Designing and Evaluating Value Added Services in Manufacturing E-Market Places

207 Pages·2005·5.1 MB·English

by  Giovanni Perrone (Editor) Manfredi Bruccoleri (Editor)

DESIGNING AND EVALUATING VALUE ADDED SERVICES
IN MANUFACTURING E-MARKETPLACES
Designing and Evaluating Value
Added Services in Manufacturing
E-Market Places
Edited by
G. PERRONE
Università degli Studi di Palermo, Italy
M. BRUCCOLERI
Università degli Studi di Palermo, Italy
and
P. RENNA
University of Basilicata, Potenza, Italy
AC.I.P. Catalogue record for this book is available from the Library of Congress.
ISBN 1-4020-3151-3 (HB)
ISBN 1-4020-3152-1 (e-book)
Published by Springer,
P.O. Box 17, 3300 AADordrecht, The Netherlands.
Sold and distributed in North, Central and South America
by Springer,
101 Philip Drive, Norwell, MA02061, U.S.A.
In all other countries, sold and distributed
by Springer,
P.O. Box 322, 3300 AHDordrecht, The Netherlands.
Printed on acid-free paper
All Rights Reserved
© 2005 Springer
No part of this work may be reproduced, stored in a retrieval system, or transmitted
in any form or by any means, electronic, mechanical, photocopying, microfilming, recording
or otherwise, without written permission from the Publisher, with the exception
of any material supplied specifically for the purpose of being entered
and executed on a computer system, for exclusive use by the purchaser of the work.
Printed in the Netherlands.
TABLE OF CONTENTS
PRESENTATION IX
PREFACE XIII
CHAPTER I: MANUFACTURING E-MARKETPLACES: INNOVATIVE
TOOLS FOR THE EXTENDED ENTERPRISE 1
Giovanni Perrone
1. THE EXTENDED ENTERPRISE:IN SEARCH FOR SUPPORTING TOOLS 1
2. E-BUSINESS:A SUPPORTING TECHNOLOGY FOR THE EXTENDED
ENTERPRISE 6
3. ENTERPRISE E-BUSINESS MODELS:THE BUSINESS-TO-BUSINESS 8
3.1 B2B solutions for the extended enterprise 10
3.2 E-marketplace: a tool for the extended enterprise? 11
4. AIMS AND MOTIVATIONS OF THE RESEARCH 16
5. BOOK CONTENTS AND ORGANIZATION 18
6. CONCLUSIONS AND FURTHER PATHS OF RESEARCH 19
REFERENCES 19
CHAPTER II: AN AGENT BASED ARCHITECTURE FOR
MANUFACTURING E-MARKETPLACES 23
Giovanni Perrone and Giovanni Montana
1. THE AGENT-BASED FRAMEWORK 23
2. SYSTEM ARCHITECTURE 25
2.1 The system context 25
2.1.1 The overall system 27
2.1.2 Customer system 28
2.1.3 The Supplier system 30
3. SYSTEM DYNAMICS 35
3.1 Customer and Supplier Systems interaction 35
3.1.1 Customer system activities 36
3.1.2 Supplier system activities 37
3.2 Order Data Input 38
3.3 Technological requirements inputting and processing 39
3.3.1 CAD on-line activities 39
3.3.2 Process Planning Agent activities 40
3.4 MPA – PrPA interaction 41
3.4.1 The MPA activities 41
v
vi
3.4.2 The PrA activities 42
4. CONCLUSIONS 43
REFERENCES 43
CHAPTER III: PROCESS PLANNING IN MANUFACTURING E-
MARKETPLACES 45
Giovanni Celano, Antonio Costa, Sergio Fichera
1. INTRODUCTION 46
2. THE CAD ON-LINE 47
2.1 The structure and the activities of the CAD on-line 48
2.1.1 Geometry Definition 49
2.1.2 Additional features definition 51
2.1.3 Material characteristics definition 52
2.1.4 Part Design & Data file 54
2.1.5 The user interface 54
3. THE PROCESS PLANNER AGENT (PPA) 58
3.1 The structure and the activities of the Process Planner Agent 59
3.1.1 The feature recognition 59
3.1.2 The operation attribution 61
3.1.3 The Petri Net construction 63
3.1.4 The Data Base construction 64
REFERENCES 66
CHAPTER IV: MANUFACTURABILITY MODELS FOR
MANUFACTURING E-MARKETPLACES 67
Lanfranco Imberti and Tullio Tolio
1. INTRODUCTION 67
2. INFORMATION DEFINITION 69
2.1 Type of information 69
2.2 Information formalization 69
2.3 Non Linear Process Plan (NLPP) 72
2.4 Information in the Manufacturing Planner Agent 76
3. DEFINITION OF PALLET LAYOUT 78
3.1 Pallet configuration 78
3.2 Pallet configuration in the Manufacturing Planner Agent 82
4. MMMAPPING THE PROCESS PLAN ON THE PRODUCTION SYSTEM 86
4.1 Splitting: points in favour 87
4.2 Splitting: drawbacks 88
4.3 The Process Plan mapping activity of the Manufacturing Planner
Agent 89
vii
5. CONCLUSION 93
REFERENCES 94
CHAPTER V: NEGOTIATION MODELS IN MANUFACTURING E-
MARKETPLACES 97
Giovanna Lo Nigro, Manfredi Bruccoleri, Umberto La Commare
1. INTRODUCTION 97
2. THENEGOTIATION PROCESS 99
2.1 Negotiation as a coordination mechanism 99
2.2 A Negotiation Taxonomy 100
2.2.1 Negotiation static dimension 101
2.2.2 Negotiation dynamic dimension 103
2.2.3 Negotiation protocol 105
2.3 Negotiation Performance 107
3. NEGOTIATION IN MANUFACTURING E-MARKETPLACES 107
4. THE PROPOSED MODEL 109
4.1 Agent Architecture 109
4.2 Negotiation dimensions and protocol 110
4.3 The negotiation decision process 111
4.4 Negotiation policies 115
5. CONCLUSIONS 116
REFERENCES 116
CHAPTER VI: PRODUCTION PLANNING IN E-MARKETPLACES 119
Marco Cantamessa and Matteo Gualano
1. INTRODUCTION 119
2. INTEGRATED PRODUCTION PLANNING AND ORDER NEGOTIATION 121
2.1 A taxonomy 121
2.2 Revenue management 124
2.3 Demand forecasting 125
3. SUPPORTINGMAKE-TO-STOCK PRODUCTION 128
4. SUPPORTINGMTO / ATO PRODUCTION 134
5. THE PRODUCTION PLANNER AGENT 138
6. CONCLUSIONS 141
REFERENCES 142
viii
CHAPTER VII: IMPLEMENTATION, NUMERICAL EXAMPLES AND
TESTS 143
Giovanni Perrone and Paolo Renna
1. THE AGENT BASED ARCHITECTURE IMPLEMENTATION 143
2. THE FUNCTIONALITY TEST 148
2.1 Inputting Technological Data 148
2.2 Inputting Commercial data 153
2.3 Agent activities 154
2.3.1 First round of negotiation 161
2.3.2 Second round of negotiation 161
2.3.3 Third round of negotiation 162
2.3.4 Fourth round of negotiation 162
3. NUMERICAL TESTS 163
3.1 Numerical test data 163
3.2 Numerical test results 167
4. CONCLUSIONS 169
REFERENCES 169
CHAPTER VIII: BENCHMARKING VALUE ADDED SERVICES IN
MANUFACTURING E-MARKETPLACES 171
Antonio Grieco and Emanuela Guerriero
1. INTRODUCTION AND MOTIVATION 171
2. PROBLEM AND GOAL STATEMENT 174
3. THEUTILITY FUNCTION DEFINITION 178
3.1 Due-date Utility Function 178
3.2 Cost utility Function 180
3.3 Demand Utility Function 181
3.4 Supplier profit utility function 182
4. THE BENCHMARK MODELS FORMULATION 184
4.1 Input Data and decision variables 184
4.2 Mathematical model formulation – First step 185
4.3 Mathematical model formulation – Second step 188
5. THE TEST CASE 189
5.1 Input data 189
5.2 The benchmark results 190
6. CONCLUSIONS 197
REFERENCES 198
PRESENTATION
The rapid development of Information and Communication Technology
and the market globalization are leading manufacturing enterprises to new
business models and management strategies.
In order to be competitive in the global market, characterized by the need
for mass customization and by distributed and different social and economic
environments, manufacturing enterprises need to adopt new business models
for achieving flexibility, rapid time to market, and reduction of investment
risk.
This is why, nowadays, big and multinational enterprises are moving
from the traditional hierarchical and centralized organization models towards
more distributed and networked business models. In such new models, the
enterprise focuses all of its efforts on its core competences and businesses
and outsources the other value chain activities. Strategic relationships are
constituted with suppliers, which involve themselves at the enterprise risk.
The production capacity is delocalized in different and geographical
dispersed plants in order to achieve higher flexibility, lower logistic costs,
privileged contact and proximity with customers, and better integration with
the specific social-economic environment.
While until few years ago the enterprise network was typically created
and managed by the original equipment manufacturer, which constituted
stable relationships with the other supply chain actors, in the last years such
a business model is spreading versus small and medium enterprises, which
by being part of a collaborative and goal-oriented network can gain
manufacturing capacity and financial assets suitable to compete in the global
market.
The increasing diffusion of the networked enterprise business model has
been supported by the new web-based digital technologies that reduce
communication costs among enterprises, which, even though localized in
different geographical areas, can cooperate and collaborate as being an
“extended enterprise”.
Within such a collaborative context, e-marketplaces are assuming a
crucial role. The electronic marketplaces are virtual locations where buyers
and sellers are just one “button click” distant from making economic
transactions. E-marketplaces can be classified according to stakeholder-
focus, i.e. according to who control the e-marketsite. E-marketplaces are
buyer-centric, when they are established by a big buyer, seller-centric, when
they are established and managed by a big seller, or neutral when they are
established by third party, usually referred as an exchange owner, who sets-
up the e-marketplace and gets a fee from EM transactions and services
offered to EM participants. This last solution is largely indicated as the more
ix
x
adequate for small and medium enterprises because it increases the
enterprise visibility and enhances a symmetric knowledge sharing for both
the actors of the transaction.
Although e-marketplaces represent a very important solution oriented to
transaction cost reduction, they do not solve all of the difficult and complex
tasks and activities of managing the extended enterprise. New innovative
tools are needed for managing the collaboration among actors more than
their competition. The research work done by the authors of this book is
mainly focused on this idea. According to their studies, an e-marketplace can
represent a valid support tool for the extended enterprise only if it allows,
besides transaction cost reduction, information sharing and collaborative
planning among partners.
The project addresses an industrial context in the manufacturing
mechanical components industry consisting of an extended enterprise of
extremely fragmented small and medium enterprises which adopt a neutral
e-marketplace where a set of registered customers and suppliers operate in
make to order environment. A proper agent based architecture has been
designed in order to support value added services in the e-marketplace like,
for example, information sharing among agents in the different phases of
order fulfillment.
The business models and the agent-based architecture which represent
the final result of the projects titled ““Distributed process and production
planning in manufacturing enterprise networks” have been developed by
different Italian research units and represent innovative solutions also
extendible in other business contexts. The obtained results, tested by
numerical examples, demonstrate that a cooperative research, made by
different units with different scientific core competences, can achieve high
levels of efficiency and effectiveness when a valid coordination activity is
conducted.
The reader of this book will surely appreciate the scientific competence
and ability of the project coordinator, who wrote the first chapter of this
book giving a clear overview of the book context and making easier the
reading of the following chapters.
Prof. Ing. Sergio Noto La
Diega
Dipartimento di Tecnologia
Meccanica, Produzione e
Ingegneria Gestionale
Università degli Studi di
Palermo