Inter-Enterprise Architecture and Internet of the Future

Vargas, Alix; Boza, Andrés; Cuenca, Llanos; Sacală, Ioan Ștefan

doi:10.1007/978-3-642-37291-9_3

Cited by 10 publications

(5 citation statements)

References 14 publications

(18 reference statements)

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“…The definition of the key activities in a collaborative process has been proposed in [10,49] based on previous ideas from [5,19,24,[50][51][52][53]. These activities are: (1) Initiation, (2) Plan Exchange, (3) Negotiation/Revenue Sharing, (4) Execution, (5) Performance Measurement and Revenue Sharing Execution and (6) Feedback/ Improvement.…”

Section: Key Activitiesmentioning

confidence: 99%

“…The FSLP aligns with this general practice; every day, data relevant to tomorrow's plan is collected, up to an agreed cut-off time (e.g., 6 p.m.) [1]. Therefore, the routing is planned differently each day depending on demand and incorporating any time window restrictions for drivers [49,54]. Then, collaborative delivery plans are derived and sent to the participants for distribution to drivers and warehouses in advance of their execution the next day.…”

Section: Special Planning Algorithms For Logistics Collaborationmentioning

confidence: 99%

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Towards Sustainable Collaborative Logistics Using Specialist Planning Algorithms and a Gain-Sharing Business Model: A UK Case Study

Vargas¹,

Fuster²,

Corne

2020

Sustainability

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This paper introduces the FreightShare Lab Platform (FSLP) and its embedded business model, aiming to facilitate and encourage horizontal collaboration in freight logistics. The idea of the FSLP is to create collaborating clusters of freight operators, and corresponding collaborative operational plans, via specialised decision support algorithms and multi-fleet optimisation. Further, a gain-sharing business model embedded within the FSLP algorithms ensures that participants, mainly logistics service providers and freight operators, can retain their own profit margins and fairly share the efficiency gains from collaboration. A case study is presented, centred on a large UK freight operator, to evaluate the key FSLP algorithms in a realistic context. The results evidence the potential for significant financial and environmental benefits for industry and society.

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Section: Key Activitiesmentioning

confidence: 99%

Section: Special Planning Algorithms For Logistics Collaborationmentioning

confidence: 99%

Towards Sustainable Collaborative Logistics Using Specialist Planning Algorithms and a Gain-Sharing Business Model: A UK Case Study

Vargas¹,

Fuster²,

Corne

2020

Sustainability

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“…In our ongoing research, the concept of inter-enterprise architecture (IEA) has been proposed by investigating the application of enterprise architecture in CNs [13]. The main elements of inter-enterprise architecture are: framework, methodology, and modelling language [2].…”

Section: Inter-enterprise Architecturementioning

confidence: 99%

Risk Management in Hierarchical Production Planning Using Inter-enterprise Architecture

Vargas

Boza

Patel

et al. 2015

Risks and Resilience of Collaborative Networks

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Abstract. Unexpected events in hierarchical production planning, such as rush orders, labor problems, lack of availability of materials and faulty machines have to be managed efficiently because they represent a risk for business continuity, based on their impact and duration. The use of inter-enterprise architecture offers multiple benefits for collaborative networks, including: business strategy and information technology alignment, joint process integration and synchronization, supply chain cost reduction, risk and redundancy minimization and customer services improvement. Therefore, the use of inter-enterprise architecture to address the problem of unexpected events in hierarchical production planning supporting operational risk management is proposed. This paper presents a model for inter-enterprise architecture that addresses the problem of handling unexpected events in hierarchical production planning and how the inter-enterprise framework is embedded into the model.

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“…The current situation dominated by globalization forces competence between enterprises. As a result, supply chains and networks are now looking to enforce collaborative agreements, which would produce more efficient workflow, flexibility, effectiveness, agility and coordination between chain links (Vargas et al, 2013;. Things become even more complex when chains need to be flexible to react to changing requirements to the products or services they deliver (Grefen and Dijkman, 2013).…”

Section: Introductionmentioning

confidence: 99%

Conceptual Interoperability Barriers Framework (CIBF) - A Case Study of Multi-organizational Software Development

Cuenca

Boza

Ortíz

et al. 2015

Proceedings of the 17th International Conference on Enterprise Information Systems

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This paper identifies conceptual barriers to enterprise interoperability and classifies them along interoperability levels of concern. The classification is based on the enterprise interoperability framework by Interop NoE and introduces the concepts of horizontal and vertical interoperability. From the initial classification a new conceptual interoperability barriers framework is proposed. The goal of the framework is to present generic conceptual barriers to interoperability and show where they are interrelated. The proposal has been validated in a case study of multi-organizational software development.

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Inter-Enterprise Architecture and Internet of the Future

Cited by 10 publications

References 14 publications

Towards Sustainable Collaborative Logistics Using Specialist Planning Algorithms and a Gain-Sharing Business Model: A UK Case Study

Towards Sustainable Collaborative Logistics Using Specialist Planning Algorithms and a Gain-Sharing Business Model: A UK Case Study

Risk Management in Hierarchical Production Planning Using Inter-enterprise Architecture

Conceptual Interoperability Barriers Framework (CIBF) - A Case Study of Multi-organizational Software Development

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