Methodology for non-hierarchical collaboration networks for complex products manufacturing

Abstract

To successfully compete in the market, European SMEs will have to adopt new business models and establish dynamic and non-hierarchical networks, assuring quick response, fast time to market, differentiated offerings and competitive prices. Sustainability will be found in high-variety and low-volume businesses, related with complex products design and manufacturing. This paper presents a Methodology concept, developed by the European project Net-Challenge, supporting SMEs in building and operating non-hierarchical business networks for complex products manufacturing with Engineer-To-Order (ETO) or Assemble-To-Order (A TO) strategies.

ICT-based solution approach for collaborative delivery of customised products

“…These various forms of temporary alliances take on many manufacturing companies, starting from research and development collaborations to equity joint ventures to collaborative manufacturing to complex co-productions arrangements (Forsgren and Johanson, 2014). Such collaborations can be named differently such as business community , Kankaanpaa et al, 2010), virtual organizations (Camarinha-Matos, 2009, collaboratine network organizations (Dutton, 2008;Romero and Molina, 2011), and industry cluster (Feser and Bergman, 2000). The objectives of such collaborations are generally same such as risk sharing, access to new markets and technologies, pooling complemntary skills and faster products to markets.…”

“…Various diemensions, elements and benefits of business collaboration as discussed in the literature can be summarized as shown in Table 1. (Rabelo et al, 2009Kankaanpaa et al, 2010)  Virtual communication  Collaborative buiness processes  Sharing valuable resources  Customized product development  Plug and play business model  Provide optimize networking guidelines  Better use of collaborative assets  New buisness opportunity  Offer competitive business environment Real-time information  Ontime information sharing  Advance probelm notification integration (Park and Favrel, 1999;Fan et al, 2002;Gunsaekaran and Ngai, 2009;Peng et al, 2014)  Transparency of information  Notifying error meassage  Quick response to problems  Establishment trust among partners Syncronized process planning and control (Toye et al, 1993;Chryssolouris et al, 2007;Lee et al, 2012;Almeida et al, 2013)  Collaborative production processes  Synchrinized process planning and routings  Interoperable process integration  Optimize process planning  Reduce production lead time  Improve operational service level  Bring process integrity Smart process monitoring (Phaithoonbuathong etal., 2010;Harmon, 2015;Ferreira et al, 2015)  Identifying process abnormalities  Coordinate process execution  Real-time process status  Plan to avoid risks and events  Avoid process bottlenecks  Uphold smart process management  Reduce process interuption  Avoid or minize process risks Partner management (Camarinha-Matos, 2005;Camarinha-Matos et al, 2009;Rabelo et al, 2009;Romero and Molina, 2011)  Design partners criterions  Invite potential partners  Selection of partner  Make collaboration agreement  Promote network's benefits  Attracts best partners  Increase partners cohesion  Decentralize partners skills and expertises  Promote trust developement…”

“…Most studies do not deal with non-hierarchical network (NHN), where collaborative partner companies with similar product portfolios and sizes form a business network, and enjoy equal rights and controlling power. Such NHN are generally formed by the SMEs, where scarcity of resources and real-time communication are important concerns Kankaanpaa et al, 2010). This research therefore outlines an ICT-platform to support business collaboration within non-hierarchical network (NHN).…”

Aggregate Collaborative Planning in Non-hierarchical Business Networks

“…After the elicitation of the major requirements on the required custom made product, the product concept/design is defined by the Broker and by the new partners that are invited to join the VO, based on their specific competencies and availability [3]. These partners are called "core partners" since they integrate Product Design activities and share some risk in responding to the overall business opportunity.…”

“…Some authors [3] resumed these requirements and proposed, as methodology for non-hierarchical collaboration networks, two main levels to be considered: management of the Business Community activities and management of the temporary Virtual Organization. Regarding answering to these two levels, the author presented four major phases: Build, Form, Operate and Dissolve.…”