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Internet-based business-to-business electronic procurement (B2B e-procurement) systems are rapidly becoming the primary platform for interorganizational transactions and the delivery of products and services in the travel and tourism industries. Therefore, the purpose of this study is to investigate the critical success factors (CSFs) and implementation strategies for B2B e-procurement systems in travel agency supply chains.

This study developed a multifaceted evaluation framework that draws on the relevant literature and the technology–organization–environment framework. The CSFs underlying B2B e-procurement adoption were identified using hybrid criteria decision-making methods. Purposive sampling was used, and 49 valid questionnaires were obtained from retail travel agencies in Taiwan.

The results reveal that the top four CSFs are system stability, system reliability, sales dynamics and product line availability. By focusing on these CSFs, travel wholesalers can most effectively allocate their limited resources to provide an extensive range of products and services to their clients, improve e-procurement services and enhance interorganizational collaboration in travel agency supply chains.

This study developed a multifaceted evaluation framework and identified four CSFs to assist in the adoption of B2B e-procurement systems in travel agency supply chains.

基于 Internet 的企业对企业电子采购（B2B 电子采购）系统正迅速成为旅行和旅游业中组织间交易以及产品和服务交付的主要平台。 因此, 本研究的目的是调查旅行社供应链中 B2B 电子采购系统的关键成功因素 (CSF) 和实施策略。

本研究开发了一个多方面的评估框架, 该框架借鉴了相关文献和技术-组织-环境框架。 采用混合标准决策 (MCDM) 方法确定了采用 B2B 电子采购的 CSF。 采用有目的的抽样方式, 共从台湾零售旅行社获得49份有效问卷。

结果显示, 排名前四的 CSF 是系统稳定性、系统可靠性、销售动态和产品线可用性。 通过关注这些 CSF, 旅游批发商可以最有效地分配其有限资源, 为其客户提供范围广泛的产品和服务, 改善电子采购服务, 并加强旅行社供应链中的组织间协作。

本研究开发了一个多方面的评估框架, 并确定了四个 CSF, 以协助在旅行社供应链中采用 B2B 电子采购系统。

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.

The introduction of artificial intelligence (AI) technology has had a substantial influence on the retail industry. However, AI adoption entails considerable responsibilities and risks for senior managers. In this study, the authors developed an evaluation and selection mechanism for successful AI technology adoption in the retail industry. The multifaceted measurement and identification of critical factors (CFs) can enable retailers to adopt AI technology effectively and maintain a sustainable competitive advantage.

The evaluation and adoption of organisational AI technology involve multifaceted decision-making for management. Therefore, the authors used the analytic network process to develop an AI evaluation framework for calculating the weight and importance of each consideration. An expert questionnaire survey was distributed to senior retail managers and 17 valid responses were obtained. Finally, the Vlse Kriterijumska Optimizacija Kompromisno Resenje (VIKOR) method was used to identify CFs for AI adoption.

The results revealed five CFs for AI adoption in the retail industry. The findings indicated that after AI adoption, top retail management is most concerned with factors pertaining to business performance and minor concerned about the internal system's functional efficiency. Retailers pay more attention to technology and organisation context, which are matters under the retailers' control, than to external uncontrollable environmental factors.

The authors developed an evaluation framework and identified CFs for AI technology adoption in the retail industry. In terms of practical application, the results of this study can help AI service providers understand the CFs of retailers when adopting AI. Moreover, retailers can use the proposed multifaceted evaluation framework to guide their adoption of AI technology.

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.