http://www.cnr.it/ontology/cnr/individuo/prodotto/ID97657
A collaborative model for logistics process management (Contributo in atti di convegno)
- Type
- Label
- A collaborative model for logistics process management (Contributo in atti di convegno) (literal)
- Anno
- 2006-01-01T00:00:00+01:00 (literal)
- Alternative label
- Http://www.cnr.it/ontology/cnr/pubblicazioni.owl#autori
- Confessore G., Galiano G., Stecca G. (literal)
- Http://www.cnr.it/ontology/cnr/pubblicazioni.owl#affiliazioni
- Consiglio NAzionale Ricerche (literal)
- Titolo
- A collaborative model for logistics process management (literal)
- Http://www.cnr.it/ontology/cnr/pubblicazioni.owl#isbn
- Abstract
- Collaborative networks that connect customers and suppliers are creating value by
making trading more efficient and possibly even more effective than traditional
method. The term collaborative network (CN) was used in (Camarinha-Matos, and
Afsarmanesh, 2004) to refer to the complex systems emerging in many forms in
different application domains, and consisting of many facets whose proper
xmderstanding requires the contribution from multiple disciplines.
Companies focus on their core business and outsomce secondary activities to
other organizations. The coordination of processes by the customer's organization is
difficult because part of the work is executed outside the company's boimdaries.
Indeed, the outsourced service can be considered as a sub-part of a process initiated
in the customer's organization. Thus, the whole process spans the customer and the
suppher of the service and could be considered as an inter-organizational workflow
that should be defined and managed in order to ensure that it produces the desired
level of quality (Strieker et al, 2000).
The traditional workflow approach to business process management involves
describing the entire process from a centralised perspective (Jennings et al, 2000).
In order to co-ordinate the relationships among supply chain actors it is
important to have integrating techniques at tactical level used in conjunction with integration tools at operation level (Perona and Saccani, 2004).
Supply Chain components can provide intelligence and flexibility to supply
chain architectures. In (Verwijmeren, 2004) a software component architecture to
provide intelhgence and flexibility to supply chains is proposed. Supply chain
engines are built on top of ERP, WMS and TMS to provide a global inventory
management engine. For implementation issues Java Enterprise, CORBA and web
service technologies are used.
(Mason et al, 2003) make use of a discrete event simulation model to examine
the total cost benefits that can be achieved by suppliers and warehouses, through the
increased global visibility provided by an integrated system. Global visibility can be
considered as enabler for cost and service efficiency.
Our approach considers a set of agents to perform activities associated with
logistics management providing more flexibility than the traditional methods. The
agents provide an open system with loosely coupled components and perform
common tasks of a 3'^'' party logistics (3PL) operator such as storage, replenishment,
order picking, packing, shipment, etc. Some tasks are outsourced to the collaborative
partners (i.e shipping to transporters) or scheduled on basis of availability of
manpower supplied by the collaborative partners. The advantages of employing
agents include the facilitation of inter and intra organizational cooperation and
flexibility in controlling process parameters.
In some situations, it is not always possible to predict in advance all the
parameters that may be important for the overall processes. This gives rise to the
need of adaptive systems. (Piramuthu, 2005) presents a theoretical framework for
dynamic formation and reconfiguration of supply chains.
In this work we present a collaborative model for logistics management
addressing the problem of the integration of activities of a 3PL operator. The goal of
a 3PL operator is to achieve a balance between the warehouse and transportation
costs and customer service level.
In our model we define a collaborative network in which the 3PL operator
interacts with manpower suppliers and transporters. The model supports cooperation
between Warehouse Management System (WMS) and Transportation Management
System (TMS) in order to fiind optimal combined logistics and distribution plans.
The benefit of using this approach can be that better coordinated inter-organizational
processes would cost less while decreasing inefficiencies and improve overall
quality. The internal (flow of works among WMS and TMS) and external (flow of
works with manpower suppliers and transporters) costs can be reduced and the
quality of the services provided can be increased due a better planning.
The paper is organized as follows. In Section 2 we describe the logistics
scenario, and the relationships among the existing partners. In Section 3 the
proposed multiagent model is overviewed. In Section 4, we suggest how the actors
should collaborate in order to reduce the logistics activities inefficiencies. Finally in
Section 5 conclusions and future work is discussed. (literal)
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