risks due to uncertainty of external market environment and its complexity and even these risks and losses will lead to its abortion. Under the circumstances, we need to carry out effective identification and control of virtual enterprise risks to ensure the successful establishment and operation of virtual enterprises.

scholarly journals Reshaping the Role of Destination Management Organizations: Heritage Promotion through Virtual Enterprises—Case Study: Bresciatourism

2021 ◽  
Vol 13 (8) ◽  
pp. 4471
Author(s):  
Maria Garbelli ◽  
Manuel Gabriele
Keyword(s):  
Virtual Enterprise ◽  
Leadership Role ◽  
Information And Communications Technology ◽  
Virtual Enterprises ◽  
Life Cycle Stages ◽  
Enterprise Model ◽  
Market Opportunities ◽  
Virtual Teaming ◽  
Destination Management Organizations

Cooperation in tourism is considered crucial for sustainable destination promotion, addressing several opportunities to decrease the level of competition among actors to achieve advantages for all. Global markets force rapid, virtual teaming up and high reconfigurability through heavy reliance on information and communications technology in the pursuit of specific market opportunities for a destination’s heritage promotion. In light of a reshaped destination management organization role, this work focuses on temporary cooperation and adapts the dynamic virtual enterprise model to tourism. A case history in Brescia was examined to support the theoretical construct. The resulting conceptual schema highlights the main features of a virtual enterprise in tourism (VEt), the life cycle stages—qualified by dynamic adaptation—and the leadership role of the destination management organizations. In generating a VEt model, four conditions for effectiveness emerge.

scholarly journals A COVID-19 Supply Chain Management Strategy Based on Variable Production under Uncertain Environment Conditions

2021 ◽  
Vol 18 (4) ◽  
pp. 1662
Author(s):  
Mohammed Alkahtani ◽  
Muhammad Omair ◽  
Qazi Salman Khalid ◽  
Ghulam Hussain ◽  
Imran Ahmad ◽  
...  
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Production Rate ◽  
Manufacturing System ◽  
Working Environment ◽  
Data Set ◽  
Manufacturing Firm ◽  
Chain Management ◽  
Ripple Effects ◽  
Multi Stage

The management of a controllable production in the manufacturing system is essential to achieve viable advantages, particularly during emergency conditions. Disasters, either man-made or natural, affect production and supply chains negatively with perilous effects. On the other hand, flexibility and resilience to manage the perpetuated risks in a manufacturing system are vital for achieving a controllable production rate. Still, these performances are strongly dependent on the multi-criteria decision making in the working environment with the policies launched during the crisis. Undoubtedly, health stability in a society generates ripple effects in the supply chain due to high demand fluctuation, likewise due to the Coronavirus disease-2019 (COVID-19) pandemic. Incorporation of dependent demand factors to manage the risk from uncertainty during this pandemic has been a challenge to achieve a viable profit for the supply chain partners. A non-linear supply chain management model is developed with a controllable production rate to provide an economic benefit to the manufacturing firm in terms of the optimized total cost of production and to deal with the different situations under variable demand. The costs in the model are set as fuzzy to cope up with the uncertain conditions created by lasting pandemic. A numerical experiment is performed by utilizing the data set of the multi-stage manufacturing firm. The optimal results provide support for the industrial managers based on the proactive plan by the optimal utilization of the resources and controllable production rate to cope with the emergencies in a pandemic.

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