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Business Operations and Service Management within Blockchain in the Internet of Things
Published in Sudhir Kumar Sharma, Bharat Bhushan, Bhuvan Unhelkar, Security and Trust Issues in Internet of Things, 2020
Keith Sherringham, Bhuvan Unhelkar
This management of interdependencies includes: Business Technology Stack: This is the technology stack integrated into the business for the provision of services. Blockchains with role-based authentication assist with information sharing between the layers as well as within a layer.Shared Services Stack: The common services that business areas use to deliver services. Each service has its own Business Technology Stack. Each of the services can use AI and blockchains for information management and security, including role-based access management.Governance and Readiness: This is the reporting, monitoring, frameworks, standards, policies, procedures, and protocols that are needed for assuring security and managing provision of security. AI is playing an increasing role with blockchains used for information sharing and assurance.
Supplier Networks
Published in Vivek Kale, Agile Network Businesses, 2017
Depending on the capabilities (technology and manpower) of network members, the benefit of information sharing will also range from basic inventory reduction to higher profit earning. Manufacturers can reduce variance in demand forecasts if historical order data are readily available and being used efficiently. Sharing of demand information with upstream members helps in reducing manufacturers’ supply chain cost in Collaborative Planning, Forecasting, and Replenishment (CPFR). Knowledge on demand information also helps to reduce the inventory costs of both supplier and customer. Meanwhile, sharing demand information along with the current inventory status facilitates reductions in inventory costs. Updates on point-of-sale (POS) data can improve forecasts of promotions and new products.
Logistics in the 21st century
Published in Stuart M. Rosenberg, The Digitalization of the 21st Century Supply Chain, 2020
Companies must learn to trust their business partners. There is a very real – and sometimes justified – fear that information sharing can turn into a competitive disadvantage. But trading partners that exchange information on a regular basis are better able to work as a single entity. Together, they have a greater understanding of the end customer and are, therefore, better able to respond to changes in the marketplace. These companies also realize they must harness the power of technology to collaborate with their business partners as never before. Using a new breed of logistics awareness, e-commerce applications provide the most intuitive, open, and cost-effective methods for communicating information among organizations involved in a trade.
The value of point of sales information in upstream supply chain forecasting: an empirical investigation
Published in International Journal of Production Research, 2023
Mahdi Abolghasemi, Bahman Rostami-Tabar, Aris Syntetos
There are studies that show information sharing, in general, can benefit the SCs by reducing the bullwhip effect (Disney and Towill 2003; Wang et al. 2016), increasing service levels (Claassen, Van Weele, and Van Raaij 2008), saving inventory (Lau, Huang, and Mak 2004), and reducing cost (Lau, Huang, and Mak 2004; Claassen, Van Weele, and Van Raaij 2008). Despite the benefits of information sharing in the SCs, according to two surveys conducted by Capgemini and Forrester Research, only 40% and 27% of retailers shared data with their suppliers, respectively (Seifert 2003). Various reasons are reported as obstacles for information sharing such as organisational trust, benefits and cost of information sharing, commitment, and cultural issues (Mishra, Raghunathan, and Yue 2007). In the particular case of sharing POS information, the inability to effectively use the POS data has been a major obstacle to sharing POS information (Barratt 2003; Alftan et al. 2015; Bassamboo, Moreno, and Stamatopoulos 2017).
When Do IT Capabilities Create Value for Buyer Performance? The Moderating Effect of Social Capital on Supply Chain Information Integration
Published in Information Systems Management, 2022
SCII includes information sharing and collaborative planning (S. Cai et al., 2010). Information sharing involves the exchange of various pieces of information that are often critical and proprietary through multiple formal and informal interactions (e.g., face-to-face meetings, telephone, fax, mail, and Internet). Therefore, trading partners enact collaborative plans to support operational activities (e.g., production planning and scheduling, new product development, inventory replenishment, promotions, and advertisements). Consistent with the concept of social structures in AST, SCII is a typical form of inter-organizational structure which guides supply chain partners in sharing information and accomplishing tasks. Information sharing is considered the initial stage of SCII (S. Cai et al., 2010; Sanders & Premus, 2005) which focuses on communication (Wu et al., 2014), whereas collaborative planning reflects the capabilities of streamlining activities (S. Cai et al., 2010) in instances of collaboration (Wu et al., 2014).
The moderating effect of Guanxi on supply chain competencies of logistics firms in China
Published in International Journal of Logistics Research and Applications, 2021
Information sharing refers to the ability to exchange, assemble, integrate, and deploy valuable information across organisational boundaries. By sharing information across organisational and functional boundaries, supply chain partners can more accurately estimate market demand to mitigate the demand and supply uncertainty and optimise supply chain costs involved (Li and Lin 2006; Huo et al. 2017). Information sharing paradigm is the widespread belief that achieving a high degree of cooperative behaviour requires that supply chain participants voluntarily share operating information and jointly plan strategies. The level of information sharing refers to the extent to which critical and proprietary information is communicated to one’s supply chain partner (Monczka et al. 1998). Information sharing leads to more effective communication with each other. There are numerous studies on the level of information sharing in different sectors (Yu, Yan, and Cheng 2001; Wang and Lalwani 2007; Huo et al. 2015; Huo et al. 2017) and across multiple supply chain tiers (Kembro, Näslund, and Olhager 2017).