The supply chain is composed of all the parts of the enterprise
and its associated trading partners. The Lean Green Supply Chain is
made up of two major components: external and internal. There is a
synergy between these two parts. The internal savings can, in some
cases, be equal to the external supply chain savings. To exclude the
internal improvements that supplement the productivity of the External
Lean Supply Chain is to miss out on a major component of longterm
Traditionally supply chain management has meant factories, assembly lines, warehouses, transportation vehicles, and time sheets. Modern supply chain management is a highly complex, multidimensional problem set with virtually endless number of variables for optimization. An Internet enabled supply chain may have just-in-time delivery, precise inventory visibility, and up-to-the-minute distribution-tracking capabilities.
This report provides baseline information on investigations undertaken as part of the Collaboration for
Agriculture and Rural Development CARD Project 050/04VIE “Improvement of export and domestic markets
for Vietnamese fruit through improved post-harvest and supply chain management”. This collaborative
project is funded by AusAID and administered by Hassall and Associates International.
Since the first DIISM conference, which took place 9 years ago, the world has
seen drastic changes, including the transformation of manufacturing and
engineering software, and the information and communication technologies
deployed. The conditions for manufacturing and engineering have changed on a
large scale, in terms of technology-enabled collaboration among the fields of
design, engineering, production, usage, maintenance and recycling/disposal.
These changes can be observed in rapidly-growing fields such as supply chain
Progress in collaborative networks continues showing a growing number of
manifestations including virtual organizations, virtual enterprises, dynamic supply
chains, professional virtual communities, collaborative virtual laboratories, etc. with a
wide spectrum of application domains. The realization that all these collaborative forms
represent variations of a more general paradigm has lead to their consolidation into
Collaborative Networks (CN) as anew scientific discipline.
Chapter 12 - B2B E-commerce: Supply chain management and collaborative commerce. The following will be discussed in this chapter: Volkswagen builds its B2B net marketplace, trends in B2B E-commerce, defining B2B commerce, the growth of B2B E-commerce, industry forecasts,...
Chapter 12 - B2B E-commerce: Supply chain management and collaborative commerce. After reading this chapter, you will be able to: Define B2B commerce and understand its scope and history; understand the procurement process, the supply chain, and collaborative commerce; identify the main types of B2B e-commerce: Net marketplaces and private industrial networks;...
The workshop summarized in this volume was the third international meeting in a series
sponsored by the Forum on Drug Discovery, Development, and Translation of the Institute of
Medicine (IOM) to gather information from experts around the world on the threat of drugresistant
tuberculosis (TB) and how it can be addressed. The workshop was held April 18-19 and
21, 2011, in New Delhi, India, in collaboration with the Indian National Science Academy
(INSA) and the Indian Council of Medical Research (ICMR)....
Chapter 2 - The externaland internal environments. After completing this unit, you should be able to: Describe how environmental forces influence organizations and how organizations can influence their environments, distinguish between the macroenvironment and the competitive environment, explain why managers and organizations should attend to economic and social developments,...