Beatriz Andres

Models, guidelines and tools for the integration of collaborative processes in non-hierarchical manufacturing networks: a review

Collaborative practices among partners of manufacturing networks require the support of models (M), guidelines (G) and tools (T) which should take into account the network topology. Most of the M, G and T proposed in the literature were developed for hierarchical manufacturing networks (HN), but most of the real manufacturing networks, mainly composed by small-sized enterprises, are in fact non-hierarchical manufacturing networks (NHN). This paper focuses its research on the collaborative processes in NHN and its specific needs to be supported by M, G and T. Firstly, a literature review is conducted, allowing identifying a set of relevant collaborative processes in manufacturing networks (both HN and NHN), as well as the M, G and T designed to address each of them. Secondly, an analysis is carried out in order to determine how these M, G and T, designed for HN and/or NHN, adjust to the needs of the NHN. The assessment carried out reveals that some of the proposed M, G and T do not entirely fill the requirements demanded in NHN contexts. Each collaborative process is classified into a satisfactory, acceptable or unacceptable degree of coverage, depending on the extent into which the provided M, G and T can be applied in NHN. On this basis, it is concluded that some of the identified collaborative processes have a clear lack on the M, G and T for its proper application in NHN. Finally, potential future research lines are suggested in terms of providing solution approaches, missing in the literature, to adequately support the collaborative processes in NHN contexts.

Computing the Strategies Alignment in Collaborative Networks

Research in collaborative networks has increased due to the opportunities associated with collaboration across the networked partners. This paper focuses on the development of an approach to generally model the network, considering a set of five objects: networks, enterprises, objectives, strategies and key performance indicators (KPI). The model relates the objectives and strategies of the networked partners through KPIs defined to measure the objectives. The strategies influence, on improving the objectives, is modelled through computing the increase of the KPIs when a certain strategy is activated in an enterprise of the network. The model proposed allows researchers to formally identify the aligned strategies, in order to improve the enterprises’ objectives and, consequently, the network performance.

A decision support system for the collaborative selection of strategies in enterprise networks

Collaborative networks (CN) consist of autonomous and heterogeneous partners, and each defines its own objectives and formulates its own strategies, which are selected and activated to achieve these objectives. The heterogeneity that characterises network partners could lead to contradictions appearing among the strategies formulated in each CN enterprise. Consequently, the strategies formulated in one enterprise could negatively influence the achievement of the objectives defined in other enterprises of the same network. These contradictions lead to strategies misalignments, which worsens the network performance. In order to deal with these misalignments, a DSS is proposed to support the process of selecting the strategies among all those formulated, with the aim of achieving higher alignment levels. The proposed DSS considers the impacts that each strategy formulated in each enterprise has on the performance of the objectives defined by each network partner. This allows enterprises to select a set of aligned strategies. The selection of proper strategies to be activated in each enterprise strongly influences the CNs performance level, and higher levels of network adaptability, agility and competitiveness are achieved. The proposed DSS is validated under real conditions in a food industry network. The DSS is evaluated by emulating real collaborative conditions and is compared with the equivalent non-collaborative decision making perspective used for selecting strategies. The results demonstrate that the collaborative approach outperforms the performance level of the non-collaborative one and is more effective for handling the robustness and the long-term operation of the CN. A Decision Support System (DSS) is presented in the collaborative networks (CN) contextThe DSS deals with strategies misalignments among the enterprises of CNThe DSS supports SMEs during the strategies selection process, achieving higher alignment levelsThe DSS considers the impacts that each formulated strategy has on the objectives defined by each of the network partnersAligned strategies positively influence the CNs performance level, achieving higher levels of network agility and competitiveness

Achieving Coherence between Strategies and Value Systems in Collaborative Networks

Collaborative networks that emerge as consortia to deal with new market opportunities consist of different autonomous entities. Each one holds a set values and defines its own strategies in order to deal with its defined objectives. The enterprises heterogeneity leads sometimes to contradictory objectives, and misalignment of value systems and strategies. Enterprises willing to participate in a collaborative network, as thus willing to avoid these misalignments, have to achieve coherence between the strategies they activate and the values they hold. To facilitate achieving such coherence, this paper contributes with an approach to identify the strategies that should be activated in order to be coherent with the values held by each enterprise. It specifically considers the scenario in which consortia are temporarily formed and values and strategies are set out in the short term. A potential application is exemplified through a numerical example.

Collaborative Strategies Alignment to Enhance the Collaborative Network Agility and Resilience

Current supply networks are embedded in dynamic and turbulent environments, and must face the appearance of some disruptive events throughout their life cycle. Disruptions are almost always accompanied by negative effects, resulting on performance loss for both, the enterprises and the network. The activation of proactive strategies will allow enterprises to reduce this loss when a disruption appears. Enterprises must be aware of that the activated strategies must be aligned, so that they positively influence the objectives and the performance indicators defined by all the network partners. This paper proposes a simulation model to support enterprises in the decision-making on which proactive strategies activate in order to be aligned, from a collaborative perspective. The main aim is to limit the adverse effects produced by the disruptions. Such aligned strategies allow collaborative enterprises to move in the same direction when a disruption appears. In addition the strategies enhance the resilience and agility of both the enterprises and the network as well as positively influence the objectives and the performance indicators defined by all the network partners

Dealing with the Alignment of Strategies Within the Collaborative Networked Partners

Over the last years, enterprises awareness towards establishing collaborative processes has significantly grown due to the benefits obtained when participating in a collaborative network (CN). This paper is a continuation of the work developed by Andres and Poler [1] in which a set of collaborative processes are identified. This paper particularly focuses on the strategies alignment (SA) process, highlighting its influence on the success of a CN. A preliminary framework is outlined to address the collaborative process of SA, consisting of a model, a method and a methodology. Highlighting the importance of the use of cloud-based systems to support small and medium enterprises (SMEs) to deal with the SA process. The implementation of the proposed framework allows identifying what are the strategies that are aligned and how its activation increases the network performance, resulting in more stable and sustainable collaborative relationships, and assuring the proper operation of the CNs.

Modelling the Strategies Alignment Process in the Collaborative Network Context

A model to deal with the strategies alignment process, in the collaborative network (CN) context, is proposed. The main aim is to support the decision making of identifying which strategies to activate within the network in order to be aligned. This model provides a global view of all the strategies formulated in the CN, in order to identify those ones that have higher levels of alignment. The strategies alignment model is applied in an illustrative example.

A Method to Quantify the Power Distribution in Collaborative Non-hierarchical Networks

Collaborative networks are characterised by the establishment of relations in more or less hierarchical power structures. The hierarchy of the network is defined by the partners’ power degree. Hierarchical structures and associated barriers limit the decision making and discourage collaboration within partners. This paper focuses on proposing a method to allow researchers to identify the power degree of each network partner, through Markov Chains. Knowing the power distribution, helps researchers to diagnose the power balance, reconsider the status in the network and have a better view of power interaction and collaboration. Therefore, the power distribution analysis is a key issue to understand the partners’ behaviour and achieve sustainable networks.

A Decision-Support Tool to Deal with the Strategies Alignment Process in Collaborative Networks

The alignment of strategies among the enterprises that belong to collaborative networks is of increasing importance due to the influence on the networks operation success in the long term. This paper proposes a Decision-Support Tool for Strategies Alignment (DST-SA) to support SMEs in the selection of strategies that allow higher levels of alignment amongst all the strategies formulated by each partner. The DST-SA includes a mathematical model, a simulation software, and a programmed application, to address the strategies alignment process from a collaborative perspective. The result of the DST-SA is the identification of the strategies that are aligned and the proper time to activate these strategies with the main aim of obtaining higher levels of network performance.

Improving the collaborative network performance through the activation of compatible strategies

Establishing collaborative relationships among the enterprises belonging to a network encourages them to jointly work in order to achieve common objectives that cannot be achieved if they work in isolation. The participation in collaborative networks involves enterprises to define their own objectives and subsequently, to identify the strategies whose activation promotes positive influences in all the objectives defined by all the networked partners. Nevertheless, in real networks, contradictions among the objectives defined by the enterprises may appear due to the heterogeneity that characterises its members. Accordingly, a model that supports the identification of compatible strategies is developed, based on the system dynamics method. The model takes into account that the strategies designed in one enterprise should promote the achievement of the objectives defined by other enterprises of the network. The identification of compatible strategies will allow the attainment of the objectives and consequently increase the levels of the network performance.