‫كلية العلوم الادارية والمالية‬
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College of Administrative and Financial Sciences
E-commerce Department
Assignment Part 1: Critical Thinking.
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Assignment Part 1: Critical Thinking.
The Answers of this Assignment can include Charts, Tables, images and
relevant Snap shots. Etc. if needed. The Assignment file must be in Word
file. Based on the study of current Virtual business, the below questions
need to be answered.
Maximum Grades: 15
Duration: 5 Weeks
Number of Words for Each Answer: 175 to 200 Words
Questions
1 Discuss the concept and need of Virtual model in E-Business. (3 marks)
2 Give any 3 most popular Virtual Business models and discuss each in detail. (3 marks)
3 As per your study, which Business model is best and why? (3 marks)
4 Discuss the risks and challenges of E-Market places. (3 marks)
5 Comment about the regulatory and ethical issues required for a virtual organization. (3 marks)
Chapter 1
Business Requirements and Background
‫ﻣﺗطﻠﺑﺎت اﻷﻋﻣﺎل واﻟﺧﻠﻔﯾﺔ‬
Business Requirements and Background
The Enterprises and the Market
According to the text:
•
In primitive societies, customs managed all the views of behaviour.
•
To produce what, how and for whom, was decided by traditions, transmitted from
the older to the younger.
•
In a modern economy, however, customs cannot adapt themselves fast enough in
order to be aligned with the evolutive patterns of production and consume
(Samuelson & Nordhaus,1985).
‫• اﻟﺷرﻛﺎت واﻟﺳوق‬
:‫طﺑﻘﺎ ﻟﻠﻧص‬
.‫ أدارت اﻟﺟﻣﺎرك ﺟﻣﯾﻊ وﺟﮭﺎت ﻧظر اﻟﺳﻠوك‬، ‫ﻓﻲ اﻟﻣﺟﺗﻣﻌﺎت اﻟﺑداﺋﯾﺔ‬
.‫ اﻟﺗﻲ ﺗﻧﺗﻘل ﻣن اﻷﻛﺑر ﺳﻧﺎ إﻟﻰ اﻷﺻﻐر ﺳﻧﺎ‬، ‫ ﺗﻘرره اﻟﺗﻘﺎﻟﯾد‬، ‫ وﻣن أﺟﻠﮫ‬، ‫ وﻛﯾف‬، ‫ﻹﻧﺗﺎج ﻣﺎ‬
‫ ﻻ ﺗﺳﺗطﯾﻊ اﻟﺟﻣﺎرك أن ﺗﺗﻛﯾف ﻣﻊ ﻧﻔﺳﮭﺎ ﺑﺎﻟﺳرﻋﺔ اﻟﻛﺎﻓﯾﺔ ﻟﻛﻲ ﺗﺗواءم ﻣﻊ اﻷﻧﻣﺎط اﻟﺗطورﯾﺔ‬، ‫ﻟﻛن ﻓﻲ اﻻﻗﺗﺻﺎد اﻟﺣدﯾث‬
1985). ،Samuelson & Nordhaus) ‫ﻟﻺﻧﺗﺎج واﻻﺳﺗﮭﻼك‬
Business Requirements and Background
The Enterprises and the Market
•
Main characteristic of a modern economy
Ø Relies on an extensive network of commerce and on the
specialisation of individuals and of enterprises.
Ø Few organizations offer a finished product
Ø Paradigm example is automobile assembly
‫ اﻟﺷرﻛﺎت واﻟﺳوق‬Ø
‫اﻟﺳﻣﺔ اﻟرﺋﯾﺳﯾﺔ ﻟﻼﻗﺗﺻﺎد اﻟﺣدﯾث‬
.‫ﯾﻌﺗﻣد ﻋﻠﻰ ﺷﺑﻛﺔ واﺳﻌﺔ ﻣن اﻟﺗﺟﺎرة وﻋﻠﻰ اﻟﺗﺧﺻص ﻣن اﻷﻓراد واﻟﺷرﻛﺎت‬
‫ﺗﻘدم ﺑﻌض اﻟﻣﻧظﻣﺎت ﻣﻧﺗ ًﺟﺎ ﻧﮭﺎﺋﯾًﺎ‬
‫ﻣﺛﺎل اﻟﻧﻣوذج ھو ﺗﺟﻣﯾﻊ اﻟﺳﯾﺎرات‬
Business Requirements and Background
The Enterprises and the Market
•
•
•
Markets can be centralized or decentralized.
Markets can also be electronic in nature.
Several factors affect economic activity
Ø People buy
Ø People sell
Ø Markets try to find the what, the how, and the whom.
Ø Markets try to find equilibrium between offer and demand.
‫اﻟﺷرﻛﺎت واﻟﺳوق‬
.‫ﯾﻣﻛن أن ﺗﻛون اﻷﺳواق ﻣرﻛزﯾﺔ أو ﻻﻣرﻛزﯾﺔ‬
.‫ﯾﻣﻛن أن ﺗﻛون اﻷﺳواق إﻟﻛﺗروﻧﯾﺔ ﺑطﺑﯾﻌﺗﮭﺎ‬
‫ھﻧﺎك ﻋدة ﻋواﻣل ﺗؤﺛر ﻋﻠﻰ اﻟﻧﺷﺎط اﻻﻗﺗﺻﺎدي‬
‫اﻟﻧﺎس ﯾﺷﺗرون‬
‫اﻟﻧﺎس ﺗﺑﯾﻊ‬
.‫ﺗﺣﺎول اﻷﺳواق اﻟﻌﺛور ﻋﻠﻰ ﻣﺎذا وﻛﯾف وﻛﯾف‬
.‫ﺗﺣﺎول اﻷﺳواق إﯾﺟﺎد ﺗوازن ﺑﯾن اﻟﻌرض واﻟطﻠب‬
•
Business Requirements and Background
Inter-Firm Collaboration
According to the text
•
Enterprises can enter the global market through a range of activities that reflect an
increasing level of ownership, financial commitment, and risk.
•
Exporting and importing, are the basic method; more risky formats include
licensing, joint ventures and direct investment
‫اﻟﺷرﻛﺎت واﻟﺳوق‬
.‫ﯾﻣﻛن أن ﺗﻛون اﻷﺳواق ﻣرﻛزﯾﺔ أو ﻻﻣرﻛزﯾﺔ‬
.‫ﯾﻣﻛن أن ﺗﻛون اﻷﺳواق إﻟﻛﺗروﻧﯾﺔ ﺑطﺑﯾﻌﺗﮭﺎ‬
‫ھﻧﺎك ﻋدة ﻋواﻣل ﺗؤﺛر ﻋﻠﻰ اﻟﻧﺷﺎط اﻻﻗﺗﺻﺎدي‬
‫اﻟﻧﺎس ﯾﺷﺗرون‬
‫اﻟﻧﺎس ﺗﺑﯾﻊ‬
.‫ﺗﺣﺎول اﻷﺳواق اﻟﻌﺛور ﻋﻠﻰ ﻣﺎذا وﻛﯾف وﻛﯾف‬
.‫ﺗﺣﺎول اﻷﺳواق إﯾﺟﺎد ﺗوازن ﺑﯾن اﻟﻌرض واﻟطﻠب‬
•
Business Requirements and Background
The Theory of the Firm
• The “Make-or-Buy” Decision
Ø “Firms take a set of strategic decisions that involve
the decision on which transactions should be
undertaken in-house and which should be
outsourced.”
‫ ﻧظرﯾﺔ اﻟﺷرﻛﺔ‬Ø
“‫ﻗرار “اﻟﺷراء أو اﻟﺷراء‬
‫”ﺗﺗﺧذ اﻟﺷرﻛﺎت ﻣﺟﻣوﻋﺔ ﻣن اﻟﻘرارات اﻹﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻲ ﺗﺗﺿﻣن اﻟﻘرار‬
‫ﺑﺷﺄن اﻟﺻﻔﻘﺎت اﻟﺗﻲ ﯾﺟب إﺟراؤھﺎ داﺧﻠﯾًﺎ واﻟﺗﻲ ﯾﺟب أن ﯾﺗم اﻻﺳﺗﻌﺎﻧﺔ‬
.”‫ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬
Business Requirements and Background
The Theory of the Firm
The text states:
•
According to Hagedoorn and Schakenraad (1990) there are basically three alternatives available to
any firm:
Ø Control or internal organisation, where coordination takes place through the internal
hierarchical system
Ø Competition or external organisation, where coordination is reached through market
transactions
Ø Cooperation, where coordination is realised by means of company-to-company agreements.
‫ ﻧظرﯾﺔ اﻟﺷرﻛﺔ‬Ø
:‫ﯾﻧص اﻟﻧص‬
:‫ھﻧﺎك ﺛﻼﺛﺔ ﺑداﺋل ﻣﺗﺎﺣﺔ ﻷي ﺷرﻛﺔ‬Schakenraad (1990) ‫و‬Hagedoorn ‫وﻓﻘﺎ ل‬
‫ ﺣﯾث ﯾﺗم اﻟﺗﻧﺳﯾق ﻣن ﺧﻼل اﻟﻧظﺎم اﻟﮭرﻣﻲ اﻟداﺧﻠﻲ‬، ‫اﻟﺳﯾطرة أو اﻟﺗﻧظﯾم اﻟداﺧﻠﻲ‬
‫ ﺣﯾث ﯾﺗم اﻟوﺻول إﻟﻰ اﻟﺗﻧﺳﯾق ﻣن ﺧﻼل ﻣﻌﺎﻣﻼت اﻟﺳوق‬، ‫اﻟﻣﻧﺎﻓﺳﺔ أو اﻟﺗﻧظﯾم اﻟﺧﺎرﺟﻲ‬
.‫ ﺣﯾث ﯾﺗﺣﻘق اﻟﺗﻧﺳﯾق ﻋن طرﯾق اﺗﻔﺎﻗﺎت ﺑﯾن اﻟﺷرﻛﺎت‬، ‫اﻟﺗﻌﺎون‬
Business Requirements and Background
The Theory of the Firm
•
Transaction Cost Economics
Ø Four types of transaction costs:
v Search costs
§
Cost of gathering information about potential trading partners.
v Contracting costs
§
Cost associated with negotiation and writing an agreement.
v Monitoring costs
§
Costs are often high to monitor the contract.
v Enforcement costs
§
Cost are often high to enforce the contracts.
‫ﻧظرﯾﺔ اﻟﺷرﻛﺔ‬
‫اﻗﺗﺻﺎد ﺗﻛﻠﻔﺔ اﻟﻣﻌﺎﻣﻼت‬
:‫أرﺑﻌﺔ أﻧواع ﻣن ﺗﻛﺎﻟﯾف اﻟﻣﻌﺎﻣﻼت‬
‫ﺗﻛﺎﻟﯾف اﻟﺑﺣث‬
.‫ﺗﻛﻠﻔﺔ ﺟﻣﻊ اﻟﻣﻌﻠوﻣﺎت ﺣول اﻟﺷرﻛﺎء اﻟﺗﺟﺎرﯾﯾن اﻟﻣﺣﺗﻣﻠﯾن‬
‫ﺗﻛﺎﻟﯾف اﻟﻣﻘﺎوﻻت‬
.‫اﻟﺗﻛﻠﻔﺔ اﻟﻣرﺗﺑطﺔ ﺑﺎﻟﺗﻔﺎوض وﻛﺗﺎﺑﺔ اﺗﻔﺎﻗﯾﺔ‬
‫ﺗﻛﺎﻟﯾف اﻟﻣراﻗﺑﺔ‬
.‫ﻏﺎﻟﺑًﺎ ﻣﺎ ﺗﻛون اﻟﺗﻛﺎﻟﯾف ﻣرﺗﻔﻌﺔ ﻟرﺻد اﻟﻌﻘد‬
‫ﺗﻛﺎﻟﯾف اﻟﺗﻧﻔﯾذ‬
.‫اﻟﺗﻛﻠﻔﺔ ﻏﺎﻟﺑًﺎ ﻣﺎ ﺗﻛون ﻋﺎﻟﯾﺔ ﻹﻧﻔﺎذ اﻟﻌﻘود‬
§
Business Requirements and Background
The Theory of the Firm
•
Contractualization
Ø “If there exists a profitable outsourcing opportunity, the client and the providers
enter into a contract with a full knowledge of the nature of the work for the client
and the capabilities of providers, and create an explicit written agreement that
covers all aspects of the services to be delivered and payments to be made,
including contingency plans for unforeseen events.”
Ø “In this ideal world, without contractual problems, clients benefit from using
outside vendors, including economies of scale, scope or specialization in the form
of improved quality, lower cost or faster time to market.”
‫ ﻧظرﯾﺔ اﻟﺷرﻛﺔ‬Ø
‫ ﻓﺈن اﻟﻌﻣﯾل وﻣﻘدﻣﻲ اﻟﺧدﻣﺔ ﯾﺑرﻣون ﻋﻘدًا ﺑﻣﻌرﻓﺔ ﻛﺎﻣﻠﺔ‬، ‫”إذا ﻛﺎﻧت ھﻧﺎك ﻓرﺻﺔ ﻣرﺑﺣﺔ ﻟﻼﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬
‫ وإﻧﺷﺎء اﺗﻔﺎﻗﯾﺔ ﻣﻛﺗوﺑﺔ واﺿﺣﺔ ﺗﻐطﻲ ﺟﻣﯾﻊ ﺟواﻧب اﻟﺧدﻣﺎت أن‬، ‫ﺑطﺑﯾﻌﺔ اﻟﻌﻣل ﺑﺎﻟﻧﺳﺑﺔ ﻟﻠﻌﻣﯾل وﻗدرات ﻣﻘدﻣﻲ اﻟﺧدﻣﺔ‬
” .‫ ﺑﻣﺎ ﻓﻲ ذﻟك ﺧطط اﻟطوارئ ﻟﻸﺣداث ﻏﯾر اﻟﻣﺗوﻗﻌﺔ‬، ‫ﯾﺗم ﺗﺳﻠﯾﻣﮭﺎ واﻟﻣدﻓوﻋﺎت اﻟﺗﻲ ﯾﺗﻌﯾن اﻟﻘﯾﺎم ﺑﮭﺎ‬
‫ ﺑﻣﺎ ﻓﻲ ذﻟك‬، ‫ ﯾﺳﺗﻔﯾد اﻟﻌﻣﻼء ﻣن اﺳﺗﺧدام اﻟﻣوردﯾن اﻟﺧﺎرﺟﯾﯾن‬، ‫ ﺑدون ﻣﺷﺎﻛل ﺗﻌﺎﻗدﯾﺔ‬، ‫”ﻓﻲ ھذا اﻟﻌﺎﻟم اﻟﻣﺛﺎﻟﻲ‬
“‫ أو ﺗﻛﻠﻔﺔ أﻗل أو وﻗت أﺳرع ﻟﻠﺳوق‬، ‫ أو اﻟﻧطﺎق أو اﻟﺗﺧﺻص ﻓﻲ ﺷﻛل ﺟودة ﻣﺣﺳﻧﺔ‬، ‫وﻓورات اﻟﺣﺟم‬
Business Requirements and Background
The Theory of the Firm
•
Outsourcing Decision
Ø Core competence
v Should not be outsourced.
Ø Companies should evaluate all activities to ensure that outsourcing does not present risks
from outsourcing.
Ø ““A firm should keep an activity in-house if the size of the expected economic loss (transaction
costs and contractual risks), given optimal contractual risk mitigation that can result from an
outsourcing contract, exceeds the expected economic gains (difference in production costs).”
‫ ﻧظرﯾﺔ اﻟﺷرﻛﺔ‬Ø
‫ﻗرار اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬
‫اﻻﺧﺗﺻﺎص اﻷﺳﺎﺳﻲ‬
.‫ﻻ ﯾﻧﺑﻐﻲ اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬
.‫ﯾﺟب ﻋﻠﻰ اﻟﺷرﻛﺎت ﺗﻘﯾﯾم ﺟﻣﯾﻊ اﻷﻧﺷطﺔ ﻟﻠﺗﺄﻛد ﻣن أن اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ ﻻ ﺗﺷﻛل ﻣﺧﺎطر ﻣن اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬
‫ ﻓﻲ‬، (‫”ﯾﺟب ﻋﻠﻰ اﻟﺷرﻛﺔ اﻻﺣﺗﻔﺎظ ﺑﺎﻟﻧﺷﺎط اﻟداﺧﻠﻲ إذا ﻛﺎن ﺣﺟم اﻟﺧﺳﺎرة اﻻﻗﺗﺻﺎدﯾﺔ اﻟﻣﺗوﻗﻌﺔ )ﺗﻛﺎﻟﯾف اﻟﻣﻌﺎﻣﻼت واﻟﻣﺧﺎطر اﻟﺗﻌﺎﻗدﯾﺔ‬
‫ ﯾﺗﺟﺎوز اﻟﻣﻛﺎﺳب اﻻﻗﺗﺻﺎدﯾﺔ‬، ‫ﺿوء اﻟﺗﺧﻔﯾف اﻷﻣﺛل ﻣن اﻟﻣﺧﺎطر اﻟﺗﻌﺎﻗدﯾﺔ اﻟﺗﻲ ﯾﻣﻛن أن ﺗﻧﺗﺞ ﻋن ﻋﻘد اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬
.” ( ‫اﻟﻣﺗوﻗﻌﺔ )اﻟﻔرق ﻓﻲ ﺗﻛﺎﻟﯾف اﻹﻧﺗﺎج‬
Business Requirements and Background
The Actual Economic Context
•
Global competition has strengthened many company’s ability to introduce new
products.
•
“The driving force of business is to fully satisfy customers each time more demanding,
each time more global, with products each time more customised to their individual
needs, at the right time, at the right price and with the required quality.”
‫• اﻟﺳﯾﺎق اﻻﻗﺗﺻﺎدي اﻟﻔﻌﻠﻲ‬
.‫ﻋززت اﻟﻣﻧﺎﻓﺳﺔ اﻟﻌﺎﻟﻣﯾﺔ ﻗدرة اﻟﻌدﯾد ﻣن اﻟﺷرﻛﺎت ﻋﻠﻰ ﺗﻘدﯾم ﻣﻧﺗﺟﺎت ﺟدﯾدة‬
‫ ﻣﻊ‬، ‫ ﻓﻲ ﻛل ﻣرة أﻛﺛر ﻋﺎﻟﻣﯾﺔ‬، ‫”إن اﻟﻘوة اﻟداﻓﻌﺔ ﻟﻸﻋﻣﺎل اﻟﺗﺟﺎرﯾﺔ ھﻲ إرﺿﺎء اﻟﻌﻣﻼء ﺑﺷﻛل ﻛﺎﻣل ﻓﻲ ﻛل ﻣرة أﻛﺛر ﺗطﻠﺑًﺎ‬
“.‫ ﺑﺎﻟﺳﻌر اﻟﻣﻧﺎﺳب وﺑﺎﻟﺟودة اﻟﻣطﻠوﺑﺔ‬، ‫ ﻓﻲ اﻟوﻗت اﻟﻣﻧﺎﺳب‬، ‫ﺗﺧﺻﯾص اﻟﻣﻧﺗﺟﺎت ﻓﻲ ﻛل ﻣرة أﻛﺛر ﻻﺣﺗﯾﺎﺟﺎﺗﮭم اﻟﻔردﯾﺔ‬
Business Requirements and Background
The Actual Economic Context
•
Evolution of the Product Life Cycle
‫اﻟﺳﯾﺎق اﻻﻗﺗﺻﺎدي اﻟﻔﻌﻠﻲ‬
‫ﺗطور دورة ﺣﯾﺎة اﻟﻣﻧﺗﺞ‬
•
Business Requirements and Background
Need for New Organizational Models and Need for Business Alignment
•
Several factors determine performance of a new organizational
model. These factors include:
Ø Organization capability of fast adaptability or fast reconfigurability
Ø Ability of aligning the enterprise capabilities and performance with
the market requirements
‫ اﻟﺣﺎﺟﺔ إﻟﻰ ﻧﻣﺎذج ﺗﻧظﯾﻣﯾﺔ ﺟدﯾدة وﺣﺎﺟﺔ ﻟﻣراﺻف اﻷﻋﻣﺎل‬Ø
:‫ ﺗﺷﻣل ھذه اﻟﻌواﻣل‬.‫ﺗﺣدد ﻋدة ﻋواﻣل أداء ﻧﻣوذج ﺗﻧظﯾﻣﻲ ﺟدﯾد‬
‫ﻗدرة اﻟﺗﻧظﯾم ﻋﻠﻰ اﻟﺗﻛﯾف اﻟﺳرﯾﻊ أو إﻋﺎدة اﻟﺗﮭﯾﺋﺔ اﻟﺳرﯾﻌﺔ‬
‫اﻟﻘدرة ﻋﻠﻰ ﻣواءﻣﺔ ﻗدرات اﻟﻣؤﺳﺳﺔ واﻷداء ﻣﻊ ﻣﺗطﻠﺑﺎت اﻟﺳوق‬
Business Requirements and Background
Need for New Organizational Models and Need for Business Alignment
•
Requirements for Competition
Ø To be competitive in today’s market, organizations need new approaches.
v Flexibility is one of the most popular approaches.
§ “The organisations’ capability to achieve and explore competitive
advantages in synergy, by using or integrating the optimal available
resources for the functions that the organisation undertakes.”
§ “The capability of fast adaptability to the market.”
§ “The capability of managing all business processes independently of
distance.”
‫§ اﻟﺣﺎﺟﺔ إﻟﻰ ﻧﻣﺎذج ﺗﻧظﯾﻣﯾﺔ ﺟدﯾدة وﺣﺎﺟﺔ ﻟﻣراﺻف اﻷﻋﻣﺎل‬
‫ﻣﺗطﻠﺑﺎت اﻟﻣﻧﺎﻓﺳﺔ‬
.‫ ﺗﺣﺗﺎج اﻟﻣﻧظﻣﺎت إﻟﻰ أﺳﺎﻟﯾب ﺟدﯾدة‬، ‫ﻟﻛﻲ ﺗﻛون ﻗﺎدرة ﻋﻠﻰ اﻟﻣﻧﺎﻓﺳﺔ ﻓﻲ ﺳوق اﻟﯾوم‬
.‫اﻟﻣروﻧﺔ ھﻲ واﺣدة ﻣن أﻛﺛر اﻟطرق ﺷﻌﺑﯾﺔ‬
‫ ﻋن طرﯾق اﺳﺗﺧدام أو دﻣﺞ‬، ‫”ﻗدرة اﻟﻣﻧظﻣﺎت ﻋﻠﻰ ﺗﺣﻘﯾق واﺳﺗﻛﺷﺎف اﻟﻣزاﯾﺎ اﻟﺗﻧﺎﻓﺳﯾﺔ ﻓﻲ اﻟﺗﺂزر‬
.”‫اﻟﻣوارد اﻟﻣﺗﺎﺣﺔ اﻟﻣﺛﻠﻰ ﻟﻠوظﺎﺋف اﻟﺗﻲ ﺗﺿطﻠﻊ ﺑﮭﺎ اﻟﻣﻧظﻣﺔ‬
“.‫”اﻟﻘدرة ﻋﻠﻰ اﻟﺗﻛﯾف اﻟﺳرﯾﻊ ﻣﻊ اﻟﺳوق‬
“.‫”اﻟﻘدرة ﻋﻠﻰ إدارة ﺟﻣﯾﻊ اﻟﻌﻣﻠﯾﺎت اﻟﺗﺟﺎرﯾﺔ ﺑﺷﻛل ﻣﺳﺗﻘل ﻋن ﺑﻌد‬
Business Requirements and Background
Need for New Organizational Models and Need for Business Alignment
New fundamental requirements for competitiveness
v Agility
v Distributiveness
v Virtuality
v Integratibility
v Scalability and business alignment
v Evolutionary capability
•
“When competitiveness relies on the ability of dynamic reconfigurability and on a permanent
alignment of the enterprise, partnership or network with the market environment, as happens today,
the new organisational models must address the above set of requirements for competitiveness.”
‫اﻟﺣﺎﺟﺔ إﻟﻰ ﻧﻣﺎذج ﺗﻧظﯾﻣﯾﺔ ﺟدﯾدة وﺣﺎﺟﺔ ﻟﻣراﺻف اﻷﻋﻣﺎل‬
•
‫اﻟﻣﺗطﻠﺑﺎت اﻷﺳﺎﺳﯾﺔ اﻟﺟدﯾدة ﻟﻠﻘدرة اﻟﺗﻧﺎﻓﺳﯾﺔ‬
‫رﺷﺎﻗﺔ‬
Distributiveness
‫اﻟواﻗﻌﯾﺔ‬
‫ﻟﻠﺗﻛﺎﻣل‬
‫ﻗﺎﺑﻠﯾﺔ اﻟﺗطوﯾر واﻟﻣﺣﺎذاة اﻟﺗﺟﺎرﯾﺔ‬
‫اﻟﻘدرة اﻟﺗطورﯾﺔ‬
‫ ﻛﻣﺎ‬، ‫”ﻋﻧدﻣﺎ ﺗﻌﺗﻣد اﻟﻘدرة اﻟﺗﻧﺎﻓﺳﯾﺔ ﻋﻠﻰ ﻗدرة إﻋﺎدة اﻟﺗﮭﯾﺋﺔ اﻟدﯾﻧﺎﻣﯾﻛﯾﺔ وﻋﻠﻰ اﻟﻣواءﻣﺔ اﻟداﺋﻣﺔ ﻟﻠﻣؤﺳﺳﺔ أو اﻟﺷراﻛﺔ أو اﻟﺷﺑﻛﺔ ﻣﻊ ﺑﯾﺋﺔ اﻟﺳوق‬
.”‫ ﯾﺟب أن ﺗﻌﺎﻟﺞ اﻟﻧﻣﺎذج اﻟﺗﻧظﯾﻣﯾﺔ اﻟﺟدﯾدة ﻣﺟﻣوﻋﺔ اﻟﻣﺗطﻠﺑﺎت اﻟﻣذﻛورة أﻋﻼه ﻟﻠﺗﻧﺎﻓﺳﯾﺔ‬، ‫ﯾﺣدث اﻟﯾوم‬
Chapter 2
A Review on Virtual Enterprise Models
‫اﺳﺗﻌراض ﻋﻠﻰ ﻧﻣﺎذج اﻟﻣﺷﺎرﯾﻊ اﻻﻓﺗراﺿﯾﺔ‬
A Review on Virtual Enterprise Models
The Emergence of the Virtual Enterprise as an Organizational Concept
•
Two driving forces towards virtual organization
Ø The changing market conditions
Ø Fast development of ICT
•
“Both of these external forces lead to a changing business understanding and different business
strategies that, in its consequences, originate organizational changes.”
“In order to improve their flexibility and to decrease complexity, companies employ the core competence
strategy, which means that the economic actors concentrate on what they can do best, specialize in
certain areas, develop and constantly improve their core competencies.”
‫ظﮭور اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ ﻛﻣﻔﮭوم ﺗﻧظﯾﻣﻲ‬
•
•
‫ﻗوﺗﯾن داﻓﻌﺗﯾن ﻧﺣو اﻟﺗﻧظﯾم اﻻﻓﺗراﺿﻲ‬
‫ظروف اﻟﺳوق اﻟﻣﺗﻐﯾرة‬
‫اﻟﺗطور اﻟﺳرﯾﻊ ﻟﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت واﻻﺗﺻﺎﻻت‬
.”‫ ﺗﻧﺷﺄ ﺗﻐﯾﯾرات ﺗﻧظﯾﻣﯾﺔ‬، ‫ ﻓﻲ ﻋواﻗﺑﮭﺎ‬، ‫”ﺗؤدي ﻛل ﻣن ھذه اﻟﻘوى اﻟﺧﺎرﺟﯾﺔ إﻟﻰ ﺗﻐﯾﯾر ﻓﮭم اﻷﻋﻣﺎل واﺳﺗراﺗﯾﺟﯾﺎت اﻷﻋﻣﺎل اﻟﻣﺧﺗﻠﻔﺔ اﻟﺗﻲ‬
‫ ﻣﻣﺎ ﯾﻌﻧﻲ أن اﻟﺟﮭﺎت اﻟﻔﺎﻋﻠﺔ اﻻﻗﺗﺻﺎدﯾﺔ ﺗرﻛز ﻋﻠﻰ ﻣﺎ‬، ‫ ﺗﺳﺗﺧدم اﻟﺷرﻛﺎت اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻛﻔﺎءة اﻷﺳﺎﺳﯾﺔ‬، ‫”ﻣن أﺟل ﺗﺣﺳﯾن ﻣروﻧﺗﮭﺎ وﺗﻘﻠﯾل اﻟﺗﻌﻘﯾد‬
“.‫ وﺗطوﯾر وﺗﺣﺳﯾن اﻟﻛﻔﺎءات اﻷﺳﺎﺳﯾﺔ ﺑﺎﺳﺗﻣرار‬، ‫ وﺗﺗﺧﺻص ﻓﻲ ﻣﺟﺎﻻت ﻣﻌﯾﻧﺔ‬، ‫ﯾﻣﻛﻧﮭﺎ اﻟﻘﯾﺎم ﺑﮫ ﻋﻠﻰ أﻓﺿل وﺟﮫ‬
A Review on Virtual Enterprise Models
Supply Chain Management
According to the text:
•
A Supply Chain is “an integrated process wherein a number of various business
entities (i.e., suppliers, manufacturers, distributors and retailers) work together in an
effort to:
Ø Acquire raw materials
Ø Convert these raw materials into specified final products
Ø Deliver these final products to retailers” (Beamon, 1998, quoted by Huang et
al., 2000).
‫ إدارة اﻷﻣدادات‬Ø
:‫طﺑﻘﺎ ﻟﻠﻧص‬
‫ﺳﻠﺳﻠﺔ اﻟﺗورﯾد ھﻲ “ﻋﻣﻠﯾﺔ ﻣﺗﻛﺎﻣﻠﺔ ﺣﯾث ﯾﻌﻣل ﻋدد ﻣن اﻟﻛﯾﺎﻧﺎت اﻟﺗﺟﺎرﯾﺔ اﻟﻣﺧﺗﻠﻔﺔ )ﻣﺛل اﻟﻣوردﯾن واﻟﻣﺻﻧﻌﯾن‬
:‫واﻟﻣوزﻋﯾن وﺗﺟﺎر اﻟﺗﺟزﺋﺔ( ﻣﻌًﺎ ﻓﻲ ﺟﮭد ﻣن أﺟل‬
‫اﻟﺣﺻول ﻋﻠﻰ اﻟﻣواد اﻟﺧﺎم‬
‫ﻗم ﺑﺗﺣوﯾل ھذه اﻟﻣواد اﻟﺧﺎم إﻟﻰ ﻣﻧﺗﺟﺎت ﻧﮭﺎﺋﯾﺔ ﻣﺣددة‬
.(2000 ،‫ وﻧﻘﻠت ﻋﻧﮫ ھواﻧﻎ وآﺧرون‬،1998 ،Beamon)” ‫ﺗﻘدﯾم ھذه اﻟﻣﻧﺗﺟﺎت اﻟﻧﮭﺎﺋﯾﺔ ﻟﺗﺟﺎر اﻟﺗﺟزﺋﺔ‬
A Review on Virtual Enterprise Models
The Extended Enterprise
According to the text:
• The extended enterprise is a term frequently used in literature to represent the high
level of interdependence that exists between organizations, not only in
manufacturing industry, but also in other business areas (financial, transportation,
etc.).
• The extended enterprise extends beyond traditional organizational boundaries.
• It includes the relationships that an enterprise has with its customers, suppliers,
business partners, even former competitors and so on (Browne et al., 1995).
‫• اﻟﻣؤﺳﺳﺔ اﻟﻣوﺳﻌﺔ‬
:‫طﺑﻘﺎ ﻟﻠﻧص‬
، ‫اﻟﻣؤﺳﺳﺔ اﻟﻣوﺳﻌﺔ ھﻲ ﻣﺻطﻠﺢ ﯾﺳﺗﺧدم ﺑﺷﻛل ﻣﺗﻛرر ﻓﻲ اﻷدب ﻟﺗﻣﺛﯾل اﻟﻣﺳﺗوى اﻟﻌﺎﻟﻲ ﻟﻠﺗراﺑط اﻟﻘﺎﺋم ﺑﯾن اﻟﻣﻧظﻣﺎت‬
.(‫ إﻟﺦ‬، ‫ اﻟﻧﻘل‬، ‫ﺿﺎ ﻓﻲ ﻣﺟﺎﻻت اﻷﻋﻣﺎل اﻷﺧرى )اﻟﻣﺎﻟﯾﺔ‬
ً ‫ وﻟﻛن أﯾ‬، ‫ﻟﯾس ﻓﻘط ﻓﻲ اﻟﺻﻧﺎﻋﺔ اﻟﺗﺣوﯾﻠﯾﺔ‬
.‫ﯾﻣﺗد اﻟﻣﺷروع اﻟﻣﻣﺗد إﻟﻰ أﺑﻌد ﻣن اﻟﺣدود اﻟﺗﻧظﯾﻣﯾﺔ اﻟﺗﻘﻠﯾدﯾﺔ‬
‫ وﺣﺗﻰ اﻟﻣﻧﺎﻓﺳﯾن اﻟﺳﺎﺑﻘﯾن وﻣﺎ إﻟﻰ‬، ‫وھو ﯾﺷﻣل اﻟﻌﻼﻗﺎت اﻟﺗﻲ ﺗرﺑط اﻟﻣؤﺳﺳﺔ ﺑﺷرﻛﺎﺋﮭﺎ وﻣوردﯾﮭﺎ وﺷرﻛﺎﺋﮭﺎ اﻟﺗﺟﺎرﯾﯾن‬
1995). ،Browne et al.) ‫ذﻟك‬
A Review on Virtual Enterprise Models
The Extended Enterprise
• Browne (1995) identifies the following major characteristics of the extended
enterprise:
Ø The manufacturing enterprise focused on its core business and technical
activities, and outsources non-core business activities to outside suppliers and
service suppliers; outsourcing encourages both the manufacturer and its
suppliers’ competitive ability and enhances their mutual dependency.
Ø The manufacturer develops long-term relationships with key customers and
treats them as important business partners.
‫ اﻟﻣؤﺳﺳﺔ اﻟﻣوﺳﻌﺔ‬Ø
:‫( اﻟﺧﺻﺎﺋص اﻟرﺋﯾﺳﯾﺔ اﻟﺗﺎﻟﯾﺔ ﻟﻠﻣﺷروع اﻟﻣوﺳﻊ‬1995) ‫ﯾﺣدد ﺑراون‬
‫ وﻗﺎﻣت ﺑﺗﻛﺛﯾف اﻷﻧﺷطﺔ اﻟﺗﺟﺎرﯾﺔ ﻏﯾر‬، ‫رﻛزت اﻟﻣؤﺳﺳﺔ اﻟﺗﺻﻧﯾﻌﯾﺔ ﻋﻠﻰ أﻧﺷطﺗﮭﺎ اﻟﺗﺟﺎرﯾﺔ واﻟﺗﻘﻧﯾﺔ اﻷﺳﺎﺳﯾﺔ‬
‫اﻷﺳﺎﺳﯾﺔ ﻟﻠﻣوردﯾن اﻟﺧﺎرﺟﯾﯾن وﻣوردي اﻟﺧدﻣﺎت ؛ ﯾﺷﺟﻊ اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ ﻛل ﻣن اﻟﺷرﻛﺔ اﻟﻣﺻﻧﻌﺔ‬
.‫واﻟﻘدرة اﻟﺗﻧﺎﻓﺳﯾﺔ ﻟﻣوردﯾﮭﺎ وﯾﻌزز اﻋﺗﻣﺎدھم اﻟﻣﺗﺑﺎدل‬
.‫ﺗﻘوم اﻟﺷرﻛﺔ اﻟﻣﺻﻧﻌﺔ ﺑﺗطوﯾر ﻋﻼﻗﺎت طوﯾﻠﺔ اﻷﻣد ﻣﻊ اﻟﻌﻣﻼء اﻟرﺋﯾﺳﯾﯾن وﺗﻌﺎﻣﻠﮭم ﻛﺷرﻛﺎء ﺗﺟﺎرﯾﯾن ﻣﮭﻣﯾن‬
A Review on Virtual Enterprise Models
The Agile Enterprise/Manufacturing Model
•
Named in 1991 by R.N. Nagel and Rick Dove.
•
Agility is considered a competitive advantage because of several reasons including:
Ø Market fragmentation
Ø Shrinking product lifetimes
Ø True global competition
•
.‫ﻧﺎﺟل ورﯾك دوف‬R.N. ‫ ﻣن ﻗﺑل‬1991 ‫ﺗم ﺗﺳﻣﯾﺗﮭﺎ ﻋﺎم‬
:‫ﺗﻌﺗﺑر أﺟﯾﻠﯾﺗﻲ ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ ﺑﺳﺑب ﻋدة أﺳﺑﺎب ﻣﻧﮭﺎ‬
‫ﺗﺟزﺋﺔ اﻟﺳوق‬
‫ﺗﻘﻠﯾص ﻋﻣر اﻟﻣﻧﺗﺞ‬
‫اﻟﻣﻧﺎﻓﺳﺔ اﻟﻌﺎﻟﻣﯾﺔ اﻟﺣﻘﯾﻘﯾﺔ‬
A Review on Virtual Enterprise Models
The Virtual Enterprise/Organization Approach
According to the text
• There is not a universally accepted definition of the virtual
enterprise (VE) concept (depending on application domain there
are also referred terms or concepts as virtual company, virtual
corporation, virtual factory, virtual manufacturing, etc.).
‫ اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ‬/ ‫• ﻧﮭﺞ اﻟﻣؤﺳﺳﺔ‬
‫طﺑﻘﺎ ﻟﻠﻧص‬
‫اﻋﺗﻣﺎدًا ﻋﻠﻰ ﻣﺟﺎل اﻟﺗطﺑﯾق‬VE) () ‫ﻻ ﯾوﺟد ﺗﻌرﯾف ﻣﻘﺑول ﻋﺎﻟﻣﯾًﺎ ﻟﻣﻔﮭوم اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ‬
، ‫ واﻟﺷرﻛﺔ اﻻﻓﺗراﺿﯾﺔ‬، ‫ﺿﺎ ﻣﺻطﻠﺣﺎت أو ﻣﻔﺎھﯾم ﻣﺣوﻟﺔ ﻣﺛل اﻟﺷرﻛﺔ اﻻﻓﺗراﺿﯾﺔ‬
ً ‫ھﻧﺎك أﯾ‬
.(‫ وﻣﺎ إﻟﻰ ذﻟك‬، ‫ واﻟﺗﺻﻧﯾﻊ اﻻﻓﺗراﺿﻲ‬، ‫واﻟﻣﺻﻧﻊ اﻻﻓﺗراﺿﻲ‬
A Review on Virtual Enterprise Models
The Virtual Enterprise/Organization Approach
According to the text
•
A review undertaken by Putnik (2000) highlighted the existence of at least two approaches in the
virtual enterprise concept definition or specification:
Ø By the first approach, the most important characteristic of the virtual enterprise concept is the
dynamic networking of enterprises.
Ø The second approach emphasizes the “virtuality” of the system as something “not physically
existing as such but made by software to appear to do so” (Oxford Dictionary).
•
The virtual organization model expresses the need of agile competitors to create or assemble new
productive resources very quickly and frequently and concurrently because of decreasing profitable
lifetimes of individual products and services.
‫ اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ‬/ ‫ﻧﮭﺞ اﻟﻣؤﺳﺳﺔ‬
:‫( اﻟﺿوء ﻋﻠﻰ وﺟود ﻧﮭﺟﯾن ﻋﻠﻰ اﻷﻗل ﻓﻲ ﺗﻌرﯾف أو ﻣواﺻﻔﺎت ﻣﻔﮭوم اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ‬2000) ‫ﺳﻠط اﺳﺗﻌراض أﺟرﺗﮫ ﺑوﺗﻧﯾك‬
.‫ ﻓﺈن أھم ﺳﻣﺔ ﻟﻣﻔﮭوم اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ ھﻲ اﻟﺷﺑﻛﺎت اﻟدﯾﻧﺎﻣﯾﻛﯾﺔ ﻟﻠﻣؤﺳﺳﺎت‬، ‫ﻣن ﺧﻼل اﻟﻧﮭﺞ اﻷول‬
“‫ ﻟﻛﻧﮫ ﻣﺻﻧوع ﻣن ﺧﻼل اﻟﺑراﻣﺞ اﻟﺗﻲ ﺗظﮭر ﻟﻠﻘﯾﺎم ﺑذﻟك‬، ‫ﯾؤﻛد اﻟﻧﮭﺞ اﻟﺛﺎﻧﻲ ﻋﻠﻰ “اﻟﻔﺿﯾﻠﺔ” ﻟﻠﻧظﺎم ﻛﺷﻲء “ﻏﯾر ﻣوﺟود ﻓﻌﻠﯾًﺎ ﻋﻠﻰ ھذا اﻟﻧﺣو‬
.(‫)ﻗﺎﻣوس أﻛﺳﻔورد‬
، ‫وﯾﻌﺑر ﻧﻣوذج اﻟﻣﻧظﻣﺔ اﻻﻓﺗراﺿﻲ ﻋن اﻟﺣﺎﺟﺔ إﻟﻰ ﻣﻧﺎﻓﺳﯾن رﺷﯾﻘﯾن ﻹﻧﺷﺎء أو ﺗﺟﻣﯾﻊ ﻣوارد إﻧﺗﺎﺟﯾﺔ ﺟدﯾدة ﺑﺳرﻋﺔ وﺑﺻورة ﻣﺗواﺗرة وﻣﺗزاﻣﻧﺔ‬
.‫وذﻟك ﺑﺳﺑب اﻧﺧﻔﺎض اﻟﻌﻣر اﻟﻣرﺑﺢ ﻟﻠﻣﻧﺗﺟﺎت واﻟﺧدﻣﺎت اﻟﻔردﯾﺔ‬
•
A Review on Virtual Enterprise Models
The Virtual Enterprise/Organization Approach
•
Four concepts of “virtual”
Ø Virtual means “unreal, looking real”
Ø Virtual means “immaterial, supported by ICT”
Ø Virtual means “potentially present”
Ø Virtual means “existing but changing”
‫ اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ‬/ ‫ ﻧﮭﺞ اﻟﻣؤﺳﺳﺔ‬Ø
“‫أرﺑﻌﺔ ﻣﻔﺎھﯾم “اﻓﺗراﺿﯾﺔ‬
“‫ ﺗﺑدو ﺣﻘﯾﻘﯾﺔ‬، ‫ﺗﻌﻧﻲ “ﻏﯾر ﺣﻘﯾﻘﯾﺔ‬Virtual
“‫ ﻣدﻋوم ﻣن ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت واﻻﺗﺻﺎﻻت‬، ‫ﺗﻌﻧﻲ “ﻏﯾر ﻣﺎدي‬Virtual
“‫ﺗﻌﻧﻲ “ﯾﺣﺗﻣل أن ﺗﻛون ﻣوﺟودة‬Virtual
“‫ﺗﻌﻧﻲ “ﻣوﺟودة وﻟﻛﻧﮭﺎ ﺗﺗﻐﯾر‬Virtual
A Review on Virtual Enterprise Models
The Virtual Enterprise/Organization Approach
•
Virtual enterprise is characterized by:
Ø Boundary crossing
Ø Complementary core competencies
Ø Geographical dispersion
Ø Dynamic composition
Ø Temporariness
Ø Electronic communication and information sharing
‫ اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ‬/ ‫ ﻧﮭﺞ اﻟﻣؤﺳﺳﺔ‬Ø
:‫ﺗﺗﻣﯾز اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ ﺑﻣﺎ ﯾﻠﻲ‬
‫ﻣﻌﺑر ﺣدودي‬
‫اﻟﻛﻔﺎءات اﻷﺳﺎﺳﯾﺔ اﻟﺗﻛﻣﯾﻠﯾﺔ‬
‫اﻟﺗﺷﺗت اﻟﺟﻐراﻓﻲ‬
‫اﻟﺗﻛوﯾن اﻟدﯾﻧﺎﻣﯾﻛﻲ‬
‫وﻗﺗﯾﺔ‬
‫اﻻﺗﺻﺎﻻت اﻹﻟﻛﺗروﻧﯾﺔ وﺗﺑﺎدل اﻟﻣﻌﻠوﻣﺎت‬
A Review on Virtual Enterprise Models
The Virtual Enterprise/Organization Approach
• One Product Integrated Manufacturing
Ø “One Product Integrated Manufacturing (OPIM) is a
recent organizational concept for manufacturing
systems of a specific product (Putnik, 1997; Putnik
& Silva, 1995).”
‫ اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ‬/ ‫ ﻧﮭﺞ اﻟﻣؤﺳﺳﺔ‬Ø
‫ﻣﻧﺗﺞ واﺣد ﻣﺗﻛﺎﻣل اﻟﺗﺻﻧﯾﻊ‬
‫ھو ﻣﻔﮭوم ﺗﻧظﯾﻣﻲ ﺣدﯾﺛًﺎ‬OPIM) ) ‫”أﺣد اﻟﻣﻧﺗﺟﺎت اﻟﻣﺗﻛﺎﻣﻠﺔ ﻟﻠﺗﺻﻧﯾﻊ‬
،Putnik & Silva ‫؛‬1997 ،Putnik) ‫ﻷﻧظﻣﺔ ﺗﺻﻧﯾﻊ ﻣﻧﺗﺞ ﻣﻌﯾن‬
1995)”.
A Review on Virtual Enterprise Models
BM_Virtual Enterprise Architecture Reference Model
•
Two types of reference models
Ø Functional reference models
Ø ICT Reference models
•
“There are significant efforts on building enterprise ontologies as a base for a
formal approach to enterprise specification and engineering, both for generic
enterprise models and virtual enterprises.”
•
‫ﻧوﻋﺎن ﻣن اﻟﻧﻣﺎذج اﻟﻣرﺟﻌﯾﺔ‬
‫ﻧﻣﺎذج ﻣرﺟﻌﯾﺔ وظﯾﻔﯾﺔ‬
‫ﻧﻣﺎذج ﻣرﺟﻌﯾﺔ ﻟﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت واﻻﺗﺻﺎﻻت‬
‫ ﺳواء‬، ‫”ھﻧﺎك ﺟﮭود ﻛﺑﯾرة ﻓﻲ ﺑﻧﺎء أﻧﺗرﻛﺎت اﻟﻣؤﺳﺳﺎت ﻛﻘﺎﻋدة ﻟﻧﮭﺞ رﺳﻣﻲ ﻟﻣواﺻﻔﺎت اﻟﺷرﻛﺎت واﻟﮭﻧدﺳﺔ‬
.”‫ﺑﺎﻟﻧﺳﺑﺔ ﻟﻧﻣﺎذج اﻟﻣؤﺳﺳﺔ اﻟﻌﺎﻣﺔ أو اﻟﻣؤﺳﺳﺎت اﻻﻓﺗراﺿﯾﺔ‬
A Review on Virtual Enterprise Models
BM_Virtual Enterprise Architecture Reference Model
• The basic requirements and functionality of an Agile/Virtual
Enterprise systems includes:
Agile / Virtual ‫• ﺗﺗﺿﻣن اﻟﻣﺗطﻠﺑﺎت اﻷﺳﺎﺳﯾﺔ واﻟوظﺎﺋف اﻟﺗﻲ ﺗﺗﺳم ﺑﮭﺎ أﻧظﻣﺔ‬
:‫ﻣﺎ ﯾﻠﻲ‬Enterprise
Ø Integrability
Ø Distributivity
Ø Agility
Ø Virtuality
A Review on Virtual Enterprise Models
BM_Virtual Enterprise Architecture Reference Model
•
The enterprise integration (EI) model has several contributors including:
Ø Language dimension (syntax vs. semantics)
Ø Location of connectivity dimension (global vs. pair wise)
Ø Location of “intelligence” dimension (wrappers vs. translators)
Ø Types of technology dimension (unification vs. federation)
Ø Reconfigurability dimension (dynamic vs. static)
Ø Resources integration (intra-company vs. inter-company)
:‫ﻋﻠﻰ ﻋدة ﻣﺳﺎھﻣﯾن ﺑﻣﺎ ﻓﻲ ذﻟك‬EI) ) ‫ ﯾﺣﺗوي ﻧﻣوذج ﺗﻛﺎﻣل اﻟﻣؤﺳﺳﺔ‬Ø
(‫ﺑﻌد اﻟﻠﻐﺔ )ﺑﻧﺎء اﻟﺟﻣﻠﺔ ﻣﻘﺎﺑل اﻟدﻻﻻت‬
(‫ﻣوﻗﻊ ﺑُﻌد اﻻﺗﺻﺎل )ﻋﺎﻟﻣﯾًﺎ ﻣﻘﺎﺑل زوج ﺣﻛﯾم‬
(‫ﻣوﻗﻊ اﻟﺑﻌد “اﻻﺳﺗﺧﺑﺎري” )أﻏﻠﻔﺔ ﻣﻘﺎﺑل اﻟﻣﺗرﺟﻣﯾن‬
(‫أﻧواع اﻟﺑﻌد اﻟﺗﻛﻧوﻟوﺟﻲ )ﺗوﺣﯾد ﺿد اﻻﺗﺣﺎد‬
(‫ﺑُﻌد إﻋﺎدة اﻟﺗﮭﯾﺋﺔ )دﯾﻧﺎﻣﯾﻛﻲ ﻣﻘﺎﺑل ﺛﺎﺑت‬
(‫ﺗﻛﺎﻣل اﻟﻣوارد )داﺧل اﻟﺷرﻛﺔ ﻣﻘﺎﺑل اﻟﺷرﻛﺎت‬
A Review on Virtual Enterprise Models
BM_Virtual Enterprise Architecture Reference Model
According to the text:
• Also VE agility, to be more effective and efficient or to
achieve the highest levels of effectiveness and efficiency,
must be carried on by some “organization configuration
manager,” which will be designated as resource manager
or broker.
‫ اﻟذي ﺳﯾﺗم ﺗﻌﯾﯾﻧﮫ ﻛﻣدﯾر ﻣوارد أو‬، “‫• ﻛﻣﺎ ﯾﺟب أن ﯾﻘوم ﺑﻌض “ﻣدﯾر ﺗﻛوﯾن اﻟﻣؤﺳﺳﺔ‬
.‫ ﺑزﯾﺎدة ﻛﻔﺎءة وﻓﻌﺎﻟﯾﺔ وﻛﻔﺎءة أو ﺗﺣﻘﯾق أﻋﻠﻰ ﻣﺳﺗوﯾﺎت اﻟﻔﻌﺎﻟﯾﺔ واﻟﻛﻔﺎءة‬، ‫وﺳﯾط‬
A Review on Virtual Enterprise Models
BM_Virtual Enterprise Architecture Reference Model
• The resource manager or broker performs different particular tasks within the global
task of the organization configuration management. For example:
Ø Resource selection
Ø Resource integration
Ø Resource integration scheduling
Ø Resource (dynamic) reconfiguration
Ø Resource monitoring and reliability analysis
Ø Resource control
• The resource management issues include also resource control and resource
maintenance, but these issues are not considered as broker’s functions.
:‫ ﻓﻣﺛﻼ‬.‫ﯾﻘوم ﻣدﯾر اﻟﻣورد أو اﻟوﺳﯾط ﺑﺗﻧﻔﯾذ ﻣﮭﺎم ﻣﻌﯾﻧﺔ ﻣﺧﺗﻠﻔﺔ ﺿﻣن اﻟﻣﮭﻣﺔ اﻟﻌﺎﻟﻣﯾﺔ ﻹدارة ﺗﻛوﯾن اﻟﻣؤﺳﺳﺔ‬
‫اﺧﺗﯾﺎر اﻟﻣوارد‬
‫ﺗﻛﺎﻣل اﻟﻣوارد‬
‫ﺟدوﻟﺔ ﺗﻛﺎﻣل اﻟﻣوارد‬
(‫إﻋﺎدة ﺗﻛوﯾن اﻟﻣوارد )اﻟدﯾﻧﺎﻣﯾﻛﯾﺔ‬
‫ﻣراﻗﺑﺔ اﻟﻣوارد وﺗﺣﻠﯾل اﻟﻣوﺛوﻗﯾﺔ‬
‫اﻟﺳﯾطرة ﻋﻠﻰ اﻟﻣوارد‬
.‫ وﻟﻛن ھذه اﻟﻣﺳﺎﺋل ﻻ ﺗﻌﺗﺑر ﻣن وظﺎﺋف اﻟوﺳﯾط‬، ‫وﺗﺷﻣل اﻟﻣﺳﺎﺋل اﻟﻣﺗﻌﻠﻘﺔ ﺑﺈدارة اﻟﻣوارد أﯾﺿﺎ ﻣراﻗﺑﺔ اﻟﻣوارد وﺻﯾﺎﻧﺔ اﻟﻣوارد‬
•
Chapter 3
BM_Virtual Enterprise as an Agile/Virtual Enterprise Model
‫ ﻧﻣوذج اﻓﺗراﺿﯾﺔ اﻟﻣﺷﺎرﯾﻊ‬/ ‫§ ﻣؤﺳﺳﺔ ﺑﻰ ام اﻓﺗراﺿﯾﺔ ﻛﻣؤﺳﺳﺔ‬
BM_Virtual Enterprise as an Agile/Virtual
Enterprise Model
Chapter III presents the BM_Virtual Enterprise (BM_VE) model, as an
Agile/Virtual Enterprise, in total or partial conformance with the
BM_Virtual Enterprise Architecture Reference Model (BM_VEARM) (i.e.,
as a dynamically reconfigurable network integrated over the global
domain, satisfying the requirements for integrability, distributivity, agility
and virtuality as the competitiveness factors).
•
According to BM_VEARM, a virtual enterprise (VE) is “… an
optimized enterprise, synthesized over a universal set of resources,
with a realtime replaceable physical structure, and when the
synthesis and control are performed in an abstract or virtual
environment.”
BM_Virtual Architecture Architecture ‫ ﺑﺎﻟﺗواﻓق اﻟﻛﻠﻲ أو اﻟﺟزﺋﻲ ﻣﻊ ﻧﻣوذج‬،Agile / Virtual ‫ ﻛﻣؤﺳﺳﺔ‬،BM_Virtual Enterprise (BM_VE) ‫ﯾﻘدم اﻟﻔﺻل اﻟﺛﺎﻟث ﻧﻣوذج‬
‫ واﻟواﻗﻌﯾﺔ ﻛﻌواﻣل‬، ‫ وﺧﻔﺔ اﻟﺣرﻛﺔ‬، ‫ واﻟﺗوزﯾﻊ‬، ‫ ﺗﺳﺗوﻓﻲ اﻟﻣﺗطﻠﺑﺎت ﻟﻠﻘدرة ﻋﻠﻰ اﻟﺗﻛﺎﻣل‬، ‫ ﻛﺷﺑﻛﺔ ﻗﺎﺑﻠﺔ ﻹﻋﺎدة اﻟﺗﺷﻛﯾل دﯾﻧﺎﻣﯾﻛﯾﺔ ﻣﺗﻛﺎﻣﻠﺔ ﻋﻠﻰ اﻟﻧطﺎق اﻟﻌﺎﻟﻣﻲ‬، ‫أي‬Model (BM_VEARM) (
.(‫ﺗﻧﺎﻓﺳﯾﺔ‬
‫ وﻋﻧدﻣﺎ‬، ‫ ﻣﻊ ﺑﻧﯾﺔ ﻓﯾزﯾﺎﺋﯾﺔ ﻗﺎﺑﻠﺔ ﻟﻼﺳﺗﺑدال ﻓﻲ اﻟوﻗت اﻟﻔﻌﻠﻲ‬، ‫ ﯾﺗم ﺗﺟﻣﯾﻌﮭﺎ ﻋﻠﻰ ﻣﺟﻣوﻋﺔ ﺷﺎﻣﻠﺔ ﻣن اﻟﻣوارد‬، ‫ ﻣؤﺳﺳﺔ ﻣﺣﺳﻧﺔ‬…” ‫ھﻲ‬VE) ) ‫ ﻓﺈن اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ‬،BM_VEARM ‫ووﻓﻘًﺎ ﻟـ‬
.”‫ﯾﺗم ﺗﻧﻔﯾذ اﻟﺗﺟﻣﯾﻊ واﻟﺗﺣﻛم ﻓﻲ ﺑﯾﺋﺔ اﻓﺗراﺿﯾﺔ أو اﻓﺗراﺿﯾﺔ‬
•
BM_Virtual Enterprise as an Agile/Virtual
Enterprise Model
•
BM_Virtual Enterprise used three types of mechanisms/tools:
Ø Broker
Ø Virtuality
Ø Market of resources
•
Consequences of virtuality are:
Ø The hierarchical structure of VE, or A/VE, organization
Ø The Resource-centered Virtual Enterprise Definition (in a way the inverse
definition of the “traditional” VE definitions)
Ø The virtualization process
:‫ اﻷدوات‬/ ‫ﺛﻼﺛﺔ أﻧواع ﻣن اﻵﻟﯾﺎت‬BM_Virtual Enterprise ‫ اﺳﺗﺧدﻣت‬Ø
‫وﺳﯾط‬
‫اﻟواﻗﻌﯾﺔ‬
‫ﺳوق اﻟﻣوارد‬
:‫ﻋواﻗب اﻟﻔﺿﯾﻠﺔ ھﻲ‬
‫ اﻟﻣﻧظﻣﺔ‬،A / VE ‫ أو‬،VE ‫اﻟﮭﯾﻛل اﻟﮭرﻣﻲ ﻟـ‬
(“‫اﻟﺗﻘﻠﯾدﯾﺔ‬VE ” ‫ﺗﻌرﯾف اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ اﻟذي ﯾرﻛز ﻋﻠﻰ اﻟﻣوارد )ﺑطرﯾﻘﺔ ﺗﻌرﯾف ﻋﻛﺳﻲ ﻟﺗﻌرﯾﻔﺎت‬
‫ﻋﻣﻠﯾﺔ اﻟﺗﻣﺛﯾل اﻻﻓﺗراﺿﻲ‬
BM_Virtual Enterprise as an Agile/Virtual
Enterprise Model
•
•
“The Broker is the agent of agility seen as the organization reconfiguration dynamics,
acting as the “third” entity between the main “actors” — the “client” and the “server” VE
partners — and its contribution to the VE agility, the organization reconfiguration
dynamics, is based on its supposed expert knowledge, more effective and more
efficient than the “client’s” knowledge on search and integration of the VE partners
(“servers”) and the VE reconfiguration management, which the highest efficiency is
absolutely necessary to achieve the highest levels of the reconfiguration dynamics, or
agility.”
“This is the first broker’s fundamental role in BM_VE model as a dynamically
reconfigurable VE model.”
‫ ﺣﯾث ﯾﻌﻣل ﻛﻛﯾﺎن” ﺛﺎﻟث “ﺑﯾن” اﻟﺟﮭﺎت‬، ‫”اﻟوﺳﯾط ھو ﻋﺎﻣل ﺧﻔﺔ اﻟﺣرﻛﺔ ﯾُﻧظر إﻟﯾﮫ ﻋﻠﻰ أﻧﮫ دﯾﻧﺎﻣﯾﺎت إﻋﺎدة ﺗﺷﻛﯾل اﻟﻣﻧظﻣﺔ‬
‫ ﺗﻌﺗﻣد دﯾﻧﺎﻣﯾﻛﯾﺎت إﻋﺎدة ﺗﺷﻛﯾل‬،VE ‫ وﻣﺳﺎھﻣﺗﮫ ﻓﻲ ﺧﻔﺔ اﻟﺣرﻛﺔ‬-” ‫اﻟﺧﺎدم‬VE” ‫” اﻟﻌﻣﯾل “وﺷرﻛﺎء‬- ‫اﻟﻔﺎﻋﻠﺔ “اﻟرﺋﯾﺳﯾﺔ‬
‫ وأﻛﺛر ﻓﺎﻋﻠﯾﺔ وﻛﻔﺎءة ﻣن ﻣﻌرﻓﺔ “اﻟﻌﻣﯾل” ﻓﻲ اﻟﺑﺣث واﻟﺗﻛﺎﻣل ﺑﯾن ﺷرﻛﺎء‬، ‫ ﻋﻠﻰ ﻣﻌرﻓﺗﮭﺎ اﻟﻣﻔﺗرﺿﺔ اﻟﻣﻔﺗرﺿﺔ‬، ‫اﻟﻣﻧظﻣﺔ‬
‫ واﻟﺗﻲ ﺗﻌﺗﺑر أﻋﻠﻰ ﻛﻔﺎءة ﺿرورﯾﺔ ﻟﻠﻐﺎﯾﺔ ﺗﺣﻘﯾق أﻋﻠﻰ ﻣﺳﺗوﯾﺎت دﯾﻧﺎﻣﯾﻛﯾﺎت‬،VE ‫اﻟﺧوادم”( وإدارة إﻋﺎدة ﺗﻛوﯾن‬VE (”
” .‫ أو ﺧﻔﺔ اﻟﺣرﻛﺔ‬، ‫إﻋﺎدة اﻟﺗﺷﻛﯾل‬
.”‫ﻗﺎﺑل ﻹﻋﺎدة اﻟﺗﺷﻛﯾل دﯾﻧﺎﻣﯾﻛﯾًﺎ‬VE ‫ﻛﻧﻣوذج‬BM_VE ‫”ھذا ھو اﻟدور اﻷﺳﺎﺳﻲ اﻷول ﻟﻠوﺳﯾط ﻓﻲ ﻧﻣوذج‬
•
BM_Virtual Enterprise as an Agile/Virtual
Enterprise Model
•
“Virtuality as a tool is a specific organizational structure pattern that
contributes to further improvement of agility/reconfiguration dynamics
reducing further the organizational structure reconfiguration “set-up” time.”
•
“It is implemented through the Broker (again) that provides the intermediation
services “online” with the operations of the “client” and the “server” and in a
way that the operating agents, the “client” and the “server,” are not aware of
each other, implying that “client” and “server” communicate through the
Broker (see Chapter II).”
‫ إﻋﺎدة‬/ ‫• “إن اﻟﻧظرﯾﺔ ﻛﺄداة ھﻲ ﻧﻣط ھﯾﻛل ﺗﻧظﯾﻣﻲ ﻣﺣدد ﯾﺳﺎھم ﻓﻲ اﻟﻣزﯾد ﻣن اﻟﺗﺣﺳﯾن ﻟدﯾﻧﺎﻣﯾﺎت اﻟرﺷﺎﻗﺔ‬
.” ‫ ﻣﻣﺎ ﯾﻘﻠل ﻣن إﻋﺎدة ﺗﻧظﯾم اﻟﮭﯾﻛل اﻟﺗﻧظﯾﻣﻲ” وﻗت اﻹﻋداد‬، ‫اﻟﺗﺷﻛﯾل‬
‫”ﯾﺗم ﺗﻧﻔﯾذھﺎ ﻣن ﺧﻼل اﻟوﺳﯾط )ﻣرة أﺧرى( اﻟذي ﯾوﻓر ﺧدﻣﺎت اﻟوﺳﺎطﺔ” ﻋﺑر اﻹﻧﺗرﻧت “ﻣﻊ ﻋﻣﻠﯾﺎت” اﻟﻌﻣﯾل‬
‫ ﻣﻣﺎ ﯾﻌﻧﻲ‬، ‫” اﻟﻌﻣﯾل “و” اﻟﺧﺎدم ” ﻟﯾﺳوا ﻋﻠﻰ ﻋﻠم ﺑﺑﻌﺿﮭم اﻟﺑﻌض‬، ‫”و” اﻟﺧﺎدم “وﺑطرﯾﻘﺔ أن وﻛﻼء اﻟﺗﺷﻐﯾل‬
” .(‫أن “اﻟﻌﻣﯾل” و “اﻟﺧﺎدم” ﯾﺗواﺻﻼن ﻋﺑر اﻟوﺳﯾط )اﻧظر اﻟﻔﺻل اﻟﺛﺎﻧﻲ‬
BM_Virtual Enterprise as an Agile/Virtual
Enterprise Model
Canonical Structure
• “The BM_VE structural specification shows clearly the position of the Broker in the
BM_VE overall structure, which is a hierarchical structure, as well as the structural
patterns as VE structure building blocks, conceived for agility (i.e., for reconfiguration
dynamics) and virtuality, and used during the EV structure synthesis process).”
•
“When the components of the BM_VE are primitive resources (i.e., from unitary
resources specialized, corresponded to individual one person or one machine
enterprises), then the BM_VE is an OPIM system, or OPIM VE (see Chapter II).”
‫اﻟﮭﯾﻛل اﻟﻛﻧﺳﻲ‬
‫ وﻛذﻟك‬، ‫ وھو ھﯾﻛل ھرﻣﻲ‬،BM_VE ‫ﺑوﺿوح وﺿﻌﯾﺔ اﻟوﺳﯾط ﻓﻲ اﻟﮭﯾﻛل اﻟﺷﺎﻣل‬BM_VE ‫”ﺗوﺿﺢ ﻣواﺻﻔﺎت ھﯾﻛﻠﯾﺔ‬
‫ ﻟدﯾﻧﺎﻣﯾﻛﯾﺎت إﻋﺎدة‬، ‫ اﻟﺗﻲ ﺗم ﺗﺻﻣﯾﻣﮭﺎ ﻣن أﺟل ﺧﻔﺔ اﻟﺣرﻛﺔ )ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬،VE ‫اﻷﻧﻣﺎط اﻟﮭﯾﻛﻠﯾﺔ ﻣﺛل ﻛﺗل ﺑﻧﺎء ﺑﻧﯾﺔ‬
EV). ” ‫ ﺗﺳﺗﺧدم ﺧﻼل ﻋﻣﻠﯾﺔ ﺗرﻛﯾب ھﯾﻛل‬، ‫اﻟﺗﺷﻛﯾل( واﻟواﻗﻌﯾﺔ‬
‫ ﺗﺗواﻓق ﻣﻊ ﺷﺧص واﺣد أو‬، ‫ ﻣن ﻣوارد وﺣدوﯾﺔ ﻣﺗﺧﺻﺻﺔ‬، ‫ھﻲ ﻣوارد ﺑداﺋﯾﺔ )أي‬BM_VE ‫”ﻋﻧدﻣﺎ ﺗﻛون ﻣﻛوﻧﺎت‬
“.(‫اﻧظر اﻟﻔﺻل اﻟﺛﺎﻧﻲ‬OPIM VE ( ‫ أو‬،OPIM ‫ھو ﻧظﺎم‬BM_VE ‫ ﻓﺈن‬، (‫ﻣؤﺳﺳﺔ واﺣدة‬
•
BM_Virtual Enterprise as an Agile/Virtual
Enterprise Model
Non-Canonical Structure
• Some structures can be BM_VE non-canonical structures. An example of a
potential BM_VE non-canonical system instance is represented in Figure 5.
For example, the control blocks c1 and c4, c3 and c8, etc., are directly
connected, that is, there is no broker between them as the BM_VE canonical
structure requires (Sousa, 2003; Putnik et al., 2005).
‫• ھﯾﻛل ﻏﯾر اﻟﻛﻧﺳﻲ‬
‫ ﻣﺛﺎل ﻋﻠﻰ ﻣﺛﯾل ﻧظﺎم ﻏﯾر ﻗﺎﻧوﻧﻲ ﻣﺣﺗﻣل‬.‫ﺑﻧﯾﺔ ﻏﯾر ﻗﺎﻧوﻧﯾﺔ‬BM_VE ‫ﯾﻣﻛن أن ﺗﻛون ﺑﻌض اﻟﮭﯾﺎﻛل‬
‫ وﻣﺎ‬،c8 ‫و‬c3 ،c4 ‫و‬c1 ‫ ﺗرﺗﺑط ﻣﺑﺎﺷرة ﻛﺗل اﻟﺗﺣﻛم‬، ‫ ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬.5 ‫ﻣﻣﺛﻠﺔ ﻓﻲ اﻟﺷﻛل‬BM_VE
Putnik ‫؛‬2003 ،Sousa) ‫ﯾﺗطﻠب اﻟﮭﯾﻛل اﻟﻛﻧﺳﻲ‬BM_VE ‫ ﻻ ﯾوﺟد وﺳﯾط ﺑﯾﻧﮭﻣﺎ ﻣﺛل‬، ‫ أي‬، ‫إﻟﻰ ذﻟك‬
2005). ،et al.
BM_Virtual Enterprise as an Agile/Virtual
Enterprise Model
Structural Dynamics or Reconfigurability
•
An example of a possible BM_VE system dynamics, that considers three operations, performed by
different BM_VE configurations each one determined by the brokerage function as the most
adequate for that moment.
•
To formalize the structural dynamics or reconfiguration process in (Sousa, 2003), for its
representation on the highest hierarchical level, it is developed by a trivial regular grammar denoted
by G1.
‫دﯾﻧﺎﻣﯾﻛﯾﺎت ھﯾﻛﻠﯾﺔ أو إﻋﺎدة ﺗﺷﻛﯾل‬
•
‫ ﻛل ﻣﻧﮭﺎ ﺗﺣدده‬، ‫ﻣﺧﺗﻠﻔﺔ‬BM_VE ‫ ﯾﺗم ﺗﻧﻔﯾذھﺎ ﺑواﺳطﺔ ﺗﻛوﯾﻧﺎت‬، ‫ واﻟﺗﻲ ﺗﻌﺗﺑر ﺛﻼث ﻋﻣﻠﯾﺎت‬، ‫ﻣﺣﺗﻣﻠﺔ‬BM_VE ‫ﻣﺛﺎل ﻋﻠﻰ دﯾﻧﺎﻣﯾﻛﯾﺎت ﻧظﺎم‬
.‫وظﯾﻔﺔ اﻟوﺳﺎطﺔ ﺑﺎﻋﺗﺑﺎرھﺎ اﻷﻛﺛر ﻣﻼءﻣﺔ ﻟﺗﻠك اﻟﻠﺣظﺔ‬
‫ ﯾﺗم‬، ‫ ﻟﺗﻣﺛﯾﻠﮭﺎ ﻋﻠﻰ أﻋﻠﻰ ﻣﺳﺗوى ﺗراﺗﺑﻲ‬،2003) ،Sousa) ‫ﻹﺿﻔﺎء اﻟطﺎﺑﻊ اﻟرﺳﻣﻲ ﻋﻠﻰ اﻟدﯾﻧﺎﻣﯾﺎت اﻟﮭﯾﻛﻠﯾﺔ أو ﻋﻣﻠﯾﺔ إﻋﺎدة اﻟﺗﺷﻛﯾل ﻓﻲ‬
G1. ‫ﺗطوﯾره ﻣن ﺧﻼل ﻗواﻋد ﻣﻧﺗظﻣﺔ ﺗﺎﻓﮭﺔ ﺗدل ﻋﻠﯾﮭﺎ‬
BM_Virtual Enterprise as an Agile/Virtual
Enterprise Model
The Market of Resources
• Although BM_VE model provides potential for the highest levels of structural
dynamics or reconfiguration, the structural and operational solutions by
themselves are not capable to overcome two main dynamic or
reconfiguration disablers.
• These are:
Ø The transaction, or reconfigurability, cost
Ø The VE partners’ knowledge and rights protection
‫ ﺳوق اﻟﻣوارد‬Ø
‫ﯾوﻓر إﻣﻛﺎﻧﺎت ﻷﻋﻠﻰ ﻣﺳﺗوﯾﺎت اﻟدﯾﻧﺎﻣﯾﻛﯾﺎت اﻟﮭﯾﻛﻠﯾﺔ أو إﻋﺎدة‬BM_VE ‫ﻋﻠﻰ اﻟرﻏم ﻣن أن ﻧﻣوذج‬
‫ إﻻ أن اﻟﺣﻠول اﻟﮭﯾﻛﻠﯾﺔ واﻟﺗﺷﻐﯾﻠﯾﺔ ﻓﻲ ﺣد ذاﺗﮭﺎ ﻟﯾﺳت ﻗﺎدرة ﻋﻠﻰ اﻟﺗﻐﻠب ﻋﻠﻰ اﺛﻧﯾن ﻣن ﻋواﻣل‬، ‫اﻟﺗﺷﻛﯾل‬
.‫اﻟﺗﺧﻔﯾف اﻟدﯾﻧﺎﻣﯾﻛﯾﺔ اﻟرﺋﯾﺳﯾﺔ أو إﻋﺎدة اﻟﺗﺷﻛﯾل‬
:‫ھؤﻻء ھم‬
‫ اﻟﺗﻛﻠﻔﺔ‬، ‫ أو إﻋﺎدة اﻟﺗﻛوﯾن‬، ‫اﻟﻣﻌﺎﻣﻠﺔ‬
‫وﺣﻘوﻗﮭﺎ‬VE ‫ﺣﻣﺎﯾﺔ ﻣﻌﺎرف‬
BM_Virtual Enterprise as an Agile/Virtual
Enterprise Model
The Market of Resources
• Market of Resources (MR) is the third mechanism, or
tool, that BM_VE, or any VE conceived as a dynamically
reconfigurable enterprise network uses.
• It is an institution, or enterprise, operating as a metaenterprise of the operating VE.
‫• ﺳوق اﻟﻣوارد‬
‫ﺑﻣﺛﺎﺑﺔ‬VE ‫ أو أي‬،BM_VE ‫ اﻟﺗﻲ ﺗﺳﺗﺧدم‬، ‫ أو اﻷداة‬، ‫ھو اﻵﻟﯾﺔ اﻟﺛﺎﻟﺛﺔ‬MR) ) ‫ﺳوق اﻟﻣوارد‬
.‫ﺷﺑﻛﺔ ﻣؤﺳﺳﺔ ﻗﺎﺑﻠﺔ ﻹﻋﺎدة اﻟﺗﺷﻛﯾل دﯾﻧﺎﻣﯾﻛﯾًﺎ‬
VE. ‫ ﺗﻌﻣل ﻛﻣؤﺳﺳﺔ ﻣﯾﺗﺎ ﻟﻠﺗﺷﻐﯾل‬، ‫ أو ﻣؤﺳﺳﺔ‬، ‫ھﻲ ﻣؤﺳﺳﺔ‬
BM_Virtual Enterprise as an Agile/Virtual
Enterprise Model
Consequences of Virtuality in BM_VE
• Consequence 1: In any BM_VE, hierarchy is always present. Actually, the
hierarchy is one of the conditions for virtuality, in terms of BM_VEARM’s
definition.
•
Consequence 2: As mentioned before, the “agent” doesn’t see the above and
the below structure. Actually, for him, the enterprise finishes with the Broker
above and below. From his point of view, the enterprise, that is, the VE, is
bounded by the Brokers.
BM_VE ‫• ﻋواﻗب اﻟﻔﺿﯾﻠﺔ ﻓﻲ‬
‫ اﻟﺗﺳﻠﺳل اﻟﮭرﻣﻲ ھو أﺣد‬، ‫ ﻓﻲ اﻟواﻗﻊ‬.‫ﺣﺎﺿرا داﺋ ًﻣﺎ‬
‫ ﯾﻛون اﻟﺗﺳﻠﺳل اﻟﮭرﻣﻲ‬،BM_VE ‫ ﻓﻲ أي‬:1 ‫اﻟﻧﺗﯾﺟﺔ‬
ً
BM_VEARM. ‫ ﻣن ﺣﯾث ﺗﻌرﯾف‬، ‫ﺷروط اﻟﻔﺿﯾﻠﺔ‬
‫ ﯾﻧﺗﮭﻲ‬، ‫ ﺑﺎﻟﻧﺳﺑﺔ ﻟﮫ‬، ‫ ﻓﻲ اﻟواﻗﻊ‬.‫ ﻻ ﯾرى “اﻟوﻛﯾل” ﻣﺎ ورد أﻋﻼه واﻟﺑﻧﯾﺔ أدﻧﺎه‬، ‫ ﻛﻣﺎ ذﻛرﻧﺎ ﻣن ﻗﺑل‬:2 ‫اﻟﻧﺗﯾﺟﺔ‬
.‫ ﻣن ﻗﺑل اﻟوﺳطﺎء‬،VE ، ‫ أي‬، ‫ ﯾﺣد اﻟﻣﺷروع‬، ‫ ﻣن وﺟﮭﺔ ﻧظره‬.‫اﻟﻣﺷروع ﻣﻊ اﻟوﺳﯾط ﻓوق وﺗﺣت‬
BM_Virtual Enterprise as an Agile/Virtual
Enterprise Model
Consequences of Virtuality in BM_VE
According to the text
•
•
•
Definition (Business, or product-centered): Virtual Enterprise is a hierarchical
structure, composed by elementary (hierarchical) structural patterns “c-r-c”.
Definition (Resource-centered): Virtual Enterprise is a hierarchical structure with three
levels “r-c-r”, or two levels, “c-r” or “r-c”, as special cases.
Definition (Business, or product-centered): Virtual Enterprise is a hierarchical
structure, composed by Resource-centered VE.
BM_VE ‫• ﻋواﻗب اﻟﻔﺿﯾﻠﺔ ﻓﻲ‬
‫ ﯾﺗﺄﻟف ﻣن اﻷﻧﻣﺎط‬، ‫ اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ ھﻲ ھﯾﻛل ھرﻣﻲ‬:(‫ أو اﻟﺗﻲ ﺗﺗﻣﺣور ﺣول اﻟﻣﻧﺗﺞ‬، ‫اﻟﺗﻌرﯾف )اﻷﻋﻣﺎل اﻟﺗﺟﺎرﯾﺔ‬
c-r-c”.” (‫اﻟﮭﯾﻛﻠﯾﺔ اﻷوﻟﯾﺔ )اﻟﮭرﻣﯾﺔ‬
c-” ، ‫ أو ﻣﺳﺗوﯾﯾن‬،r-c-r” ” ‫ اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ ھﻲ ھﯾﻛل ھرﻣﻲ ذو ﺛﻼﺛﺔ ﻣﺳﺗوﯾﺎت‬:(‫اﻟﺗﻌرﯾف )ﻣﺗﻣﺣور ﺣول اﻟﻣوارد‬
.‫ ﻛﺣﺎﻻت ﺧﺎﺻﺔ‬،r-c” ” ‫أو‬r”
VE ‫ ﯾﺗﺄﻟف ﻣن‬، ‫ اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ ھﻲ ھﯾﻛل ھرﻣﻲ‬:(‫ أو اﻟﺗﻲ ﺗرﻛز ﻋﻠﻰ اﻟﻣﻧﺗﺞ‬، ‫اﻟﺗﻌرﯾف )اﻷﻋﻣﺎل اﻟﺗﺟﺎرﯾﺔ‬
.‫اﻟﻣﺗﻣرﻛزة ﺣول اﻟﻣوارد‬
BM_Virtual Enterprise as an Agile/Virtual
Enterprise Model
Consequences of Virtuality in BM_VE
•
Consequence 3
Ø The third consequence is a better understanding of the virtualization process (i.e.,
the transition process of traditional enterprises to VEs).
Ø The virtualization of a traditional enterprise c can be achieved by two ways.
v Enterprise includes two external brokers, keeping its internal organization
(Table 2).
v Enterprise decomposes itself in a number of independent enterprises and
connects them using brokers in order to continue its business.
BM_VE ‫ ﻋواﻗب اﻟﻔﺿﯾﻠﺔ ﻓﻲ‬v
3 ‫اﻟﻧﺗﯾﺟﺔ‬
‫ اﻟﻌﻣﻠﯾﺔ اﻻﻧﺗﻘﺎﻟﯾﺔ ﻟﻠﻣؤﺳﺳﺎت اﻟﺗﻘﻠﯾدﯾﺔ إﻟﻰ‬، ‫اﻟﻧﺗﯾﺟﺔ اﻟﺛﺎﻟﺛﺔ ھﻲ ﻓﮭم أﻓﺿل ﻟﻌﻣﻠﯾﺔ اﻟﺗﻣﺛﯾل اﻻﻓﺗراﺿﻲ )أي‬
VEs).
.‫ﯾﻣﻛن ﺗﺣﻘﯾق اﻟﺗﻣﺛﯾل اﻻﻓﺗراﺿﻲ ﻟﻠﻣﺷروع اﻟﺗﻘﻠﯾدي ﺑطرﯾﻘﺗﯾن‬
.(2 ‫ ﻣﻊ اﻟﺣﻔﺎظ ﻋﻠﻰ ﺗﻧظﯾﻣﮭﺎ اﻟداﺧﻠﻲ )اﻟﺟدول‬، ‫ﺗﺷﻣل اﻟﻣؤﺳﺳﺔ اﺛﻧﯾن ﻣن اﻟوﺳطﺎء اﻟﺧﺎرﺟﯾﯾن‬
.‫ﺗﺗﺣﻠل اﻟﻣﺷﺎرﯾﻊ ﻧﻔﺳﮭﺎ ﻓﻲ ﻋدد ﻣن اﻟﻣؤﺳﺳﺎت اﻟﻣﺳﺗﻘﻠﺔ وﺗرﺑطﮭﺎ ﺑﺎﺳﺗﺧدام اﻟوﺳطﺎء ﻣن أﺟل ﻣواﺻﻠﺔ أﻋﻣﺎﻟﮭﺎ‬
Chapter 4
Requirements for Agile/Virtual Enterprise Integration
‫ اﻻﻓﺗراﺿﯾﺔ‬/ ‫ﻣﺗطﻠﺑﺎت ﺗﻛﺎﻣل اﻟﻣؤﺳﺳﺔ اﻟذﻛﯾﺔ‬
Requirements for Agile/Virtual Enterprise
Integration
According to the text:
•
The BM_Virtual Enterprise Architecture Reference Model Putnik (2000) presents “fast
adaptability” or “fast reconfigurability” as the main characteristic for the competitive
enterprise, considering that the concepts of “Agile Enterprise” and “Virtual Enterprise”
are the new organizational paradigms that incorporate that characteristic.
• As presented earlier, the requirements for competitiveness include: agility, virtuality,
distributivity and integrability, which are the characteristics of the A/VE organizational
model.
‫اﻟﻘدرة ﻋﻠﻰ اﻟﺗﻛﯾف اﻟﺳرﯾﻊ” أو “إﻋﺎدة اﻟﺗﮭﯾﺋﺔ‬Putnik (2000) ” ‫ﻟﮭﯾﻛﻠﯾﺔ اﻟﻣﺷﺎرﯾﻊ اﻟﻣﻌﻣﺎرﯾﺔ‬BM_Virtual ‫• ﯾﻘدم ﻧﻣوذج‬
‫ ﻣﻊ اﻋﺗﺑﺎر ﻣﻔﺎھﯾم “اﻟﻣؤﺳﺳﺔ اﻟرﺷﯾﻘﺔ” و “اﻟﻣؤﺳﺳﺔ اﻻﻓﺗراﺿﯾﺔ” ھﻲ‬، ‫اﻟﺳرﯾﻌﺔ” ﺑﺎﻋﺗﺑﺎرھﺎ اﻟﺳﻣﺔ اﻟرﺋﯾﺳﯾﺔ ﻟﻠﻣؤﺳﺳﺔ اﻟﺗﻧﺎﻓﺳﯾﺔ‬
.‫اﻟﻧﻣﺎذج اﻟﺗﻧظﯾﻣﯾﺔ اﻟﺟدﯾدة اﻟﺗﻲ ﺗدﻣﺞ ھذا ﻣﻣﯾزة‬
، ‫ واﻟﻘدرة ﻋﻠﻰ اﻟﺗﻛﺎﻣل‬، ‫ واﻟﺗوزﯾﻊ‬، ‫ واﻟﻣوﺿوﻋﯾﺔ‬، ‫ اﻟﻣروﻧﺔ‬- :‫ ﺗﺷﻣل ﻣﺗطﻠﺑﺎت اﻟﻘدرة اﻟﺗﻧﺎﻓﺳﯾﺔ ﻣﺎ ﯾﻠﻲ‬، ‫وﻛﻣﺎ ﺳﺑق ﻋرﺿﮫ‬
V / A. ‫اﻟﺗﻲ ھﻲ ﺧﺻﺎﺋص اﻟﻧﻣوذج اﻟﺗﻧظﯾﻣﻲ ﻟل‬
Requirements for Agile/Virtual Enterprise
Integration
According to the text:
•
To respond to the A/VE requirement for reconfigurability dynamics, it
is essential to assure the ability of:
Ø Flexible and almost instantaneous access to the optimal resources to
integrate in the enterprise, negotiation process between them, selection
of the optimal combination and its integration
Ø Design, negotiation, business management and manufacturing
management functions, performed independently from the physical
barrier of space
Ø Minimization of the reconfiguration or integration time.
:‫ ﻣن اﻟﺿروري ﺿﻣﺎن اﻟﻘدرة ﻋﻠﻰ‬، ‫ﻟدﯾﻧﺎﻣﯾﺎت إﻋﺎدة اﻟﺗﺷﻛﯾل‬A / VE ‫ ﻟﻼﺳﺗﺟﺎﺑﺔ ﻟﻣﺗطﻠﺑﺎت‬Ø
، ‫ وﻋﻣﻠﯾﺔ اﻟﺗﻔﺎوض ﺑﯾﻧﮭﻣﺎ‬، ‫اﻟوﺻول اﻟﻣرن واﻟﻔوري ﻟﺣظﯾًﺎ إﻟﻰ اﻟﻣوارد اﻟﻣﺛﻠﻰ ﻟﻠﺗﻛﺎﻣل ﻓﻲ اﻟﻣؤﺳﺳﺔ‬
‫واﺧﺗﯾﺎر اﻟﻣﺟﻣوﻋﺔ اﻟﻣﺛﺎﻟﯾﺔ وﺗﻛﺎﻣﻠﮭﺎ‬
‫ ﺗﺗم ﺑﺷﻛل ﻣﺳﺗﻘل ﻋن اﻟﺣﺎﺟز اﻟﻣﺎدي‬، ‫وظﺎﺋف اﻟﺗﺻﻣﯾم واﻟﺗﻔﺎوض وإدارة اﻷﻋﻣﺎل وإدارة اﻟﺗﺻﻧﯾﻊ‬
‫ﻟﻠﻣﺳﺎﺣﺔ‬
.‫اﻟﺗﻘﻠﯾل ﻣن إﻋﺎدة اﻟﺗﺷﻛﯾل أو وﻗت اﻟﺗﻛﺎﻣل‬
Requirements for Agile/Virtual Enterprise
Integration
According to the text:
•
Reconfiguration in A/VE happen mainly for three reasons:
Ø Reconfiguration during an A/VE life cycle as a consequence of the product
redesign (a new instance of the A/VE is to be considered) in the product life cycle,
to keep the A/VE aligned with the market requirements.
Ø Reconfiguration as a consequence of the nature of the particular product life
cycle phase (evolutionary phases).
Ø Reconfiguration as a consequence of the evaluation of the performance of the
A/VE participants during an A/VE instance, or is a consequence of participants
that voluntarily disentail the partnership, originating another instance, due to their
substitution.
:‫ﺑﺷﻛل رﺋﯾﺳﻲ ﻟﺛﻼﺛﺔ أﺳﺑﺎب‬A / VE ‫ ﺗﺣدث إﻋﺎدة اﻟﺗﻛوﯾن ﻓﻲ‬Ø
‫ﻓﻲ‬A / VE) ‫ﻧﺗﯾﺟﺔ ﻹﻋﺎدة ﺗﺻﻣﯾم اﻟﻣﻧﺗﺞ )ﯾﺟب اﻟﻧظر ﻓﻲ ﻧﺳﺧﺔ ﺟدﯾدة ﻣن‬A / VE ‫إﻋﺎدة اﻟﺗﻛوﯾن ﺧﻼل دورة ﺣﯾﺎة‬
.‫ﻣﻊ ﻣﺗطﻠﺑﺎت اﻟﺳوق‬A / VE ‫ ﻟﻠﺣﻔﺎظ ﻋﻠﻰ ﺗواﻓق‬، ‫دورة ﺣﯾﺎة اﻟﻣﻧﺗﺞ‬
.(‫إﻋﺎدة اﻟﺗﻛوﯾن ﻧﺗﯾﺟﺔ ﻟطﺑﯾﻌﺔ ﻣرﺣﻠﺔ دورة ﺣﯾﺎة ﻣﻧﺗﺞ ﻣﻌﯾن )ﻣراﺣل ﺗطورﯾﺔ‬
‫ أو ﻛﻧﺗﯾﺟﺔ ﻟﻠﻣﺷﺎرﻛﯾن اﻟذﯾن ﯾﻔﺳدون‬،A / VE ‫أﺛﻧﺎء ﻣرﺣﻠﺔ‬A / VE ‫إﻋﺎدة اﻟﺗﻛوﯾن ﻧﺗﯾﺟﺔ ﻟﺗﻘﯾﯾم أداء اﻟﻣﺷﺎرﻛﯾن ﻓﻲ‬
.‫ ﺑﺳﺑب اﺳﺗﺑداﻟﮭم‬، ‫ وﯾﻧﺷﺋون ﺣﺎﻟﺔ أﺧرى‬، ‫ﻋﺎ‬
ً ‫اﻟﺷراﻛﺔ طو‬
Requirements for Agile/Virtual Enterprise
Integration
•
Subcontracting Space and Reconfigurability Dynamics
Ø Selection Complexity and Solution Space Dimension
Ø Dynamics Parameters
v Two parameters of reconfigurability dynamics:
§ The number of requested reconfigurations per unit of time
§ The time to reconfigure.
v Reconfigurability dynamics is directly proportional to the number of
requests and inversely proportional to the time to make operational
the reconfiguration (search, negotiation, selection and integration).
‫ اﻟﺗﻌﺎﻗد ﻣن اﻟﺑﺎطن ﻋﻠﻰ اﻟﻔﺿﺎء ودﯾﻧﺎﻣﯾﻛﯾﺔ إﻋﺎدة اﻟﺗﺷﻛﯾل‬v
‫اﺧﺗﯾﺎر اﻟﺗﻌﻘﯾد واﻟﺑﻌد اﻟﻔﺿﺎء اﻟﺣل‬
‫ﻣﻌﻠﻣﺎت ﺣﯾوﯾﺔ‬
:‫اﺛﻧﯾن ﻣن ﻣﻌﺎﻟم دﯾﻧﺎﻣﯾﺎت إﻋﺎدة اﻟﺗﺷﻛﯾل‬
‫ﻋدد ﻋﻣﻠﯾﺎت إﻋﺎدة اﻟﺗوﺟﯾﮫ اﻟﻣطﻠوﺑﺔ ﻟﻛل وﺣدة زﻣﻧﯾﺔ‬
.‫اﻟوﻗت ﻹﻋﺎدة ﺗﻛوﯾن‬
‫ﺗﺗﻧﺎﺳب دﯾﻧﺎﻣﯾﻛﯾﺎت إﻋﺎدة اﻟﺗﮭﯾﺋﺔ ﺑﺷﻛل ﻣﺑﺎﺷر ﻣﻊ ﻋدد اﻟطﻠﺑﺎت وﺗﺗﻧﺎﺳب ﻋﻛﺳﯾﺎ ً ﻣﻊ اﻟوﻗت ﻟﺟﻌل‬
.(‫اﻟﺗﺷﻐﯾل إﻋﺎدة اﻟﺗﺷﻛﯾل )اﻟﺑﺣث واﻟﺗﻔﺎوض واﻻﺧﺗﯾﺎر واﻟﺗﻛﺎﻣل‬
Requirements for Agile/Virtual Enterprise
Integration
Business Alignment in Agile/Virtual Enterprise Integration
•
Business alignment in Agile/Virtual Enterprise integration is complex and
challenging, as alignment has to incorporate immaterial components in
the relationships within the integration of resources. It is not just an
internal strategy, but a set of integrated and inter-related integration
strategies, that must be verified so that the integrated A/VE is able to
meet the objective giving rise to the A/VE itself, that is, to meet the
market requirements (or customer requirements).
Agile / Virtual Enterprise Integration ‫ﻣﺣﺎذاة اﻷﻋﻣﺎل اﻟﺗﺟﺎرﯾﺔ ﻓﻲ‬
‫ ﺣﯾث ﯾﺟب أن‬، ‫أﻣرا ﻣﻌﻘدًا وﺻﻌﺑًﺎ‬
ً Agile / Virtual Enterprise ‫ﯾﻌﺗﺑر ﺗواﻓق اﻷﻋﻣﺎل ﻓﻲ ﺗﻛﺎﻣل‬
‫ إﻧﮭﺎ ﻟﯾﺳت ﻣﺟرد إﺳﺗراﺗﯾﺟﯾﺔ‬.‫ﯾﺗﺿﻣن اﻟﻣواءﻣﺔ ﻣﻛوﻧﺎت ﻏﯾر ﺟوھرﯾﺔ ﻓﻲ اﻟﻌﻼﻗﺎت ﺿﻣن ﺗﻛﺎﻣل اﻟﻣوارد‬
‫ واﻟﺗﻲ ﯾﺟب اﻟﺗﺣﻘق ﻣﻧﮭﺎ ﺣﺗﻰ‬، ‫ ﺑل ھﻲ ﻣﺟﻣوﻋﺔ ﻣن اﺳﺗراﺗﯾﺟﯾﺎت اﻟﺗﻛﺎﻣل اﻟﻣﺗﻛﺎﻣﻠﺔ واﻟﻣﺗراﺑطﺔ‬، ‫داﺧﻠﯾﺔ‬
‫ أي ﺗﻠﺑﯾﺔ‬، ‫ﻧﻔﺳﮫ‬A / VE ‫اﻟﻣﺗﻛﺎﻣل ﻣن ﺗﺣﻘﯾق اﻟﮭدف اﻟذي ﯾؤدي إﻟﻰ ﺗطوﯾر‬A / VE ‫ﯾﺗﻣﻛن ﺟﮭﺎز‬
.(‫ﻣﺗطﻠﺑﺎت اﻟﺳوق )أو ﻣﺗطﻠﺑﺎت اﻟﻌﻣﻼء‬
•
Requirements for Agile/Virtual Enterprise
Integration
Business Alignment in Agile/Virtual Enterprise Integration
According to the text:
•
Integrating an A/VE corresponds to aligning the entities Client, A/VE,
Resources Providers and Resources with business.
• The Market of Resources is expected to guide the Client in aligning the
A/VE with the market (customer) opportunity.
• The process consists of pushing downstream the market requirements.
Agile / Virtual Enterprise Integration ‫• ﻣﺣﺎذاة اﻷﻋﻣﺎل اﻟﺗﺟﺎرﯾﺔ ﻓﻲ‬
.‫وﻣوﻓري اﻟﻣوارد واﻟﻣوارد ﻣﻊ اﻷﻋﻣﺎل‬A / VE ‫و‬Client ‫ﻣﻊ ﻣﺣﺎذاة اﻟﻛﯾﺎﻧﺎت‬A / VE ‫ﯾﺗطﺎﺑق دﻣﺞ‬
.(‫ﻣﻊ ﻓرﺻﺔ اﻟﺳوق )اﻟﻌﻣﯾل‬A / VE ‫ﻣن اﻟﻣﺗوﻗﻊ أن ﯾﻘوم ﺳوق اﻟﻣوارد ﺑﺗوﺟﯾﮫ اﻟﻌﻣﯾل إﻟﻰ اﻟﺗواﻓق ﻣﻊ‬
.‫ﺗﺗﻛون اﻟﻌﻣﻠﯾﺔ ﻣن دﻓﻊ ﻣﺗطﻠﺑﺎت اﻟﺳوق ﻓﻲ اﺗﺟﺎه اﻟﻣﺻب‬
Requirements for Agile/Virtual Enterprise
Integration
Business Alignment in Agile/Virtual Enterprise Integration
• Basic resources
Ø Are usually contracted for well-defined periods, usually short, and
reconfigurtion time is reduced.
• Complex resources
Ø Opposite situation is verified.
Ø At the level of complex resources, dynamics is low, according to the two
parameters of dynamics: a low reconfiguration requests frequency and a
high reconfiguration time, while dynamics increases along with the product
process level, growing reconfiguration requests frequency and decreasing
reconfiguration time.
Agile / Virtual Enterprise Integration ‫ﻣﺣﺎذاة اﻷﻋﻣﺎل اﻟﺗﺟﺎرﯾﺔ ﻓﻲ‬
‫اﻟﻣوارد اﻷﺳﺎﺳﯾﺔ‬
.‫ وﯾﺗم ﺗﻘﻠﯾل وﻗت إﻋﺎدة اﻟﺗﮭﯾﺋﺔ‬، ‫ وﻋﺎدة ﻣﺎ ﺗﻛون ﻗﺻﯾرة‬، ‫وﻋﺎدة ﻣﺎ ﯾﺗم اﻟﺗﻌﺎﻗد ﻟﻔﺗرات ﻣﺣددة ﺟﯾدا‬
‫اﻟﻣوارد اﻟﻣﻌﻘدة‬
.‫ﯾﺗم اﻟﺗﺣﻘق ﻣن اﻟوﺿﻊ اﻟﻣﻌﺎﻛس‬
‫ ﺗردد طﻠﺑﺎت إﻋﺎدة ﺗﺷﻛﯾل‬:‫ وﻓﻘًﺎ ﻟﻣﻌﻠﻣﺎت اﻟدﯾﻧﺎﻣﯾﻛﯾﺗﯾن‬، ‫ ﺗﻛون اﻟدﯾﻧﺎﻣﯾﻛﯾﺔ ﻣﻧﺧﻔﺿﺔ‬، ‫ﻋﻠﻰ ﻣﺳﺗوى اﻟﻣوارد اﻟﻣﻌﻘدة‬
‫ وﺗزاﯾد طﻠﺑﺎت إﻋﺎدة‬، ‫ ﻓﻲ ﺣﯾن أن اﻟدﯾﻧﺎﻣﯾﻛﯾﺎت ﺗزداد ﻣﻊ ﻣﺳﺗوى ﻋﻣﻠﯾﺔ اﻟﻣﻧﺗﺞ‬، ‫ﻣﻧﺧﻔﺿﺔ ووﻗت إﻋﺎدة ﺗﺷﻛﯾل ﻋﺎﻟﻲ‬
.‫اﻟﺗﺟدﯾد وﺗﻘﻠﯾل وﻗت إﻋﺎدة اﻟﺗﺷﻛﯾل‬
Requirements for Agile/Virtual Enterprise
Integration
Business Alignment in Agile/Virtual Enterprise Integration
• Three main requirements for alignment must include:
Ø Market alignment
Ø Resources alignment
Ø Resources provider alignment
Agile / Virtual Enterprise ‫ ﻣﺣﺎذاة اﻷﻋﻣﺎل اﻟﺗﺟﺎرﯾﺔ ﻓﻲ‬Ø
Integration
:‫ﯾﺟب أن ﺗﺗﺿﻣن ﺛﻼﺛﺔ ﻣﺗطﻠﺑﺎت رﺋﯾﺳﯾﺔ ﻟﻠﻣﺣﺎذاة ﻣﺎ ﯾﻠﻲ‬
‫ﻣﺣﺎذاة اﻟﺳوق‬
‫ﻣﺣﺎذاة اﻟﻣوارد‬
‫ﻣﺣﺎذاة ﻣزود اﻟﻣوارد‬
Requirements for Agile/Virtual Enterprise
Integration
Table 3. Checklist of requirements to be considered in alignment (Cunha &Putnik, 2005a)
(‫ أ‬2005 ، ‫ ﻗﺎﺋﻣﺔ اﻟﻣﺗطﻠﺑﺎت اﻟواﺟب ﻣراﻋﺎﺗﮭﺎ ﻓﻲ اﻟﻣواءﻣﺔ )ﻛوﻧﮭﺎ ﺑوﺗﻧﯾك‬.3 ‫ﺟدول‬
Market Alignment
Resources Alignment
Resources Providers Alignment
•
•
•
•
•
•
•
• Availability
• Ability to meet
Product/Service/Operatio
requirements
• Certification
• Dependability
• Flexibility
• Responsiveness
• Competitiveness and
Proactiveness
• Past information of previous
A/V E integrations
Price, Cost and Profit
Quality
Quick Response: the desired
product, on time, in the
required conditions
• Transparency and legality
• Trust and confidence
• Correct capture of market or
customer requirements
‫• اﻟﺳﻌر واﻟﺗﻛﻠﻔﺔ واﻟرﺑﺢ‬
‫ﺟودة‬
، ‫ اﻟﻣﻧﺗﺞ اﻟﻣرﻏوب‬:‫اﻻﺳﺗﺟﺎﺑﺔ اﻟﺳرﯾﻌﺔ‬
‫ ﻓﻲ اﻟظروف‬، ‫ﻓﻲ اﻟوﻗت اﻟﻣﺣدد‬
‫اﻟﻣطﻠوﺑﺔ‬
‫اﻟﺷﻔﺎﻓﯾﺔ واﻟﺷرﻋﯾﺔ‬
‫اﻟﺛﻘﺔ‬
‫اﻟﺗﺻرف اﻟﺻﺣﯾﺢ ﻟﻣﺗطﻠﺑﺎت اﻟﺳوق أو‬
‫اﻟﻌﻣﻼء‬
•
Cost
Quality
Integrability
Interoperability
between different
providers
Standards
‫ﻛﻠﻔﺔ‬
‫ﺟودة‬
‫ﻟﻠﺗﻛﺎﻣل‬
‫اﻟﺗواﻓﻘﯾﺔ ﺑﯾن ﻣﻘدﻣﻲ‬
‫ﻣﺧﺗﻠف‬
‫اﻟﻣﻌﺎﯾﯾر‬
•
‫ﺗوﻓر‬
‫ اﻟﺧدﻣﺔ‬/ ‫اﻟﻘدرة ﻋﻠﻰ ﺗﻠﺑﯾﺔ ﻣﺗطﻠﺑﺎت اﻟﻣﻧﺗﺞ‬
Operatio /
‫ﺷﮭﺎدة‬
‫اﻟﺟدارة‬
‫اﻟﻣروﻧﺔ‬
‫إﺳﺗﺟﺎﺑﺔ‬
‫اﻟﻘدرة اﻟﺗﻧﺎﻓﺳﯾﺔ واﻻﺳﺗﺑﺎﻗﯾﺔ‬
A / V E ‫ﻣﻌﻠوﻣﺎت ﺳﺎﺑﻘﺔ ﻋن ﻋﻣﻠﯾﺎت دﻣﺞ‬
‫اﻟﺳﺎﺑﻘﺔ‬
•
Requirements for Agile/Virtual Enterprise Integration
Market alignment
‫ﻣﺣﺎذاة اﻟﺳوق‬
Requirements for
Alignment
Analysis Questions
Price, Cost and Profit
– Is the Client aware of the financial flows of the
business?
– Is he confident to meet the budget?
– Does he have management and control mechanisms?
Quality
– Is the Client aware of the level of quality required by
the market or
customer?
– Is he sure to answer in conformity with it?
– What mechanisms will be used for control and
recovery?
Quick Response
Is the Client aware of the timings to produce the
product?
– Is the Client convinced that the timings can be
satisfied?
– Does he make realistic previsions for the phases of
selection,
integration and start operation of an A/V E?
Transparency and
Legality
Is the Client committed to follow the rules and
procedures proposed by
the Market of Resources, assuming a transparent
position face to the
market and to the resources providers to be integrated?
Trust and confidence
Is the Client a serious enterprise? Is he known from
previous
participations?
– Can the resources providers trust him? Does he inspire
confidence?
And concerning the market (customer)?
Correct capture of
market/ customer
requirements
Is the product correctly specified?
Requirements for Agile/Virtual Enterprise
Integration
Requirements for Agile/Virtual Enterprise Integration
Requirements for Agile/Virtual Enterprise
Integration
Functionalities for Agile/Virtual Enterprise Integration
• Main functionalities include:
Ø Virtual enterprise brokerage
Ø Trust in the Agile/Virtual enterprise model
Ø Electronic contractulization
Agile / Virtual Enterprise ‫ وظﺎﺋف ﻟدﻣﺞ‬Ø
:‫اﻟوظﺎﺋف اﻟرﺋﯾﺳﯾﺔ ﺗﺷﻣل‬
‫ﺷرﻛﺔ وﺳﺎطﺔ اﻓﺗراﺿﯾﺔ‬
‫ اﻟظﺎھري اﻟﻣؤﺳﺳﺔ‬/ ‫اﻟﺛﻘﺔ ﻓﻲ ﻧﻣوذج رﺷﯾق‬
‫اﻟﺗﻌﺎﻗد اﻹﻟﻛﺗروﻧﻲ‬
Requirements for Agile/Virtual Enterprise
Integration
Functionalities for Agile/Virtual Enterprise Integration
• A study undertaken in 1998 by Sieber (1998) on organizational
virtualness revealed four roles for trust:
Ø Trust compensates for uncertainty with the partners and with the
customer: the actions of players generate an expectation, which can
either be fulfilled disappointed.
Ø Trust ensures variety and thus encourages innovation. This seems
particularly significant between customers and suppliers. If there is trust
between sales partners and a supplier, the partners will tend to inform
the supplier of opportunities and risks in the marketplace.
Agile / Virtual Enterprise ‫ وظﺎﺋف ﻟدﻣﺞ‬Ø
‫ ﺣول اﻟظﺎھرﯾﺔ اﻟﺗﻧظﯾﻣﯾﺔ ﻋن أرﺑﻌﺔ أدوار‬1998 ‫ﻓﻲ‬Sieber (1998) ‫ﻛﺷﻔت دراﺳﺔ أﺟرﺗﮭﺎ ﺷرﻛﺔ‬
:‫ﻟﻠﺛﻘﺔ‬
‫ واﻟﺗﻲ ﯾﻣﻛن‬، ‫ إﺟراءات اﻟﻼﻋﺑﯾن ﺗوﻟد ﺗوﻗﻌﺎ‬:‫ﻋن ﻋدم اﻟﯾﻘﯾن ﻣﻊ اﻟﺷرﻛﺎء وﻣﻊ اﻟﻌﻣﯾل‬Trust ‫ﯾﻌوض‬
.‫أن ﺗﺗﺣﻘق إﻣﺎ ﺑﺧﯾﺑﺔ أﻣل‬
‫ إذا‬.‫ ﯾﺑدو ھذا ﻣﮭ ًﻣﺎ ﺑﺷﻛل ﺧﺎص ﺑﯾن اﻟﻌﻣﻼء واﻟﻣوردﯾن‬.‫اﻟﺛﻘﺔ ﯾﺿﻣن اﻟﺗﻧوع وﺑﺎﻟﺗﺎﻟﻲ ﺗﺷﺟﻊ اﻻﺑﺗﻛﺎر‬
‫ ﻓﺳوف ﯾﻣﯾل اﻟﺷرﻛﺎء إﻟﻰ إﺑﻼغ اﻟﻣورد ﺑﺎﻟﻔرص‬، ‫ﻛﺎن ھﻧﺎك ﺛﻘﺔ ﺑﯾن ﺷرﻛﺎء اﻟﻣﺑﯾﻌﺎت واﻟﻣورد‬
.‫واﻟﻣﺧﺎطر ﻓﻲ اﻟﺳوق‬
Requirements for Agile/Virtual Enterprise
Integration
Functionalities for Agile/Virtual Enterprise Integration
Ø Trust ensures access to the customer. There are many
situations where a relationship based on trust leads to one
company being given the role of prime contractor.
Ø Trust also compensates for the fact that discrete work
packages cannot be defined. This comes about through the
ability to anticipate decisions in the operative sphere, based on
a shared understanding of how a task is structured.
Agile / Virtual Enterprise ‫ وظﺎﺋف ﻟدﻣﺞ‬Ø
‫ ھﻧﺎك اﻟﻌدﯾد ﻣن اﻟﺣﺎﻻت اﻟﺗﻲ ﺗؤدي ﻓﯾﮭﺎ اﻟﻌﻼﻗﺔ اﻟﻘﺎﺋﻣﺔ‬.‫اﻟﺛﻘﺔ ﯾﺿﻣن اﻟوﺻول إﻟﻰ اﻟﻌﻣﯾل‬
.‫ﻋﻠﻰ اﻟﺛﻘﺔ إﻟﻰ إﻋطﺎء ﺷرﻛﺔ واﺣدة دور اﻟﻣﻘﺎول اﻟرﺋﯾﺳﻲ‬
‫ ﯾﺄﺗﻲ ذﻟك ﻣن‬.‫اﻟﺛﻘﺔ ﯾﻌوض أﯾﺿﺎ ﻋن ﺣﻘﯾﻘﺔ أن ﻻ ﯾﻣﻛن ﺗﻌرﯾف ﺣزم اﻟﻌﻣل اﻟﻣﻧﻔﺻﻠﺔ‬
‫ ﺑﻧﺎ ًء ﻋﻠﻰ ﻓﮭم ﻣﺷﺗرك ﻟﻛﯾﻔﯾﺔ ھﯾﻛﻠﺔ‬، ‫ﺧﻼل اﻟﻘدرة ﻋﻠﻰ ﺗوﻗﻊ اﻟﻘرارات ﻓﻲ اﻟﻣﺟﺎل اﻟﺗﺷﻐﯾﻠﻲ‬
.‫اﻟﻣﮭﻣﺔ‬
Requirements for Agile/Virtual Enterprise
Integration
Functionalities for Agile/Virtual Enterprise Integration
•
Enterprise (dynamic) integration and information integration
includes:
Ø Finding the right resource providers
Ø The broker knowledge base
Ø Electronic negotiation
Ø Historic information on participants performance
Agile / Virtual Enterprise ‫ وظﺎﺋف ﻟدﻣﺞ‬Ø
:‫ﯾﺷﻣل ﺗﻛﺎﻣل اﻟﻣؤﺳﺳﺔ )اﻟدﯾﻧﺎﻣﯾﻛﻲ( وﺗﻛﺎﻣل اﻟﻣﻌﻠوﻣﺎت ﻣﺎ ﯾﻠﻲ‬
‫اﻟﻌﺛور ﻋﻠﻰ ﻣوﻓري اﻟﻣوارد اﻟﻣﻧﺎﺳﺑﯾن‬
‫ﻗﺎﻋدة اﻟﻣﻌرﻓﺔ وﺳﯾط‬
‫اﻟﺗﻔﺎوض اﻹﻟﻛﺗروﻧﻲ‬
‫ﻣﻌﻠوﻣﺎت ﺗﺎرﯾﺧﯾﺔ ﻋن أداء اﻟﻣﺷﺎرﻛﯾن‬
Requirements for Agile/Virtual Enterprise
Integration
The Agile/Virtual Enterprise Extended Life Cycle
The life cycle of a Virtual Enterprise can be interpreted as the period
between its creation/integration until its dissolution.
‫ ﺗﻛﺎﻣﻠﮭﺎ ﺣﺗﻰ ﯾﺗم‬/ ‫ﯾﻣﻛن ﺗﻔﺳﯾر دورة ﺣﯾﺎة ﻣؤﺳﺳﺔ اﻓﺗراﺿﯾﺔ ﻋﻠﻰ أﻧﮭﺎ اﻟﻔﺗرة اﻟﻔﺎﺻﻠﺔ ﺑﯾن إﻧﺷﺎﺋﮭﺎ‬
.‫ﺣﻠﮭﺎ‬
Requirements for Agile/Virtual Enterprise
Integration
The Agile/Virtual Enterprise Extended Life Cycle
•
The existing VE life cycle cannot be limited to the phases of creation, operation and
dissolution, where reconfiguration is only a possibility to happen during operation.
.‫ ﺣﯾث ﻻ ﯾﻣﻛن إﻋﺎدة اﻟﺗﻛوﯾن إﻻ أﺛﻧﺎء ﺣدوث اﻟﻌﻣﻠﯾﺔ‬، ‫اﻟﺣﺎﻟﯾﺔ ﻋﻠﻰ ﻣراﺣل اﻟﺧﻠق واﻟﺗﺷﻐﯾل واﻟﺣل‬VE ‫ﻻ ﯾﻣﻛن أن ﺗﻘﺗﺻر دورة ﺣﯾﺎة‬
•
Chapter 5
The Proposal of a Market of Resources
‫اﻗﺗراح ﺳوق اﻟﻣوارد‬
The Proposal of a Market of Resources
A virtual enterprise is a temporary and dynamic association of independent
resources, primitive or complex, that brings to the virtual enterprise its best
practices and core competencies to achieve the highest competitiveness of the
whole.
• Offer and demand are usually matched under several different
circumstances, from unregulated search to oriented search, from simple
intermediation mechanisms to the market mechanism, all of them with the
possibility of being either manually performed or automated.
، ‫ اﻟﺑداﺋﯾﺔ أو اﻟﻣﻌﻘدة‬، ‫ﻣؤﺳﺳﺔ اﻓﺗراﺿﯾﺔ ھﻲ اﺗﺣﺎد ﻣؤﻗت ودﯾﻧﺎﻣﯾﻛﻲ ﻟﻠﻣوارد اﻟﻣﺳﺗﻘﻠﺔ‬
‫اﻟﺗﻲ ﺗﺟﻠب ﻟﻠﻣؤﺳﺳﺎت اﻻﻓﺗراﺿﯾﺔ أﻓﺿل ﻣﻣﺎرﺳﺎﺗﮭﺎ وﻛﻔﺎءاﺗﮭﺎ اﻷﺳﺎﺳﯾﺔ ﻟﺗﺣﻘﯾق‬
.‫أﻋﻠﻰ ﻗدرة ﺗﻧﺎﻓﺳﯾﺔ ﻋﻠﻰ ﻣﺳﺗوى اﻟﻌﺎﻟم‬
‫ ﻣن اﻟﺑﺣث ﻏﯾر‬، ‫وﻋﺎدة ﻣﺎ ﯾﺗم ﻣطﺎﺑﻘﺔ اﻟﻌرض واﻟطﻠب ﻓﻲ ظل اﻟﻌدﯾد ﻣن اﻟظروف اﻟﻣﺧﺗﻠﻔﺔ‬
‫ ﻛل ذﻟك ﻣﻊ‬، ‫ ﻣن آﻟﯾﺎت اﻟوﺳﺎطﺔ اﻟﺑﺳﯾطﺔ إﻟﻰ آﻟﯾﺔ اﻟﺳوق‬، ‫اﻟﻣﻧظم إﻟﻰ اﻟﺑﺣث اﻟﻣوﺟﮫ‬
.‫إﻣﻛﺎﻧﯾﺔ إﺟراء إﻣﺎ ﯾدوﯾًﺎ أو آﻟﯾًﺎ‬
The Proposal of a Market of Resources
According to the text:
• A marketplace of resource providers will provide the
matching between firms looking for potential partners for
integration and firms offering their resources, facilitating
A/VE integration, and offering to participants a larger
number of business opportunities.
‫• ﺳﯾوﻓر ﺳوق ﻣزودي اﻟﻣوارد اﻟﻣطﺎﺑﻘﺔ ﺑﯾن اﻟﺷرﻛﺎت اﻟﺗﻲ ﺗﺑﺣث ﻋن ﺷرﻛﺎء‬
‫ وﺗﻘدم‬،A / VE ‫ وﺗﺳﮭل ﺗﻛﺎﻣﻠﯾﺔ‬، ‫ﻣﺣﺗﻣﻠﯾن ﻟﻠﺗﻛﺎﻣل واﻟﺷرﻛﺎت اﻟﺗﻲ ﺗﻘدم ﻣواردھﺎ‬
.‫ﻟﻠﻣﺷﺎرﻛﯾن ﻋددًا أﻛﺑر ﻣن اﻟﻔرص اﻟﺗﺟﺎرﯾﺔ‬
The Proposal of a Market of Resources
•
Three relevant requisites are identified in relation with the process of
A/VE design and integration:
Ø Flexible and almost instantaneous access to the independent candidate
resources providers to integrate a virtual enterprise, negotiation process
between them, selection of the optimal combination and its integration
Ø Design, negotiation, business management and manufacturing
management functions independently from the physical barrier of space
Ø Minimization of the reconfiguration and integration time.
A / VE: ‫ ﯾﺗم ﺗﺣدﯾد ﺛﻼﺛﺔ ﻣﺗطﻠﺑﺎت ذات ﺻﻠﺔ ﻓﯾﻣﺎ ﯾﺗﻌﻠق ﺑﻌﻣﻠﯾﺔ ﺗﺻﻣﯾم ودﻣﺞ‬Ø
‫ وﻋﻣﻠﯾﺔ‬، ‫اﻟوﺻول اﻟﻣرن واﻟﻔوري ﻟﺣظﯾًﺎ إﻟﻰ ﻣزودي ﻣوارد اﻟﻣرﺷﺢ اﻟﻣﺳﺗﻘﻠﯾن ﻟدﻣﺞ ﻣؤﺳﺳﺔ اﻓﺗراﺿﯾﺔ‬
‫ واﺧﺗﯾﺎر اﻟﻣﺟﻣوﻋﺔ اﻟﻣﺛﺎﻟﯾﺔ وﺗﻛﺎﻣﻠﮭﺎ‬، ‫ﺗﻔﺎوض ﻓﯾﻣﺎ ﺑﯾﻧﮭﺎ‬
‫ﯾﻌﻣل اﻟﺗﺻﻣﯾم واﻟﺗﻔﺎوض وإدارة اﻷﻋﻣﺎل وإدارة اﻟﺗﺻﻧﯾﻊ ﺑﺷﻛل ﻣﺳﺗﻘل ﻋن اﻟﺣﺎﺟز اﻟﻣﺎدي ﻟﻠﻣﺳﺎﺣﺔ‬
.‫اﻟﺗﻘﻠﯾل ﻣن إﻋﺎدة اﻟﺗﺷﻛﯾل ووﻗت اﻟﺗﻛﺎﻣل‬
The Proposal of a Market of Resources
•
The first characteristic implies the existence of a market of independent
candidate resources for integrating a virtual enterprise. This market role is:
Ø To provide the environment and technology and the corresponding procedure
protocols (i.e., an open system architecture) for the efficient access to resources,
efficient negotiation between them and its efficient integration
Ø To provide a domain for selection of participant resources providers in a virtual
enterprise, large enough to assure the best, or near the best options1 (i.e., to
provide the global domain to competitive access to any potential resources
provider).
‫ ھذا اﻟدور ﻓﻲ اﻟﺳوق‬.‫ ﺗﺷﯾر اﻟﺧﺎﺻﯾﺔ اﻷوﻟﻰ إﻟﻰ وﺟود ﺳوق ﻣن اﻟﻣوارد اﻟﻣرﺷﺣﺔ اﻟﻣﺳﺗﻘﻠﺔ ﻟدﻣﺞ ﻣؤﺳﺳﺔ اﻓﺗراﺿﯾﺔ‬Ø
:‫ھو‬
‫ﺗوﻓﯾر اﻟﺑﯾﺋﺔ واﻟﺗﻛﻧوﻟوﺟﯾﺎ وﺑروﺗوﻛوﻻت اﻹﺟراءات اﻟﻣﻧﺎظرة )أي ﺑﻧﯾﺔ ﻧظﺎم ﻣﻔﺗوح( ﻟﻛﻔﺎءة اﻟوﺻول إﻟﻰ اﻟﻣوارد‬
‫واﻟﺗﻔﺎوض اﻟﻔﻌﺎل ﺑﯾﻧﮭﺎ وﺑﯾن ﺗﻛﺎﻣﻠﮭﺎ اﻟﻔﻌﺎل‬
‫ أو ﺑﺎﻟﻘرب‬، ‫ ﻛﺑﯾر ﺑﻣﺎ ﯾﻛﻔﻲ ﻟﺿﻣﺎن أﻓﺿل‬، ‫ﻟﺗوﻓﯾر ﻧطﺎق ﻻﺧﺗﯾﺎر ﻣوﻓري ﻣوارد اﻟﻣﺷﺎرﻛﯾن ﻓﻲ ﻣﺷروع اﻓﺗراﺿﻲ‬
.(‫ )أي ﺗوﻓﯾر اﻟﻧطﺎق اﻟﻌﺎﻟﻣﻲ ﻟﻠوﺻول اﻟﺗﻧﺎﻓﺳﻲ إﻟﻰ أي ﻣورد ﻣﺣﺗﻣل ﻟﻠﻣوارد‬1 ‫ﻣن أﻓﺿل اﻟﺧﯾﺎرات‬
The Proposal of a Market of Resources
According to the text:
• The electronic and virtual market provides:
Ø Access procedures
Ø Remote negotiation and utilization of services
Ø Interaction with existing networks and markets of
suppliers and users of information, services and
products
:‫ ﯾوﻓر اﻟﺳوق اﻹﻟﻛﺗروﻧﻲ واﻟظﺎھري‬Ø
‫إﺟراءات اﻟوﺻول‬
‫اﻟﺗﻔﺎوض ﻋن ﺑﻌد واﻻﺳﺗﻔﺎدة ﻣن اﻟﺧدﻣﺎت‬
‫اﻟﺗﻔﺎﻋل ﻣﻊ اﻟﺷﺑﻛﺎت واﻷﺳواق اﻟﻘﺎﺋﻣﺔ ﻟﻣوردي وﻣﺳﺗﺧدﻣﻲ اﻟﻣﻌﻠوﻣﺎت واﻟﺧدﻣﺎت واﻟﻣﻧﺗﺟﺎت‬
The Proposal of a Market of Resources
Technical Requirements for the Market of Resources
The technical requirements to support the Market of Resources can be
grouped under three categories:
Ø An information infrastructure
Ø Appropriate support mechanisms and tools for the supra
infrastructure
Ø Coverage of the A/VE extended life cycle
‫ اﻟﻣﺗطﻠﺑﺎت اﻟﻔﻧﯾﺔ ﻟﺳوق اﻟﻣوارد‬Ø
:‫ﯾﻣﻛن ﺗﺟﻣﯾﻊ اﻟﻣﺗطﻠﺑﺎت اﻟﻔﻧﯾﺔ ﻟدﻋم ﺳوق اﻟﻣوارد ﺗﺣت ﺛﻼث ﻓﺋﺎت‬
‫ﺑﻧﯾﺔ ﺗﺣﺗﯾﺔ ﻟﻠﻣﻌﻠوﻣﺎت‬
‫آﻟﯾﺎت وأدوات دﻋم ﻣﻧﺎﺳﺑﺔ ﻟﻠﺑﻧﯾﺔ اﻟﺗﺣﺗﯾﺔ اﻟﻌﻠﯾﺎ‬
‫اﻟﻣﻣﺗدة‬A / VE ‫ﺗﻐطﯾﺔ دورة ﺣﯾﺎة‬
The Proposal of a Market of Resources
The Proposal of a Market of Resources
Technical Requirements for the Market of Resources
•
•
World Wide Web search engines, electronic auctions and agent-based brokerage
are examples of techniques able to contribute to activities of the VE models in
broad sense.
Environments as the electronic marketplaces can contribute to VE models with
less reconfiguration dynamics (Extended Enterprise, Agile
Enterprise/Manufacturing and Supply Chain Management), while the VE model
corresponding to highly dynamic reconfiguration require an environment as the
Market of Resources.
‫• اﻟﻣﺗطﻠﺑﺎت اﻟﻔﻧﯾﺔ ﻟﺳوق اﻟﻣوارد‬
‫ واﻟﻣزادات اﻹﻟﻛﺗروﻧﯾﺔ واﻟوﺳﯾط اﻟﻘﺎﺋم ﻋﻠﻰ اﻟوﻛﯾل أﻣﺛﻠﺔ ﻋﻠﻰ‬، ‫ﺗﻌﺗﺑر ﻣﺣرﻛﺎت اﻟﺑﺣث ﻋﻠﻰ ﺷﺑﻛﺔ اﻹﻧﺗرﻧت اﻟﻌﺎﻟﻣﯾﺔ‬
.‫ﺑﻣﻌﻧﻰ واﺳﻊ‬VE ‫اﻟﺗﻘﻧﯾﺎت اﻟﻘﺎدرة ﻋﻠﻰ اﻟﻣﺳﺎھﻣﺔ ﻓﻲ أﻧﺷطﺔ ﻧﻣﺎذج‬
Extended ) ‫ﻣﻊ دﯾﻧﺎﻣﯾﻛﯾﺎت إﻋﺎدة ﺗﺷﻛﯾل أﻗل‬VE ‫ﯾﻣﻛن أن ﺗﺳﺎھم اﻟﺑﯾﺋﺎت ﻣﺛل اﻷﺳواق اﻹﻟﻛﺗروﻧﯾﺔ ﻓﻲ ﻧﻣﺎذج‬
‫ ﻓﻲ ﺣﯾن ﯾﺗطﻠب ﻧﻣوذج‬، (‫وإدارة ﺳﻠﺳﻠﺔ اﻟﺗورﯾد‬Agile Enterprise / Manufacturing ،Enterprise
.‫اﻟﻣﻘﺎﺑل ﻹﻋﺎدة اﻟﺗﺷﻛﯾل اﻟدﯾﻧﺎﻣﯾﻛﯾﺔ اﻟﻌﺎﻟﯾﺔ ﺑﯾﺋﺔ ﻣﺛل ﺳوق اﻟﻣوارد‬VE
Chapter 6
Information and Communication Technologies:
Current Developments
‫ اﻟﺗطورات‬:‫ﺗﻛﻧوﻟوﺟﯾﺎت اﻟﻣﻌﻠوﻣﺎت واﻻﺗﺻﺎﻻت‬
‫اﻟﺣﺎﻟﯾﺔ‬
Information and Communication
Technologies: Current Trends
According to the text:
•
The information and communication technologies (ICT) of today consist on
advanced communication systems that, combined with advanced information
technologies, allow the overcoming of time and space conditionings, by
means of:
➢ Communication networks (telephonically, satellite, cable, etc.) that transport
information
➢ Basic services (electronic mail, interactive video) that allow the utilization of
networks
➢ Applications (electronic commerce, electronic marketplaces, teleoperation,
electronic business) offering specialized solutions for groups of users.
‫ إﻟﻰ ﺟﺎﻧب‬، ‫➢ ﺗﺗﻛون ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت واﻻﺗﺻﺎﻻت اﻟﯾوم ﻣن أﻧظﻣﺔ اﻻﺗﺻﺎﻻت اﻟﻣﺗﻘدﻣﺔ اﻟﺗﻲ ﺗﺳﻣﺢ‬
:‫ وذﻟك ﻣن ﺧﻼل‬، ‫ ﺑﺎﻟﺗﻐﻠب ﻋﻠﻰ اﻟوﻗت واﻟﻣﻛﺎن‬، ‫ﺗﻛﻧوﻟوﺟﯾﺎت اﻟﻣﻌﻠوﻣﺎت اﻟﻣﺗﻘدﻣﺔ‬
‫ إﻟﺦ( اﻟﺗﻲ ﺗﻧﻘل اﻟﻣﻌﻠوﻣﺎت‬، ‫ اﻟﻛﺎﺑل‬، ‫ اﻷﻗﻣﺎر اﻟﺻﻧﺎﻋﯾﺔ‬، ‫ﺷﺑﻛﺎت اﻻﺗﺻﺎﻻت )اﻟﮭﺎﺗﻔﯾﺔ‬
‫اﻟﺧدﻣﺎت اﻷﺳﺎﺳﯾﺔ )اﻟﺑرﯾد اﻹﻟﻛﺗروﻧﻲ واﻟﻔﯾدﯾو اﻟﺗﻔﺎﻋﻠﻲ( اﻟﺗﻲ ﺗﺳﻣﺢ ﺑﺎﺳﺗﺧدام اﻟﺷﺑﻛﺎت‬
‫اﻟﺗطﺑﯾﻘﺎت )اﻟﺗﺟﺎرة اﻹﻟﻛﺗروﻧﯾﺔ واﻷﺳواق اﻹﻟﻛﺗروﻧﯾﺔ واﻟﺗﺄﺛﯾر اﻹﻟﯾﻛﺗروﻧﻲ واﻷﻋﻣﺎل اﻹﻟﻛﺗروﻧﯾﺔ( اﻟﺗﻲ ﺗﻘدم‬
.‫ﺣﻠوﻻً ﻣﺗﺧﺻﺻﺔ ﻟﻣﺟﻣوﻋﺎت اﻟﻣﺳﺗﺧدﻣﯾن‬
Information and Communication
Technologies: Current Trends
According to the text:
•
Information and communication technologies and systems are the support of
concepts as distributed systems, computer-supported cooperative work,
electronic commerce, electronic marketplaces, teleoperation, virtual
prototyping, concurrent engineering, telemedicine, telework, etc., most of
which, more deeply or less deeply, are connected with the implementation of
some of the emerging ICT-based organizational models, to which the present
book is a contribution.
•
‫ أﻋﻣﺎل ﺗﻌﺎوﻧﯾﺔ ﻣدﻋوﻣﺔ‬، ‫ﺗﻛﻧوﻟوﺟﯾﺎت وأﻧظﻣﺔ اﻟﻣﻌﻠوﻣﺎت واﻻﺗﺻﺎﻻت ھﻲ دﻋم اﻟﻣﻔﺎھﯾم ﻛﻧظم ﻣوزﻋﺔ‬
، ‫ اﻟﻧﻣﺎذج اﻷوﻟﯾﺔ اﻻﻓﺗراﺿﯾﺔ‬، ‫ اﻟﺗواﺟد ﻋن ﺑﻌد‬، ‫ اﻷﺳواق اﻹﻟﻛﺗروﻧﯾﺔ‬، ‫ اﻟﺗﺟﺎرة اﻹﻟﻛﺗروﻧﯾﺔ‬، ‫ﺑﺎﻟﻛﻣﺑﯾوﺗر‬
‫ ﻣرﺗﺑطﺔ ﺑﺗﻧﻔﯾذ‬، ‫ ﻣﻌظﻣﮭﺎ أﻛﺛر ﻋﻣﻘﺎ ً أو أﻗل ﺑﻌﻣق‬، ‫ إﻟﺦ‬، ‫ اﻟﻌﻣل ﻋن ﺑﻌد‬، ‫ اﻟﺗطﺑﯾب ﻋن ﺑﻌد‬، ‫اﻟﮭﻧدﺳﺔ اﻟﻣﺗزاﻣﻧﺔ‬
‫ واﻟﺗﻲ ﯾﻌﺗﺑر اﻟﻛﺗﺎب اﻟﺣﺎﻟﻲ ﺑﻣﺛﺎﺑﺔ‬، ‫ﺑﻌض اﻟﻧﻣﺎذج اﻟﺗﻧظﯾﻣﯾﺔ اﻟﻘﺎﺋﻣﺔ ﻋﻠﻰ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت واﻻﺗﺻﺎﻻت‬
.‫ﻣﺳﺎھﻣﺔ ﻓﯾﮭﺎ‬
Information and Communication
Technologies: Current Trends
According to the text:
•
The convergence between ICT, electronic industries and the legal framework, together
with the liberalization of the communication sector, created new opportunities to the
establishment of new applications, new services and new products, based on
information, and thus allowing:
➢ To eliminate or to reduce time and distance dimensions (e.g., electronic
commerce, collaborative work, teleservices, teleoperation and telework
applications)
➢ To modify and make flexible the organizational structures, allowing the
implementation of virtual and distributed enterprises, networked organizations
and world-scale subcontracting
➢ ‫ﺧﻠق اﻟﺗﻘﺎرب ﺑﯾن ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت واﻻﺗﺻﺎﻻت واﻟﺻﻧﺎﻋﺎت اﻹﻟﻛﺗروﻧﯾﺔ واﻹطﺎر‬
‫ﺻﺎ ﺟدﯾدة ﻹﻧﺷﺎء ﺗطﺑﯾﻘﺎت ﺟدﯾدة‬
ً ‫ ﻓر‬، ‫ إﻟﻰ ﺟﺎﻧب ﺗﺣرﯾر ﻗطﺎع اﻻﺗﺻﺎﻻت‬، ‫اﻟﻘﺎﻧوﻧﻲ‬
:‫ وﺑﺎﻟﺗﺎﻟﻲ اﻟﺳﻣﺎح ﺑﻣﺎ ﯾﻠﻲ‬، ‫ اﺳﺗﻧﺎدًا إﻟﻰ اﻟﻣﻌﻠوﻣﺎت‬، ‫وﺧدﻣﺎت ﺟدﯾدة وﻣﻧﺗﺟﺎت ﺟدﯾدة‬
‫ﻣﺛل اﻟﺗﺟﺎرة اﻹﻟﻛﺗروﻧﯾﺔ واﻟﻌﻣل اﻟﺗﻌﺎوﻧﻲ واﻟﺧدﻣﺎت‬
) ‫إزاﻟﺔ أو ﺗﻘﻠﯾل أﺑﻌﺎد اﻟوﻗت واﻟﻣﺳﺎﻓﺔ‬
(‫اﻟﮭﺎﺗﻔﯾﺔ واﻟﺗطﺑﯾﻘﺎت ﻋن ﺑُﻌد واﻟﺗﺷﻐﯾل ﻋن ﺑﻌد‬
‫ واﻟﺳﻣﺎح ﺑﺗﻧﻔﯾذ اﻟﻣﺷﺎرﯾﻊ اﻻﻓﺗراﺿﯾﺔ‬، ‫ﺗﻌدﯾل اﻟﮭﯾﺎﻛل اﻟﺗﻧظﯾﻣﯾﺔ وﺟﻌﻠﮭﺎ ﻣرﻧﺔ‬
‫ واﻟﻣﻧظﻣﺎت اﻟﺷﺑﻛﯾﺔ واﻟﺗﻌﺎﻗد ﻣن اﻟﺑﺎطن ﻋﻠﻰ ﻧطﺎق ﻋﺎﻟﻣﻲ‬، ‫واﻟﻣوزﻋﺔ‬
Information and Communication
Technologies: Current Trends
According to the text:
➢ To actualize the management procedures based on the computer-aided
decision-making, information services and other
➢ To revolutionize work, with the alteration of the nature of work, appearing
of new professions, more flexible and less hierarchic management
➢ To modify the ways of learning, flexible and distance learning
applications and computer-based distributed learning environments.
➢
‫ وﺧدﻣﺎت اﻟﻣﻌﻠوﻣﺎت وﻏﯾرھﺎ‬، ‫ﻟﺗﺣﻘﯾق إﺟراءات اﻹدارة ﻋﻠﻰ أﺳﺎس ﺻﻧﻊ اﻟﻘرار ﺑﻣﺳﺎﻋدة اﻟﻛﻣﺑﯾوﺗر‬
‫ إدارة أﻛﺛر ﻣروﻧﺔ وأﻗل ﺗراﺗﺑﯾﺔ‬، ‫ ظﮭور ﻣﮭن ﺟدﯾدة‬، ‫ ﻣﻊ ﺗﻐﯾﯾر طﺑﯾﻌﺔ اﻟﻌﻣل‬، ‫إﺣداث ﺛورة ﻓﻲ اﻟﻌﻣل‬
.‫ﺗﻌدﯾل طرق اﻟﺗﻌﻠم واﻟﺗﻌﻠم اﻟﻣرن واﻟﺗﻌﻠم ﻋن ﺑﻌد وﺑﯾﺋﺎت اﻟﺗﻌﻠم اﻟﻣوزﻋﺔ ﻋﻠﻰ اﻟﻛﻣﺑﯾوﺗر‬
Information and Communication
Technologies: Current Trends
• Main policy directions used by governments
➢ Business environment
➢ Network infrastructure
➢ Trust infrastructure
➢ Skill upgrading
➢ Intellectual property
‫➢ اﺗﺟﺎھﺎت اﻟﺳﯾﺎﺳﺔ اﻟرﺋﯾﺳﯾﺔ اﻟﻣﺳﺗﺧدﻣﺔ ﻣن ﻗﺑل اﻟﺣﻛوﻣﺎت‬
‫ﺑﯾﺋﺔ اﻟﻌﻣل‬
‫اﻟﺑﻧﯾﺔ اﻷﺳﺎﺳﯾﺔ ﻟﻠﺷﺑﻛﺔ‬
‫اﻟﺑﻧﯾﺔ اﻟﺗﺣﺗﯾﺔ اﻟﺛﻘﺔ‬
‫ﺗرﻗﯾﺔ اﻟﻣﮭﺎرة‬
‫اﻟﻣﻠﻛﯾﺔ اﻟﻔﻛرﯾﺔ‬
Information and Communication
Technologies: Current Trends
• Three domains are impacted by ICT
➢ Impact on organizations
➢ Impact on employment
➢ Impact on the information infrastructure
‫➢ ﺛﻼﺛﺔ ﻣﺟﺎﻻت ﺗﺗﺄﺛر ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت واﻻﺗﺻﺎﻻت‬
‫اﻟﺗﺄﺛﯾر ﻋﻠﻰ اﻟﻣﻧظﻣﺎت‬
‫اﻟﺗﺄﺛﯾر ﻋﻠﻰ اﻟﻌﻣل‬
‫اﻟﺗﺄﺛﯾر ﻋﻠﻰ اﻟﺑﻧﯾﺔ اﻟﺗﺣﺗﯾﺔ ﻟﻠﻣﻌﻠوﻣﺎت‬
Information and Communication
Technologies: Current Trends
Advances in communications are now one of the major driving forces of
change.
• ICT are an important industry sector, but its significance is far greater.
➢ They are an essential infrastructure for competitiveness of other
economic sectors, and the basis for trade, provision of services,
production, transport, education and entertainment, as well as present
the necessary potential to meet the challenges of sustainable economic
growth and new job creation (ACTS, 1998).
.‫➢ ﺗﻌﺗﺑر اﻟﺗطورات ﻓﻲ ﻣﺟﺎل اﻻﺗﺻﺎﻻت اﻵن واﺣدة ﻣن اﻟﻘوى اﻟداﻓﻌﺔ اﻟرﺋﯾﺳﯾﺔ ﻟﻠﺗﻐﯾﯾر‬
.‫ وﻟﻛن أھﻣﯾﺗﮭﺎ أﻛﺑر ﺑﻛﺛﯾر‬، ‫ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت واﻻﺗﺻﺎﻻت ھﻲ ﻗطﺎع ﺻﻧﺎﻋﻲ ﻣﮭم‬
‫ وﺗوﻓﯾر‬، ‫ وأﺳﺎس ﻟﻠﺗﺟﺎرة‬، ‫وھﻲ ﺑﻧﯾﺔ أﺳﺎﺳﯾﺔ أﺳﺎﺳﯾﺔ ﻟﻠﻘدرة اﻟﺗﻧﺎﻓﺳﯾﺔ ﻟﻠﻘطﺎﻋﺎت اﻻﻗﺗﺻﺎدﯾﺔ اﻷﺧرى‬
‫ ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ ﺗﻘدﯾم اﻹﻣﻛﺎﻧﯾﺎت اﻟﻼزﻣﺔ ﻟﻣواﺟﮭﺔ‬، ‫ واﻟﺗرﻓﯾﮫ‬، ‫ واﻟﺗﻌﻠﯾم‬، ‫ واﻟﻧﻘل‬، ‫ واﻹﻧﺗﺎج‬، ‫اﻟﺧدﻣﺎت‬
1998). ،ACTS ) ‫ﺗﺣدﯾﺎت اﻟﻧﻣو اﻻﻗﺗﺻﺎدي اﻟﻣﺳﺗدام وﺧﻠق ﻓرص ﻋﻣل ﺟدﯾدة‬
Information and Communication
Technologies: Current Trends
•
Most relevant technologies that can contribute to support the Agile/Virtual
Enterprise model include:
➢ Internet
❖ Provides support for:
▪ Search engines
▪ Internet-bases catalogues
▪ E-commerce
▪ Electronic business
▪ Internet-based marketplaces
➢ Agent technologies
❖ Provides intelligent-based agent solutions for:
▪ Virtual organizations
▪ E-commerce
Agile / Virtual ‫ﺗﺗﺿﻣن ﻣﻌظم اﻟﺗﻘﻧﯾﺎت ذات اﻟﺻﻠﺔ اﻟﺗﻲ ﯾﻣﻛن أن ﺗﺳﺎھم ﻓﻲ دﻋم ﻧﻣوذج‬
:‫ﻣﺎ ﯾﻠﻲ‬Enterprise
‫اﻹﻧﺗرﻧت‬
:‫ﯾوﻓر اﻟدﻋم ﻟـ‬
‫ﻣﺣرﻛﺎت اﻟﺑﺣث‬
‫ﻛﺗﺎﻟوﺟﺎت ﻗواﻋد اﻹﻧﺗرﻧت‬
Information and Communication
Technologies: Current Trends
➢ Collaboration techniques
❖ Provides support for:
▪ Email
▪ Voice mail
▪ Discussion forums
▪ Brainstorming
▪ Audio conferencing
▪ Video conferencing
▪ Shared whiteboards
▪ Group scheduling
▪ Computer-aided design
‫ﺗﻘﻧﯾﺎت اﻟﺗﻌﺎون‬
:‫ﯾوﻓر اﻟدﻋم ﻟـ‬
‫اﻟﺑرﯾد اﻹﻟﻛﺗروﻧﻲ‬
‫اﻟﺑرﯾد اﻟﺻوﺗﻲ‬
‫ﻣﻧﺗدﯾﺎت اﻟﻣﻧﺎﻗﺷﺔ‬
‫اﻟﻌﺻف اﻟذھﻧﻲ‬
‫اﻟﻣؤﺗﻣرات اﻟﺻوﺗﯾﺔ‬
‫ﻣؤﺗﻣرات اﻟﻔﯾدﯾو‬
▪
Information and Communication
Technologies: Current Trends
• Information and communication technology applications include:
➢ E-commerce and electronic business
➢ Electronic marketplaces
➢ Brokerage and intermediation strategies
➢ Electronic negotiation
➢ Electronic contracts
➢ Tele-operation
:‫ﺗﺷﻣل ﺗطﺑﯾﻘﺎت ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت واﻻﺗﺻﺎﻻت ﻣﺎ ﯾﻠﻲ‬
‫اﻟﺗﺟﺎرة اﻹﻟﻛﺗروﻧﯾﺔ واﻷﻋﻣﺎل اﻹﻟﻛﺗروﻧﯾﺔ‬
‫اﻻﺳواق اﻻﻟﻛﺗروﻧﯾﺔ‬
‫اﺳﺗراﺗﯾﺟﯾﺎت اﻟوﺳﺎطﺔ واﻟوﺳﺎطﺔ‬
‫اﻟﺗﻔﺎوض اﻹﻟﻛﺗروﻧﻲ‬
‫اﻟﻌﻘود اﻹﻟﻛﺗروﻧﯾﺔ‬
‫ﺗﯾﻠﻲ ﻟﻌﻣﻠﯾﺔ‬
Information and Communication
Technologies: Current Trends
Electronic marketplace is defined as:
“a technological, Internet-based platform that allows a
community of buyers to meet a community of sellers,
with the objective of exchanging goods and services,
exchange information, or to collaborate in order to
achieve a common business goal.”
:‫ﯾﺗم ﺗﻌرﯾف اﻟﺳوق اﻹﻟﻛﺗروﻧﯾﺔ ﻋﻠﻰ اﻟﻧﺣو اﻟﺗﺎﻟﻲ‬
‫”ﻣﻧﺻﺔ ﺗﻛﻧوﻟوﺟﯾﺔ ﻗﺎﺋﻣﺔ ﻋﻠﻰ اﻹﻧﺗرﻧت ﺗﺳﻣﺢ ﻟﻣﺟﺗﻣﻊ ﻣن اﻟﻣﺷﺗرﯾن ﺑﻣﻘﺎﺑﻠﺔ‬
‫ أو‬، ‫ أو ﺗﺑﺎدل اﻟﻣﻌﻠوﻣﺎت‬، ‫ ﺑﮭدف ﺗﺑﺎدل اﻟﺳﻠﻊ واﻟﺧدﻣﺎت‬، ‫ﻣﺟﺗﻣﻊ ﻣن اﻟﺑﺎﺋﻌﯾن‬
.”‫اﻟﺗﻌﺎون ﻣن أﺟل ﺗﺣﻘﯾق ھدف ﺗﺟﺎري ﻣﺷﺗرك‬
Information and Communication
Technologies: Current Trends
The role of the electronic marketplace as stated in the book:
•
According to the business models proposed by Dai and Kauffman (2001), there are
three major market functions:
➢ Matching demand and supply
➢ Facilitating transactions (information, goods, services and payment
corresponding to market transactions)
➢ Providing an institutional infrastructure (such as a legal and regulatory framework,
that enables the efficient functioning of the market).
:‫➢ دور اﻟﺳوق اﻹﻟﻛﺗروﻧﻲ ﻛﻣﺎ ھو ﻣذﻛور ﻓﻲ اﻟﻛﺗﺎب‬
:‫ ھﻧﺎك ﺛﻼث وظﺎﺋف رﺋﯾﺳﯾﺔ ﻓﻲ اﻟﺳوق‬، (2001) ‫وﻓﻘﺎ ﻟﻧﻣﺎذج اﻷﻋﻣﺎل اﻟﺗﻲ اﻗﺗرﺣﮭﺎ داي وﻛوﻓﻣﺎن‬
‫ﻣطﺎﺑﻘﺔ اﻟطﻠب واﻟﻌرض‬
(‫ﺗﺳﮭﯾل اﻟﻣﻌﺎﻣﻼت )اﻟﻣﻌﻠوﻣﺎت واﻟﺑﺿﺎﺋﻊ واﻟﺧدﻣﺎت واﻟدﻓﻊ اﻟﻣﻘﺎﺑل ﻟﻣﻌﺎﻣﻼت اﻟﺳوق‬
.(‫ اﻟذي ﯾﻣ ّﻛن ﻣن ﻛﻔﺎءة أداء اﻟﺳوق‬، ‫ﺗوﻓﯾر ﺑﻧﯾﺔ ﺗﺣﺗﯾﺔ ﻣؤﺳﺳﯾﺔ )ﻣﺛل اﻹطﺎر اﻟﻘﺎﻧوﻧﻲ واﻟﺗﻧظﯾﻣﻲ‬
Information and Communication
Technologies: Current Trends
• Electronic marketplaces include several variations:
➢ Horizontal
➢ Vertical
➢ Buyer-centric
➢ Seller-centric
➢ Neutral
:‫➢ ﺗﺗﺿﻣن اﻷﺳواق اﻹﻟﻛﺗروﻧﯾﺔ اﻟﻌدﯾد ﻣن اﻻﺧﺗﻼﻓﺎت‬
‫أﻓﻘﻲ‬
‫ﻋﻣودي‬
‫ﺗﺗﻣﺣور اﻟﻣﺷﺗري‬
‫اﻟﺑﺎﺋﻊ ﺗﺗﻣﺣور‬
‫ﻣﺣﺎﯾد‬
Information and Communication
Technologies: Current Trends
•
•
Brokerage strategies include:
➢ Automated search and negotiation processes
➢ Intelligence agents
“Besides the distinction we are making — brokerage and agents technologies —
sometimes Multi-Agent technology is used in the implementation of brokerage
services.”
➢ “This is the reason why we refer “degrees of automation” when referring
brokerage services.”
➢ “The main distinction we make is between the integration of this
technology in the marketplace environment and the degree of
automation associated.”
:‫➢ ﺗﺷﻣل اﺳﺗراﺗﯾﺟﯾﺎت اﻟوﺳﺎطﺔ ﻣﺎ ﯾﻠﻲ‬
‫ﻋﻣﻠﯾﺎت ﺑﺣث وﺗﻔﺎوض آﻟﯾﺔ‬
‫ﻋﻣﻼء اﻟﻣﺧﺎﺑرات‬
‫ ﻓﻲ ﺑﻌض اﻷﺣﯾﺎن ﯾﺗم اﺳﺗﺧدام ﺗﻘﻧﯾﺔ‬- ‫ ﺗﻘﻧﯾﺎت اﻟوﺳﺎطﺔ واﻟوﻛﻼء‬- ‫”إﻟﻰ ﺟﺎﻧب اﻟﺗﻣﯾﯾز اﻟذي ﻧﻘوم ﺑﮫ‬
“.‫ﻓﻲ ﺗﻧﻔﯾذ ﺧدﻣﺎت اﻟوﺳﺎطﺔ‬Multi-Agent
“.‫”ھذا ھو ﺳﺑب اﻹﺷﺎرة إﻟﻰ” درﺟﺎت اﻷﺗﻣﺗﺔ “ﻋﻧد اﻹﺷﺎرة إﻟﻰ ﺧدﻣﺎت اﻟوﺳﺎطﺔ‬
‫”اﻟﺗﻣﯾﯾز اﻟرﺋﯾﺳﻲ اﻟذي ﻧﻘوم ﺑﮫ ھو ﺑﯾن دﻣﺞ ھذه اﻟﺗﻛﻧوﻟوﺟﯾﺎ ﻓﻲ ﺑﯾﺋﺔ اﻟﺳوق ودرﺟﺔ اﻷﺗﻣﺗﺔ اﻟﻣرﺗﺑطﺔ ﺑﮭﺎ‬
Information and Communication
Technologies: Current Trends
According to the text:
• Electronic contracts
➢ Virtual organisations carry one important disadvantage: the conflict between the
secure, but slow preparation mode of traditional cooperation agreements and the
fast, but sometimes risky and trust-based, negotiation and contractualisation
procedures (Lenz, Oberweis, & Schneider, 2001). As Jarvenpaa et al.
demonstrate in their studies on the role of trust in global virtual teams (Jarvenpaa,
Shaw,& Staples, 2004), trust affects deeply people’s attitudes and behaviors.
‫➢ اﻟﻌﻘود اﻹﻟﻛﺗروﻧﯾﺔ‬
‫ وﻟﻛن ﺑطﯾﺋﺔ اﻹﻋداد ﻻﺗﻔﺎﻗﯾﺎت‬، ‫ اﻟﺻراع ﺑﯾن طرﯾﻘﺔ اﻹﻋداد اﻵﻣﻧﺔ‬:‫ﺗﺣﻣل اﻟﻣﻧظﻣﺎت اﻻﻓﺗراﺿﯾﺔ ﻋﯾﺑًﺎ ﻣﮭ ًﻣﺎ واﺣدًا‬
‫ وﺗﺳﺗﻧد ﻓﻲ ﺑﻌض‬، ‫ وإن ﻛﺎﻧت ﺗﻧطوي ﻋﻠﻰ ﻣﺧﺎطر‬، ‫ واﻹﺟراءات اﻟﺳرﯾﻌﺔ ﻟﻠﺗﻔﺎوض واﻟﺗﻌﺎﻗد‬، ‫اﻟﺗﻌﺎون اﻟﺗﻘﻠﯾدﯾﺔ‬
‫ ﻓﻲ دراﺳﺎﺗﮭم‬.‫وآﺧرون‬Jarvenpaa ‫ﻛﻣﺎ‬2001). ،& Schneider ،Oberweis ،Lenz) ‫اﻷﺣﯾﺎن إﻟﻰ اﻟﺛﻘﺔ‬
‫ ﺗؤﺛر اﻟﺛﻘﺔ ﻋﻠﻰ‬،2004) ،& Staples ،Shaw ،Jarvenpaa) ‫ﺣول دور اﻟﺛﻘﺔ ﻓﻲ اﻟﻔرق اﻻﻓﺗراﺿﯾﺔ اﻟﻌﺎﻟﻣﯾﺔ‬
.‫ﻣواﻗف وﺳﻠوﻛﯾﺎت اﻷﺷﺧﺎص‬
Information and Communication
Technologies: Current Trends
According to the text:
• Tele-operation
➢ Advanced information and communication technologies via TCP/IP and remote
sensory systems are the basic structures to the implementation of Advanced
Production Systems (Virtual and Distributed manufacturing systems).
➢ The �…
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