Extending the enterprise through multi-level supply control

Vlist, P Piet van der; Hoppenbrouwers, Jjem Jurgen; Hegge, Hmh Herman

doi:10.1016/s0925-5273(97)00105-9

Cited by 37 publications

(12 citation statements)

References 5 publications

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“…For instance, knowledge and experience are more valued and better managed by the individual manufacturers that own them [5]. Furthermore, networks are more responsive to customer demands and disturbances in the manufacturing environment than most large enterprises [6]. This is because of the flat structure of networks, which is more flexible and adaptable than the hierarchical structure that generally characterizes large enterprises.…”

Section: A Collaborative Network Organizationmentioning

confidence: 99%

Holonic Ontology and Interaction Protocol for Manufacturing Network Organization

Jules

Saadat

Saeidlou

2015

IEEE Trans. Syst. Man Cybern, Syst.

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The aim of this paper is to form the best collaborative networked organization of small manufacturers to fulfill a production plan. Manufacturing networks can be formed using two approaches. The conventional approach is the formation of networks by the grouping of the best manufacturers based on multiple criteria. The proposed approach is the formation of all feasible networks followed by the grouping of the best networks based on multiple criteria. The hypothesis of this paper is that the better group of manufacturing networks may not be the result of the selection of the best available manufacturers to form each network, based on the same criteria. The research methodology employed involves techniques such as interaction protocol development, ontology engineering, and principles from concepts such as the contract net protocol, the product-resource-order-staff-architecture, the auctioning process, agent-based modeling, and rule-based programming. Results from the proposed approach were compared to the conventional approach on multiple criteria namely lead time, quality, cost, and delivery reliability. On the basis of the results, the hypothesis was not rejected.Index Terms-Contract net protocol (CNP), holon, network, ontology, protocol, schedule.

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Section: A Collaborative Network Organizationmentioning

confidence: 99%

Holonic Ontology and Interaction Protocol for Manufacturing Network Organization

Jules

Saadat

Saeidlou

2015

IEEE Trans. Syst. Man Cybern, Syst.

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“…This has implications for many aspects of the manufacturing value chain. Areas that have been treated in the literature include operations strategy (Olhager and Ö stlund 1990;, logistics systems (Hoekstra and Romme 1992), manufacturing planning and production control (Giesberts and van der Tang 1992;Van der Vlist et al 1997;andWikner 1998, 2000), manufacturing focus (Hallgren and Olhager 2006), and supply chain planning (Olhager 2010). Other papers have treated the CODP more generally for a certain area of application, such as the Finnish paper and pulp industry (Lehtonen 1999) and the Dutch food industry (van Donk 2001).…”

Section: The Customer Order Decoupling Pointmentioning

confidence: 99%

The Role of Decoupling Points in Value Chain Management

Olhager

2011

Contributions to Management Science

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All supply chains are not the same. A key factor that affects the design and management of a value chain is the position of the customer order decoupling point; some products are produced to order (e.g. configured to particular customer needs) while others are produced to stock (typically standard products). The customer order decoupling point (CODP) identifies the point in the material flow where the product is linked to a specific customer. This paper discusses the impact of having the decoupling point at different positions, and the distinguishing features for value chain operations upstream the decoupling point (i.e. towards the supplier) versus those downstream the decoupling point (i.e. towards the ultimate customer). Based on these differences, we explore the implication of the CODP on the modelling of value.

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“…The same idea can be applied outside the company boundaries to first-tier suppliers of component families, thereby implementing multi-level supply control. Multi-level supply control means that instead of placing a fully specified order with the supplier, the manufacturer gradually specifies the order at various steps, until the component variant to be delivered is uniquely identified at the last step (van der Vlist et al 1997). More specifically, at the beginning of each step in the supplier's transformation process, the manufacturer provides only such information as is needed by the supplier in order to govern that step.…”

Section: Implementing Fp Dm Through Multi-level Supply Controlmentioning

confidence: 99%

“…More specifically, at the beginning of each step in the supplier's transformation process, the manufacturer provides only such information as is needed by the supplier in order to govern that step. By means of multi-level supply control, the manufacturer defers the MPS-MIX decisions specifying the amount of each possible component variant to be purchased without any changes to the supplier's transformation process (van der Vlist et al 1997).…”

Section: Implementing Fp Dm Through Multi-level Supply Controlmentioning

confidence: 99%

Operationalising form postponement from a decision-making perspective

Trentin

Salvador²,

Forza

et al. 2011

International Journal of Production Research

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Form postponement means delaying the commitment of inventory to the final configuration of a product as long as possible. Many firms today are striving to redesign their products and/or their manufacturing and supply chain processes to implement form postponement. Opportunities for form postponement, however, are sometimes lost in the companies' production-planning processes. By focusing on the deferring of product mix decisions in the master production scheduling process, this paper shows that form postponement opportunities can be divided into two components: one whose pursuit necessarily requires product and/or transformation process redesign, the other that can be pursued by changing the sales forecasting and master production scheduling process alone. We develop an operational procedure to identify and quantify, for a given product family, all opportunities for form postponement and their two respective components. Then, we discuss and empirically illustrate how the proposed measurement procedure may support companies in changing their decision-making routines to implement form postponement. Finally, we set future research directions on form postponement suggested by our results.

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Extending the enterprise through multi-level supply control

Cited by 37 publications

References 5 publications

Holonic Ontology and Interaction Protocol for Manufacturing Network Organization

Holonic Ontology and Interaction Protocol for Manufacturing Network Organization

The Role of Decoupling Points in Value Chain Management

Operationalising form postponement from a decision-making perspective

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