Evolution of Supply Chain Management

Symbiosis of Adaptive Value Networks and ICT

  • Yoon S. Chang
  • Harris C. Makatsoris
  • Howard D. Richards

Table of contents

  1. Front Matter
    Pages i-xiii
  2. Scale and Scope

    1. Shoumen Datta, Bob Betts, Mark Dinning, Feryal Erhun, Tom Gibbs, Pinar Keskinocak et al.
      Pages 3-67
    2. Florent Frederix
      Pages 69-78
  3. Case Studies

    1. Juno Chang, Min-Hyung Kang
      Pages 105-134
    2. Flavio Bonfatti, Paola Daniela Monari
      Pages 135-159
    3. Thomas Callarman, John Fowler, Esma Gel, Michele Pfund, Dan Shunk
      Pages 161-187
    4. Guido Grau, Marcus Winkler
      Pages 189-201
  4. Confronting New Ways of Working

    1. Rainer Breite, Hannu Vanharanta
      Pages 249-264
    2. António Lucas Soares, Jorge Pinho de Sousa
      Pages 265-286
    3. Patrizia Fariselli
      Pages 287-317
    4. Hugh Wilson, Matt Hobbs, Chris Dolder, Malcolm McDonald
      Pages 319-339
    5. Yongjiang Shi
      Pages 341-365
    6. Yoon Chang, Duncan McFarlane
      Pages 367-392
  5. Systems and Tools

    1. Christian Dannegger, Klaus Dorer
      Pages 397-415
    2. Grace Lin, Jun Jang Jeng, Ko-Yang Wang
      Pages 417-430
    3. Douglas Scott, Robert Pisa, B G Lee
      Pages 457-470

About this book

Introduction

In the last half of the twentieth century industry encountered a revolutionary change brought about by the harnessed power of seemingly ever-increasing capacity, speed and functionality of computers and microprocessors. This strength provided management and workers within industries with new capabilities for management, planning and control, design, quality assurance and customer support. Organized information flow became the mainstay of industrial companies. New tools and information technology systems emerged and evolved to enable companies to integrate the various departments (Design, Procurement, Manufacturing, Sales and Finance) within companies, particularly the lager ones, including international corporations. This was to give them a chance to meet new demands for product time to market, just in time supply of orders, and customer support. To the smaller company these changes were not so apparent. Neither the tools nor systems nor indeed their economic value seemed appropriate to them except for special cases. While all this was happening the structure of the larger companies began to disintegrate. Strong competitive pressures and globalization of the market place brought this about. Shedding unwanted competence and subcontracting it to others became common practice. Regional market pressures triggered companies to reorganize to create, produce, and distribute goods and services. Greater dependency on chains of supply from external companies became the norm. Medium and smaller sized companies began to gain some advantage and at the same time some were sucked into management and control systems governed by the larger companies.

Keywords

Service-Oriented Architecture decision support system linear optimization manufacturing networks production service-oriented computing technology roadmap

Editors and affiliations

  • Yoon S. Chang
    • 1
  • Harris C. Makatsoris
    • 2
  • Howard D. Richards
    • 3
  1. 1.KAISTRepublic of Korea
  2. 2.Orion Logic Ltd.UK
  3. 3.MAPSUK

Bibliographic information

  • DOI https://doi.org/10.1007/b110025
  • Copyright Information Kluwer Academic Publishers 2004
  • Publisher Name Springer, Boston, MA
  • eBook Packages Springer Book Archive
  • Print ISBN 978-1-4020-7812-5
  • Online ISBN 978-0-306-48696-8
  • About this book
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