A Framework for Enhancing Responsiveness in Sales Order Processing System Using Web Services and Ubiquitous Computing Technologies

Park, Mokmin; Shin, Kitae; Jeong, Hanil; Park, Jin-Woo

doi:10.1007/978-3-642-16358-6_56

Cited by 2 publications

(2 citation statements)

References 20 publications

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Order By: Relevance

“…PC -those whose total annual buying quantity meets or exceeds a pre-determined amount. Their orders are quoted as early as possible within capacity reservations for PCs, as shown in Figure 1 (Park et al, 2009).…”

Section: Assumptionsmentioning

confidence: 99%

Business integration model with due‐date re‐negotiations

Park

Lee

Shin

et al. 2010

Industrial Management &Amp; Data Systems

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Purpose -This paper aims to enhance the responsiveness of enterprises with regard to delivery schedules in a supply chain. Based on the observations in industry, it seems that companies often re-negotiate their due-dates. These phenomena have begun to appear only recently, as a result of the advancements of information technology and flexibility in the supply chain. However, these due-date re-negotiation processes are haphazard and ad hoc in nature, and a formal process is needed to respond to market fluctuations more quickly. In this paper, a re-negotiable order processing method is developed that can change the already-assigned due-dates or allow partial shipments to increase the flexibility of firm response to a rush order from a prior customer (PC). Design/methodology/approach -A due-date re-negotiation process is defined and a formal system for handling customer orders is proposed. The new data and business process integration model are proposed for the due-date re-negotiation process based on RosettaNet's Partner Interface Processes. Web services and ubiquitous computing technologies are used in the proposed system architecture to allow for responsive sales order management. Findings -The paper shows that assigned due-dates can also be re-negotiated by enhancing the connectivity and visibility of the supply chain with co-operative customers. In the early stage of the product life cycle or high-regional demand variation environments, it is better to re-negotiate due-dates than to meet scheduled due-dates. Practical implications -In some instances, meeting the due-date requested by a customer relates to the success or failure of a particular sales order. The proposed re-negotiation method could help the sales offices of the MF to respond to PC requests quickly and flexibly. Rush orders from PC might be acceptable based on the slack gained through the re-negotiation of co-operative customers' assigned orders. Originality/value -There has been a considerable volume of studies on the due-date assignment, order releasing, and scheduling problems. However, these previous studies considered due-dates as exogenous parameters or fixed endogenous variables. In this paper, the assigned due-dates for pre-contracted co-operative customers are considered as re-negotiable variables. On the other hand, most studies on ubiquitous computing technologies, especially those relate to radio frequency identification (RFID), have focused mostly on asset management and processing time reduction. This paper suggests other benefits of increased visibility and traceability of RFID technology in enhancing responsiveness and flexibility in the sales order management system.

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Section: Assumptionsmentioning

confidence: 99%

Business integration model with due‐date re‐negotiations

Park

Lee

Shin

et al. 2010

Industrial Management &Amp; Data Systems

Self Cite

View full text Add to dashboard Cite

show abstract

“…These approaches need to be adapated to the needs of customized products. For what concerns order management, while in [10] it is proposed an approach for the qualitative evaluation of the turbulence of the market in [11] it is explained how to increase degree of responsiveness with a new architecture based on Web Services and Ubiquitous Computing technologies for reliable real-time information. The TCFI sector, also analysed in [12,13], is populated by a number of small or micro enterprises, with limited resources for the adoption of innovative IT solutions, and requires the adoption of order management solutions based on exchange of documents based on SMTP or HTTP rather than on a fully SOA architecture for a step-by-step approach to integration of different modules.…”

Section: Introductionmentioning

confidence: 99%

Support to Order Management and Collaborative Production of Customised Garments for Specific Target Groups

Coscia

Sesana

Fornasiero³

2013

IFIP Advances in Information and Communication Technology

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Abstract. This paper describes a solution for the creation and management of orders and other business documents, necessary for the production and delivery of customised garments. These documents are managed along a supply network that can be quickly set up with the support of a tool for the identification of best partners for the production of the ordered items. The management of the documents leverages on three elements: the adoption of a standard for the interoperability of the business information among different services used in the network; the usage of a tool for quickly and automatically check the documents' contents applying business rules on top of them; a middleware layer that provides a fast way of exchanging the checked documents. The set-up of the supply chain is supported by the Partner Search module which is in charge of managing and improving the manufacturer's knowledge about its potential partners. The solution is validated within an industrial pilot focused on the production of customised knitted items for obese people.

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A Framework for Enhancing Responsiveness in Sales Order Processing System Using Web Services and Ubiquitous Computing Technologies

Cited by 2 publications

References 20 publications

Business integration model with due‐date re‐negotiations

Business integration model with due‐date re‐negotiations

Support to Order Management and Collaborative Production of Customised Garments for Specific Target Groups

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