Improving the creation and management of collaborative networks within the European maritime sector

Abstract

This version is available at https://strathprints.strath.ac.uk/60911/ Strathprints is designed to allow users to access the research output of the University of Strathclyde. Unless otherwise explicitly stated on the manuscript, Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Please check the manuscript for details of any other licences that may have been applied. You may not engage in further distribution of the material for any profitmaking activities or any commercial gain. You may freely distribute both the url (https://strathprints.strath.ac.uk/) and the content of this paper for research or private study, educational, or not-for-profit purposes without prior permission or charge.Any correspondence concerning this service should be sent to the Strathprints administrator: strathprints@strath.ac.ukThe Strathprints institutional repository (https://strathprints.strath.ac.uk) is a digital archive of University of Strathclyde research outputs. It has been developed to disseminate open access research outputs, expose data about those outputs, and enable the management and persistent access to Strathclyde's intellectual output. AbstractThe first ever model of operational collaboration for the European maritime industry is presented, built upon the established current state-of-the art in engineering collaboration modelling and addressing key industry requirements. The requirements for operational collaboration practices in the European maritime industry were identified using three approaches: an industrial survey of 69 associations, companies and institutions in the maritime sector; an analysis of prototype collaboration tools; and through an analysis of literature. These requirements were thematically grouped and consolidated where they overlapped, and then translated into model elements and interactions between them. A model that accurately abstracts service and technology collaboration provision between companies in a variety of collaboration modes was built, and validated against a ACCEPTED MANUSCRIPT A C C E P T E D M A N U S C R I P T 2 series of steps that an organisation would need to undertake, to develop a particular mode of collaboration to supports their needs. It was tested in three industrial case studies, providing encouraging feedback demonstrating successful implementation. It provides the opportunity for reassessment of the employed processes and activities, and provides a structure for improving collaborative engineering design. Whilst the research was based in the European maritime industry, the model has wider applicability within the collaborative design of complicated engineering artefacts such as automotive or aerospace.

Evaluating key capabilities for developing global collaborative networks using a multi-layer decision-making approach

“…The authors recommend that in future research works, scholars use methods with deterministic approaches including linear programming techniques for multidimensional analysis of preference (LINMAP) or simultaneous evaluation of criteria and alternatives (SECA) to result in more reliable ranks. Completely Significant (0, 0, 0.1) (0, 0.1, 0.3) (0.1, 0.3, 0.5) (0.3, 0.5, 0.75) (0.5, 0.75, 0.9) (0.75, 0.9, 1) (0.9, 0.9, 1) (Msanjila and Afsarmanesh, 2007), (Jiang et al, 2008), (Ramström, 2008), (Caglio and Ditillo, 2008), (Sacomano Neto and Serra Truzzi, 2009), (Lin and Sun, 2010), (Niu, 2010), (Chang et al, 2010), (Tálamo and Carvalho, 2010), (Rank et al, 2010), (Zeng et al, 2010), (Moeller, 2010), (Catalina, 2010), (Lundberg, 2010), (Chow and Yau, 2010), (Cambra-Fierro et al, 2011), (Adobor, 2011), (Ramayah et al, 2011, (Petter et al, 2014) , (Vuletic et al, 2017), (You et al, 2018), (Bodin et al, 2020) 38…”

“…Knowledge & Experience exchange  Commitment for co-creation, disseminating, and management of knowledge,  Sharing best practices and experiential learning;  Adopting common vocabulary and creating knowledge ontologies. (Jiang et al, 2008), (Wu et al, 2009), (Sacomano Neto and Serra Truzzi, 2009), (Lundberg, 2010), (Lin and Sun, 2010), (Chang et al, 2010), (Cambra-Fierro et al, 2011), (Petter et al, 2014), (Vuletic et al, 2017), (Peng et al, 2018), (Bodin et al, 2020), (Hjertvikrem and Fitjar, 2021) 29 Holistic View and Synergies  Realising synergy for developing collaborative architecture;  Clearly defined structure to support the underlying process for cooperation;  Holistic or end-to-end view to ensuring cooperation in the network;  Management efforts to eliminate barriers and limitations;  Agreed KPI's to assess the results of collaboration over time. (Sacomano Neto and Serra Truzzi, 2009), (Niu, 2010), (Chang et al, 2010), (Moeller, 2010), (Cambra-Fierro et al, 2011), (Lundberg, 2010), (Adobor, 2011), (Petter et al, 2014), (Gomes-Casseres, 2015, (Vuletic et al, 2017), (Ricciardi et al, 2018), (Bodin et al, 2020) (Lin and Sun, 2010), (Chang et al, 2010), (Zeng et al, 2010), (Oprime et al, 2011), (Cambra-Fierro et al, 2011, (Petter et al, 2014), (Soda et al, 2018), (Papa et al, 2020) 22 External factors  Partner companies infrastructure;  The proximity of the network/cluster.…”

“… Promoting equality amongst partners  Shared vision and agreed goals on how to do business;  UNIDO, 2003), (Caglio and Ditillo, 2008), (Petter et al, 2014), (Gomes-Casseres, 2015, (Soda et al, 2018), (Papa et al, 2020), (Hjertvikrem and Fitjar, 2021) ( UNIDO, 2003), (Tálamo and Carvalho, 2010), (Catalina, 2010), (Lundberg, 2010), (Petter et al, 2014), (Semnani et al, 2015), (Ricciardi et al, 2018), (Bodin et al, 2020), (Al Hattab, 2021 14 Strategy  Ability to recognise collective competencies and converting these to gain competitive advantages;  Identifying opportunities, market developments, and regional economic and political climate. (Caglio and Ditillo, 2008), (Sacomano Neto and Serra Truzzi, 2009), (Lin and Sun, 2010), (Lundberg, 2010), (Moeller, 2010), (Niu, 2010), (Oprime et al, 2011), (Cambra-Fierro et al, 2011, (Petter et al, 2014), (Vuletic et al, 2017), (Soda et al, 2018), (Bodin et al, 2020) (Niu, 2010), (Catalina, 2010), (Moeller, 2010), (Petter et al, 2014), (Soda et al, 2018), (Ricciardi et al, 2018), (Wen et al, 2020)…”

Challenges for adopting and implementing IoT in smart cities

“…In addition, to gain any benefits, modern technologies like cloud computing, machine learning, data analysis techniques and intelligent sensors are needed. Jun et al, 2011;Borgia, 2014;Li et al, 2015;Li et al, 2016b;Luo et al, 2016;Bennett et al, 2017;Zhang et al, 2017 15. Public awareness and acceptance issues Miorandi et al, 2012;Weber, 2013;Pascual et al, 2014;Weber and Studer, 2016;Xu et al, 2016;Vuletic et al, 2017;Xu et al, 2018a [Legend: IoT: Internet of Things, S.No. : Serial Number] Nowadays, cities have become smarter by going digital: they deploy digital equipment that is utilised by various applications (e.g.…”

What modelling research on supply chain collaboration informs us? Identifying key themes and future directions through a literature review

“…Supply chain collaboration (SCC) is a construct to capture the joint relationship between autonomous supply chain partners (Xu 2014), its importance has been demonstrated by many research (e.g. Xu 2011; Li 2012; Al-Refaie 2014; Vuletic et al 2017). Due to the increasing competitiveness, supply chain needs to be restructured.…”