Laura Meade

R&D project selection using the analytic network process

The analytic network process (ANP) is presented as a potentially valuable method to support the selection of projects in a research and development (R&D) environment. This paper first discusses the requirements of the R&D project selection problem, which requires the allocation of resources to a set of competing and often disparate project proposals. Among the factors complicating this task is the need to make the decision within the framework of an enterprises strategic objectives and organizational structure while considering and integrating financial and strategic benefits of each project. The paper discusses the use of the ANP, a general form of Saatys analytic hierarchy process, as a model to evaluate the value of competing R&D project proposals. A generic ANP model developed by the authors, which includes in its decision levels the actors involved in the decision, the stages of research, categories of metrics, and individual metrics, is presented. The paper concludes with a case study describing the implementation of this model at a small high-tech company, including data based on the actual use of the decision making model.

STRATEGIC ANALYSIS OF LOGISTICS AND SUPPLY CHAIN MANAGEMENT SYSTEMS USING THE ANALYTICAL NETWORK PROCESS

This paper explores and illustrates an analytical framework to assess an organizations logistics strategy. The optimum logistical system is evaluated based on three primary levels: the organizational/supply chain relationship involved, the principles of logistics required, and the attributes of these principles. The principles of logistics are defined and developed as strategies for achieving coordination and integration of the logistics network and supply chain. The analytic network process, a systemic analytical model, will be utilized to evaluate logistics strategies for an organization that seeks to be adaptive to dynamic competitive environments.

A conceptual model for selecting and evaluating third‐party reverse logistics providers

The selection of third‐party logistics providers is an intriguing practical and research question. With the development and advancement of reverse logistics concepts and practice, the selection of partners for the specific function of reverse logistics support becomes more important. This paper is one of the first to address this issue. The factors that play an important role in selecting a third‐party reverse logistics provider; such as a focus on end‐of‐life product organizational roles (e.g. recycling, reuse, etc.), differ from some traditional factors for supplier selection. How these new factors can be included for the selection of a partner is modeled within a decision‐making framework.

A strategic sustainability justification methodology for organizational decisions: a reverse logistics illustration

The concept of sustainability has become increasingly important for organizations and has permeated a number of managerial and organizational decisions. Sustainability, as defined by its ‘triple-bottom line’ factors of economic, environmental, and social dimensions, is the underlying framework we use to develop and apply a strategic justification tool for project evaluation with sustainability implications. An activity-based management methodological framework is used as a vehicle to frame decisions using corporate sustainability. An illustrative application of this technique demonstrates how an organization could select between two competing reverse logistics providers. This process requires that we introduce issues relevant to three major sustainability factors (and their sub factors) and how they are influenced by a reverse logistics provider decision. The dual contribution of this paper includes investigating the design and development of the strategic sustainability evaluation framework and introducing the relationships of reverse logistics to economic, environmental and social sustainability dimensions.

The theory and practice of Reverse Logistics

This paper provides a review of the literature on Reverse Logistics (RL). It provides an overview of definitions, research and research opportunities in this field. It is a timely and important concept with significant international research under completion at this time. Ample opportunities exist for the growth of this field due to its multi-functional, and interdisciplinary focus. It also is critical for organisations to consider from both an economic and environmental perspective. All these issues are discussed and summarised in this paper.

E‐logistics and the natural environment

Organizations realize that a strong supporting logistics or electronic logistics (e‐logistics) function is an important organizational offering from both the commercial and the consumer perspective. The implications of e‐logistics models and practices cover the forward and reverse logistics functions of organizations. They also have a direct and profound impact from an environmental perspective. Focuses on a discussion of forward and reverse e‐logistics and their relationship to the natural environment. The issues analyzed include those of traditional green logistics and supply chain management functions such as: inventory management, transportation, warehousing, delivery management, supplier management, packaging and order management. Issues relevant to each of these major areas from the electronic commerce and natural environment overlap are discussed. Examples of practices and results are integrated. Environmental issues facing reverse e‐logistics are also described. Brings to the forefront the reverse e‐logistics function, which has been selcom studied even from a non‐environmental perspective. After discussion of the many pertinent issues in these areas, direction of practice and implications for study and research are then presented.

Benchmarking for sustainability: an application to the sustainable construction industry

Purpose – The purpose of this paper is to present a methodology and framework to assist construction firms and contractors in incorporating sustainability measures into their benchmarking efforts.Design/methodology/approach – A methodology that incorporates both strategic and activity‐based criteria for identifying areas for benchmarking is developed by modifying an existing methodology of enterprise performance management. The benchmarking framework makes use of aspects from well‐established management practices such as activity‐based management, balanced scorecard, and multi‐attribute decision models. It allows for the integration of sustainability measures into more conventional measures of construction practice.Findings – The paper finds that activity and strategic metrics can be integrated into a framework for benchmarking. Additionally, metrics specific to sustainability can be incorporated with more traditional measures to provide a holistic analysis of construction practices.Practical implications...

An activity based management methodology for evaluating business processes for environmental sustainability

Purpose – This paper seeks to introduce a conceptual methodology to support decisions about environmental systems.Design/methodology/approach – The methodology incorporates activity‐based costing and management, the analytic hierarchy process, and business process modeling using the IDEF0 method.Findings – An illustrative example that applies the methodology to a semiconductor manufacturing facility is presented in the paper. The company used the results to analyze a process improvement.Research limitations/implications – The complexities and nuances of the approach will require facilitation and support. Making the technique more transparent and available to management is a barrier to its diffusion and application.Practical implications – Potential managerial application and implications include areas such as product cost management, business process design and technology selection.Originality/value – Application of the methodology encourages management to more fully assess the environmental implications ...

Generating Supplier Benefits through Buyer-Enabled Knowledge Enrichment: A Social Capital Perspective

In accordance with the tenets of social capital theory, the knowledge-based view of the firm, and absorptive capacity theory we provide an integrative research model that sheds light on how suppliers can derive benefits from a strong relationship with key buyers. In particular, we examine three research questions that address: (i) the interrelationships among the three dimensions of buyer–supplier social capital (structural, cognitive, relational); (ii) the mechanism through which buyer–supplier social capital can influence supplier performance; and (iii) the contingency factors that influence the key relationships in the main model. We empirically validate the research model using data collected from a North America-based major electronic components distributor (i.e., the buyer) and 166 of its suppliers. The findings of our data analysis indicate that structural and cognitive social capital influence relational social capital. The findings also support that relational social capital allows for the transfer of knowledge from the buyer to the supplier, which in turn leads to greater supplier cost efficiency and innovation. However, the influence of buyer–supplier relational social capital appears to be less important in lengthier buyer–supplier relationships. The analysis also indicates that the benefits derived from a suppliers knowledge enrichment are significantly greater when the supplier possesses greater exploitative capacity. These findings provide important extensions to theory describing buyer–supplier relationships, as well as providing clear prescriptions for suppliers and relationship managers.

Tools for engineering the agile enterprise

This paper describes the work of the Automation & Robotics Research Institute which has as its objectives the development of a set of business process templates and enterprise design methodologies for transforming enterprises to agility and forming virtual enterprises. Business processes in three categories are studied: those processes which transform external constraints into internal constraints; those processes which acquire and prepare resources; and those processes which use resources to produce enterprise results. Research in business process templates as well as supporting methodologies in three areas is being conducted: metric development, strategic justification, and agile business process configuration. This paper presents issues related to engineering the enterprise, relevant research results accomplished to date, and implications for future research.