The paper intends to highlight the significance of Digital Manufacturing (DM) strategy in support and achievement of business strategy and goals of any manufacturing organization. Towards this end, DM initiatives have been given a process perspective, while not undermining its technological significance, with a view to link its benefits directly with fulfilment of customer needs and expectations in a responsive and cost-effective manner. A digital process model has been proposed to categorize digitally enabled organizational processes with a view to create synergistic groups, which adopt and use digital tools having similar characteristics and functionalities. This will throw future opportunities for researchers and developers to create a unified technology environment for integration and orchestration of processes. Secondly, an effort has been made to apply “what” and “how” features of Quality Function Deployment (QFD) framework to establish the relationship between customers’ needs – both for external and internal customers, and the features of various digital processes, which support for the achievement of these customer expectations. The paper finally concludes that in the present highly competitive environment, business organizations cannot thrive to sustain unless they understand the significance of digital strategy and integrate it with their business strategy with a clearly defined implementation roadmap. A process-oriented approach to DM strategy will help business executives and leaders to appreciate its value propositions and its direct link to organization’s competitiveness.
Nowadays, IT/Business strategy alignment is still a key topic of concern among managers worldwide. Change has always being considered the primary challenge affecting the strategy alignment. Planning for alignment in uncertain and dynamic changing environments is burdened with risk as organizations seek to understand how much flexibility to build in their management information system so as to maintain high levels of alignment. The literature review showed that there is a tight relationship between IT infrastructure flexibility and the strategy alignment with strategic information systems (SIS) planning serving as a moderator of this relationship, and that emphasized the needs for organizations to use SIS planning consistently and to monitor the relationship between IS flexibility and the alignment. This paper presents the procedure of SIS planning with IS flexibility renovation via future oriented analysis of POC (penalty of change) as a function of cost and time. Using this SIS planning and monitoring IS flexibility and the alignment during periods of increased change in dynamic and uncertain environments reduces the risk that could transform IT into an inhibitor rather than an enabler of change.
A research study was conducted with an objective to propose a collaborative business strategy of a oil and gas trading company, representing PPT Energy Trading Co., Ltd., with its shareholder, especially electricity and power supply companies for LNG Form of Coal Bed Methane in B2B Transaction. Collaborative business strategy is a strategy to collaborate with other organizations due to have future benefits in both parties, or achieve the business objective through the collaboration of business, its strategy and partners. A structured interview was established to collect the required primary data from the company. Not only interview, but also company’s business plan and annual report were collected and analyzed for the company’s current condition. As the result, this research shows a recommendation to propose a new collaborative strategy with limiting its target market, diversifying product, conducting new business model, and considering other stakeholders.
This paper explores the plant maintenance management system that has been used by giant oil and gas company in Malaysia. The system also called as PMMS used to manage the upstream operations for more than 100 plants of the case study company. Moreover, from the observations, focus group discussion with PMMS personnel and application through simulation (SAP R/3), the paper reviews the step-by-step approach and the elements that required for the PMMS. The findings show that the PMMS integrates the overall business strategy in upstream operations that consist of asset management, work management and performance management. In addition, PMMS roles are to help operations personnel organize and plan their daily activities, to improve productivity and reduce equipment downtime and to help operations management analyze the facilities and create performance, and to provide and maintain the operational effectiveness of the facilities.
The strengthening of competitive advantage combined with the transformation of business strategy is necessary for the company to succeed in the time of market changes. And in this sense the innovation activities of the firm are exactly significanting. Virtual firms are a specific form of enterprise in which we can't suppose all regularities obtaining in other forms. The aim of the paper is to evaluate factors influencing the innovation activity of virtual firm with the determination of their importance and influences on the basis of selected metrics.