Collaborative Demand and Supply Planning Networks - Enterprise Information Systems Design, Implementation and Management: Organizational Applications - page 503

AcknoWLedgMent • electronic data interchange through a mes-

sage broker

• matching relations (e.g. dealing with dif-

ferent item id's, date-formats, units, time-
zones etc)

We would like to acknowledge the other partners
(SINTEF, Frauenhofer, IMI, ISOIN and UNIBG)
of the PLANET FP7 proposal for valuable con-
tribution. • process integration (in case of systems

integration)

references One might ask why any company should allow

customers to make changes to current produc-
tion plans and the answer is quite simple: to be
attractive and flexible and thereby increase their
competitiveness for high- and medium-priority
customers. A simple comparison with our own
diary would immediately create an understanding
of the potential of segmenting and colouring our
appointments - avoiding that we are left out of
important meetings/activities because of minor/
moveable arrangements.

Alvarez, E. (2007). Multi-plant production sched-
uling in SMEs. Robotics and Computer-integrated
Manufacturing , 23 , 608-613. doi:10.1016/j.
rcim.2007.02.006

Ayers, J. B. (2006). Handbook of supply chain
management (2nd ed.). New York: Auerbach
Publications.

Brown, G., Keegan, J., Vigus, B., & Wood, K.
(2001). The Kellogg company optimizes pro-
duction, inventory and distribution. Interfaces ,
31 (6), 1-15.

concLusion

IOM Control. (2001). ERP survey. Institute Op-
eration Management, 27 (8).

In the highly competitive market that most com-
panies find themselves in it is vital to organise the
manufacturing and supply chain operations in the
best possible way. The first step in this develop-
ment process is to organise the internal opera-
tions in an appropriate and fruitful way, but for
most companies there are similar improvements
to be made by involving supply chain partners
in the planning process. Information access and
visibility, new planning and control principles,
collaborative mechanisms and new information
tools have to be developed in order to meet the
particular challenges of SMEs in non-hierarchical
networks. The paper discusses the current state of
the art applications and outlines a new approach
titled “Work Bench” to further improve the
planning with special focus on non-hierarchical
networks. Especially a simple approach to align
production plans is presented.

Danese, P., Romano, P., & Vinelli, A. (2004).
Managing business processes across supply
networks: the role of coordination mechanisms.
Journal of Purchasing and Supply Management ,
10 , 165-177. doi:10.1016/j.pursup.2004.11.002

Funk, G. (2001). Enterprise integration: join the
successful 20%. Hydrocarbon Processing, 80 (4).

Görlitz, O., Neubert, R., Teich, T., & Benn, W.
(2002). Extended Value Chain Management on
Electronic Marketplaces. International Journal
of e-Business Strategy Management, 3 (3).

Gupta, V., Peter, E., Miller, T., & Blyden, K. (2002).
Implementing a distribution-network decision-
support system at Pfizer/Warner-Lambert. Inter-
faces , 32 (4), 28-45. doi:10.1287/inte.32.4.28.54