Wang / Koh Enterprise Networks and Logistics for Agile Manufacturing

1. Auflage 2010
ISBN: 978-1-84996-244-5
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 406 Seiten

Enterprise Networks and Logistics for Agile Manufacturing presents a focused collection of quality chapters on state-of-the-art research efforts in the areas of enterprise networks and logistics, as well as their practical applications towards agile manufacturing. With the increasing decentralisation of manufacturing systems and outsourcing of processes, more robust and practical approaches and systems are needed to support agile manufacturing operations. Enterprise Networks and Logistics for Agile Manufacturing consists of two major sections: the first presents a broad-based review of the key areas of research in enterprise networks and logistics; the second focuses on an in-depth treatment of a particular methodology or system relevant to the book title. Examples include: • sustainable green supply chain; • value creation and supplier selection; • extended enterprise network management; • reverse logistics; and • innovative supply chain systems. The authors take into account the need to pose intellectual challenges while retaining a balanced approach in terms of scope versus depth and theory versus applications. Enterprise Networks and Logistics for Agile Manufacturing can be beneficial to academic researchers, practicing engineers and managers, and graduate students with an interest in any manufacturing sectors. It can enable them to better understand the present state and future trends of research in this important area, in order to position themselves strategically for future challenges as we enter the era of agile and distributed manufacturing.

Lihui Wang is a professor of virtual manufacturing at the University of Skövde's Virtual Systems Research Centre in Sweden. He was previously a senior research scientist at the Integrated Manufacturing Technologies Institute, National Research Council of Canada. He is also an adjunct professor in the Department of Mechanical and Materials Engineering at the University of Western Ontario, and a registered professional engineer in Canada. His research interests and responsibilities are in web-based and sensor-driven real-time monitoring and control, distributed machining process planning, adaptive assembly planning, collaborative design, supply chain management, as well as intelligent and adaptive manufacturing systems. S.C. Lenny Koh is Chair in Operations Management, Director of the Logistics and Supply Chain Management (LSCM) Research Centre, Associate Dean of Alumni Relations, and Head of the Operations Management Group at the University of Sheffield's Management School, UK. She is also a co-founder of the Supply Chain Management and Information Systems (SCMIS) Consortium. Her industrial and research experiences include implementation and operations of MRP/MRPII/ERP systems, batch-manufacturing and high-tech environments, directorships/leaderships in the agricultural sector, directorships and management in the business-to-business and business-to-consumer food supply chains, business ventures and investment, uncertainty management, and low carbon and green supply chain.

Autoren/Hrsg.

Wang, Lihui

Koh, S. C. Lenny

Inhaltsverzeichnis

1;Preface;5
2;Contents;8
3;List of Contributors;16
4;1 Overview of Enterprise Networks and Logistics for Agile Manufacturing;19
4.1;1.1 Introduction;19
4.2;1.2 Logistics;20
4.3;1.3 Supply Chain Management;20
4.4;1.4 Agile Manufacturing – Towards Leagile Manufacturing and Supply Chain?;21
4.4.1;1.4.1 Lean Strategy;23
4.4.2;1.4.2 Agile Strategy;23
4.4.3;1.4.3 Leagile Strategy;23
4.5;1.5 Cases from Logistics Sectors;24
4.5.1;1.5.1 Foreign 3PL: Company A Logistics and Maersk Logistics;24
4.5.2;1.5.2 Domestic 3PL: Longfei Logistics and Company B Logistics;25
4.6;1.6 Supply Chain Transformation;26
4.7;1.7 Conclusions;27
4.8;References;27
5;2 A Review of Research and Practice for the Industrial Networks of the Future;29
5.1;2.1 Introduction;29
5.1.1;2.1.1 Brief History of Industrial Networks;30
5.1.2;2.1.2 The Impact of Globalisation;32
5.1.3;2.1.3 Scope of Chapter;33
5.2;2.2 Traditional Views about Networks;34
5.2.1;2.2.1 Core Competencies and Outsourcing;35
5.2.2;2.2.2 Keiretsu and Chaibol Networks;36
5.2.3;2.2.3 Agile Manufacturing Networks;37
5.2.4;2.2.4 Supply Chain Management;38
5.2.5;2.2.5 Traditional Views on the Wane;39
5.3;2.3 Future Networks;40
5.3.1;2.3.1 Network Configuration;41
5.3.2;2.3.2 Manufacturing as a Commodity;43
5.3.3;2.3.3 Added Value of Industrial Networks;44
5.3.4;2.3.4 Sustainability of Supply Chains;45
5.4;2.4 Research Agenda for Industrial Networks;46
5.5;2.5 Implications for Practice;48
5.6;2.6 Conclusions;49
5.7;References;49
6;3 Agile Manufacturing in Complex Supply Networks;57
6.1;3.1 Introduction;57
6.2;3.2 An Overview of Commercial Solutions for SNC;58
6.3;3.3 Challenges and Requirements of SNC;59
6.4;3.4 A Research Framework for SNC;60
6.4.1;3.4.1 Seven Coordination Processes;60
6.4.2;3.4.2 Functional Relationship Between the Focused Processes;62
6.5;3.5 The Overall Co-OPERATE System;63
6.5.1;3.5.1 System Design Approach;63
6.5.2;3.5.2 Network Coordination Architecture;64
6.5.3;3.5.3 Operational Ordering and Planning;69
6.5.4;3.5.4 Visibility of Order Progress;71
6.5.5;3.5.5 Exception Handling;74
6.5.6;3.5.6 Request and Feasibility Studies;76
6.5.7;3.5.7 Comparison of Co-OPERATE with Other Solutions;78
6.6;3.6 Implementation and Evaluation;78
6.6.1;3.6.1 Process Design and Implementation;78
6.6.2;3.6.2 Pilot System Evaluation;79
6.7;3.7 Conclusions and Future Work;80
6.8;Acknowledgement;81
6.9;References;81
7;4 Enterprise Network and Supply Chain Structure: the Role of Fit;84
7.1;4.1 Introduction;84
7.2;4.2 Relevance of Enterprise Architecture;86
7.3;4.3 The IFIP IFAC Task Force;87
7.4;4.4 The First IFIP IFAC Mandate;88
7.4.1;4.4.1 The Historical ‘Type 2’ Architecture;89
7.5;4.5 The Second IFIP IFAC Mandate;93
7.6;4.6 The GERAM Model;95
7.6.1;4.6.1 Life-cycle Concept;95
7.6.2;4.6.2 Enterprise Entity Types Concept;97
7.6.3;4.6.3 Enterprise Modelling Concept;99
7.6.4;4.6.4 Modelling Language Concept;100
7.6.5;4.6.5 Generic Enterprise Engineering Methodologies;100
7.6.6;4.6.6 Generic Enterprises Modelling Languages;100
7.6.7;4.6.7 Generic Enterprise Modelling Tools;101
7.6.8;4.6.8 Enterprise Models;101
7.7;4.7 Architectural Structure and Life Cycle;102
7.8;4.8 Real Option and Enterprise Architecture;104
7.8.1;4.8.1 High-tech Manufacturing – Optimising Enterprise Network Architecture with Real Options;104
7.8.2;4.8.2 The Real Option Results for the Firm Project;107
7.9;4.9 Conclusions;114
7.10;References;114
8;5 Enterprise Networks and Information and Communications Technology Standardisation;116
8.1;5.1 Introduction;116
8.2;5.2 ICT Standards Setting;119
8.3;5.3 Significant References to ICT Standardisation;121
8.4;5.4 ICT Standardisation – Why the Best Does Not Always Win;123
8.5;5.5 Automotive Network Exchange: an Excellent Example of an Enterprise Network;126
8.5.1;5.5.1 The US ANX;127
8.5.2;5.5.2 The Australian ANX;129
8.5.3;5.5.3 The Japanese ANX;131
8.5.4;5.5.4 The European ANX;132
8.5.5;5.5.5 The Korean ANX;132
8.6;5.6 Conclusions;132
8.7;References;133
9;6 Collaborative Demand Planning: Creating Value Through Demand Signals;135
9.1;6.1 Introduction;135
9.2;6.2 Creating Value by Implementing Demand-driven Supply Chains (DDSC);137
9.3;6.3 Using Demand Signals to Develop Collaborative Demand Planning Practices;141
9.3.1;6.3.1 Case 1: Délifruit/Casino;141
9.3.2;6.3.2 Case 2: La Normandise/Casino;142
9.3.3;6.3.3 Case 3: Tefal/Carrefour;144
9.4;6.4 Cross-case Analysis and Discussion;145
9.5;6.5 Conclusions;148
9.6;References;150
10;7 Value Creation and Supplier Selection: an Empirical Analysis;153
10.1;7.1 Introduction;153
10.2;7.2 Supplier Selection;155
10.3;7.3 Methods and Materials;156
10.3.1;7.3.1 Questionnaire;156
10.3.2;7.3.2 Data Collection;156
10.3.3;7.3.3 Companies Sampled;156
10.4;7.4 Results;156
10.4.1;7.4.1 Typology of Companies;156
10.4.2;7.4.2 Characteristics of Supplier Selection;157
10.4.3;7.4.3 Selection Criteria;159
10.4.3.1;7.4.3.1 Classical Criteria;159
10.4.3.2;7.4.3.2 IT Criterion;160
10.4.4;7.4.4 Supplier Selection and Value Creation;162
10.4.4.1;7.4.4.1 Competencies Acquisition and Development;162
10.4.4.2;7.4.4.2 Performance;163
10.4.4.3;7.4.4.3 Difficulties;165
10.5;7.5 Conclusions;166
10.6;References;167
11;8 Supplier Selection in Agile Manufacturing Using Fuzzy Analytic Hierarchy Process;170
11.1;8.1 Introduction;170
11.1.1;8.1.1 Agile Manufacturing Criteria;173
11.2;8.2 Literature Review;176
11.3;8.3 Supplier Selection Criteria for Agile Manufacturing;182
11.3.1;8.3.1 Supplier Criteria;182
11.3.2;8.3.2 Product Performance Criteria;183
11.3.3;8.3.3 Service Performance Criteria;183
11.4;8.4 A Fuzzy Multi-criteria Supplier Selection Model for Agile Manufacturing;187
11.5;8.5 An Application;195
11.6;8.6 Conclusions;200
11.7;References;201
12;9 A Sustainable Green Supply Chain for Globally Integrated Networks;206
12.1;9.1 Introduction;206
12.2;9.2 The Importance of Going Green;208
12.2.1;9.2.1 Political Concern;209
12.2.2;9.2.2 Economic Considerations;209
12.2.3;9.2.3 Changing Business Model;210
12.2.4;9.2.4 Public Image;210
12.2.5;9.2.5 Innovation and Technology Adaption;210
12.3;9.3 Examining the Sustainable Green Supply Chain;210
12.4;9.4 Critical Drivers that Stimulate Companies to Adopt a Green Supply Chain;211
12.4.1;9.4.1 Regulatory Issues, Mandates and Standards;212
12.4.2;9.4.2 Market Competitiveness;213
12.4.3;9.4.3 Differentiation by Innovative Strategies;213
12.4.4;9.4.4 Supplier Consolidation and Economic Gain;213
12.5;9.5 Important Things to Consider while Designing a Network;214
12.5.1;9.5.1 Controlling Emissions Across the Supply Chain;214
12.5.2;9.5.2 Restructuring the Network;214
12.5.3;9.5.3 Performing Life-cycle Assessments;216
12.6;9.6 Implementation Challenges of a Sustainable Supply Chain;217
12.6.1;9.6.1 Green Logistics Initiatives in the UAE;218
12.6.1.1;9.6.1.1 Green Buildings for Maxx 3PL Logistics in Dubai;218
12.6.1.2;9.6.1.2 Masdar City in Abu Dhabi;218
12.6.1.3;9.6.1.3 Emission Reduction Emissions by UPS/DHL/FedEx;218
12.6.2;9.6.2 Implementation Challenges Perceived in UAE;218
12.7;9.7 Managerial Implications and Concluding Remarks;219
12.8;References;220
13;10 A Multi-agent Framework for Agile Outsourced Supply Chains;222
13.1;10.1 Introduction;222
13.2;10.2 Agile Manufacturing;224
13.3;10.3 Problem Scenario;225
13.4;10.4 Agent Framework;226
13.4.1;10.4.1 Agent Architecture;226
13.4.1.1;10.4.1.1 Ordering Agent;227
13.4.1.2;10.4.1.2 Inventory Agent;228
13.4.1.3;10.4.1.3 Planning Agent;228
13.4.1.4;10.4.1.4 Corporate Memory Agent;233
13.4.1.5;10.4.1.5 Data-mining Agent;233
13.4.1.6;10.4.1.6 Distribution Agent;234
13.4.1.7;10.4.1.7 Learning Agent;234
13.4.2;10.4.2 Communication Channel;236
13.4.2.1;10.4.2.1 Attributes of Communication Module;236
13.4.2.2;10.4.2.2 Encoding Format;237
13.5;10.5 Conclusions;237
13.6;References;238
14;11 Agent-based Simulation and Simulation-based Optimisation for Supply Chain Management;242
14.1;11.1 Introduction;242
14.2;11.2 Literature Review: Agent-based Simulation;244
14.3;11.3 An ABS Framework for Multi-objective and Multi-level Optimisation;248
14.4;11.4 A Simple Case Study;253
14.5;11.5 Conclusions;257
14.6;References;258
15;12 Analysing Interactions among Battery Recycling Barriers in the Reverse Supply Chain;263
15.1;12.1 Introduction;263
15.2;12.2 Survey of Previous Work;266
15.3;12.3 Description of Recycling Barriers;268
15.4;12.4 Interpretive Structural Modelling;269
15.5;12.5 Case Study;271
15.5.1;12.5.1 Structural Self-interaction Matrix;271
15.5.2;12.5.2 Reachability Matrix;273
15.5.3;12.5.3 Level Partitions;274
15.6;12.6 Formation of the ISM-based Model;276
15.7;12.7 MICMAC Analysis;276
15.8;12.8 Conclusions;278
15.9;References;279
16;13 Design of Reverse Supply Chains in Support of Agile Closed-loop Logistics Networks;284
16.1;13.1 Introduction: Motivation and Concepts;284
16.2;13.2 Design of Reverse Logistics Networks: a Literature Review;286
16.2.1;13.2.1 Independent Reverse Logistics Networks;286
16.2.2;13.2.2 Configuration of Reverse Logistics Networks by Considering the Synergies with the Forward Channel;287
16.2.3;13.2.3 CLSC Networks;287
16.2.4;13.2.4 Literature Review Insights;288
16.3;13.3 System Description;288
16.3.1;13.3.1 Problem Definition;288
16.3.2;13.3.2 Major Modelling Assumptions;293
16.4;13.4 Model Formulation;293
16.4.1;13.4.1 Nomenclature;293
16.4.2;13.4.2 Optimisation Model;297
16.4.3;13.4.3 Solution Performance;302
16.4.4;13.4.4 Sensitivity Analysis and Managerial Insights;303
16.5;13.5 Extensions and Future Research Directions;304
16.5.1;13.5.1 Model Extensions;304
16.5.2;13.5.2 Future Research;306
16.6;13.6 Conclusions;307
16.7;References;307
17;14 The Evolution of Logistics Service Providers and the Role of Internet-based Applications in Facilitating Global Operations;310
17.1;14.1 Introduction;310
17.2;14.2 Logistics Service Providers: Evolution and Major Trends;311
17.2.1;14.2.1 LSPs: Context and Types;311
17.2.2;14.2.2 Evolution and Characteristics of the LSP Market;312
17.2.3;14.2.3 Major Trends;313
17.3;14.3 Evolution and Current State of Electronic Marketplaces in Logistics;315
17.3.1;14.3.1 Electronic Marketplaces and Logistics: Concept, Context and Evolution;315
17.3.2;14.3.2 Electronic Logistics Marketplaces: an Overview;316
17.4;14.4 Conclusions and Future Trends;319
17.5;References;320
18;15 A Heuristic for Heterogeneous Capacitated Pick-up and Delivery Logistics Problems with Time Windows in Agile Manufacturing and the Distribution Supply Chain;324
18.1;15.1 Introduction;324
18.2;15.2 Research Problem;326
18.3;15.3 Literature Review;328
18.4;15.4 Problem Description;329
18.4.1;15.4.1 Notations;329
18.4.2;15.4.2 Problem Representation;330
18.4.3;15.4.3 Problem Constraints;332
18.4.4;15.4.4 Problem Objective;332
18.4.4.1;15.4.4.1 Lexicographic Method;333
18.5;15.5 Proposed Simulated Annealing for Solving m-PDPTWH;334
18.5.1;15.5.1 Neighbourhood Structure;335
18.5.2;15.5.2 Evaluation Function, Ranking and Temperature Assignment;336
18.5.2.1;15.5.2.1 2-opt* Exchange Modification;338
18.5.2.2;15.5.2.2 Parameter Settings for ESA;340
18.6;15.6 Computational Study;340
18.7;15.7 Conclusions;340
18.8;References;342
19;16 Visualisation and Verification of Communication Protocols for Networked Distributed Systems;345
19.1;16.1 Introduction;345
19.1.1;16.1.1 Basic Strategy to Deal with System Complexity;346
19.1.2;16.1.2 Development of a Decentralised System;346
19.1.3;16.1.3 Development of Decentralised Control Systems;347
19.1.4;16.1.4 Life Cycle of Control Systems Development;348
19.1.5;16.1.5 Overview of the Presented Work;349
19.2;16.2 Distributed Sensor-based Information System;350
19.2.1;16.2.1 Application Scenarios;350
19.2.2;16.2.2 Classes of Components in a DSBIS;352
19.2.3;16.2.3 An Example of the Algorithms – Ring Extrema Determination;354
19.2.3.1;16.2.3.1 Outbound Message Initiated Operations;355
19.2.3.2;16.2.3.2 Inbound Message Initiated Operations;356
19.2.3.3;16.2.3.3 Halt Message Operations;356
19.2.3.4;16.2.3.4 Algorithm;356
19.3;16.3 Modelling Methodologies;359
19.4;16.4 DSBIS Modelling in QUEST;360
19.5;16.5 Case Study;361
19.5.1;16.5.1 Basic Components and Communications;362
19.5.1.1;16.5.1.1 Modelling of MessageProcessor;362
19.5.1.2;16.5.1.2 Modelling of Wireless Communication;362
19.5.1.3;16.5.1.3 Modelling of Connection;363
19.5.1.4;16.5.1.4 Modelling of Message;363
19.5.1.5;16.5.1.5 Coordinating Algorithms Modelling;364
19.5.2;16.5.2 Coordinating Algorithm;364
19.6;16.6 Conclusions;366
19.7;References;366
20;17 Robustness and Capability Indices in the Optimisation of an Airline’s Fleet – Bridging Contradicting Outcomes;370
20.1;17.1 Introduction;370
20.2;17.2 Literature Review;371
20.3;17.3 Contribution of Quality Standards in the Airline Industry;375
20.3.1;17.3.1 Design of Experiments: Industrial Application of SNRs;376
20.3.2;17.3.2 Implications of Capability Indices;380
20.4;17.4 Research Methodology;383
20.4.1;17.4.1 Areas of Further Improvement between Cpk and SNRs;385
20.4.2;17.4.2 Summary of Most Commonly Used Approaches;389
20.5;17.5 Analysis of Noteworthy Approaches;391
20.6;17.6 Discussions on Current Techniques;394
20.6.1;17.6.1 Development of New Hubs: Strategic Uses and Applied Policies;395
20.6.2;17.6.2 Proposed Model by Martin and Roman;396
20.6.3;17.6.3 Proposed Model by Rietveld and Brons;397
20.6.4;17.6.4 Evaluation of Hub-influential Parameters;397
20.7;17.7 Preliminary Model;398
20.7.1;17.7.1 Input Parameters for Development of a Factorial Experiment;399
20.7.2;17.7.2 Factorial Experiment for Smaller-the-Better;402
20.8;17.8 Conclusions and Future Work;404
20.9;References;405
21;Index;409