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With advances in information technology (IT), information systems integration (ISI) and its role in an integrated supply chain have become important to executives and researchers. ISI represents the degree of cooperation in information system practices between business functions within a firm and between a firm and its trading partners. It has been documented that the introduction and utilization of ISI for supply chain management enhance the firms' competitiveness and growth. While many firms focus on achieving high levels of IT utilization, without high levels of ISI, supply chain members may not attain the full benefits of working within a supply chain. The concept of ISI can be captured using two main sub-constructs (e.g., internal ISI and external ISI) and can be conceptualized at three levels - (1) Strategic, (2) Operational, and (3) Infrastructural. Studying the effects of ISI in these levels can help researchers and executives understand how ISI practices at different levels contribute to overall supply chain effectiveness. The implications of such an understanding may bring significant benefits to both operations researchers and practitioners. Such benefits may include making better decisions about which IT to utilize, which information systems (IS) practices to emphasize, and what level of ISI to attain. From a practitioner's perspective, this research provides important guidelines so firms may better understand ISI issues and effectively implement IT. This study proposes three significant contributions to supply chain management research. First, this study applies an information system perspective to study both causes and effects of supply chain integration. It proposes a theoretical framework that considers the role of ISI as a mediator between IT utilization and supply chain integration. Second, this study provides the inferences made from an instrument that is valid and reliable for the current study's context, which are beneficial for both practitioners and academicians. Third, it examines the effects of supply chain integration on a firm's operational performance; the effects of supply chain integration on a suppliers' operational performance, the effects of a suppliers' operational performance on a firm's operational performance, the effects of a suppliers' operational performance on a firm's overall performance, and the effects of a firm's operational performance on the firm's overall performance.
The topic of Enterprise Information Systems (EIS) is having an increasingly relevant strategic impact on global business and the world economy, and organizations are undergoing hard investments in search of the rewarding benefits of efficiency and effectiveness that these ranges of solutions promise. Organizational Integration of Enterprise Systems and Resources: Advancements and Applications show that EIS are at the same time responsible for tremendous gains in some companies and tremendous losses in others. Therefore, their adoption should be carefully planned and managed. This title highlights new ways to identify opportunities and overtake trends and challenges of EIS selection, adoption, and exploitation as it is filled with models, solutions, tools, and case studies. The book provides researchers, scholars, and professionals with some of the most advanced research, solutions, and discussions of Enterprise Information Systems design, implementation, and management.
Advances in IT have transformed the way organizations interact with each other. To enable organizations to respond to this change, new management paradigms have evolved. This text looks at the value of knowledge management in supply chain management and how supply chain partners can use IT to improve organizational performance.
High-Value Supply Chain Integration New research, practical priorities, actionable solutions Master new best practices for integrating demand, supply, and partners worldwide Bridge key “integration gaps” to maximize customer value and profit Improve performance in areas ranging from resource availability to returns From leading supply chain integration experts at the University of Tennessee’s Haslam College of Business In volatile, global environments, only well-integrated organizations can deliver superior customer outcomes and sustained profitability. Supply chain practitioners are on the frontlines of integration: they must bring together functions ranging from sales to logistics and a world of third-party suppliers. Integration is not easy, but proven solutions exist. In Achieving Supply Chain Integration, leading experts reveal what works and how to make it work. The authors and contributors clarify what supply chain integration really means, and why it’s even more crucial than many companies realize. You’ll learn how to manage core conflicts that make integration difficult, so you can maximize value to both customers and your organization. You’ll find example-based, research-driven insights for both internal and external integration, addressing issues ranging from culture to financial metrics. The authors share practical guidance on everything from building more innovative partner relationships to avoiding raw material shortages. Whatever your supply chain or operations responsibilities, you need to integrate more effectively, and this guide will help you do it. Supply chain integration can ensure a smoother, more efficient flow of products, and enable access to third-party resources and capabilities that would be costly or impossible to build internally. However, successful integration has proven challenging, especially as supply chains evolve to encompass even more external partners. Achieving Supply Chain Integration shows how to prioritize which processes and functions to integrate and select integration strategies likely to deliver the greatest performance benefits. Drawing on actual successes and failures, UT’s researchers illuminate best practices and common mistakes. They present proven approaches to integrating sales, marketing, core supply chain functions such as procurement and logistics, and widely diverse partner relationships. Whether you’re a practitioner or student, this guide will help you approach integration projects with “eyes open”–so you can mitigate risks and maximize value. Understanding what integration is and isn’t, and why it matters so much Bridging the integration gap to maximize value creation Fully leveraging information in internal and external integration Driving more value by integrating purchasing and logistics Aligning market, environmental, social, and political strategies Achieving deeper demand/supply integration Reducing product returns through better internal integration Building more innovative, collaborative supplier relationships
To survive and thrive in the competition, firms have strived to achieve greater supply chain collaboration to leverage the resources and knowledge of suppliers and customers. Internet based technologies, particularly interorganizational systems, further extend the firms’ opportunities to strengthen their supply chain partnerships and share real-time information to optimize their operations. Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture explores the nature and characteristics, antecedents, and consequences of supply chain collaboration from multiple theoretical perspectives. Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture conceptualizes supply chain collaboration as seven interconnecting elements including information sharing, incentive alignment, goal congruence, decision synchronization, resource sharing, as well as communication and joint knowledge creation. These seven components define the occurrence of collaborative efforts and allow us to explain supply chain collaboration more precisely. Collaborative advantages are also divided into five components to capture the joint competitive advantages and benefits among supply chain partners. The definitions and measures developed here examine some central issue surrounding supply chain development but this is also followed up with real-life managerial practicalities. This balance of theory and practical application makes Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture a strong resource for industry practitioners and researchers alike.
The first book to address the underlying premises of systems integration and how to exposit them into a practical and productive manner, this book prepares systems managers and systems engineers to consider their decisions in light of systems integration metrics. The book addresses two questions: Is there a way to express the interplay of human actions and the result of system interactions of a product with its environment, and are there methods that combine to improve the integration of systems? The systems integration theory and integration frameworks proposed in the book tie General Systems Theory with practice.
Effective supply chain integration, and the tight co-ordination it creates, is an essential pre-requisite for successful supply chain management. Decision-Making for Supply Chain Integration is a practical reference on recent research in the area of supply chain integration focusing on distributed decision-making problems. Recent applications of various decision-making tools for integrating supply chains are covered including chapters focusing on: Supplier selection, pricing strategy and inventory decisions in multi-level supply chains, RFID-enabled distributed decision-making, Operational risk issues and time-critical decision-making for sensitive logistics nodes, Modelling end to end processes to improve supply chain integration, and Integrated systems to improve service delivery and optimize resource use. Decision-Making for Supply Chain Integration provides an insight into the tools and methodologies of this field with support from real-life case studies demonstrating successful application of various decision-making techniques. By covering such a range of topics in this way, Decision-Making for Supply Chain Integration is a useful reference for researchers looking to develop their knowledge or find potential new avenues of research.
Over the past decade or so, systems integration has become a key factor in the operations, strategy and competitive advantage of major corporations in a wide variety of sectors (e.g. computing, automotive, telecommunications, military systems and aerospace). Systems integration is a strategic task that pervades business management not only at the technical level but also at the management and strategic levels. This book shows how and why this new kind of systems integration has evolved into an emerging model of industrial organization whereby firms, and groups of firms, join together different types of knowledge, skill and activity, as well as hardware, software, and human resources to produce new products for the marketplace. This book is the first to systematically explore systems integration from a business and innovation perspective. Contributors delve deeply into the nature, dimensions and dynamics of the new systems integration, deploying research and analytical techniques from a wide variety of disciplines including, the theory of the firm, the history of technology, industrial organization, regional studies, strategic management, and innovation studies. This wealth of research capability provides deep insights into the new model of systems integration and supports this with an abundance of empirical evidence. The book is organized in three main parts. The first part focuses on the history of systems integration. Contributors trace the early history of systems integration using different industrial examples. The second part presents theoretical and analytical aspects of systems integration. Contributions concentrate on the regulatory and cognitive features of systems integration, the relationships between systems integration and regional competitive advantage, and the way in which systems integration supports the competitive advantage of firms. The third part takes industry and firm-level approaches. Contributions focus on different sectors and highlight the specificity of systems integration in various industrial domains, stressing its importance for systems integration in the case of complex capital goods, such as aircraft and telecommunications equipment, as well as consumer goods, such as personal computers and automobiles.
Information and Process Integration in Enterprises: Rethinking Documents is a bold attempt to address information and process integration issues as a single body of research and practice. This book has identified the concept of documents as a common thread linking the integration issues. Documents, after all, are representations of information, along with representations of the usage of the information contained therein. Rethinking the role of documents is therefore central to (re)engineering enterprises in the context of information and process integration. The chapters of this book are based on papers presented at the `International Working Conference on Information and Process Integration in Enterprises (IPIC '96)', held at MIT on November 14 and 15, 1996. The chapters cover a range of issues: from the future role of documents in enterprise integration, to emerging models of business processes and information use, to practical experiences in implementing new processes and technologies in real work environments. Information and Process Integration in Enterprises: Rethinking Documents is suitable as a secondary text for a graduate level course on information technology.