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This paper aims to enhance the responsiveness of enterprises with regard to delivery schedules in a supply chain. Based on the observations in industry, it seems that companies often re‐negotiate their due‐dates. These phenomena have begun to appear only recently, as a result of the advancements of information technology and flexibility in the supply chain. However, these due‐date re‐negotiation processes are haphazard and ad hoc in nature, and a formal process is needed to respond to market fluctuations more quickly. In this paper, a re‐negotiable order processing method is developed that can change the already‐assigned due‐dates or allow partial shipments to increase the flexibility of firm response to a rush order from a prior customer (PC).

A due‐date re‐negotiation process is defined and a formal system for handling customer orders is proposed. The new data and business process integration model are proposed for the due‐date re‐negotiation process based on RosettaNet's Partner Interface Processes. Web services and ubiquitous computing technologies are used in the proposed system architecture to allow for responsive sales order management.

The paper shows that assigned due‐dates can also be re‐negotiated by enhancing the connectivity and visibility of the supply chain with co‐operative customers. In the early stage of the product life cycle or high‐regional demand variation environments, it is better to re‐negotiate due‐dates than to meet scheduled due‐dates.

In some instances, meeting the due‐date requested by a customer relates to the success or failure of a particular sales order. The proposed re‐negotiation method could help the sales offices of the MF to respond to PC requests quickly and flexibly. Rush orders from PC might be acceptable based on the slack gained through the re‐negotiation of co‐operative customers' assigned orders.

There has been a considerable volume of studies on the due‐date assignment, order releasing, and scheduling problems. However, these previous studies considered due‐dates as exogenous parameters or fixed endogenous variables. In this paper, the assigned due‐dates for pre‐contracted co‐operative customers are considered as re‐negotiable variables. On the other hand, most studies on ubiquitous computing technologies, especially those relate to radio frequency identification (RFID), have focused mostly on asset management and processing time reduction. This paper suggests other benefits of increased visibility and traceability of RFID technology in enhancing responsiveness and flexibility in the sales order management system.

The paper aims to propose a novel dynamic tracing task model to enhance the traceability range along the supply chain beyond simple distribution channels. It further extends the study by implementing the system architecture with the proposed data model to support the dynamic tracing task.

Typical processes of supply chain in manufacturing industries using bill of material data to extract and define information requirements are followed. The data elements are systematically selected and explained in the proposed model step by step.

This paper found that existing Radio Frequency IDentification (RFID) data management scheme has to be modified so as to provide end‐to‐end traceability.

Validation of the proposed model and system architecture should be done through actual implementation in industrial settings.

The paper gives an insight to many system managers and executors in how full traceability along the supply chain can actually be realized.

Several studies have discussed the traceability issues but failed to construct a system and methodologies to obtain the full traceability range. However, this paper contributes by presenting the specific methodological steps which can provide powerful solutions to build a system for traceability, exploiting RFID technology.

This paper aims to develop a multi‐criteria approach for determining business models in bottom‐of‐the‐pyramid (BOP) markets.

Analytic network process (ANP) was employed to construct a decision‐making model of quantitative and qualitative factors relevant to BOP markets. Alternatives can be evaluated, respectively, and further business implications can be delivered to decision makers through continuous improvement of the model.

ANP is a tool that can address the interdependencies among decision elements and alternatives in the BOP markets. Moreover, it can be employed in structural analysis of the network of relationships among the selection criteria.

Decision makers can make more informed decisions by using the proposed approach, which is targeted toward BOP customers. This approach also overcomes the flaws of previous approaches.

The successful selection of business models for BOP markets can change how multinational companies think about BOP consumers, allowing the poor to be perceived as value‐demanding customers. In addition, if multinational companies create new local business models, the quality of life of the poor could be improved.

The consideration of interdependencies among the criteria relevant to the selection of successful business models in BOP markets is a novel conceptual contribution.