Factory-on-demand and smart supply chains: The next challenge

International Journal of Manufacturing Technology and Management

Volumn 4, Issue 5, 2002, Pages 372-383

  Noori, Hamid ^a   Lee, W B ^b  

^a WILFRID LAURIER UNIVERSITY   (Canada)

^b HONG KONG POLYTECHNIC UNIVERSITY   (Hong Kong)

Author keywords

Dispersed network manufacturing; Enterprise integration; Supply chain

Indexed keywords

ELECTRONIC EQUIPMENT MANUFACTURE; INTERNET; PRODUCT DESIGN; PRODUCT DEVELOPMENT;

DISPERSED NETWORK MANUFACTURING; ENTERPRISE INTEGRATION; INTEL (CO); SUPPLY CHAIN;

INDUSTRIAL MANAGEMENT;

EID: 24644438106     PISSN: 13682148     EISSN: None     Source Type: Journal    
DOI: 10.1504/IJMTM.2002.001456     Document Type: Article

References (32)

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6. A notion of some sort of ERP-like coded inventory system of capabilities, which segments, defines and standardises the various specialised processes and capacities (exact machine specifications and labour skills and experience) that comprise the aggregate 'work cell' capabilities would perhaps facilitate inter-firm or work cell negotiation, work allocation and integration. Furthering the use of ISO standardisation procedures from the current application of 'within' one firm to a system that is accepted by an 'inter-firm enterprise', or an industry or even eventually universally across industries would help dispersed 'unfamiliar' firms to communicate by removing some of the troublesome 'ambiguity' from negotiations. The North American SIC codes, now displaced by the North American Industry Classification System (NAICS) or some other 'accepted' classification system would be required to form the backbone, while the 'new way' that production and business process is communicated would become the new business protocols. Although standardisation constrains 'internal flexibility', it has enabled 'external flexibility', as witnessed by the evolution of manufacturing process management since the initial introduction of basic MRP principals followed by the introduction of IP/TCP to IT enabling the explosion of online communications and business, freeing companies from the limitations of 'proprietary' networks to the virtually 'unlimited' business communications and transactions over the internet.
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11. It is important to note that for the proposed system, assembling commitments for concurrent work, assembling and integrating planning schedules, work transfer points, incremental change and design modification requirements and final assembly and delivery are key issues that need to be addressed.
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19. For a good review of models and discussions on this topic see Lee and Ng [15] and Mabert and Venkataramanan [20].
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29. First suggested by Milgrom and Roberts [30] in the context of manufacturing, complementarities among multiple activities and parameters imply that these factors are correlated in such a way that the change in one factor raises the value of changes in other factors.
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31. There is a suggestion in the reading that 'ordering' online (the immature forerunner of 'business' online) will be undertaken by a standardised "pre-authorised and authenticated" personal ID that each person will own and which is submitted electronically for each order placed eliminating the inefficiency of learning and filling out a unique customer profile to a different format for each individual vendor. In the case of supply management, perhaps the ID would be enlarged to also contain some somewhat standardised identification of capabilities, facilities, etc.).
32. Kopczak, L.L. (1996) 'Global supply chain management: strategies for the Asia-Pacific region', Asian Journal of Business & Information Systems, Vol. 1, No. 2, pp.139-151.