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The purpose of this paper is to compare the factors that influenced the adoption of a Collaborative Planning, Forecasting, and Replenishment (CPFR) model by a retailer that is a lifestyle accessories chain, and a supplier that is a food manufacturer.

The study started with the construction of a questionnaire based on the factors of the theoretical framework of a Technology-Organization-Environment that were discovered through a literature review and distribution of the questionnaire to experts. The fuzzy analytical hierarchy process method was used to determine the weights (importance) of these factors.

The study found that among the top ten factors, two are the same for both the retailer and the supplier – “partner trust and communication,” and “support of top managers” – while the other factors differ. In addition, it was found that the supplier pays more attention to the environmental issues, while the retailer focuses on organizational issues when introducing a CPFR model.

This study offers five practical implications for the successful adoption of a CPFR model: first, top management support and trusting relationship building are important factors for both the retailer and the supplier; second, adoption of CPFR is a management issue, rather than a technological issue; third, retailers lead more successfully; fourth, a careful selection of collaborative partners is essential; and finally, an innovative model should be constructed.

The results can serve as a reference to help enterprises to better allocate their resources, according to the weights of the important adoption factors when they are formulating their strategies for the adoption of CPFR. Decisions based upon this guideline can increase the success rate of CPFR adoptions and can ensure better allocation of resources.

In this paper, fuzzy hierarchical analysis (FHA) is used to explore the process by which the criteria weights of the Taiwan National Quality Award (TNQA) are assigned by TNQA committee members. Each member is allowed to employ fuzzy scales in place of exact scales. Each pairwise comparison of criteria is made through a questionnaire from each TNQA committee member. The membership function of trapezoidal fuzzy numbers is introduced to specify TNQA committee members’ intentions. After FHA, the reasonable range of each criterion weight of TNQA is determined. The current criteria weights of TNQA are properly verified.

This paper investigates customer knowledge management activities of Taiwan’s plastic industries. The results demonstrate that the bulk of customer knowledge comes from data related to customer purchase orders and complaints. Furthermore, marketing, production, and research and development are the main departments that developed and reuse customer knowledge. The benefits derived from knowledge management for enterprises do not vary with the position of the vendor on the business scope. In addition, the benefits derived by customers from knowledge management are directly related to the benefits gained by the five major business functions, while the benefits derived from the customer knowledge management are also directly related to customer satisfaction. Summarizing the above results, an Acquisition‐Development‐Reuse (ADR) model is proposed and can provide the enterprises with a systematic reference model when the business attempts to construct a customer knowledge management system.

This study proposes an integrated collaborative web site among government agencies to enhance customer satisfaction with the service quality of government agencies.

The present authors invited all involved public‐sector agencies to integrate their service processes into a model of one‐stop shopping and established collaborative mechanism for providing customized service.

The present study has identified five factors that were critical for success in such an undertaking. These factors included: establishing appropriate regulations for the implementation process; designing a viable collaborative‐service system; establishing a closely connected virtual organization; ensuring the participation of senior managers from all agencies; and obtaining the cooperation of the facilitators from various agencies (including appropriate merit and bonus incentives).

The real challenge for establishing the collaborative‐service web site was managerial – in combining the service processes of a dozen or more agencies to make the model work. Managerial issues that need to be addressed were the design of service processes, the overall organizational structure, the establishment of audit and supervision procedures, and the establishment an operational model for the web site.

This web site serves as a successful “one‐stop‐shopping” model that increases customer satisfaction with the service quality of government agencies. This study provides information for other government agencies that might wish to establish similar collaborative models to enhance service in the public sector.

The purpose of this paper is to discover strategic implications and successful factors leading to the development of an attractive model for other firms to follow based on a typical case study.

This paper used a case study methodology to examine the case of a business‐to‐business (B2B) collaborative information system based on the first textile company in Taiwan to implement a RosettaNet‐like for B2B process integration.

The results showed that some key success factors included: support and understanding from the entire team, simple process redesign, standard process development, government support, distinctive operation collaboration model, total support from top management, and an effective and experienced team.

Managerial implications are as follows: employ vertical process integration to quickly exchange data, establish a platform to share information, establish vendor‐managed inventory (VMI) to lower costs, and a cross‐organization centre to effectively operate the platform.

The complete information structure provided in this case, the distinctive collaborative and the proposed implementation models can all serve as a reference for other enterprises whose size, scope and information technology level are similar to the focal firm in this case.

The purposes of this study were to formulate a hierarchical table of factors that influence adoption of an inter-organization system (IOS) by enterprises and to apply multi-criteria decision-making (MCDM) tools to find the weights of these factors and to objectively identify the critical success factors (CSFs) for the adoption of IOSs by small- and medium-sized enterprises (SMEs).

This study first used a literature review to collect the factors that affect an enterprise’s adoption of an IOS and then constructed a three-level hierarchical table of these factors, based on a technology – organization – environment framework. Fuzzy analytic hierarchy processing was used, based on the returned questionnaires, to determine the weights of the factors. The concept of VlseKriterijumska Optimizacija I Kompromisno Resenje (VIKOR) acceptable advantage was used to objectively identify the CSFs of SMEs that have adopted an IOS.

This study identifies six CSFs of SMEs that have adopted an IOS: industry knowledge and experience, the degree of application of information technology within the industry, system safety, the organizational infrastructure, customer relationships and ease of use. In addition, four findings are proposed.

The work has studied, in depth, the factors that influence the adoption of an IOS by SMEs and identified four practice implications that provide a useful guideline for SMEs when they plan to adopt an IOS.

The identification of CSFs is also an MCDM problem. However, very few previous articles have used MCDM tools to identify the CSFs. This study adopted MCDM tools to objectively identify these CSFs and determine their appropriate weights. The results can help the managers of SMEs allocate their resources, according to the weighting of these CSFs, when they are making plans to adopt an IOS.

The purpose of this study is to comprehensively examine the factors that influence the adoption of radio frequency identification (RFID) in the logistics industry in Taiwan, and to objectively identify the key factors (KFs) for successful adoption.

First, the factors were collected from a review of the literature, and then arranged in a three-layer hierarchical table. The fuzzy analytic hierarchical process (FAHP) was then used to determine the weighting of each factor, based on the opinions of various logistics professionals. The acceptable advantage concept of VlseKriterijumska Optimizacija I Kompromisno Resenje (VIKOR) was then used to identify the KFs.

Nine important factors were identified from the total of eighteen factors, with a total accumulative weight of 64.68 percent, and from these, four KFs were determined: meeting the demands of clients, sharing real-time information, creating advantages in overall delivery, and reducing operational errors.

The results show that the logistics industry in Taiwan should focus on the improvement of four KFs when adopting RFID. Eight practical implications of this study are also discussed in the paper.

This study used multi-criteria decision-making (MCDM) tools to obtain the importance (weighting) of each factor and to identify the KFs that influence the adoption of RFID. The research results can serve as a reference for the logistics industry, enabling firms to better allocate their resources when adopting RFID, and thus, to achieve a good outcome at lower cost and with greater efficiency.

To propose and test an augmented collaborative planning, forecasting, and replenishment (A‐CPFR) model in a retailer‐supplier context with a view to improving forecasting accuracy and then reducing the “bullwhip effect” in the supply chain.

After a literature review, the paper presents a real case in which the present authors provided assistance. The description of the case includes: case company background; an “as‐is” model analysis; a “to‐be” (CPFR) model analysis; and a description of the results and potential benefits. The paper then proposes an A‐CPFR model for the case and performs a simulation of the new model for comparison with the existing CPFR model.

The results show that the mean absolute deviation of forecasting and the inventory variance are both better in the proposed model than in the existing CPFR model. The proposed model can thus improve the accuracy of sales forecasting, reduce inventory levels, and reduce the “bullwhip effect”.

In addition to information provided by the retailer, a logistics supplier should also obtain competitors' promotional information from the market as another factor for forecasting – thus enabling timely responses to demand fluctuations.

The proposed model is an original and useful development on the existing CPFR model. It could become a reference model for the retail industry in implementing CPFR in the future.

The purpose of this paper is to propose some competitive strategies as a reference for domestic mobile phone corporations (DMCs) so that dominant mobile phone corporations can develop advantageous business strategies to effectively compete with international corporations within the China market.

The study utilizes case studies and the analysis hierarchical process to analyze the competitiveness of the domestic mobile phone industry (DMI) within the China market from a value chain perspective.

The study finds that the competitive strengths of the domestic mobile phone players lie in manufacturing and customer service, while the weaknesses are in research and development (R&D), distribution (DIST) and marketing and sales (MS) in terms of competing with international brands already within the Chinese market.

The paper samples experts familiar with the mobile phone market in the Shanghai area, and therefore may not be applicable to the entire Chinese market. A wider study is suggested, with samples sourced from the entire market, to fill in the remaining gaps.

The surveyed experts emphasize that R&D, DIST and MS capabilities need to be addressed immediately. In turn, some competitive strategies are proposed for the DMI to employ, taking into account their individual features and strengths.

The study assists the dominant corporations in the DMI to better understand their competitive weaknesses through the comments provided by the surveyed experts. Some competitive strategies are proposed as a reference for DMCs.

The adoption of automation has been suggested as one source to establish the competitiveness of manufacturing industries. The importance of government's role in promoting the automation adoption has been recognized. The Industrial Development Bureau (IDB) of the Ministry of Economic Affairs in Taiwan has been promoting the “Manufacturing Automation Promotion Policy (MAPP)” for more than 10 years. From the perspective of the government agent, whether the MAPP was effective is the most concerned issue. However, there is no research on evaluating the performance of MAPP undertaken by the government. This study aims to fill the gap.

This study employed survey method; and a questionnaire was delivered to prospect respondents through the IDB promotion team.

According to the analytical results, it was found that responding department has a significant impact on understanding automation policy and the need for technical personnel; enterprise size significantly affects needs for technical personnel.

The research findings show, by implication, that the MAPP conducted by the Taiwan's IDB has been effective to a certain degree. Several suggestions for further advancing the effectiveness of the MAPP are made.

This study is the first research to examine the performance effectiveness of MAPP conducted by Taiwan's IDB. After a comprehensive literature, this study suggests that the program effectiveness can be evaluated in terms of awareness of MAPP, understanding of MAPP, benefits of MAPP, perceiving automation policy as incentive, needs for policy assistance, and needs for technical personnel.