Concept of Semantic Information Pool for manufacturing supply networks mr. Milan Zdravković 1 , Prof. dr Hervé Panetto 2 ,...
Objectives <ul><li>General objectives </li></ul><ul><ul><li>Facilitate networking of individual SME’s </li></ul></ul><ul><...
Traditional supply chains vs. Virtual enterprises 1/2 <ul><li>Traditional supply chains </li></ul><ul><ul><li>Relation-ori...
Traditional supply chains vs. Virtual enterprises 2/2 <ul><li>Virtual Enterprises </li></ul><ul><ul><li>“ Temporary networ...
Benefits of traditional supply chains <ul><li>FOCUS  (time-to-market -> market share) </li></ul><ul><ul><li>After 11/9, Za...
Problem statements <ul><li>High-speed, low-cost supply chains are unable to respond to unexpected structural changes in (c...
Proposed solution features <ul><li>Formalized  collaboration model </li></ul><ul><li>Transparent, loose, dominantly asynch...
Conceptual model of SIP4SUP
Managed information <ul><li>Asset Data and Metadata.  </li></ul><ul><ul><li>General information on partners’ competences (...
Formalization approach <ul><li>Enable automatic characterization of instances by inference </li></ul><ul><li>Axiomatic rep...
Inter-organizational Network Ontology Actor -- -- -- Network -- -- -- CooperationNetwork -- -- -- CoordinationNetwork -- -...
Competences ontology <ul><li>Competence is quantitatively described ability of a partner to perform in certain area of bus...
Integrated product ontology <ul><li>Industrial categorization schemes </li></ul><ul><ul><li>UNSPSC ontology implemented by...
Referenced formal models <ul><li>Enterprise </li></ul><ul><ul><li>REA: Resources-Events-Agents. </li></ul></ul><ul><ul><ul...
Conclusion <ul><li>Proposed approach is not intended to replace traditional supply chain management concepts </li></ul><ul...
Conclusion: Expected effect to Virtual Enterprises Lifecycle Formation Operation and evolution Dissolution Selection Restr...
Thank you for your attention Contact: http:// icit.masfak.ni.ac.yu Milan Zdravkovi ć,   [email_address]   Innovation Cente...
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Concept of Semantic Information Pool for manufacturing supply networks

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International Working Conference - Total Quality management Advanced & Intelligent Approaches, 2.6.2009, Belgrade

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Concept of Semantic Information Pool for manufacturing supply networks

  1. 1. Concept of Semantic Information Pool for manufacturing supply networks mr. Milan Zdravković 1 , Prof. dr Hervé Panetto 2 , Prof. dr Miroslav Trajanović 1 1 Faculty of Mechanical Engineering, University of Niš, Innovation Center for Information Technologies 2 Research Centre for Automatic Control (CRAN – UMR 7039), Nancy-Université, CNRS
  2. 2. Objectives <ul><li>General objectives </li></ul><ul><ul><li>Facilitate networking of individual SME’s </li></ul></ul><ul><ul><li>Manage complexity of individual SME’s involvement in multiple supply chains </li></ul></ul><ul><li>Specific objective </li></ul><ul><ul><li>Design and develop SW system for provision of support in decision making processes, related to… </li></ul></ul><ul><ul><ul><li>Partner selection </li></ul></ul></ul><ul><ul><ul><li>Configuration (organizational change) </li></ul></ul></ul><ul><ul><ul><ul><li>Production planning </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Capacity management </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Risk management </li></ul></ul></ul></ul><ul><ul><ul><li>Process management </li></ul></ul></ul><ul><ul><ul><li>Knowledge management </li></ul></ul></ul><ul><ul><ul><li>Exception handling.. </li></ul></ul></ul><ul><ul><li>… of manufacturing supply networks </li></ul></ul>
  3. 3. Traditional supply chains vs. Virtual enterprises 1/2 <ul><li>Traditional supply chains </li></ul><ul><ul><li>Relation-oriented </li></ul></ul><ul><ul><li>Relations are dyadic – rarely expanded to include vendors’ vendors or customers’ customers </li></ul></ul><ul><ul><li>Supplier Relationship Management </li></ul></ul><ul><ul><ul><li>80% is human effort and 20% information technology </li></ul></ul></ul><ul><ul><li>There is a tendency to reduce number of suppliers because of possible relation cost reductions </li></ul></ul><ul><ul><li>Motivation examples </li></ul></ul><ul><ul><ul><li>Complexity of supply relationship is high and volume of buy is high (Wendy) </li></ul></ul></ul><ul><ul><ul><li>Potential for cost reduction is high and potential for innovation is high (Colgate-Palmolive) </li></ul></ul></ul><ul><ul><ul><li>High frequency of transactions between parties </li></ul></ul></ul><ul><ul><ul><li>Degree of asset specificity </li></ul></ul></ul>
  4. 4. Traditional supply chains vs. Virtual enterprises 2/2 <ul><li>Virtual Enterprises </li></ul><ul><ul><li>“ Temporary networks of independent companies who come together quickly to exploit fast-changing opportunities” (Brown and Zhang, 1999) </li></ul></ul><ul><ul><li>Customer-oriented </li></ul></ul><ul><ul><li>Motivation examples </li></ul></ul><ul><ul><ul><li>One-of-a-kind production or service task </li></ul></ul></ul><ul><ul><ul><li>After sales services for a product line </li></ul></ul></ul><ul><ul><li>Derived from inter-organizational networks </li></ul></ul><ul><ul><li>Cooperative Goals </li></ul></ul><ul><ul><ul><li>Eliminate all non-value activities, including the costs of controlling each other’s operations </li></ul></ul></ul><ul><ul><ul><li>Improve responsiveness </li></ul></ul></ul><ul><ul><ul><li>Achieve adaptive behavior </li></ul></ul></ul><ul><ul><ul><li>Improve product </li></ul></ul></ul><ul><ul><ul><ul><li>In a survey in USA (2002), it is found that 35% of innovation in the product comes from the supply chain. In Toyota, its 60%. </li></ul></ul></ul></ul>
  5. 5. Benefits of traditional supply chains <ul><li>FOCUS (time-to-market -> market share) </li></ul><ul><ul><li>After 11/9, Zara launched whole new line of black clothes in only 14 days </li></ul></ul><ul><ul><li>Japan retail chain 7/11 schedule deliveries to each store within a ten-minute margin. </li></ul></ul><ul><ul><ul><li>Less than 6 hours after catastrophic earthquake in Kobe, 1995, they delivered rice balls to stores with 125 motorcycles and 7 helicopters </li></ul></ul></ul>
  6. 6. Problem statements <ul><li>High-speed, low-cost supply chains are unable to respond to unexpected structural changes in (customized) demand or supply </li></ul><ul><li>Uncertainty of long-term supply chains centrally managed by a focal partner </li></ul><ul><ul><li>When cutting costs is strictly imposed by a focal partner, it can have very negative effect throughout supply chain </li></ul></ul><ul><li>High level of integration reduces flexibility of small and medium enterprises </li></ul><ul><li>Investments in technical framework for enterprise integration, which could maximize the efficiency and productivity of virtual enterprise, cannot be justified in a short term </li></ul>
  7. 7. Proposed solution features <ul><li>Formalized collaboration model </li></ul><ul><li>Transparent, loose, dominantly asynchronous, externally coordinated integration, </li></ul><ul><ul><li>based on </li></ul></ul><ul><ul><ul><li>semantic interoperability </li></ul></ul></ul><ul><ul><ul><li>where models may be classified with regards to the needed maturity level of interoperation and the way networked enterprises applications have to cooperate </li></ul></ul></ul><ul><li>Parameterized and quantified representation of enterprise’s abilities to perform, </li></ul><ul><ul><li>with the goal to </li></ul></ul><ul><ul><ul><li>reduce the scope and volume of associative thinking in the associated decision making processes </li></ul></ul></ul>
  8. 8. Conceptual model of SIP4SUP
  9. 9. Managed information <ul><li>Asset Data and Metadata. </li></ul><ul><ul><li>General information on partners’ competences (location, ownership, product, resources, knowledge, historical performance etc.) availability, ontologies, registered services for pulling availability information and their service contracts; </li></ul></ul><ul><li>Competence availability data. </li></ul><ul><ul><li>Accurate Available-To-Promise (ATP) stock for all products; Accurate schedule and scale for planned machining and human resources utilization; </li></ul></ul><ul><li>Networking affiliation data. </li></ul><ul><ul><li>Various aspects of networking and affiliation. For example, stock and resources availability data accessibility (synchronous or asynchronous communication), IPR issues, privacy issues, terms and conditions for affiliation, import and export permits, etc; </li></ul></ul>
  10. 10. Formalization approach <ul><li>Enable automatic characterization of instances by inference </li></ul><ul><li>Axiomatic representation of concepts </li></ul><ul><ul><li>Use taxonomies for achieving semantic precision </li></ul></ul>Inter-organizational Network Ontology Enterprise Ontology Product Ontology Competence Ontology Enterprise Ontology TOVE Ontology REA Ontology eUML Ontology Process Ontology WSMO Ontology VOSTER ECOLEAD Ontology VOMAP SCOR Ontology CPFR Ontology
  11. 11. Inter-organizational Network Ontology Actor -- -- -- Network -- -- -- CooperationNetwork -- -- -- CoordinationNetwork -- -- -- CollaborationNetwork Group Individual Organization -- -- -- Supplier Asset Product Information Process Activity Goal -- -- -- InformationSupplier -- -- -- ProductSupplier hasMember isExecutedBy hasInput hasOutput supply Product:Product REA:Agent = Enterprise:EOEntity= FOAF:Agent CoordinationService WSMO:webService Competence Competence:Competence derivedFrom ProcessTemplate hasTemplate SCOR:ProcessDefinition= CPFR:ProcessDefinition hasCompetence -- -- -- Restructuration OrganizationalChange AtomicActivity hasActivity -- -- -- AggregatedCompetence AtomicCompetence hasAtomicCompetence
  12. 12. Competences ontology <ul><li>Competence is quantitatively described ability of a partner to perform in certain area of business </li></ul>
  13. 13. Integrated product ontology <ul><li>Industrial categorization schemes </li></ul><ul><ul><li>UNSPSC ontology implemented by SKOS </li></ul></ul><ul><li>Design and functional product representation </li></ul><ul><ul><li>Improved inferrence </li></ul></ul>Assembly ≡ ((hasPart.Part)∩(isPartOf.Part)) Product ≡ ((hasUNSPSCCode.String)∩Part) ContextualPart ≡ ((hasContext.Context) ∩ Part) FunctionalPart ≡ (ContextualPart ∩ ((hasEffect.ContextualPart) U (isAffectedBy.ContextualPart)))
  14. 14. Referenced formal models <ul><li>Enterprise </li></ul><ul><ul><li>REA: Resources-Events-Agents. </li></ul></ul><ul><ul><ul><li>Based on framework for transaction processing of economic phenomena in a shared data environment </li></ul></ul></ul><ul><ul><li>Enterprise Ontology </li></ul></ul><ul><ul><ul><li>Collection of terms and definitions relevant to business enterprises </li></ul></ul></ul><ul><ul><li>TOVE Ontology </li></ul></ul><ul><ul><ul><li>Set of integrated (foundational and business) ontologies for the modelling of both commercial and public enterprises </li></ul></ul></ul><ul><ul><li>Enterprise UML </li></ul></ul><ul><li>Service </li></ul><ul><ul><li>WSMO: Web Services Modeling Ontology </li></ul></ul><ul><li>Collaborative organizations </li></ul><ul><ul><li>VOSTER (Virtual Organizations Cluster) </li></ul></ul><ul><ul><ul><li>Consolidation of relevant concepts, types, features and indicators of virtual organizations </li></ul></ul></ul><ul><ul><li>VOMAP </li></ul></ul><ul><ul><ul><li>Roadmap design for collaborative virtual organizations in dynamic business ecosystems </li></ul></ul></ul><ul><ul><li>ECOLEAD </li></ul></ul><ul><ul><ul><li>Characterization of Collaborative Networked Organizations </li></ul></ul></ul><ul><li>Process </li></ul><ul><ul><li>SCOR: Supply Chain Operations Reference-model </li></ul></ul><ul><ul><ul><li>Cross-industry standard diagnostic tool for supply chain management </li></ul></ul></ul><ul><ul><li>CPFR: Collaborative Planning, Forecasting and Replenishment </li></ul></ul><ul><ul><ul><li>Concept that aims to enhance supply chain integration by supporting and assisting joint practices </li></ul></ul></ul>
  15. 15. Conclusion <ul><li>Proposed approach is not intended to replace traditional supply chain management concepts </li></ul><ul><ul><li>It tends to provide solution to new market circumstances and expand field of opportunities for SME’s </li></ul></ul><ul><li>Expected benefits </li></ul><ul><ul><li>For focal partners </li></ul></ul><ul><ul><ul><li>Single point of view to 360 o of supply chain </li></ul></ul></ul><ul><ul><li>For small and medium enterprises </li></ul></ul><ul><ul><ul><li>Knowledge management </li></ul></ul></ul><ul><ul><li>New industry sector </li></ul></ul><ul><ul><ul><li>Business brokerage </li></ul></ul></ul>
  16. 16. Conclusion: Expected effect to Virtual Enterprises Lifecycle Formation Operation and evolution Dissolution Selection Restructuring Planning Execution Risk management Exception handling Knowledge management Process templates Integration Coordination Integrated view to overall capability of a network Metamorphosis Formalization of organizational change and impact Process compensation templates Ontology learning Assertion of inferred axioms
  17. 17. Thank you for your attention Contact: http:// icit.masfak.ni.ac.yu Milan Zdravkovi ć, [email_address] Innovation Center for Information Technology - ICIT , Faculty of Mechanical Engineering, University of Niš

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