Developing a Knowledge Management Platform for Automotive Build-To-Order Production Network

Modern global companies have to build a supply chain network strategy that provides maximum flexibility and can optimally respond to changes in their environment. The emergence of automotive build-to-order production networks is one of the consequences of these changes in the automotive industry. Production networks can be seen as a step beyond the linear supply chain topography. However, when dealing with multiple organizations and multiple processes within a complicated production network, identifying and locating a member that has responsibility and/or competence in a particular part of the network can be a laborious, time-consuming process. Developing and maintaining a competence directory of all the relevant parties associated with troubleshooting and potential problem solving can significantly reduce the production lead time. Moreover, linking this directory to key decision points and frequent problems can further enhance its effectiveness. Consequently, the problem of semantic interoperability between members of such organizations is of major importance. Developing a knowledge management platform for automotive build-to-order production network proposes an approach to developing a knowledge management platform for a build-to-order production network to solve the above problem. The approach is based on application of such technologies as ontology management, context management and profiling.

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Knowledge creation in a supply chain

Knowledge creation in a supply chain aims to analyze how organizational conditions, technology adoption, supplier relationship management and customer relationship management affect knowledge creation through socialization-externalization combination, internalization (SECI) modes, and various ba, as proposed by Nonaka and Konno, in a supply chain. A qualitative inquiry with thematic analysis, which focuses on a thin film transistor-liquid crystal display (TFT-LCD) panel manufacturer and an integrated circuits (IC) packaging and testing manufacturer, is presented in order to identify how these key factors affect knowledge creation in a supply chain environment through the SECI modes and ba. The results show that these critical factors facilitate different types of knowledge conversion process in order to achieve successful knowledge creation in a supply chain. Knowledge of the significant factors that were found in this study may be applicable to countries or areas such as Hong Kong, Korea, Singapore or other developing countries, whose dominant businesses are similar to the original equipment manufacturers)/original design manufacturers in Taiwan. This paper considers the case study only as one empirical illustration of many other possible implementation processes. The study does not assume that these companies are a paradigm or that the specific situation is applicable to all other business enterprises. Future researchers interested in this field are therefore encouraged to triangulate its findings by examining variables generated from this study.

Source : Chuni Wu

Sharing Global Supply Chain Knowledge

There are two categories of supply chain partners: those that buy and those that sell. Depending on which group they identify with, managers have different perspectives on the value of sharing critical knowledge resources with their supply chain partners. Both groups agree that sharing knowledge makes for more efficient supply chains (with lower costs and quicker speeds) and more effective organizations (with higher quality outputs and enhanced customer service). But the benefits of knowledge sharing don't always accrue equally or simultaneously to all participants. What type of information or knowledge should suppliers and buyers share with each other? How does knowledge sharing provide value to buyers and suppliers, and under what circumstances can it help both? How do cross-cultural differences between global buyers and suppliers influence the value of sharing information? To answer these questions, we studied more than 100 cross-national supply chain partnerships in the industrial chemicals, consumer durables, industrial packaging, toy and apparel industries in 19 country locations. We examined how different types of knowledge sharing can benefit buyers or sellers individually. But more importantly, we studied how knowledge sharing can enhance the performance of partnerships and build stronger supply chains in the global marketplace

Source : Matthew B Myers, Mee-Shew Cheung