1 INTELLIGENT AND DEMAND DRIVEN MANUFACTURING NETWORK CONTROL CONCEPTS

Traditional control in a manufacturing network, based on push and forecasting principles, must be reconsidered due to increasing complexity in collaboration structures, internationalization, customer requirement and market competition. This can be done by focusing on real market demand and responsive driven supply chains. The new control models for manufacturing networks should be based on transparency and pull principles, aiming to optimize globally by monitoring, controlling and coordinating all members in the network. Performance measurement across company borders, integration within and between networks, ICT and access to real time information will be crucial when controlling and monitoring the activities across the network. This article will present a concept for achieving the above mentioned key elements by introducing the Planning Studio, which will facilitate access to real time control information.

[1]  Chad W. Autry,et al.  AUTOMATIC REPLENISHMENT PROGRAMS: THE IMPACT OF ORGANIZATIONAL STRUCTURE , 2001 .

[2]  Terry L. Esper,et al.  Supply Chain Management Strategy , 2010 .

[3]  Frank Y. Chen,et al.  Quantifying the Bullwhip Effect in a Simple Supply Chain: The Impact of Forecasting, Lead Times, and Information.: The Impact of Forecasting, Lead Times, and Information. , 2000 .

[4]  J. Holmström,et al.  The impact of increasing demand visibility on production and inventory control efficiency , 2003 .

[5]  P. Danese The extended VMI for coordinating the whole supply network , 2006 .

[6]  Jan Olhager,et al.  Manufacturing networks and supply chains : An operations strategy perspective , 2003 .

[7]  Bradford C. Johnson,et al.  Competitive advantage from better interactions , 2007 .

[8]  Raymond Bisdorff,et al.  Human centered processes and decision support systems , 2002, Eur. J. Oper. Res..

[9]  Morten T. Hansen,et al.  How to build collaborative advantage , 2004 .

[10]  Martha C. Cooper,et al.  STRATEGIC SUPPLY CHAIN MAPPING APPROACHES , 2003 .

[11]  Patrik Jonsson,et al.  The Supply Chain Planning Studio Utilising the Synergetic Power of Teams and Information Visibility , 2002 .

[12]  Jan Ola Strandhagen,et al.  Enterprise Design for Mass Customization , 2003 .

[13]  Jan Ola Strandhagen,et al.  Supply Chain Control Dashboards , 2006 .

[14]  Alexander Verbraeck,et al.  The e-supply chain portal: a core business model , 2003 .

[15]  Wayne W. Eckerson Performance Dashboards: Measuring, Monitoring, and Managing Your Business , 2005 .

[16]  T. Skjoett‐Larsen,et al.  Supply chain collaboration: Theoretical perspectives and empirical evidence , 2003 .

[17]  Eric T. G. Wang,et al.  Interorganizational Governance Value Creation: Coordinating for Information Visibility and Flexibility in Supply Chains , 2007, Decis. Sci..

[18]  Richard B. Chase,et al.  Operations Management , 2019, CCSP (ISC)2 Certified Cloud Security Professional Official Study Guide, 2nd Edition.

[19]  Joakim Wikner,et al.  Production planning and control tools , 2000 .

[20]  Denis Royston Towill,et al.  Using the Information Decoupling Point to Improve Supply Chain Performance , 1999 .

[21]  Fadi P. Deek,et al.  A model for collaborative technologies in manufacturing , 2003, Int. J. Comput. Integr. Manuf..