Article: Industrial networks: capturing changeability? Journal: International Journal of Networking and Virtual Organisations (IJNVO) 2006 Vol.3 No.1 pp.1 - 24 Abstract: Industrial networks offer great opportunities for adapting their processes and structures to changing circumstances, expressed by the criteria of innovation, speed and flexibility or changeability. Especially, more integrated approaches, like Dispersed Manufacturing Networks, present new challenges to decision-making, during all stages of product development and manufacturing, at strategic, tactical and operational levels for all companies involved. As a response to these challenges, this paper presents three models (Innovation Impact Point Model, Collaboration Model and Continuous Outsourcing Model) and a method for reconfiguration that support decision making in industrial networks. Together with the longer existing models for the Order Entry Points, these approaches will facilitate successful exploitation of industrial networks. However, many current approaches rely on the conversion to networks of models that fit the monolithic company. The characteristics of industrial networks call for theories and tools that address the instability caused by the interaction between the constituent agents and the dynamics for capturing market opportunities. Inderscience Publishers - linking academia, business and industry through research

Title: Industrial networks: capturing changeability?

Authors: R. Dekkers, C.A. Van Luttervelt

Addresses: Section Technology, Strategy and Entrepreneurship, Delft University of Technology, Jaffalaan 5, 2628 BX, The Netherlands. ' Section Production Technology and Organisation, Delft University of Technology, Delft, The Netherlands

Abstract: Industrial networks offer great opportunities for adapting their processes and structures to changing circumstances, expressed by the criteria of innovation, speed and flexibility or changeability. Especially, more integrated approaches, like Dispersed Manufacturing Networks, present new challenges to decision-making, during all stages of product development and manufacturing, at strategic, tactical and operational levels for all companies involved. As a response to these challenges, this paper presents three models (Innovation Impact Point Model, Collaboration Model and Continuous Outsourcing Model) and a method for reconfiguration that support decision making in industrial networks. Together with the longer existing models for the Order Entry Points, these approaches will facilitate successful exploitation of industrial networks. However, many current approaches rely on the conversion to networks of models that fit the monolithic company. The characteristics of industrial networks call for theories and tools that address the instability caused by the interaction between the constituent agents and the dynamics for capturing market opportunities.

Keywords: manufacturing management; flexibility; dynamic capability; dispersed manufacturing networks; outsourcing; industrial networks; product development; innovation impact; collaboration; reconfiguration; decision making; instability; operations management; supply chain management; SCM.

DOI: 10.1504/IJNVO.2006.008782

International Journal of Networking and Virtual Organisations, 2006 Vol.3 No.1, pp.1 - 24

Published online: 24 Jan 2006 *

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Title: Industrial networks: capturing changeability?

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