Managing the Knowledge Exchange between the Partners of the Supply Chain

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1 Managing the Exchange between the Partners of the Supply Chain Problem : How to help the SC s to formalize the exchange of the? Which methodology of exchange? Which representation formalisms? Which technical architecture? A. BOURAS, L. BUZON, Y. OUZROUT University of Lyon 2 Considerations Structurationist approach The SC concept can be seen as a collaborative network of organizations to maximize the value of a product to the final client To be able to reduce conflict in this complex system, SC s need to have common goals, clearly defined domains and especially a uniform understanding of situations SC relationships Organisation Organisation Organisation The is specific to each and is the result of the information interpretation in its reference frame Relation Relation SC s exchange to improve the global value carried out by the SC Appropriated within projects 3 4 The supply chain relationships Managing the related to the relationship Wholesellers define global strategical goal Look for potential Producers Analyse the context define the strategical relationships Suppliers Customers Define the collaboration define the borders of the collaboration Each controls and interprets the flow of information according to his point of view and understanding The information received from one or several s is manipulated, analyzed and transmitted to the other in a synthetic form Each treats, retains and favors information exchange in line with his organization strategy 5 Evaluate the collaboration define objects of the relationships define the exchange and share evaluate the relationship 6 1

2 The nature of SC s exchange in terms of product features, process information, best practices, allowed adjustments, dictionaries Wood supplier Best practice Part Rule and Seat product Manufacturer (FB) Tool expertise Market evolution Stool product manufacturer (M) Tool manufacturer of industrial application Capacity Use s Tool expertise Market Distributor [C] Technical s Fashion Tool trader End user Static Experience : Facts, data Conceptual : Perspectives, concepts, gestalts Dynamic Expectational: Judgements, hypothesis, expectations Méthodological : Reasoning, strategies, methodologies A timely perspective (forecasting and planning) Abstracted perspective (method and strategy) to master the flows 7 8 Evolution of the nature of : Dynamic of Supply chain management solutions PLM (Product Lifecycle Management) - Exchange of routine knowldge Product Definition Process Definition Information logistic Experience and Validation Expectational Abstraction Application and Forecasting Conceptual Methodological Concepts with Relationship - Answer specific quantitative needs (vs qualitative) - Less flexibility to follow the SC dynamicity (ex. reconfiguration) - Do not favor the creation of SRM (Supply Resource Management ) Suppliers features Process definition Production evolution Supplier and shipment Product ERP (Enterprise Resource Planning) Organisation process Production Plans Selling activities impact Cycles and Tendencies User feedback note of use User need CRM (Customer Relationship Management ) User profile Environment information 9 10 The card: facilitates communication and exchange The card Metadata textual Description Illustration (ex : UML model) or image or other file Reference(s) (persons [tacit ] or document) network Remarks

3 Links between cards Case study: Mirima SC Nom du lien Type de lien générique Définition I Is-a (est un) Les connaissances sont liées à une instance. Lien d instanciation C Has-a On peut spécifier les attributs d un objet comme des composantes d une connaissance. Lien de composition. S Final customer S is a kind of (sorte de ) Du plus spécifique vers le plus général, lien de généralisation ou de spécialisation C Chanel R Rule Le concept est défini par des contraintes à satisfaire ou encore établi une loi ou une relation entre plusieurs concepts. FB Case study: Mirima SC Analysis of the SC relationships Market segmentation Market evolution collectivity specific general Dynamique négative Dynamique positive Statique Production Type Sur catalogue A la demande Sur catalogue Type of relationship Elements of compétitivity Sous-traitant de spécialité Qualité, Délai. Partenariat Innovation, Qualité, Délai Fourniture spécialisée Innovation (Design), The classification The links between cards Partner Organization Third parties Mirima - Partner choice Ext - Lancome - 1 Ext-Lancome-Distribution C Choice of the relation C Order s M - Choice of the relation Ext - La redoute Ext - Lancome - Experience Chanel - 1 Ext - La redoute - 1 Mirima - Production process C PLV C -PVF M Cut off M Stool codification Ext - Bourgeois Stocking condition Conceptual Chanel - Distribution Mirima - To root Chanel - Partner choice C Relation evolution M Order forecasting Ext-The fashion tendency Ext market deficiency Expecta- -tional Chanel -Element of order Bourgeois - Storage condition Chanel - Relation evolution Chanel -PVF C Distribution M Production process Ext - Lancome - Distribution Method / Strategy Mirima - Order forecasting Mirima - Stool codification

4 Semantic management Protégé Ontology cards Management of the semantic as a referential Referential representation OWL Export Ontology for anotation Management of the semantic as a semantic network Ontology of the domain Tool Architecture proposition SC preservation (OAIS model) Présentation Serveur web Serveur d application Données Client web To preserve cards, To make it accessible, BD To preserve the understanding of the document Xhtml myadmin web Navigator Apache (Wiki) Sablotron XML XMI XML OWL XSLT CCSDS, Overall architecture Conclusion A methodology to help the actors to manage the exchange of of their relationships in the supply chain The recommandation and an architecture proposal Perspective manage the maturity of relationship (Typology) use automatic lexical analysis to parse the card and make proposal to link cards

5 SC model Les fiches de connaissances

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