net challenge training_material_overview_final

NET-CHALLENGE OVERVIEW

Methodology for Non-Hierarchical

collaborationDate, Place

Presenter

NET-CHALLENGE CONSORTIUM2

1. Net-Challenge values 13. Overall

process

2. Net-Challenge motivation

3. Net-Challenge overview

4. Net-Challenge objectives

5. Collaboration perspectives

6. Collaboration lifecycle

7. Success story of collaboration in wine industry

8. Success story of collaboration in electronic industry

9. Networking layers

10.Outcomes of Non-Hierarchical Networks

11.Net-Challenge integrated framework

12.Collaborative planning: software application tool

Agenda


• Promotion of shared decision making process

• Support collaborative business environment

• Establish trust, honesty and integrity among partners

• Provide shared innovations, experiences, statuses,

results and knowledge

• Enable sharing both risks and benefits among partners

Net-Challenge values


Net-Challenge motivation

• European SMEs have to focus on innovative,

customised and short lead time manufacturing in

order to compete against low labour cost countries

• To be competitive, European SMEs have to

collaborative with the objective to sharing costly

resources and expertise among each other

• To be successful in collaboration, the SMEs have to

share the knowledge of their product design and

development processes


• Systematically collect partnering information

• Share and integrate business processes

• Create a community to meet, share and build trust

• Bring business partners closer using modern technology

• Collaborate using shared predefined processes

• Use shared processes that really support the business

model

• Move together from subcontracting towards shared

products

• Change business model from capacity selling

subcontractor to shared product platform based

business model

Net-Challenge overview


Net-Challenge objectives

The Net-Challenge Framework aims to support SMEs in creating

and managing successful non-hierarchical networks for complex

products design and manufacturing, including:

– a methodology to help SMEs in the formation and operation of

dynamic and non-hierarchical networks.

• define and explain approach on how to form and manage

those Networks

– reference collaboration processes

• for the relevant business processes

– distributed decision support tools, including

• collaborative planning with dynamic capacity management

and real-time order promising

• real-time monitoring with event management and

• performance management


Collaboration perspectives

• Selling larger projects together

• Reducing lead time by utilising resources efficiently

• Sharing resources

• Creating synergy between the partners

• Managing deviations in systematic way

• Improving quality by specialisation

• Enabling larger projects by sharing risks

• Better commitment by sharing profits

• Enabling new product/service Innovations

• Sharing performance results of the community

• Creating own products instead of subconstruction

Knowledge donation


Collaboration lifecycle

• The methodology supports the management of:

– Business community

– ETO Virtual organisations

– CTO Virtual organisations

Business Community Management

FORM OPERATE DISSOLVEETO VO Management

CTO VO Management

FORM OPERATE DISSOLVE

Performance management


Success story of collaboration in wine business

Lavradores de Feitoria

• Producers of wine in the Douro Valley region -

individually they could hardly sell their wine (only part

of it, at very low prices)

• Created a network (15 farms) to support activities in:

– distribution (new brand, advertising, new distribution

channels)

– production (advanced support in the wine yards,

new production facilities)

• Result: large improvement in sales volume and margins


Success story of collaboration in electronic industry

Supply Network Shannon (Ireland)

• In 1997 a directory with 80 companies in the Shannon region was created (companies related with the electronics industry)

• The directory was the first step for the development of a community, including tools for benchmarking and partner searching

• There is a small structure responsible for the animation and development of the community - workshops and other events are used to promote trust between members, and to share and develop knowledge

• The small companies from this region got larger and better business opportunities, providing a better service by integrating competencies of partners

• Besides other direct advantages, this community facilitates the creation of specific business networks to respond to emerging market opportunities


Networking layers

• Business community is a long lasting business network

– to share knowledge and partner profile

– to qualify and manage performance of a partner

• Virtual organisation is project based consortium of

partners

– To fulfill temporary business opportunities


Outcomes of Non-Hierarchical Networks

• Experience and expertise are shared

• new ideas and innovations are fostered

• More cohesive and collaborate partners

• SMEs will need to establish dynamic and non-

hierarchical networks for complex products

design and manufacturing, able to assure:

– quick response

– fast time to market

– differentiated offerings

– competitive prices

Increase FlexibilityIncrease ProfitabilityReduce Risk


Net-Challenge integrated Framework

Methodology

Reference Collaboration Processes

Decision Support Tools and Infrastructure

Business Community Operational

Management

Aggregate collaborative

planning

Detailed collaborative planning

Events Management

Aggregate collaborative planning Performanc

e Managemen

t

VO Formation & Operational

Management

Business Community

Management

Performance Management

ETO VO Management

CTO VO Management

Capacity Management

Detailed collaborative planning Event

Management


Collaborative planning: software application tool

Partner B

Partner C

VO detailed

collaborativeplanning

Partner A

Partner D

Core partner A

Core partner B

VO aggregate

collaborative planning

Core partner A

Core partner B

Potential

partner

Potential

partner

Planning at two levels:

– Aggregate

planning

– Detailed planning


Overall process

Engineer to Order (ETO) scenario can be merged within the

Customize to Order (CTO) scenario in case of configuring a

customized variant from the basic product platform.

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