Support supply chain coordination
The perception of supporting supply chain coordination is more reliant on the firm’s network structure and how each firm perceived its potential value-creation. Network structure concerns the arrangement of the members of supply chains and their relations; this simply implies both primary and secondary member-firms are able to draw the system constituents and boundary. From the network structure perspective, the thesis identified four logistics and transport network strategies that give supply chain member-firms a great potential for competitive interaction. In this context, cooperation in the extended enterprise and cross-functional team are found to be imperative to streamline further the objectives of supply chain strategies.
Adopt key business process integration
The key business processes concern activities and flows in the supply chains. Integrating these activities and flows are of utmost importance and thereby the value-chain concept is central to inform their significance to the involved member-firms. The thesis identifies a plentiful amount of value-added attributes (physical and virtual) that makes integration between different business processes possible. In this context, value-added attributes come mainly from two research streams: literature-based and empirically driven. It’s these types of activities and flows that contribute to the overall business process integration.
Enhance system optimization
To enhance system optimization, the study emphasizes management components through two mechanisms: (1) the relationship between integrative information (communication and information flow structure) and integrative technology (IT facility structure), and (2) the nature of supply chain interfaces:
Within the first mechanism, integrative information (communication and information flow structure), captures desired/valuable information that enables supply chain integration, and integrative technology (IT facility structure) captures flexible/interconnected information systems that are able to span the supply chain boundaries. To visualize how information flows can support business processes, the focus ought to be on what information the actors exchange and by which media they do it. The second mechanism concerns exploring the nature of supply chain interfaces. Interface specifications traced back to information flow and data and information content together with information technology integration are: (1) media, (2) transfer, (3) data and information, (4) control and communication, and (5) user interface.
In short, the framework can be attained throughout the main framework’s elements: network structure, business process and management components. Only crossing all these important elements will allow for preparing the logistics platform structure and describing the process and the associated interface specifications in advance.
Notes: Transshipment flows = (1-2- t). Replenishment flows = (3-4-r). Figure: Integrated logistics platform framework