Bisher sind die Planungsebenen des Supply Chain Management (SCM) konzeptionell, personell und softwaretechnologisch getrennt und oft hierarchisch organisiert. Geschäftsprozesse definieren die Übergänge von und Rückkopplung zwischen Ebenen grober, strategisch/ taktischer Planung und Ebenen feiner, operationaler Planung. Diese Trennung führt zu konzeptionellen, prozessualen und temporalen sowie zu systemtechnischen Defiziten im Supply Chain Planning (SCP). Kerngedanken des neuen Konzepts sind, alle heute üblichen Planungsebenen vollständig auf das operative Modell zu gründen die neuen Softwaresysteme vollständig im RAM zu verankern sowie mit neuen Nutzeroberflächen auszustatten, die den Aspekt der virtuellen Aggregation und Disaggregation der Daten zur Laufzeit befördern. Durch die Ergebnisse der Arbeit wird das den Stand der Technik darstellende Paradigma der sequenziellen, hierarchischen Planung verändert zu einem Konzept einer jederzeit ausführbaren (Anytime) Planung, welche Planungsergebnisse innerhalb sehr kurzer Antwortzeiten (Real-Time) liefert. Durch die schnellen Antworten können zudem ganz neue interaktive, simulationsbasierte Planungsprozesse anstelle bisheriger batchorientierter Prozesse eingeführt werden. Es werden Vorteile gegenüber dem alten Konzept und die praktische Machbarkeit anhand von Softwarefallstudien bewertet.

Firms in many sectors have achieved significant economies by taking advantages of opportunities made possible by innovation in trucking logistics. Transportation usually represents the single most important component in trucking logistics costs for most firms. Transportation costs are particularly important to the corrugated container industry. Averaging an estimated 12 to 20% of total costs, transportation costs are a vital factor in the geographical scope of the markets producer can serve in addition to affecting the prices of production inputs and outputs. A natural question for the corrugated container industry is how improvements in the trucking logistics impacts a firms overall operating rate. The literature contains very little information on the relative costs and benefits of alternative logistic operations, including outsourcing, long term contracts, and private carrier. This research seeks to identify practices in trucking logistics that box plants might utilize to obtain materials and disburse products more economically.

With greater calls for environmental protection worldwide, countries have implemented rules such as RoHS, EuP, WEEE and REACH to regulate components of product materials and chemicals. Taiwanese firms should actively promote environmental protection and coordinate suppliers in various regions so as to improve green supply chain performance given that firms in supply chain are located around the world. This study, using qualitative interview, interviewed 7 leading Taiwanese companies that actively promote green supply chain and listed integration and coordination mechanisms often used. Integration and coordination of green supply chain used in Taiwan included: (1) setting up units responsible for promoting greening; (2) holding supplier meeting; (3) audit system of suppliers; (4) establishment of inter-departmental unit; (5) training for suppliers; (6) assisting suppliers; and (7) setting up information-sharing system. Location in supply chain, supply chain relationship and industry sectors determine uses and varieties of integration and coordination of green supply chain. They are as follows: 1.Location in supply chain: downstream firms have more and often use integration and coordination of green supply chain than upstream ones. 2.Supply chain relationship: central factories have more and often use integration and coordination of green supply chain than satellite ones. 3.Industry sectors: emerging strategic industries have more and often use integration and coordination of green supply chain than traditional ones.

In the past, the main force of Taiwan's economic development is the traditional manufacturing industry. After decades of changes in industrial structure, actual production plants of many factories have been moved to the outside of Taiwan only the of the administration center to stay in Taiwan. As of today, the number of manufacturing sector in Taiwan have been gradually diminished. However, the actual production capacity is very important to a country. Steel pipe and pipe fittings is infrastructure components that were used as a framework for plant pipeline in the establishment of a factory, which were used in petrochemical, chemical, construction, medical, nuclear, high-tech industries when factories, maintenance required. The method in this study is the case interview, and we interviewed with seven main production company of stainless steel pipe fittings industry in Taiwan to understand the competitive situation of the stainless steel pipe fittings industry in Taiwan. And intends to interview about dimensions of competitive strategy, response mode, human resources, marketing, customer development, product, valuable resources. Then learned that the various manufacturers of competitive strategy, competitive advantage, and then identify each vendor's market position in the market. The study found that, relatively speaking, Taiwan is still the base of the stainless steel pipe industry. Every year, Taiwan still import foreign pipe fittings. This suggest that there is a growth space of the pipe industry in the domestic market. In the seven companies, The market leader is TA CHEN stainless pipe co., LTD; The market challengers are TRU-FLOW INDUSTRIAL CO.,LTD, TACHIA YUNG HO MACHINE INDUSTRY CO.,LTD, LIANG FENG STAINLESS STEEL FITTING CO.,LTD; And the market followers are CHU TEI FU PIPING FITTNG MATERIAL CO.,LTD, HEN DAI FITTNG CO.,LTD, KAO JUNG ENTERPRISE CO., LTD. In this study, four suggestions were given to these companies, increase the different products, enhanced marketing capabilities, increase the certification and to maintain R & D capabilities

Abstract Business competition is violent due to globalization and large-scale production. For the purpose of improving competition advantage, enterprises had integrated their business flow in Supply chain. Business move their competition advantages from firm base to supply chain base gradually.The flow of supply chain was redesigned not only considering of cost down by the way of collaboration ,also transfer Supply Chain Management to Demain Chain Management further. To respond the need from customer quickly and compete with the rival, market requirement pulling instead the material planning pushing. This article is a case study in stainless steel industry to interpret the requirement of inbound and outbound information in demand chain management. The main inbound information is market requirement forecasting that could planning the requirement from customer in order to process efficient supply and reduce cost in production. The information in outbound include sales¡Bmaking¡Bdelivery message to support customer know the situation of purchasing order well. Also,it can help customer do a good planning for resale or reprocess in B2B transaction. The research focus on three domains: 1.Industrial environment-including partnership¡Binformation intension, 2.Business management:including information level¡Binformation quality and source, 3.Information technology:including information infrastructure. After analysis the impact of the information sharing factors ,we found firm scale and business model influence the level of business information. While business collaboration in progress due to the considering of benefits and limitation of information infrastructure,the informations sharing couldn,t proceed efficiently,So, the information between two business couldn¡¦t integrated and no efficient business model was created. Business management model and IT ability determine the need¡Bwish and ability of demand chain information sharing. The content of information sharing in transaction should be distinct to find what measurement should be consider.Then we could recognize the necessity and benefit of information sharing ,and find solution to drive out the obstacle of information sharing.

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Abstract This research describes the value chain development of Taiwan foundry industry¡¦s investment in China and analyzes how the foundry firm establishes its value chain and strategy in the different industry environment. The research also raises inferences about Taiwan foundry industry¡¦s value-chain mode and business model and expects to be reference materials for the industry and government. The research content includes the analysis of Taiwan and China semi-conductor industries¡¦ environment, the analysis of the industry value chain, and the scenario analysis of China¡¦s industry environment and Taiwan¡¦s foundry industry de velopment. Finally, here come the research findings of this thesis: 1. The foundry industry in Taiwan already established a stable competitive advantage. After investing in China, it will also play a key role in the development of China¡¦s semi-conductor industries. 2. Taiwan foundry industry will be the coordinator of China¡¦s semi-conductor industry value-chain, and promote the development there. 3. There exist the demand and trend which the foundry industry will raise its added value in the semi-conductor industry value-chain, especially after investing in China. 4. When the foundry industry tries to raise its added value, some activities like IP providing and IC design service will be the optimum alternatives. 5. After investing in China, the development of the foundry industry will be highly related to the progress of local system industry and IC design industry. 6. No matter how industry environment evolve, the foundry industry will change its value chain structure on the basis of reducing the transaction cost and developing the synergy. 7. The foundry industry won¡¦t do the real integration unless the foundry¡¦s potential profit be limited or the real integration can bring the huge profit. 8. No matter integrate or not, the foundry industry shouldn¡¦t compete with its customer. 9. The foundry industry establish a symbiosis system with its customer, but it will form the different strategies depend the customer classification.

Due to the development of business process reengineering¡]BPR¡^ and Internet, global logistics management and supply chain management¡]SCM¡^ have been unresistible trend for companies. Supply chain is a complex hierarchical network which links members from upstream to downstream industries. Enterprise can improve process through these linkages to cut down cost or shorten its response time to market. As the scope of inter-organizational activities enlarges, there exist many uncertainty factors in the supply chain network. The existence of such factor not only reduces the performance of supply chain as a whole but also the competitive advantage of individual companies in the supply chain. In other words, understanding and controlling SCM uncertainty factors will mitigate their deleterious impact. The concern of past research only addressed a single dimension of supply chain uncertainty, which is either focused upon production process on the manufacturing side or upon product characteristics on the demand side. This research proposed supply chain uncertainty constructs including demand, manufacturing, and supply aspects, which was based upon the perspective of leading company in a supply chain.This set of constructs was based upon literature survey and examination of focus group formed by academic and industry experts. Exploratory factor analysis was called upon to find out representative factors and correlation analysis was conducted to verify independence of the constructs. The research results indicated that channel, product characteristics, demand forcast, and demand change were included in demand uncertainty. Especially, the channel construct is the most representative one. In the supply aspect, supplier¡¦s ability, type of procurement, material characteristics and stable relationship with suppliers were included in supply uncertainty. Especially, the supplier¡¦s ability is the most representative. In the manufacturing aspect, product complexity, process complexity and engineering change were included in manufacturing uncertainty. Especially, the product complexity construct is the most representative one. This research has established supply chain uncertainty factors. It will be helpful for companies using this scale to evaluate their uncertainty situations. Comparision among heterogeneous industries is also possible because this scale can be applied to discover their differences.

Nowadays, due to the dynamic changes in global market, the enterprise¡¥s competition was not any more ¡§ enterprise to enterprise ¡§and will be ¡§supply chain to supply chain¡¨. Therefore, the visibility and efficiency of the supply chain management are more and more important under the global economic system. Under the globalization age of the knowledge economic, the knowledge will be quickly acquired and effectively control that is one of the route to create the value and to master the advantage of the competition for enterprise. The supply chain management how to integrate knowledge management has become an irresistible for the development of supply chain management Accordingly, this research intends to construct an relationship model for appling supply chain management to integrate knowledge and enterprise management performance. After that , then we analyzing the impact of supply chain management to integrate knowledge management on enterprise management performance by case study. According to the study, we find there will be more efficient for supply chain management when the enterprise applies supply chain management to integrate knowledge management. To use this model, the enterprise , customer and supplier will establish a good partnership and information sharing frame to response to customer requirement promptly. The enterprise will have a management performance. The supply chain management integrates knowledge management, besides improving the efficiency of supply chain management, also representing the value of knowledge management.

<p>This is an analysis of the potential for creating a sustainable value-chain for tourism in the Nampula province in northern Mozambique. Research for this analysis has been conducted both in Mozambique from a supply and community perspective and from the international demand level in Sweden. The study establishes that Nampula has the resources in the form of scenic landscapes, pristine beaches and a rich cultural and historical heritage that give ample potential to build a tourism industry. There are however, several obstacles that have to be overcome if the development of a tourism industry is to become reality. These obstacles include poor infrastructure, problems of marketing, a rather unvaried tourism supply, financial and monetary policy issues, low skills and knowledge, low integration of local production with the tourism sector, intricate bureaucracy, insufficient dialogue and socio- cultural issues.Analyses of international demand show a view of Mozambique as an expensive tourist destination with lower standards than competing destinations with similar price-levels. Marketing of tourism supply in Mozambique, and especially in Nampula, do not reach the international tourism market to any substantial degree and what actually does reach the market caters more for the luxury end.The most important conclusions drawn from this study are that substantial infrastructural development is needed on all levels and that there is a need to incorporate sustainable thinking within all measures and activities regarding tourism development. Furthermore, in order to attract larger volumes and different categories of tourists, diversification of tourist activities is required together with general improvements in standards of facilities and value-for-money. Regional cooperation and a wider focus on Nampula’s tourist-attracting opportunities such as culture-conscious tourism might help to create a local “trademark” and improve marketing options and possibilities. There is also need for increased access to basic education and information to facilitate the integration of local communities with the tourism sector. In addition, increased cross-sector coordination and dialogue are vital to an integrated and sustainable development of the tourism sector. For example, local agricultural development and improved distribution channels should not only be regarded as ends in themselves but also as beneficial towards the tourism industry – and vice versa.</p>