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This paper presents an analysis of the impact of electronic commerce on firms in the telecommunications equipment industry.

Using the OECD's value chain methodology, electronic commerce initiatives identified in the optical connectivity value chain were analyzed for each of the four layers of the chain, namely network operators, system integrators, assemblers and sub‐assemblers.

The findings from our case studies indicate that electronic commerce initiatives primarily influence process and relational innovations through supply chain collaboration. The real benefits of electronic commerce come from end‐to‐end visibility in the supply chain, and from the implementation of demand‐pull strategies for all levels of the optical connectivity equipment value chain.

Future research should concentrate on the impact of various emerging electronic marketplaces in demand‐driven integrated supply chains.

Results reveal to managers how e‐commerce can strengthen business relationships in the supply chain and how it can trigger information visibility through collaborative electronic tools.

To analyze how e‐collaboration tools affect different partners along the supply chain, and to categorize firms according to their level of collaboration planning within a supply chain environment.

First, a field study, which focuses on one large telecommunications equipment manufacturer and a few strategic first‐tier suppliers, provides the basis to fully understand the e‐collaboration methods and the various issues and concerns of the different members of the supply chain. It is followed by an electronic survey conducted with 53 firms worldwide acting in the same supply chain, which constitutes the second phase of the study.

Different roles may be attributed to collaboration tools such as facilitating access to information, which affects knowledge creation capabilities, and assisting in the design of flexible supply chains. Furthermore, three separate groups with different levels and types of collaboration planning were identified. These groups appropriately represent the telecommunications equipment supply chain, where firms are either deeply involved in supply chain collaboration or very minimally concerned by it.

By focusing on the initial stage of CPFR, we might overlook some important links with the other two stages of CPFR. However, with a more focused approach, we were able to obtain detailed information on the collaborative planning stage. A second limitation is the selection of one specific supply chain, which makes the generalization to other supply chains difficult.

Understanding the role of CPFR in their supply chain and, more importantly, the role of collaboration planning in developing a network of partners.

This paper looks at how collaboration is planned, through CPFR actions, between members of a supply chain.

In modern industrial processes, the need of reducing lead time is imperious. This goal is pursued by “Holonic” structures, which are systems based on a network of collaboration. The purpose of this paper is to appraise the possible benefits, in terms of production duration, of such organizations compared to non-holonic arrangements. In addition, this analysis represents virtual teams, which are a significant and strategic attribute of holonic manufacturing systems.

The experiment performed in this paper is a simulation of an automobile assembly process under both a holonic and a non-holonic structure to observe lead times and the distinctive characteristics of each organization. Other targets of this research are to monitor the advantages that either strategy may offer in terms of efficiency and to examine a possible model of how virtual teams can be used in holonic networks.

The findings are unexpected. An initial expectation might lead to the belief that, given the better coordination and communication of holonic networks, lead times would be diminished. This experiment, utilizing virtual teams of university students, indicated otherwise.

It should be noticed, however, that future experiments in real manufacturing assembly processes are recommended to complement the findings of this study.

The management of lead times is indeed a complex task that includes a diversity of variables. Holonic structures should balance several factors that might play a role in lead times and ultimately in the success of a project. An original experiment with the participation of many universities in different countries is presented in this study. The exposure of global characteristics of modern manufacturing structures constitutes the main value of this research.

The aim of this research is to identify the drivers and processes that can influence the outsourcing process in the telecommunications industry. The research focuses on a telecommunications equipment manufacturer that has outsourced a range of activities to suppliers including assembly operations, manufacturing, logistics and design. This strategy has resulted in the company becoming a “systems integrator” in which it manages and co‐ordinates a network of best production and service providers. The implications of this strategy are drawn from an analysis of this company and three suppliers by analysing three outsourcing programmes over an 18‐month period. There is considerable focus on evaluating the capability of activities in the value chain in relation to potential suppliers. The findings in this research challenge the value of using the core competence concept as a basis for outsourcing. In fact, the findings show that analysis and management of the supply chain can have a greater impact on the outsourcing process than attempting to unravel the complexities and intricacies of the core competence approach.

Drawing on the operations and information systems literature as well as concepts tied to buyer‐seller relationships, the objective of this exploratory research is to measure the influence of joint collaboration planning actions on the strength of relationships, interorganizational information systems (IOISs) use and firm flexibility. The path model proposed in this study also posits that joint collaboration planning actions and the strength of relationships positively affect IOISs use, which in turn positively affects firm flexibility.

Empirical evidence is gathered through an electronic survey conducted with 53 suppliers in a single supply network in the telecommunications equipment industry.

The present study demonstrates that joint collaboration planning actions positively and significantly impact the strength of relationships. The results also show that IOISs use mediates the impact of joint collaboration planning actions and of the strength of relationships on firm flexibility.

This study contributes to managers' understanding of the critical role played by joint collaboration planning actions between partners and IOISs in a demand‐driven supply chain.

This research is amongst the few that have examined the preparation or other activities that precede the actual collaboration between partners.

Japanese companies are following established lines in parts feeding — but have added precision and good organisation.

Electronic sub‐assemblies are now a common feature of many products. The final output of production in areas such as computers, consumer goods, instrumentation and telecommunications equipment contain one or more electronic sub‐assemblies. Electronic sub‐assemblies are complex components built from smaller components such as Integrated Circuits (ICs) assembled on to Printed Circuit Boards (PCBs). Testing is an important but non‐productive part of the process of electronic sub‐assembly. However, it is a means of cost avoidance and ultimately a requirement for staying in business.

WORK Study is today a much over‐worked word. Like others of its kind it deserves more accurate definition than it usually gets.

The paper surveys existing theory of e‐commerce business models and associated conceptual instruments. It employs three original case studies of SMEs using e‐commerce to demonstrate the dynamic nature of e‐commerce business models for networked SMEs. The idea of evolutionary business planning based upon Molina’s sociotechnical constituency approach and the diamond of alignment is introduced.

The use of industrial dynamics modelling of real‐life supply chains has only recently re‐emerged from the shadows after a lengthy gestation period. Shows that it is a powerful methodology for predicting and prioritizing methods of re‐engineering the chain in order to achieve enhanced performance when viewed from the perspective of all “players” in the chain. Building an adequate model of an existing, or proposed, real‐life supply chain requires the use of people‐based sources, observation‐based sources, and systems‐knowledge‐based sources. Illustrates each of these approaches. Concludes with predicting the benefits expected from substantial re‐engineering of an electronics products supply chain.