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This paper describes the legal and commercial aspects of the Knowledge Warehouse, a national archive of the electronic form of knowledge works, based on a year long study undertaken by Publishers Databases Ltd with support from the British Library and Department of Trade and Industry. Legal issues include the establishment of an Archive Trust, ownership and control of archived data, copyright, and conditions for deposit of works. Commercial issues include exploitation of archived data, types of product to emerge from the Archive, and key contractual issues.

Executives in large organizations know that they must develop better techniques to manage their greatest asset: knowledge. Organizations currently create and maintain knowledge in isolated systems targeted at specific workgroups. For users outside the workgroup, that knowledge is virtually invisible. Vendors of all manner of tools, from intranet development tools to document management systems to search engines, are calling their products Knowledge Management systems, without regard to what that means. Without new technologies to create revolutionary change in the way knowledge workers create, communicate and manage information, a Knowledge Management system has little chance of improving enterprise knowledge sharing. This paper explores the concepts and technologies associated with an effective Knowledge Management system.

While several warehouses are now technologically equipped and smart, the implementation of real-time analytics in warehouse operations is scarcely reported in the literature. This study aims to develop a practical system for real-time analytics of process monitoring in an internet-of-things (IoT)-enabled smart warehouse environment.

A modified system development research process was used to carry out this research. A prototype system was developed that mimicked a case company’s actual warehouse operations in Indonesia’s manufacturing companies. The proposed system relied heavily on the utilization of IoT technologies, wireless internet connection and web services to keep track of the product movement to provide real-time access to critical warehousing activities, helping make better, faster and more informed decisions.

The proposed system in the presented case company increased real-time warehousing processes visibility for stakeholders at different management levels in their most convenient ways by developing visual representation to display crucial information. The numerical or textual data were converted into graphics for ease of understanding for stakeholders, including field operators. The key elements for the feasible implementation of the proposed model in an industrial area were discussed. They are strategic-level components, IoT-enabled warehouse environments, customized middleware settings, real-time processing software and visual dashboard configuration.

While this study shows a prototype-based implementation of actual warehouse operations in one of Indonesia’s manufacturing companies, the architectural requirements are applicable and extensible by other companies. In this sense, the research offers significant economic advantages by using customized middleware to avoid unnecessary waste brought by the off-the-shelves generic middleware, which is not entirely suitable for system development.

This research’s finding contributes to filling the gap in the limited body of knowledge of real-time analytics implementation in warehousing operations. This should encourage other researchers to enhance and develop the devised elements to enrich smart warehousing’s theoretical knowledge. Besides, the successful proof-of-concept implementation reported in this research would allow other companies to gain valuable insights and experiences.

Creating a real-time data integration when developing an internet-of-things (IoT)-based warehouse is still faced with challenges. It involves a diverse knowledge of novel technology and skills. This study aims to identify the critical components of the real-time data integration processes in IoT-based warehousing. Then, design and apply a data integration framework, adopting the IoT concept to enable real-time data transfer and sharing.

The study used a pilot experiment to verify the data integration system configuration. Radio-frequency identification (RFID) technology was selected to support the integration process in this study, as it is one of the most recognized products of IoT.

The experimentations’ results proved that data integration plays a significant role in structuring a combination of assorted data on the IoT-based warehouse from various locations in a real-time manner. This study concluded that real-time data integration processes in IoT-based warehousing could be generated into three significant components: configuration, databasing and transmission.

While the framework in this research was carried out in one of the developing counties, this study’s findings could be used as a foundation for future research in a smart warehouse, IoT and related topics. The study provides guidelines for practitioners to design a low-cost IoT-based smart warehouse system to obtain more accurate and timely data to support the quick decision-making process.

The research at hand provides the groundwork for researchers to explore the proposed theoretical framework and develop it further to increase inventory management efficiency of warehouse operations. Besides, this study offers an economical alternate for an organization to implement the integration software reasonably.

This study aims to discuss the challenges in implementing halal warehouse in the air cargo context along with the standard handling process for the storage of halal product for import and export purposes. This is vital to ensure that halal products do not get contaminated and should comply to halal logistics standard throughout the supply chain process.

This exploratory study adopts single case study to better understand the definition of halal warehouse, the challenges in implementing halal warehouse and also the standard handling process for the storage at the warehouse for import and export purposes. A well-guided case study protocol is followed.

Five categories have found to be the main challenges in implementing halal warehouse. They are coded as halal product trade, halal asset and facility, halal standard of procedure, human factor and perspectives between logistics provider and halal agencies. With regard to standard handling process for import and export purposes in airgo context with compliance to Shariah at the halal warehouse, there are seven main steps involved for import and nine steps involved for export.

As this paper is among the pioneer study that looks into halal warehouse implementation, it has some limitations. Further empirical study in a bigger context may be performed quantitatively, and multiple case study approach may also be adopted to get deeper insight in understanding halal warehouse implementation domain of study.

This study contributes to the understanding on the gap in the field with adhering or complying with the practice. It will provide input to the authority in understanding the current limitation and suggestion by the practicing companies.

Halal requirement in non-Muslim countries are not very well implemented and understood, whereby the understanding of the concept of Halalal Toyyiban throughout the supply chain process is critical. The main aim of halal logistics is to avoid cross contamination between halal and non-halal product during the transport, at the storage in warehouse and also in handling. This study contributes to the understanding of halal warehouse implementation.

There is a critical dearth of academic study that focuses on halal logistics specifically in transport and warehouse. This empirical case study provides basic understanding of implementing halal warehouse and presents the challenges and also required guidelines in handling halal product at the warehouse for both import and export purposes.

The purpose of this paper is to develop comprehensive risk management tool, Intelligent Risk Mapping and Assessment System (IRMAS™) with a contingency for multi‐site, multi‐partner concurrent engineering projects with the aim of achieving above‐mentioned paradigms. Its unique knowledge warehouse enables the use of organisational knowledge, lessons learnt, captured as well as best practices to minimise risks in project management.

IRMAS is designed to identify, prioritise, analyse and assist project managers to manage perceived sources of concurrent engineering risks. Several knowledge elicitation techniques were used to compile the knowledge used for the intelligent system developed. The core of the research is the reasoning methodology that not only supports the decision‐making process of the user, but also aids the knowledge retrieving, storing, sharing and updating process of manufacturing organisations.

A total of 589 risk items were identified for different project types, as well as information on 4,372 risk items and 136 lessons learnt were gathered. IRMAS is a proactive tool supporting project management activities. It is designed as a web‐based portal compiled in Java facilitating effective and a common communication platform between project partners.

Identification of risks during the complete product design, development and delivery process in a concurrent engineering environment is challenging. It covers the “product value stream” including partners, suppliers, research and development, design and manufacturing, marketing, purchasing, service and support personnel and customers. Within the context of concurrent engineering, the design style must be “Design WITH” approach where collaborative negotiation requires communication, consideration and collaboration. The full validation of IRMAS™ is successfully carried out in two large‐scale new product development projects. It has already been decided to be deployed by a large international aerospace company and is successfully commercialized.

The originality of the paper lies in its uniqueness in these areas: IRMAS provides a systematic engineering approach to risk management of concurrent product and process development based on risk management standards and Project Management Body of Knowledge, to leverage of success factors in manufacturing; concurrencies and relationships between several activities throughout product's life cycle are captured and mapped; the inheritance of risk between several phases are modelled and quantified; the wealth of knowledge stored in the knowledge repository and IRMAS's capability to reuse them for later elicitation in the system's knowledge base; and user‐interactive, unique dynamic risk management software package which will be available in the commercial market.

The purpose of the paper is to provide a thorough analysis of the concepts of business intelligence (BI), knowledge management (KM) and analytical CRM (aCRM) and to establish a framework for integrating all the three to each other. The paper also seeks to establish a KM and aCRM based framework using data mining (DM) techniques, which helps in the enterprise decision‐making. The objective is to share how KM and aCRM can be integrated into this seamless analytics framework to sustain excellence in decision making using effective data mining techniques and to explore how working on such aCRM system can be effective for enabling organizations delivering complete solutions.

This paper is based on focused and dedicated study of the literature present on the aCRM, KM and data mining techniques. The paper considered how to develop a strategy and operational framework that would build aCRM on the foundation of existing DM techniques and KM approach to meet the business challenges. Based on this research, a customized, integrated framework, to match the needs of business was designed.

KM focuses on managing knowledge within the organization and aCRM focuses on gaining analytical information from the customer data. Both KM and aCRM help in the decision making process and understanding. This knowledge is difficult to uncover. Hence, this paper explains the importance of data mining tools and techniques to uncover knowledge by the integration between KM and aCRM. This paper presents an integrated KM and aCRM based framework using DM techniques.

All the firms may not be in favor of adopting KM while implementing aCRM. The KM requires a convalesce of organizational culture, technology innovations, effective work force in culminating knowledge dissemination in all business domains.

The organizations implementing this knowledge enabled aCRM framework would be easily able to convert their business knowledge via the analytical CRM to solve many business issues, such as increase response rates from direct mail, telephone, e‐mail, and internet delivered marketing campaigns, increased sales and increased services. With aCRM, firms can identify their most profitable customers and use this knowledge for promotional schemes for those customers as well as identify future customers with prediction on ROI.

The need for the integration of KM and aCRM is clear. It is written for practitioners who are looking for approaches to improve business performance and maintain high profits for their business by incorporating knowledge‐enabled aCRM in their setup.

Using questionnaires and interviews, a survey was undertaken of publishers/producers of electronic information with regard to retention, storage and access. It was found that, although some large publishers were innovative with their use of electronic material for different purposes, many commercial publishers are only gradually getting involved with electronic production methods and few have policies on electronic archiving. Among publishers, there is a low level of awareness of the Knowledge Warehouse project and a marked disinclination to deposit material with a national electronic archive on a voluntary basis. Database producers have more interest in electronic archiving and take more measures to refresh their magnetic media. There is some evidence of material produced in electronic form only that is in danger of being deleted from databases, electronic newsletters and videotex. CD‐ROM is the medium of the future for several publishers and database producers. The archival life of various electronic media is considered, and standards relating to electronic publishing are discussed. Some initiatives in electronic archiving are described.

The paper seeks to explore the essential nature of knowledge services, and to identify key issues that impact on the successful implementation of knowledge services in libraries.

This paper focuses on and discusses the heightened information service levels required in order to aspire to knowledge services. It answers the questions: What is the difference between information services and knowledge services? How do we realize knowledge services? What is knowledge services' blue print?

Information profession services are required to identify, analyze and coordinate the various needs of their potential user groups. Part of this process determines the levels of service. The requirements are changing from data, information to knowledge. The main reasons are library customers' growing and changing needs: from information access, storage, and retrieval to knowledge access, storage and retrieval. The aim of knowledge services is to provide a high level service through the effective use of knowledge. So special repositories must be accessed and used, and then analysis tools can be applied to achieve the user's objectives.

The paper posits how knowledge is pivotal in today's environment and illustrates how it is important to set up new knowledge services modes that make use of knowledge service platforms and knowledge warehouses.

The purpose of the paper is to provide a thorough analysis of the difference between business intelligence (BI) and knowledge management (KM) and to establish a framework for relating one field to the other.

A review of the literature from approximately 1986 through 2004 served as the basis for analysis and comparison of BI and KM. The theoretical scope of the paper is to distinguish between BI and KM to clarify the role of each in a business environment.

BI focuses on explicit knowledge, but KM encompasses both tacit and explicit knowledge. Both concepts promote learning, decision making, and understanding. Yet, KM can influence the very nature of BI itself. Hence, this paper explains the nature of the integration between BI and KM and makes it clear that BI should be viewed as a subset of KM.

This paper establishes a clear distinction between two important fields of study, BI and KM, establishing an expanded role for BI. That is, the role of BI in knowledge improvement. This expanded role also suggests that the effectiveness of a BI will, in the future, be measured based on how well it promotes and enhances knowledge, how well it improves the mental model(s) and understanding of the decision maker(s) and thereby how well it improves their decision making and hence firm performance. The need for the integration of KM and BI is clear.