ISBN: 3540431624
TITLE: Strategic Production Networks
AUTHOR: Zheng, Possel
TOC:

1 Challenges for Today's Production Companies 1
F. Possel-Doelken, L. Zheng
1.1 The Business Environment 1
1.2 A Shift in Paradigms 3
1.3 Objectives 5
1.4 References for Chapter 1 5
2 Cooperation Between Production Companies 7
F. Possel-Doelken L. Zheng
2.1 Definition of Cooperation 7
2.2 Cooperation Objectives 8
2.3 Cooperation Types 10
2.4 Contents of the Cooperation in Strategic Networks 14
2.5 The Cycle of Cooperation 18
2.5.1 The Phases of Cooperation 19
2.5.2 Success Factors and Problems of Strategic Networks 20
2.6 Cooperation Enabling Technologies 23
2.6.1 Business Information Engineering 23
2.6.2 Distributed Object Technology 27
D. B. Tang
2.7 References for Chapter 2 42
3 Telecooperation 44
3.1 Fundamentals of Telecooperation 44
R. Reichwald
3.2 Dimensions of Telecooperation 45
R. Reichwald, K. Mslein. H. Englberger
3.2.1 Enabler: Communication and Information Technology 46
3.2.2 Telework: Media-Supported Distributed Work Processes 47
3.2.3 Telemanagement: Media-Supported Distributed Coordination of Work Processes 48
3.2.4 Teleservices: Media-Supported Provision of Services 48
3.3 Strategies and Future Development Perspectives 49
K. Mslein
3.4 Benefits of Telecooperation - Experiences in German Industry 52
H. Englberger
3.4.1 TWIST: Telecooperation at the BMW AG 53
3.4.2 POLIKOM: Telecooperation in the Government 54
3.4.3 Long-term Competitiveness 55
3.4.4 Dispersion of Locations 56
3.4.5 A Look at the Future 56
3.5 Groupware 57
J. Schlichter, M. Koch
3.5.1 Introduction 57
3.5.2 Groupware Classification 58
3.5.3 Classification According to the 3C Model 62
3.5.4 Shared Context 63
3.5.5 Groupware Architectures 67
3.5.6 Conclusion 70
3.6 References for Chapter 3 71
4 Quality Management in Collaborative Projects 75
T. Pfeifer, C. Theis, M. Rbartsch
4.1 Co-operative Basis - Developing a Co-operative Culture 77
4.1.1 Motivate (Sensitize and Raise Awareness) 77
4.1.2 Training 80
4.1.3 Delegate Responsibility 82
4.1.4 Characteristics of a Basis for Co-operation 84
4.2 Co-operative Marketing - Working out Agreements 85
4.2.1 Approaching Other Companies 86
4.2.2 Definition Phase 92
4.2.3 Harmonization 98
4.2.4 Characteristics of Co-Operation Marketing 101
4.3 Co-Operation Management - Organizing Joint Work 102
4.3.1 Planning and Organizing (Self-Organization) 103
4.3.2 Managing 106
4.3.3 Communicating and Controlling 107
4.3.4 Characteristics of Co-Operation Management 108
4.4 TQM in Company Networks 109
4.4.1 Self-Reinforcing Effects of the System 109
4.4.2 Developing Corporate Networks 111
4.5 TQM-Qriented Co-Operation - Summary 111
4.6 References for Chapter 4 112
5 Cooperation in Product Development 115
5.1 Telecooperation in Product Development 115
H. Luczak, C. Schlick, D. Herbst
5.1.1 Introduction 115
5.1.2 Telecooperation in Cooperative Product Design 119
5.2 A Feature-Based Approach for Cooperative Product Development 133
O. Thome, M. Wittmann
5.2.1 Introduction 134
5.2.2 Feature Technology 134
5.2.3 Tolerance Information System 135
5.2.4 Reference Model for Usage of Distributed Tolerance Knowledge 137
5.2.5 Tolerance Knowledge Base 138
5.2.6 Function-Related Design 138
5.2.7 Enlarged Feature Approach 140
5.2.8 Conclusion 141
5.3 Product Data Exchange Technologies 142
L. Tiao
5.3.1 Product Data Exchange Standards - Introduction 142
5.3.2 Fundamentals of the STEP Standard 144
5.3.3 Implementation of STEP 150
5.3.4 Typical Examples for the Application of STEP 155
5.4 References for Chapter 5 166
6 Cooperation in Operations Planning 171
6.1 Cooperation With Tool and Fixture Suppliers 171
W. Eversheim, M. Testekernper, F. Spennemann
6.1.1 Introduction 171
6.1.2 Development of the Tool Making Industry 173
6.1.3 The New Role of the Tool Maker 178
6.1.4 Tool Makers as System Suppliers 184
6.1.5 Wirr-Wirr-Situation Through Cooperation 187
6.1.6 Call for Action in the Tool Making Industry 192
6.1.7 Vision 197
6.1.8 Conclusion 198
6.2 CIMSOURCE 199
R. Grosse Wienker
6.2.1 Basic Idea and Story 199
6.2.2 Contents of CIMSOURCE Global Tool Information 202
6.2.3 How CIMSOURCE Supports Operation Planning 206
6.3 Web-based Process Planning for Turning and Distributed Resources 208
L. Zheng
6.3.1 Introduction 208
6.3.2 Overview of the System 209
6.3.3 System Information Flow 215
6.3.4 Machining Parameter Selection for Turning Processes 215
6.3.5 Case Study 218
6.3.6 Conclusion 220
6.3.7 Acknowledgements 220
6.4 References for Chapter 6 220
7 Supply Chain Management 223
7.1 Actual Problems in the Supply Chain 223
F. Possel-Doelken, L. Zheng
7.1.1 Current Rationalization Objectives 223
7.1.2 Weather Prediction and Logistics 225
7.1.3 The Lack in Decision-Support 227
7.2 Objectives and Concepts of Supply Chain Management 228
F. Possel-Doelken, L. Zheng
7.2.1 What is Supply Chain Management 228
7.2.2 Targets of Supply Chain Management 229
7.2.3 Logistical Concepts of Supply Chain Management 232
7.2.4 Technologies for Supply Chain Management 234
7.2.5 Strategic Production Networks 237
7.3 Reference Modeling 238
F. Possel-Doelken, L. Zheng
7.4 Advanced Logistic Partnership-Model 240
P. Schnsleben
7.4.1 Overview 240
7.4.2 Choosing the Strategy of Cooperation 241
7.4.3 Strategic Level: Building Trust and Establishing Principal Legal Relationships 242
7.4.4 Technical-Commercial Level: Developing and Introducing Products and Processes) 244
7.4.5 Operational Level: Cooperative Customer Order Planning and Execution 246
7.4.6 An Example of Practical Application 247
7.5 PRO-Net Reference Model for the Technical Order Processing 250
F. Possel-Doelken, L. Zheng
7.5.1 Objectives of the PRO-Net Reference Model 250
7.5.2 The PRO-Net Structure 258
7.5.3 The PRO-Net Reference Production Network 259
7.5.4 Cooperation Management 263
7.5.5 Integrated Planning Levels 268
7.5.6 Monitoring and Feedback Loops 271
7.5.7 The Cooperative Supply 278
7.5.8 Subcontracting 284
7.5.9 Distribution 285
7.5.10 Vendor Managed Inventory and CPFR 286
7.5.11 The Sample Processing 289
7.5.12 Receipt of Goods 291
7.5.13 Complaint Management 293
7.5.14 Further Developments 293
7.6 Supply Chain Operations Reference Model 294
F. Possel-Doelken, L. Zheng
7.7 Supply Chain Management in Plant Construction 299
R. Wojanowski, M. Schenk
7.7.1 SCM in Plant Construction 299
7.7.2 Specific Requirements in Plant Construction 303
7.7.3 SCM Potentials in Plant Construction 305
7.7.4 Main Task: Cooperation 308
7.7.5 Main Task: Process Control 312
7.7.6 Benefit Potentials Through Integrated SCM in Plant Construction 318
7.8 Supply Chain Management Software - State of the art 320
D. Palm, W. Sihn
7.8.1 Prospects and Benefits Through the use of SCM Software 321
7.8.2 Why are PPC and ERP Systems not Suffcient? 323
7.8.3 Spectrum of Tasks of Supply Chain Management Software 324
7.8.4 Supply Chain Planning 325
7.8.5 Available-to-Promise 333
7.8.6 Supply Chain Execution 333
7.8.7 Supporting Tasks 336
7.8.8 Integration of Transaction and SCM Planning Systems 337
7.8.9 SCM Software Market 338
7.8.10 Selection and Introduction of SCM Software 342
7.9 Process-Oriented Supply Chain Reengineering 344
K. Erzen, M. Klaschka
7.9.1 Competition Situation of European Textile Production Networks 345
7.9.2 Objectives 348
7.9.3 Project Management 350
7.9.4 Project Realization 352
7.9.5 Results 357
7.9.6 Conclusion 360
7.10 References for Chapter 7 361
8 Management of Variable Production Networks 368
H.-P. Wiendahl, S. Lutz
8.1 Introduction 368
8.2 Production Networks 369
8.3 Interfaces Within a Production Network 370
8.4 Communication in a Production Network 371
8.5 Types of Subcontracting 373
8.5.1 Classic Subcontracting 373
8.5.2 Stock-On-Hand Curves 374
8.5.3 Capacity Driven Subcontracting 376
8.5.4 Technology Driven Subcontracting 377
8.6 Controlling and Monitoring Requirements in Networks 378
8.7 Applications of the Network Control 380
8.7.1 The Case of Capacity-Driven Subcontracting 380
8.7.2 The Case of a Classic Subcontracting 384
8.8 Constraints and Rules 387
8.9 Conclusion 387
8.10 References for Chapter 8 388
9 Mass Customization 389
F. Piller, R. Reichwald
9.1 What is Mass Customization? 389
9.2 The Role of Information for Mass Customization 393
9.3 Mass Customization and Electronic Commerce 395
9.4 Empirical Findings 396
9.5 The Information Cycle of Mass Customization 398
9.6 Marketing and Configuration Networks for Mass Customization 401
9.6.1 Retail and Configuration Channels 401
9.6.2 Intermediaries in Mass Customization Concepts 402
9.6.3 Systematization of Broker Networks for Mass Customization 407
9.7 Production Networks for Mass Customization 409
9.7.1 Implementation of Production Networks 409
9.7.2 New Requirements for PPC Systems 413
9.7.3 Design of Information and Communication Flows 414
9.8 Conclusion 416
9.9 References for Chapter 9 417
10 Virtual Factories and Enterprises 422
G. Schuh, T. Friedli
10.1 What is a Virtual Factory 422
10.1.1 Definition 422
10.1.2 Background 423
10.1.3 Concept 425
10.1.4 The Dynamic Network 428
10.1.5 The Virtual Factory - From Capacity Exchange to Benchmarking 429
10.2 Establishing Virtual Factories 430
10.2.1 Trust as Condition 430
10.2.2 Trustbuilding Between Organizations 430
10.2.3 Conclusion for Establishing Virtual Factories 430
10.3 Running Virtual Factories 431
10.3.1 Needed Management Capacities 431
10.3.2 Permanent Improvement and Innovation 432
10.4 The Virtual Factory Euregio Bodensee 432
10.4.1 Experiences Made so far 433
10.4.2 The Future of the Virtual Factory - Towards Professionalism 434
10.5 Summary 438
10.6 KIM-BaW - Virtual Marketplace for SME Co-operation 438
D. Palm, W. Sihn
10.6.1 The Project: KIM-BaW 439
10.6.2 Virtual Marketplace 440
10.6.3 Elements and Concept of the Virtual Marketplace 442
10.7 References for Chapter 10 445
11 Cooperation Networks for Industrial Services 441
C. Gill, V. Liestmann
11.1 Current Situation of Small and Medium Enterprises 447
11.1.1 Characteristics of Small and Medium Enterprises 448
11.1.2 Basic Conditions in the Business Environment 449
11.1.3 Strategies of Small and Medium Enterprises 449
11.1.4 Limited Resources of Small and Medium Enterprises 449
11.2 Industrial Services 451
11.2.1 Definition and Classification 451
11.2.2 Types of Industrial Services 451
11.2.3 Targets of Providing Industrial Services 453
11.2.4 Provision of Industrial Services by Small and Medium Enterprises 454
11.2.5 Developments in Germany 455
11.3 Features of Cooperation in Industrial Services 456
11.3.1 Cooperation Forms in Industrial Services 456
11.4 Requirements on the Organization of Co-operations in Industrial Services 458
11.4.1 Evaluation-Fields for Enterprises 458
11.4.2 Organizational Fields for Cooperation 458
11.4.3 Requirements on Cooperation of Industrial Services 460
11.5 References for Chapter 11 463
12 Cooperation in Knowledge Management 468
K. Henning, R. Oertel, C. Henrichs
12.1 Introduction 468
12.1.1 The need for Demand-Orientated Innovation in an Increasingly Complex Global Market 469
12.1.2 The Strategy of SENEKA: Cooperation for Utilizing Knowledge in Line With Demand 471
12.2 Model and Hypotheses 472
12.3 How Does SENEKA Work in Practice? 474
12.3.1 Virtual Institute: Organizational Development in Networks 475
12.3.2 Virtual Institute: Personal Development for Network Participants 476
12.3.3 Virtual Institute: Knowledge Management 476
12.3.4 Virtual Institute: Innovation Management 477
12.3.5 The Virtual Platform SENEKA 477
12.3.6 Project Activities Empirically Reassessed 478
12.4 Conclusion 478
12.4.1 The Current Project Consortium 479
12.5 References for Chapter 12 480
13 Abbreviations 481
14 Authors 484
END
