Requirements for a Complex Adaptive Systems Oriented Framework for Enterprise Modelling and Integration
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Enterprises are collaborating in order to survive in a dynamic and almost hostile business environment. While there is empirical evidence that collaborations provide means for enterprises to improve the economic performances, information and communication technology (ICT) support for such collaborations is limited. This is even more true for dynamic collaborations among small and medium-sized enterprises (SMEs). In this paper a conceptual framework is presented, which sees supplier networks (SNs) as complex adaptive systems. Building on this assumption, an important and commonly used approach to enterprise engineering is criticised and a proposal for combing enterprise modelling and integration (EMI) and complex adaptive systems (CAS) is made. This approach in a first step focuses on the modelling aspect rather than the integration aspect. However we hope that respecting different decision makers as being autonomous agents while providing a common framework supports the integration. Never the less, further empirical research is needed to understand the impact of an envisioned modelling environment on the integration.
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Dear Adebayo
Thanks for your question.
I agree with the challenges you see for SME collaboration. However our work does not intend to support these issues. Rather we intend to support decision makers with a tool that allows partners in a (supply chain) relation ship to
1) work on collective models (in the form of performance measurement systems along (direct) relationships)
2) use the set of models to predict performance on various (sub-) systems of their supply chain relationships.
For the work on a relationship model we envision some sort of negotiation environment that allows to build performance measurement systems. But this is not described in the paper at hand. 1) results in local performance measurement systems along relationships.
We use these for (2) and want to link them to form performance measurement systems that aggregate multiple bi-lateral relationships (e.g. to form a multi echelon supply chain). Performance Indicators are used to abstract away from details like processes to give the individuals "room to move". And it is on the local (relationship) level where the aspects you mention come into play.
This therefore needs to be sorted out locally. During performance indicator negotiation.
The only issue you mention that influences the work at hand directly is the use of technology. If ICT is not to be used - I simply can't help. The work at hand assumes an existing network and ICT infrastructure.
We hope to be able to support sustainability by allowing partners of a SC to monitor their performance, and be able to estimate the impact of decisions on the performance. Yet an underlying assumption is that a well performing network will be sustainable.
Best Regards & Thanks for asking.
George
Dear Author,
Thank you for your participation in IPROMS 2007.
Unlike other acronyms used in the paper,I noticed in paragraph 2, column 2, page 4, that you used the acronym SCM for the first time without reference to the full name. Does it mean Suplly Change Model(ling)? Also there is typographical error associated with this.
Furthermore, the presentation content is very interesting, however, there was no sound accompanying it.
Thank you.
Dear Eldaw,
thanks for making me aware of this. SCM means Supply Chain Management.
In order to save space and download bandwidth I did not provide any sound.
Is there a possibility to upload a corrected version of the paper to this conference and use that also for the published proceedings? (I assume at least for the last its to late..)
Thanks
George
Hi George,
Thank you for your prompt response. It was really comprehensive.
In the paper paper, you acknowledge the dynamic and hostile business environment that most businesses now operate in. You also concede to the fact that the business environment is fast changing and full of uncertainties. How do you intent to capture the nature of today’s business environment in the EMI model?
Thank you
Adebayo
Hi,
good question.
This is where the CAS (Complex Adaptive System) view comes into play. Yet I have to recognise that the paper falls short of highlighting the CAS aspects of the envisioned framework in a proper manner.
I see two approaches as required. One is abstraction, the other is maintaining (models of) local relationships.
Ad abstraction: I rather use performance indicators (PI) than e.g process models.
Ad local relationships: I see relationships with the individual enterprise being more stable (a single enterprise does not exchange suppliers on a daily basis). So it should be easy for an individual to maintain its links. Yet the overall network will move: The probability of the overall network to have relationships modified is much higher than the for the individual enterprise.
Selecting a target system for optimisation means for the user to determine PIs and selecting the relevant context (i.e. product and suppliers). The "global" picture needs (in an bottom up manner) then be aggregated by performance information about the individual suppliers of the individual suppliers....
Best Regards
George
Thanks for the information.
I corrected and uploaded the paper.
Will there be printed proceedings or will there be a CD collecting the electronic versions?
Which paper version will then be used?
Does any one know?
Is it decided yet?
Thanks
George
There will be printed proceedings and a CD. Since the proceedings are not yet submitted for print the corrected version will be used.
Unfortunately I'm not sure when is the exact cut-off date, but our original assumptions are that papers might get corrected as a result of discussions - thus the longer time period and delayed proceedings.
Hello Federico,
The Proceedings will be printed in a hard-covered book to be published by Whittles (URL: http://www.whittlespublishing.com/).
As Vlado mentioned, in addition, there will also be a CD version of the Proceedings.
DTP.
Dear authors,
Thank you for participating in IPROMS 2007 Virtual Conference. Achieving collaboration (and integration) between SMEs is always problematic because of issues such as organisational culture, management style and use of technology. How can SMEs overcome these challenges in order to establish sustainable regional and international networks?
Thank you.
Adebayo