Impact of Resource Sharing in Manufacturing on Logistical Key Figures

Becker, Till; Stern, Hendrik

doi:10.1016/j.procir.2015.12.037

Cited by 21 publications

(12 citation statements)

References 17 publications

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“…The sharing economy is an intelligent solution for resource management in the fourth industrial revolution [43,44]. The application of the sharing economy in the activities of enterprises allows for changing the approach to the management and use of assets, translating into an increase in savings and efficiency based on mutual cooperation [45]. This cooperation can be based on various principles; however, there is one objective, i.e.…”

Section: Sharing Economy In the Activities Of Contemporary Enterprisesmentioning

confidence: 99%

Implementation of the Sharing Economy in the B2B Sector

Grondys

2019

Sustainability

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The sharing economy is treated as an alternative consumption model. Its aim is to increase the efficiency of the resources used and create a new value for society. In order to create a new value for business, attempts are being made to implement a shared economy model in the B2B (business-to-business) sector. While this model is effectively implemented in the case of B2C (business-to-consumer) relations, sharing resources is still a problem in the business environment. In the case of B2B relationships, the use of the sharing economy has a number of unresolved issues concerning legal regulations, responsibility, and security. The research presented in this article includes the analysis and assessment of the sharing economy between enterprises in order to identify whether, and in what way, the exchange of material resources between them is implemented. In order to indicate what factors motivate enterprises for sharing and using the resources of other companies, the selected methods of statistical testing were applied. The empirical research was preceded by the literature analysis in which the basic concepts and aspects of the concept of the sharing economy was referred to against the background of the fourth industrial revolution. The obtained results showed that enterprises which have fixed assets are willing to exchange them with other entities. At the same time, the lack of formal and technological solutions is the most important barrier in implementing the economy of sharing in B2B.

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Section: Sharing Economy In the Activities Of Contemporary Enterprisesmentioning

confidence: 99%

Implementation of the Sharing Economy in the B2B Sector

Grondys

2019

Sustainability

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“…The producer-consumer relationships in production networks are also changing, which gives room for increased cooperation in order to cope with such problems (Kaihara et al 2018). As Becker and Stern (2016) state, horizontal and vertical cooperation are distinguished among enterprises: if they are situated on different levels of a supply chain, the cooperation is called vertical, if they are at the same level of valuecreation, it is a horizontal cooperation. In the past few years, several different manufacturing paradigmswhich all build on increased cooperation between participantswere investigated by researchers.…”

Section: Introductionmentioning

confidence: 99%

Trust-based resource sharing mechanism in distributed manufacturing

Szaller

Egri

Kádár

2019

International Journal of Computer Integrated Manufacturing

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Manufacturing has moved from local towards global economy in the past decades enabling new paradigms to come into practice, such as distributed manufacturing which aims at increasing companies' flexibility with a decentralized system consisting of autonomous entities. In the paper, a distributed collaboration framework of manufacturing agents is introduced, where the members with resource shortages can request resources from others, divide requests among multiple agents, reorganize their production to be able to complete a request and cancel an undertaken task if needed. In a collaboration framework, it is essential to have a commitment to the promises: if participants cannot count on these commitments, the framework's efficiency may decrease. So as to motivate agents to keep their promises and to enable differentiating between reliable and nonreliable partners, here agents consider trustfulness during the selection from resource offering agents' proposals and make decisions considering subjective trust and public reputation values, which are computed based on successfulness of task performing and meeting due dates. In the paper, the impact of the proposed mechanism is investigated with multi-agent simulation. It is shown that considering trustfulness improves the overall system performance; and the improvement depends on the number of participants and the federation's load.

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“…Ou et al [35] studied parallel-machine scheduling that combines the inclusive processing set restriction and job rejection. They developed a 5 3 + ε -approximation algorithm that runs in O nm ε 2 log P time to minimize the makespan of all the accepted jobs plus the total rejection cost.…”

mentioning

confidence: 99%

“…Adhau et al [1] revealed that manufacturing enterprises attempt to share manufacturing resources with other enterprises, in order to make better use of the resources and obtain greater benefits. Becker and Stern [5] studied resource sharing in transport logistics. They suggested that resource sharing in the manufacturing industry can contribute to the productivity and profitability of the collaborating enterprises.…”

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confidence: 99%

Parallel-machine scheduling in shared manufacturing

Ji¹,

Ye²,

Qian³

et al. 2022

JIMO

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<p style='text-indent:20px;'>We consider parallel-machine scheduling in the context of shared manufacturing where each job has a machine set to which it can be assigned for processing. Such a set is called the processing set. In the shared manufacturing setting, a job can be assigned not only to certain machines for processing, but can also be processed on the remaining machines at a certain cost. Compared with traditional scheduling with job rejection, the scheduling model under study embraces the notion of sustainable manufacturing. Showing that the problem is <i>NP</i>-hard, we develop a fully polynomial-time approximation scheme to solve the problem when the number of machines is fixed.</p>

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Impact of Resource Sharing in Manufacturing on Logistical Key Figures

Cited by 21 publications

References 17 publications

Implementation of the Sharing Economy in the B2B Sector

Implementation of the Sharing Economy in the B2B Sector

Trust-based resource sharing mechanism in distributed manufacturing

Parallel-machine scheduling in shared manufacturing

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