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Logistic Services Agreement document sample
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District Logistics
Logistics for territories and
networks of small and
medium enterprises
Thomas Miorin
thomas.miorin@unipd.it
1. Patterns of
Industrial Organisation
Vertical Integration
The sequence of stages belonging to the
same technical process may be vertically
integrated either into a “private territory”
(company) or into a “public/open
territory” (industrial district or open
source global network)
The integration choice is conditioned by
“social agreements” and transactional
costs (O.Williamson)
Patterns of industry organisation in footwear
Kind of
Organisation
Integrated Factory Network Enterprise Industrial District
Stage of
the Process
Design & 5 3 2
Trade Delivery 10 10
Montage 20 10
5 5 10 5 5
Sole Production 10 10 10
5 5 5 5
50
Sewing 5 5
10 10 10 10 10 10
5 5
Leather Cutting 10
5 5 5 5
Total Total Total
Employment = 100 Employment = 100 Employment = 100
Output = 100.000 Output = 100.000 Output = 100.000
Integrated “Factory”
The first choice is oriented to a social
agreement of asymmetric dependence:
Property of industry assets and intellectual
property reserved for company members
“only”
Subordinate contracts and agreements
Organisation based on hierarchy and
“distrust”
Centralisation of power, capital and surplus
Network Enterprise
The second choice is oriented to a social
agreement of asymmetric cooperation:
Divided property of industry assets, but
centralized property of artifacts, knowledge
and brand
Exclusive sub-contracting (franchising)
Organisation based on “negotiation and
contract”
Centralisation of power and knowledge (IP),
asymmetric distribution of capital and surplus
Industrial District
The third choice is oriented to a social
agreement of generative relationship:
Divided property of industry assets,
knowledge and artifacts, but shared local
identity
Supply chain co-management and co-design
Organisation based on “trust” and commun
“narrative structures”
Decentralisation of power, capital and surplus
Organizations and
Competition Models
Integrated factory
Network enterprise
Clusters, LPS and Industrial Districts
Different organizations
for different competition models
for different managing assets
for different development perspectives
Advantages of Districts
District pattern exploits four advantages:
Flexibility: lower restructuring costs in front of
unpredictable markets
Risk sharing: lower capital creation costs and
benchmarking on investment processes
Profit sharing: surplus distribution and quick
respons to incremental innovation needs
Participation to industry strategic options at
any stage of the industry chain
Generative Relationships
District pattern scales down information
and power asymmetries:
Independent social actors (neither friends,
nor strangers... providers/partners co-
designing work teams…)
Competition and cooperation (community
participation to strategic issues of the
territory, but transparent selection of
competing solutions…)
History and Institutional Frame
District pattern creates an efficient
“market system”:
Common history of local agents and
knowledge, shared genealogy of independent
units (spin offs and competence networks)
Common institutions and rules promoting
constitutional processes (rise of local specific
intermediate structures – scaffolds – suited
for industrial evolution )
Market Systems and
Internationalization processes
The “fordist”/multinational pattern dominates
when the market is certain and brand policies can
influence demand (Int. Exp. = FDI)
The “network”/transnational pattern dominates
when the market is uncertain, but brand action
can influence demand (Int. Exp. = De-Localisation
of single stages of the process)
The “district”/global pattern prevales when the
market is uncertain-innovative (Int. Exp. = Re-
Localisation and Partnership)
And now let‟s give me an
example of Local Productive
System in your countries!!
2. Logistics in LPS
Thomas Miorin
thomas.miorin@unipd.it
LPS‟ logistic demand
LPS are important generator of transport flows
and, potentially, of logistic services
As concentrated productive systems they are
chacracterized by a strong internal traffic
As international systems:
• Long distance traffic of semi-finished products or
finished products
• International productive network direction
D.i. e infrastrutture logistiche
Il problema logistico dei distretti è stato ridotto
spesso da parte degli imprenditori a mero fattore
infrastrutturale, ma …
un modello di sviluppo di tipo estensivo, basato quasi
esclusivamente su un‟unica modalità di trasporto (la gomma),
che non considera la logistica come un fattore strategico,
ma da delegare al cliente finale o da risolvere cercando di
spuntare prezzi sempre più bassi a trasportatori, non è più
sostenibile
nessuna infrastruttura di trasporto, per quanto moderna e
funzionale possa essere, può generare effetti significativi se
non viene integrata da capacità imprenditoriali in grado
di organizzare il servizio
La logistica come fattore di
competitività distrettuale
L‟allungamento su scala mondiale delle catene di divisione
del lavoro richiede il supporto di una logistica distrettuale
moderna ed integrata, che incorpori dosi crescenti di
intelligenza terziaria, in grado di fornire servizi di
supporto all‟internazionalizzazione dei distretti
Non è sufficiente investire nei fattori di base, o
generalizzati, come ad esempio una nuova strada.
Occorre promuovere una serie di investimenti in fattori
avanzati e specializzati, materiali ed immateriali, che
permettano di trasformare la logistica da punto di
debolezza a fonte di vantaggio competitivo duraturo
SCM e logistica di distretto
SCM sviluppato per
Organizzazioni logistico produttive complesse
Presidiate, collegate o gestite da grandi imprese o
grandi gruppi industriali in grado di mobilitare
intelligenze, capitali e risorse
Centralità direttiva di un unico punto della catena del
valore, catalizzatore ed attuatore dei processi di
riorganizzazione
SCM e distretti industriali
Soluzioni per la GI adattate, quando possibili, a imprese
di dimensione minore : no soluzioni specifiche
Non esiste in molti distretti un unico soggetto in grado
di gestire processi di riorganizzazione sistemica
Logistica distrettuale
Un progetto di logistica distrettuale è
innanzitutto un progetto di politica industriale e
non di ingegneria dei trasporti
Policy di logistica distrettuale
Accompagnare l‟auto-organizzazione distrettuale verso
soluzioni ottimali: incrementare l‟intelligenza logistica
del distretto
I SPL non sono tutti uguali
• Distretti industriali italiani vs “regioni di PMI”
• Organizzazione del sistema logistico produttivo
Strategie diverse per finalità strategiche della logistica
differenti
Logistica distrettuale
Subalternità logistica dei distretti
Sudditanza commerciale e logistica nei confronti dei
grandi gruppi commerciali mondiali (Sergio Bologna)
Un mancato consolidamento dei flussi logistici
determina l‟imposizione al sistema logistico distrettuale
standard esogeni
• gestione informativa
• codici a barre,
• Imballaggi
• …
Local Productive System Analysis
The product and the Supply Chain
Productive and logistic organization of the
LPS
The Product and the Supply Chain
Logistics and Strategy
COMPETITIVE
ADVANTAGE
Cost reduction Differentiation
COMPETITIVE CONTEXT
Specific aim
Cost Leadership Differentiation
General aim Focusing on costs Focusing on differentiation
“Functional” products “Innovative” products
The Product and the Supply Chain
Functional vs. Innovative Products
Functional Innovative
Unpredictable
Predictable Demand
Demand
Demand Predictability High Low
Product Life Cycle More than 2years from 3 months to 1 year
Contribution Margin 5% - 20% 20% - 60%
Product Variety Low High
Average margin of error in the forecast at the time
10% 40% a 100%
production is committed
Average stockout rate 1% to 2% 10% a 40%
Average Forced End-of-Season Markdown as % of full price 0% 10% a 25%
Lead time Required for made-to-order products 6 months to 1 year 1 day to 2 weeks
1) The contribution margin equals price minus variable cost divided by price and is expressed as a percentage.
The Product and the Supply Chain
Product Range and predictability
Functional Product Innovative Product
Example: Olive Oil Example: Clothes Collection
Categories Collections
Olive oil
5/6
Models
Type1 Type2 Type3 Type4
4/8
Bottle Styles
Model
3/4
Colors
13 variants
Sizes
4/5
4/5
High Predictability 1000 variants
Low Predictability
The Product and the Supply Chain
Product life Cycle
Life Cycle: Long Life Cycle: Short
(example: Foods, spare parts, ...) (example: Fashion, Jewelry,...)
2
2
1 1
year 1 year 2 year 3 year 4 ........ year 1 year 2 year 3 year 4 ........
Demand Predictability Demand Predictability
High Low High Low
1 (Standard Product) 1 ( ) Low product innovation
2 (Products Sell-Class A/B) (Products Sell-Class B/C) 2 (Products Class A/B) (Products Class B/C)
Product
Which kind of product does characterize
your LPS?
If you have different products, which one
more likely represents the future for your
LPS?
Functional or innovative?
The Supply Chain
EFFICIENT SUPPLY CHAIN REACTIVE SUPPLY CHAIN
Supply predictable demand in an efficient Respond quickly to unpredictable demand in
way and at the lowest cost order to minimize stockouts, forced
Primary Purpose markdowns and obsolete inventory
Maintain high average utilization rate Deploy excess buffer capacity
Manufacturing Focus
Generate high turnovers and minimize Deploy significant buffer stocks of
Inventory strategy inventory throughout the chain parts or finished goods
Shorten lead time as long as it Invest aggressively in ways reduce
Lead time focus doesn’t increase cost lead time
Approach to choosing Select primarily for cost and quality Select primarily for speed, flexibility
suppliers and quality
Maximize performance and minimize Use modular design in order to
Product-design strategy cost postpone product differentiation for as
long as possible
Supply Chain
Which kind of Supply Chain mainly
characterizes your area/LPS?
Is the competitive advantage of the
logistic service provider within your LPS
based on efficient or reactive services?
The Product and the Supply Chain
Coherence between Product and Supply Chain
Functional Innovative
Products Products
Efficient
Supply Chain
Coherent Incoherent
Reactive
Supply Chain
Incoherent Coherent
Productive-logistic organization
Analysis of the rules, management and
residence of the decision taking process
Analysis of the productive organizational
model
The logistic system
Concentration degree for logistics decision
taking
Productive-logistic organization
LPS
Typology Characteristics Region of SMEs
Industrial District
Logistic system with a one-
point-governance “Reliant district”
SMSs inserted in a organic
concentrated in a subject
A way in a supply chain
(internal or external at the (The leader of the supply
dominated by an outsider
territory) which defines rules chain stands in the area and
and provides logistic is a part of the district)
services.
Fragmented logistic system in
which no-one is a point of SMEs without a shared and
reference nor provide services to Fragmented District
B other SMEs. Often there is self-
organized logistic
organization. Every small (Atomized)
organization to create service company organizes its own
centres or common logistic (a leader doesn’t exist)
logistic system.
interfaces.
Territorial leaders developed their
own system of rules and they SMEs whose logistic
propose/impose it to the other knowledge, organization
C enterprises of the productive and rules’ system are Competitive District
system. In this case often we reported to some others
found a plurality of rules and enterprises, within the (a “leaders’ oligarchy” does
standards frequently convergent territory, that have already exist)
and in competition between developed these for them.
them.
Productive-logistic organization
Tipology A
A )L EA D ER
I level supplier I level supplier I level supplier
I I level supplier I I level supplier I I level supplier I I level supplier I I level supplier I I level supplier
Productive-logistic organization
Tipology B
MARKET
Productive-logistic organization
Tipology C
MARKET
Indotto – Type A Polverizzato – Type B Concorrenziale – Type C
European Cases Verona – Marble / web-based platform
available for any piece of the supply
Reggio Emilia – Mechanical engineering /
1) decision support system simulator for
Reactive
I-Log Project
chain, to exchange, share and manage inbound logistics in two cases; 2)
information Aggregation of the Logistic Services’
demand; 3) Milk Run System for Ducati
Pula – Shipbuilding / Nürnberg – Upholstery / short shuttle Manzano / ICT platform to allow
Costantza – Port activity / run service to consolidate flows communication among proprietary
High
Organisation of flows between the between the area around Coburg and management systems (ERP, etc.)
Access
Costantza port and Timisoara Nuremberg as the main hub in the Varazdin – Textile / Aggregation of the
ibility
Szekesfehervar – electronic product region Logistic Services’ demand.
/ Organisation of a Logistic Service Spata – Wine production / Distribution
Efficient Centre reorganisation (groupage and load
planning)
Carinthia - / establishing a virtual
transport management system
(platform) to co-ordinate and bundle the
transport flow in and out of the region
Città di Castello – Textile / organization Montebelluna – Sport shoes / Software
of a subject for services co-ordination tool to evaluate logistic costs
Reactive
Fermo – Shoemaking / ICT platform to Treviso – Furnishing & Wood / Web
promote groupage - consolidation of portal as marketplace and to ease the
finished products - coordination of modularisation of production (to be better
storage - handling operations of defined)
Low finished products
Access Timisoara – Shoemaking: Tesprothia – Logistics / Feasibility study Pesaro – Furnishing & Wood / ICT
ibility for a freight centre platform to manage logistics services in
Baia Mare – Transport / Call centre for the supply chain
Efficient transport companies (often drivers)
Debrecen – Agricultural / Aggregation
of the Logistic Services’ demand -
cooperatives
Horahalom – Agricultural / Aggregation
of the Logistic Services’ demand -
cooperatives
Casi di Logistica Distrettuale
Sport System, Montebelluna
Analisi costi logistici
Piattaforma sw in ASP di benchmarking
Distretto del Marmo, Valpolicella
Logistica di Magazzino
• Applicazione ASP
• Creazione di un Magazzino Virtuale di distretto
• Terminal Ferroviario – operatore logistico
• RFID, fornitura di servizi a distributori
Casi di logistica distrettuale
Distretto della Sedia, Manzano
Sistema Informativo Distrettuale
Collegamento con subfornitori
Flussi di dati con clienti
Collegamenti informativi con LSP
Baiamare, Romania
Marketplace della logistica
• Accorpata l‟offerta
• Miglior bilanciamento dei carichi
• Da logistica “familiare” a “logistica comunitaria”
Fraunhofer
Sistema Informativo Distrettuale
Leaders
Calligaris ID Export Leader (n)
LSP Published information Leader Published info Returned information
- Warehouse stock - Items - Stocks
- Customer Stock - Bill of materials - Bar-code identification
- Customer delivery Track and Trace - Technical Documentation - Delivery of the products
- Digital Delivery Documents - Order status - Order confirmation
Request information - Price List
- Shipping request - Shipping request
LSP Suppliers
Access Policies
-Authentication
-Rights on the applications
-Proprerties
Supplier 1
Cesped Application server Data Mover
- Intraworld Framework - Source definition
- District Applications - Target definition
- Conversion roules
- District Monitor
Supplier 2
Leader Published info Supplied data by the Client
- Items catalog - Order request
- Price List - Customer Claims flow
- Orders status and portfolio
- Invoices
- Track and Trace of the shipping
Clients/Agents
Definizione ed Obiettivo
Soluzione tecnologica ed organizzativa
per il miglioramento dell’efficienza
nello scambio di informazioni e di documenti
tra le imprese del Distretto
Abilitare le aziende del Distretto allo scambio
elettronico di informazioni:
senza incidere sui sistemi informativi
attualmente implementati nelle aziende e
connettendo in modo semplice le imprese
non informatizzate al Sistema Informatico
Distrettuale.
I soggetti coinvolti
Soggetti pubblici o privati di servizio
alle imprese del Distretto
Internet
Impresa leader
Subfornitore
District
Information Internet
Impresa dotata di un System Piccola impresa priva di
sistema informatico soluzioni informatiche
Centro Servizi Distrettuale
Un esempio: il ciclo dell‟ordine
Flussi EDI
GDO Imprese leader
Flusso
documentale
Subfornitori
Un esempio: il ciclo dell‟ordine
GATEWAY EDI
GDO District
Information
System Imprese leader
Subfornitori Relazioni
generative
Case study:Definizione profili
Ogni applicazione possiede la Ogni singola informazione
conoscenza di chi può utilizzarla in possiede i diritti di chi può
basandosi su una struttura gestirla
gerarchica a più livelli
Case study:Definizione connettore
La realizzazione di un
connettore permette di stabilire
come è strutturata e dove è
ubicata una sorgente di dati…
…e di stabilire le regole
necessarie per adattare
l’informazione proveniente al
tracciato standard stabilito (in
questo caso un flusso di ordini
di produzione).
Invio ordine produzione
L’ordine di produzione è accessibile al Terzista.
Tutte le informazioni che lo riguardano sono direttamente accessibili.
(Scheda tecnica del prodotto, istruzioni di montaggio, stampa dell’ordine)
Lavorazione del terzista
Il Terzista stampa le etichette di
identificazione del prodotto sulla base
dell’ordine ricevuto…
…può importare i dati forniti dallo
Sponsor all’interno del proprio
sistema informativo per
automatizzare i suoi processi di
elaborazione.
Invio dati di produzione
L’azienda leader legge gli articoli entranti in magazzino mediante RFID o
codice a barre, inviando i dati all’ERP per chiudere il ciclo dell’ordine
aperto, allineando i processi amministrativi.
Il Terzista produce i propri documenti di trasporto, packing list e scarico
della propria giacenza di magazzino.
Funzioni aggiuntive
Cruscotti Produttività
Analisi ABC Situazione giacenze
Funzioni aggiuntive
Statistiche sul traffico Internazionalizzazione
Definizione dei dati ed assegnazione proprietà
Authority per la Gestione dei Dati
Al fine di garantire il massimo di fiducia e di sicurezza a
tutti gli attori del Distretto, riteniamo utile proporre la
creazione di una Authority a garanzia della sicurezza
e della corretta gestione dei dati.
Le Aree di Intervento e Controllo dell‟Authority
saranno di tipo:
Tecnico
Organizzativo / Procedurale
Marketing
Strumento di marketing distrettuale, fondamentale nella
fase di diffusione
Logistics and
Network Technologies
Considerations on the I-LOG pilot projects experience
Thomas Miorin
thomas.miorin@unipd.it
Logistics and Network Technologies
Logistics and ICT
Essential instruments for networks development
and operability
Allowing and enabling the processes of
international fragmentation of the production
A specific analysis
On 19 pilot projects, 11 pilots are using ICT leverages
It worst to make a specific analysis on ICT leverages in
logistic projects inside the clusters
I-Log methodology was good to build a general framework
but to understand the use of ICT tools we need a more
specific instrument because:
governance organization (atomised, competitive and reliant)
is a too large grid to understand these tools implementations
Relationship between the product and logistic organisation is
not relevant for this focus
• Also because enterprises are following simultaneously cost and
differentiation strategies
so … WHAT CAN WE USE?
Local Produtive Systems are very different
but they have 1 thing in common:
NETWORKS!
Let‟s zoom in with a more detailed analysis
because:
Districts are made of different networks
Pilot Projects aren‟t involving the whole cluster but a
part of it (often only a specific supply chain)
Local Productive Systems are “less local”: they are
loosing their borders
• In many internationalization or innovation processes
networks are moving before than the cluster
Negli anni 90 Gereffi ed altri hanno sviluppato uno
schema, chiamato "catena globale del valore", che ha
collegato il concetto della catena del valore aggiunto
all'organizzazione delle imprese industriali su scala globale
(Gereffi e Korzeniewicz 1994)
Le relazioni tra le imprese basate sul mercato e le imprese
verticalmente integrate (gerarchiche) costituiscono i poli
estremi dello spettro costituito dalle modalità del
coordinamento, e che le relazioni di rete non sono che un
modo intermedio di “governance” delle catene del valore.
Quello che dobbiamo aggiungere a questa teorizzazione
non è che una estensione della categoria delle reti, che
suddividiamo in tre tipologie:
reti modulari,
"captive" o della dipendenza e
reti relazionali.
Così la nostra teorizzazione individua cinque tipologie di
base della gestione delle catene del valore. Si tratta di
tipologie analitiche e non empiriche, anche se sono
tipologie che hanno la loro base nella osservazione
empirica della realtà.
Different networks
But… networks are not all the same:
Gary Gereffi:
Global Value Chain Approach
1. Market
2. Modular Networks
3. Relational Networks
4. Captive Networks
5. Hierarchical Networks
1. Market
Characterized by:
• Standard products and services
• Codified transactions
• Low information complexity: transactions can be managed
without a strong coordination
• Cost to switch to new partners are low for both parties
• Examples: Baia Mare, transport cluster
Network technologies rules for a successful
implementation:
• Open standard
• Only codified products / services
• Light, quick information, accessible data for everybody but
not deep or reusable
• e-mail, web site, „self service‟ technologies
• marketplace, web portals
2. Modular Networks
Characterized by:
• Ability to manage the operations to produce more complex products and
services through a modular architecture of the products (standardized
interfaces)
• Linkages based on codified knowledge
• The cost of switching to new partners remains pretty low
Network technology “rules” for a good implementation:
• Codified objects that can be integrated
• Use of fixed international standards
Examples:
• group working
• Montebelluna Sport System: Metropolis, engineering
partner in a network directed by Atlanta (snickers)
3. Relational Networks
Characterized by:
• Complex interactions between suppliers and buyers
which create mutual dependence and high level of
assets specificity.
• Role of spatial proximity and, above all, trust and
reputation to reduce the transactional costs
Network technologies “rules”:
• Open standards to put in communication
competing supply chains (Pesaro, Manzano, …)
• Simple instruments
• Logistic and information platforms
• Aggregations
4. Captive Networks
Characterized by:
• Small suppliers are dependent on much larger buyers
• Supplier face significant switching cost
• High degree of control and monitoring by lead firms
Pilot: Manzano - chairs
Network technologies “rules”:
• Small are using leader‟s ICT and logistic
standards
• Extended ERP
• Leader governance and coordination
5. Hierarchical Networks
Characterized by:
• Vertical integration
• Prevalent form of governance is managerial control
• Complex products, difficult transmission of information to
suppliers
• Strong control of information (patents or innovation processes)
Pilot: Ducati – Emilia Romagna
Network technologies and logistic services are
characterized by proprietary investments:
• ERP, tailored solutions, proprietary logistic platforms, …
Group Work
Individual analisys
1. Context Comprehension
a. Product
b. Supply chain
c. Local Productive System
2. Project
Who, What, How, Why
Group Analisys
Similarity and differences on the context
Project leverages
Which hypotesis behind?
Which strategies?
Which kind of IT implementation?
I-Log ICT projects framework
Kind of I-Log Projects
Local Productive System
Network Description
Hungary – agro industry
Information portal
Romania - logistics
Logistic portal
1. Market Marketplace
Carinthia – Wood
Székesfehérvar – electronic products
Marketplace for LSPs
Fermo Macerata – shoes
2. Modular Organization for common logistic Germany – Upholstery
Networks Logistic costs benchmarking Montebelluna – Sport System
3. Relational Standard for district communication Pesaro - Furniture
Networks Logistic services aggregation Emilia Romagna – Mechanical
Order Management System Treviso – Furniture
4. Captive Order Management System Abruzzo - Furniture
Networks Warehouse Management System Verona – Marble (Antolini)
Supply Chain Integration Manzano – Chairs (Calligaris)
5.Hierarchical Ducati Milk Run System Emilia Romagna – Ducati
Networks
I-Log ICT projects framework
Kind of I-Log Projects
Local Productive System
Network Description
Hungary – agro industry
Information portal
Romania - logistics
Logistic portal
1. Market Carinthia – Wood
Marketplace
Marketplace for LSPs
Strong homogeneity
Székesfehérvar – electronic products
Fermo Macerata – shoes
between
2. Modular Organization for common logistic Germany – Upholstery
Networks Logistic costs benchmarking network organization
Montebelluna – Sport System
and pilot projects
3. Relational Standard for district communication Pesaro - Furniture
Networks Logistic services aggregation Emilia Romagna – Mechanical
Order Management System (meaningful analysis)
Treviso – Furniture
4. Captive Order Management System Abruzzo - Furniture
Networks Warehouse Management System Verona – Marble (Antolini)
Supply Chain Integration Manzano – Chairs (Calligaris)
5.Hierarchical Ducati Milk Run System Emilia Romagna – Ducati
Networks
I-Log ICT projects framework
Kind of I-Log Projects
Local Productive System
Network Description Information depth is
Hungary – agro industry
Information portal
Logistic portal
Romania - the
growing inlogistics more
1. Market Carinthia – Wood
“close” –networks:
Marketplace
Székesfehérvar electronic products
Marketplace for LSPs
Fermo Macerata – shoes
2. Modular Organization for common logistic Germany – Upholstery
Networks Logistic costs benchmarking Montebelluna – Sport System
DATA
3. Relational Standard for district communication
EXCHANGE
Pesaro - Furniture
Networks Logistic services aggregation Emilia Romagna – Mechanical
Order Management System Treviso – Furniture
4. Captive Order Management System Abruzzo - Furniture
Networks Warehouse Management System PROCESSES
Verona – Marble (Antolini)
Supply Chain Integration Manzano – Chairs (Calligaris)
5.Hierarchical Ducati Milk Run System
INTEGRATION
Emilia Romagna – Ducati
Networks
I-Log ICT projects framework
Kind of I-Log Projects
Local Productive System
Network Description
Hungary – agro industry
Information portal
Greater density
Logistic portal
Romania - logistics
1. Market Marketplace
Carinthia – Wood
in market and
Marketplace for LSPs
Székesfehérvar – electronic products
Fermo Macerata – shoes
2. Modular
networks:
captive for common logistic
Organization Germany – Upholstery
Networks Logistic costs benchmarking Montebelluna – Sport System
3. Relational there‟s no
Where district communication
Standard for Pesaro - Furniture
Networks coordination at all
Logistic services aggregation Emilia Romagna – Mechanical
4. Captive or where does exist
Order Management System
Order Management System
Treviso – Furniture
Abruzzo - Furniture
Networks coordinator
clear Management System
a Warehouse Chain Integration
Supply
Verona – Marble (Antolini)
Manzano – Chairs (Calligaris)
5.Hierarchical Ducati Milk Run System Emilia Romagna – Ducati
Networks
I-Log ICT projects framework
Kind of I-Log Projects Local Productive Approaches &
Problems
Network Description System Solutions
Hungary – agro industry
Information portal Information…but value?
Romania - logistics Reaching a Critical Mass
Logistic portal Who decide the market
1. Market Marketplace
Carinthia – Wood Meta-organisation of the
system of rules?
Székesfehérvar – electronic local connectors
Marketplace for LSPs Sustainability
Fermo Macerata – shoes
Close Networks
2. Organization for common Specific and Network Developing skills
Germany – Upholstery
Modular logistic coordination skills Specialization &
Logistic costs benchmarking Montebelluna – Sport System
Networks (specialists+integrators+conne Knowledge Replication
ctors+meta-organizers)
3. Standard for district Build a common standard Shared System of Rules
Pesaro - Furniture
Relational communication Aggregate logistic flows Trust interface
Logistic services aggregation Emilia Romagna – Mechanical
Networks Systemic Optimisation Building agreement
Supply Chain Integration Treviso – Furniture
4. Coordination of different Start from the leader
Abruzzo - Furniture
Captive operational standards Supply Chain Integration
Order and Warehouse Verona – Marble (Antolini)
Networks Management System
ICT adoption level Skill Transfer
Manzano – Chairs (Calligaris)
5.Hierarc
Ducati Milk Run System Emilia Romagna – Ducati
hical Advantages sharing Extension to the LPS
Networks
I-Log ICT projects framework
Kind of I-Log Projects Local Productive Approaches &
Problems
Network Description System Solutions
Hungary – agro industry
This 3 don‟t havea Critical Mass Who head”
a “logisticsystem ofthe market
Information portal
Romania - logistics
Logistic portal Reaching decide
1. Market Marketplace
Carinthia – Wood rules?
Information…but value?
Marketplace for LSPs and it‟s very hard to make a logistic
Székesfehérvar – electronic
Fermo Macerata – shoes
2. Organization for common
it‟s
Close Networks not
optimisation since and Network decidedskills
Specific Developing
inside:
Germany – Upholstery
Modular logistic coordination skills Specialization &
Logistic costs benchmarking Montebelluna – Sport System
Networks (specialists+integrators+conne Knowledge Replication
Ex works selling
ctors+meta-organizers)
3.
Relational
Standard for district
communication
Pesaro - only
The Furniture possibility standard act Trust interfaceRules
Build a common
is to Shared System of
Aggregate logistic flows
through
Emilia Romagna – Mechanical
Networks Logistic services aggregation
the offering system: Systemic Optimisation Building agreement
4. Supply Chain Integration Logistic Service Providers Start from the leader
Treviso – Furniture
Coordination of different
Abruzzo - Furniture
Captive operational standards Supply Chain Integration
Order and Warehouse Verona – Marble (Antolini)
Networks Management System
ICT adoption level Skill Transfer
Manzano – Chairs (Calligaris)
5.Hierarc
Ducati Milk Run System Emilia Romagna – Ducati
hical Advantages sharing Extension to the LPS
Networks
Lettura degli ICT projects I-Log
Su 19 progetti pilota, bei 11 sono progetti
che hanno usato le tecnologie di rete
come leva fondamentale per migliorare le
prestazioni logistiche del SPL
Analisi Specifica per questi casi pilota
What are we speaking about?
EXTENSION
Global
VISIBILITY Integration
Virtual
Enterprise
Extended
Integration
Local
Integration
5.Hierarchical
System of
autonomous
applications
INTEGRATION
DEPTH
What are we speaking about?
EXTENSION
Global
VISIBILITY Integration
Virtual
Enterprise
Extended
Integration
Local
Integration
5.Hierarchy
System of
autonomous
applications
INTEGRATION
DEPTH
What does it mean „visionary‟?
Obstacles in technological adoption
processes inside networks:
1. Technology state of the art
2. Awareness
1 Obstacle: Technology
Supply Chain solutions in which one enterprise
connects to another one
Expensive and time-consuming connections because
they are point-to-point and on/off connections
Solutions that enable bi-directional interactions
among the networks enterprises:
Multi-enterprise business processes
and integration
1 Obstacle: Technology. Perspectives
Leading edge:
sophisticated multi-enterprise supply chain processes
Until that moment:
Enterprises will go on in improving their own SCM processes
• mainly if their competitive advantage is not based on their Supply
Chain
This will establish a organizational and cognitive base to face
future multi-enterprise SCM processes
In this vision the enterprises approaching this perspective will
face a big obstacle: they‟ll have to focus no more only in their
enterprises goals but in the network‟s goals
2 Obstacle: Awareness
(Gartner Group)
Enterprise-centric heresy
(Gartner Group)
Enterprise centric vision reduce the value can other network enterprises can add
How to develop network-centric processes, strategies and technologies?
Conclusions
Network technologies adoption processes are pointing
out a distinctive model from the big enterprise model
but also inside the same cluster
Networks are characterizing ICT and logistics more
than clusters‟ governance organization
Spreading process of network technologies inside LPSs
will be strongly influenced by:
• Skills, Logistic culture
• Enterprises awareness
• Network coordination agents
Adaptiveness: network synchronisation
• Enterprises that build their competitive advantages on
networks response to market stimulus
Conclusions
Before ICT solution implementation:
Definition of a shared system of rules inside the
network and among networks
Careful definition of the organizational and operational
aspects before automation
Public organizations: can be seen as trust-interfaces
from the enterprises?
Hard-Visionary Context: not easy to find sustainable
solutions
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