E-supply chain

Widely used along t e supply chain of aeronautic and eledronic... 

Dotoli M, Fanti MP, Mangini AM (2007) Fuzzy multiobjective optimization for network design of integrated e-supply chains. Int J Comput Integ Manuf 20(6) 588-601... 

Poirier, C. C. and Reiter, S. E., Supply Chain Optimization Building the Strongest Total Business Network, San Francisco Berrett-Koehler Publishers, 1996. 

Poirier, C.C., Bauer, M.J. (2000). E-supply chain Using the Internet to revolutionize you business. San Franeisco Berrett-Koehler. 

Pant, S., Sethi, R., Bhandari, M. (2003). Making sense of the e-supply chain landscape An implementation framework. International Journal of Information Management, 23(3), 201-221. 

Responsive supply chains, like fashion apparel or popular music, operated in low-uncertainty, stable markets and are highly iimovative. They targeted responsive, flexible, build-to-customer-order strategies, andfollowedthechangingneeds of the customer. These responsive supply chains, where demand and supply commimications channels intertwine, deliver business-determined, information-based, customer-targeted outcomes that may be termed e-supply chains. 

Thus athorough and comprehensive approach to the understanding and delivery of service is defined, and integrating the downstream supplier businesses to the upstream sellers involves combinations of multiple networks—including the business s e-supply chain networked structures. Thus, service value networks interlink the understandingand deliverabilityofthe business s downstream business e-supply chain networks and its upstream customer service offerings. 

Measurement and strategic adjustment of the downstream e-supply chain network and the upstream service provider business remains vital to maintaining and improving competitive positioning. The balanced scorecard offers such measurement dimension. 

Today, various virtual e-services and physical services models may be developed, evaluated, and monitored using a balanced scorecard approach. The service value network concept also fits under this measured strategic decision-making approach. Service value networks house fully integrated e-demand and e-supply chains working in harmony to the deliver both services and e-services. They are also highly agile and offer customer-induced flexible business solutions to customer requests. 

Today industry is seeking new pathways to competitive positioning and ways to driving business models forward. Currently, many models exist, and new additions like the e-services built around e-supply chain networks are increasingly targeting meeting customer needs. These models still lack a customerization (one-on-one business-to-individual-customer relationship) approach, and consequentlyneed further enhancements. Service value networks offer a comprehensive pathway towards enhanced competitiveness. 

Figure 3 builds on our previous discussion of IT system impact, illustrating breaches to confidentiality, integrity, and availability as they specifically relate to interconnected IT systems that comprise e-supply chains. 

As IT increasingly becomes the medium of business functionality, a reliance on secure and continued operations has redefined corporate risk (Loch Carr, 1992). In the new e-supply chain, information sharing and partner relationships... 

The findings of our study of 188 firms show that IT threats are real and that they are producing tangible impacts within the supply chain. Additional investigation is necessary to adequately quantify this risk. Most importantly, our research has establishedapositive correlation between collaboration and IT security incidents. To improve decision making and SCM, this relationship must be further studied and accurately modeled. Research toward this end is critical for SCM to ensure that proper consideration is given to IT security as firms seek to maximize the vast benefits of collaboration within the e-supply chain. 

Negotiation, Trust, and Experience Management in E-Supply Chains... 

The rest of this chapter is organized as follows the next section examines fundamentals of e-SC management. We then review the concept of experienee management, explore cooperation and negotiation in e-supply chains, and discuss trust and deception in e -supply chains. Finally this chapter proposes a unified model of integrating cooperation and negotiation, trust, and deception in e-supply chains, and the chapter ends with some concluding remarks. 

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