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Performance improvements in horizontally integrated production networks through real-time rescheduling in the event of disruptions

Burggräf Peter, Wagner Johannes, Bischoﬀ Olive

Management and Production Engineering Review

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2019

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Vol. 10, No. 3

29--40

EN

Rescheduling is a frequently used reactive strategy in order to limit the eﬀects of disruptions on throughput times in multi-stage production processes. However, organizational deﬁcits often cause delays in the information on disruptions, so rescheduling cannot limit disruption eﬀects on throughput times optimally. Our approach strives for an investigation of possible performance improvements in multi-stage production processes enabled by realtime rescheduling in the event of disruptions. We developed a methodology whereby we could measure these possible performance improvements. For this purpose, we created and implemented a simulation model of a multi-stage production process. We deﬁned system parameters and varied factors according to our experiment design, such as information delay, lot sizes and disruption durations. The simulation results were plotted and evaluated using DoE methodology. Dependent on the factor settings, we were able to prove large improvements by real-time rescheduling regarding the absorption of disruption eﬀects in our experiments.

2

Structural changes in the global transport chain: Implications for ports

Onwuegbuchunam D. E., Okeke K. O., Igboanusi C., Ugboma O.

Journal of Sustainable Development of Transport and Logistics

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2018

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Vol. 3, No. 1

22--28

EN

Structural changes in trade and transport environment have come about in response to globalization of production centres, factors and consumption patterns coupled with technological advances in ship and shipping methods. The resulting demand pressure induced on supply chains means that supply chain partners must innovate to remain afloat. On the other hand, ports have been at the receiving end being a critical node in the supply chain. Through content analysis and review of extant literature, the structural changes in the global transport chains were assessed to determine their broad implications on ports. The findings suggest that ports must adopt proactive measures aimed at accommodating strategic interests of shippers and shipping lines/carriers which constitute their major supply chain customers. In line with previous studies, this paper makes a case for adoption of efficiency measures in ports for sustained viability given the prevailing fluid transport environment.

3

Cooperation of agricultural producers in Poland

Guzdek S., Petryk A.

Geomatics, Landmanagement and Landscape

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2016

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no. 4

89--100

EN

Agrarian fragmentation remains a key problem of Polish agriculture. An individual farm, regardless of its size, has no market power. Its market position among other producers and its bargaining power among consumers of agricultural products is negligible. One way to improve this situation is to support the formation of groups of agricultural producers. Horizontal integration of farmers leads to strengthening their bargaining power and thus to increasing their income. The article is descriptive and based on an analysis derived form scientific literature devoted to the topic. It presents the essential idea of cooperation between farmers in the form of producers’ groups and attempts to characterise activity of these groups in Poland in years 2001–2015. GAPs (groups of agricultural producers) undoubtedly have their advantages and disadvantages, but large number of small producers, increasing demands of the market, strong European competition and financial aid will undoubtedly stimulate further the process of forming producers’ groups in Poland.

PL

Zagadnienie rozdrobnienia agrarnego pozostaje kluczowym problemem polskiego rolnictwa. Indywidualne gospodarstwo rolne, niezależnie od swej wielkości, nie posiada siły rynkowej. Jego pozycja rynkowa wśród innych producentów i siła przetargowa wśród odbiorców produktów rolnych jest znikoma. Jednym ze sposobów poprawy sytuacji w tym zakresie jest wspieranie procesu powstawania grup producentów rolnych. Integracja pozioma rolników prowadzi bowiem do wzmocnienia ich siły przetargowej, a co za tym idzie, do zwiększania ich dochodów. Celem artykułu jest przybliżenie istoty współpracy rolników w formie grup producenckich oraz próba ich charakterystyki w Polsce w latach 2001-2015. Niewątpliwie GPR mają swoje wady i zalety, ale rozdrobnienie producentów, coraz większe wymagania stawiane na rynku, silna konkurencja europejska i pomoc finansowa niewątpliwie będą stymulowały dalszy proces tworzenia grup producenckich w Polsce.

4

Horizontal integration in the development strategy of mining companies

Kudełko J., Wirth H., Bachowski C., Gacek J.

Mining Science

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2015

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Vol. 22

101--114

EN

Integration strategy is one option in the development of mining companies and is implemented through a connection of either processes or economic entities which operate or may operate separately. Usually this strategy is carried out by companies that occupy a very strong competitive position. Considering its direction, it may be horizontal or vertical. Horizontal integration strategy stems from a desire to increase market share by an entrepreneur or create a new company based on common know-how and combined operational processes. It can be realized in an external dimension through a merger or takeover, as well as in the internal dimension based on its own resources. The external dimension is based on capital or contractual integration of a company with external economic entities performing related or conglomerate activity. The targets of such integration have a resource, a market effectiveness, or a competence nature. In the case of mining companies, it covers all important activity areas, including geology, mining, processing, environmental protection, and waste management, and is carried out with due diligence. In the internal dimension, the strategy of horizontal integration consists in consolidating the strategic targets of all business units around the company’s (corporation’s) targets. The authors focused on two trends most relevant to pursuing a horizontal integration strategy, including increasing the company’s flexibility and undertaking joint activities. Flexibility consists in the potential ability of the company to adapt quickly to changed environment conditions. Joint activity includes cooperation of its respective units in terms of products, markets, and functions; its implementation should be preceded by a detailed analysis of the company’s competences.

5

Strategia integracji poziomej przedsiębiorstw górniczych

Kudełko J., Wanielista K.

Rudy i Metale Nieżelazne Recykling

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2014

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R. 59, nr 11

554-560

PL

Połączenie procesów bądź podmiotów gospodarczych, funkcjonujących lub mogących funkcjonować oddzielnie, określa się jako integrację. Biorąc pod uwagę kierunek działania, może ona mieć charakter poziomy lub pionowy. Strategia integracji poziomej przedsiębiorstw ma wymiar zewnętrzny i wewnętrzny. Wymiar zewnętrzny oparty jest zazwyczaj na integracji kapitałowej lub kontraktowej przedsiębiorstwa z zewnętrznymi podmiotami gospodarczymi o działalności pokrewnej lub konglomeratowej. Cele takiej integracji mają charakter zasobowy, rynkowy, efektywnościowy lub kompetencyjny. Analiza inte¬gracyjna dotyczy wszystkich ważniejszych obszarów działalności przedsiębiorstwa, obejmujących geologię, górnictwo, przetwórstwo, ochronę środowiska i jest wykonywana z należytą starannością (due diligence). W wymiarze wewnętrznym strategia integracji poziomej polega na konsolidacji celów strategicznych jednostek biznesu (SJB) wokół celów przedsiębiorstwa (korporacji). Realizując wewnętrzny wymiar strategii integracji poziomej zwrócono uwagę na dwa kierunki obejmujące zwiększenie elastyczności przedsiębiorstwa i uwspólnienie działań. Elastyczność polega na potencjalnej zdolności przedsiębiorstwa do uwzględnienia zmienionych warunków otoczenia. Uwspólnienie działań obejmuje współpracę SJB w zakresie produktów, rynków i funkcji, a ich wprowadzenie powinno być poprzedzone szczegółową analizą kompetencji przedsiębiorstwa.

EN

Connection of either processes or economic subjects, which operate or may operate separately is defined as integration. Considering its direction it may be horizontal or vertical. Strategy of horizontal integration of companies has internal and external dimension. External dimension is based usually on capital or contact integration of company with external economic subjects having related or conglomerate activity. The targets of such integration are of resource, market effectiveness or competence nature. Integration analyze concerns all major areas of company's activity, including geology, mining, processing, environmental protection and is made with due diligence. In the internal dimension, strategy of horizontal integration consists in consolidation of targets of strategic business units (SBU) around the company's (Corporation) targets. Implementing the internal dimension of horizontal integration strategy the attention was paid on two directions including the company flexibility and unitude of activity. Flexibility consists in prospective ability of company to take into consideration the changed environment conditions. Unitude of activity includes the co-operation of SBU in the area of products, markets and functions, and their implementation should be preceded by the detailed analyze of company's competences.

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Liczebność zrzeszenia zespołowego użytkowania maszyn w opinii rolników

Jabłonka R., Kapela K., Woliński J.

Inżynieria Rolnicza

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2003

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R. 7, nr 10

113--119

PL

Przedstawiono zagadnienia związane z liczebnością zrzeszenia zespołowego użytkowania maszyn (ZUM). Poddano analizie wybrane aspekty socjologiczne oraz problemy zarządzania w zależności od liczebności zespołu użytkującego maszyny. Zawarto także wyniki badań ze 117 gospodarstw rolniczych położonych w czterech gminach powiatu Sokołów Podlaski: Sterdyń, Repki, Ceranów i Kosów Lacki położonych we wschodniej części województwa mazowieckiego. Badani rolnicy stwierdzili, że zespół użytkujący maszyny powinien mieć niewielką liczbę członków (do 10 osób).

EN

The paper presents problems related with a number of members of a collective utilization group (CUG). The analysis was performed over the selected sociological aspects and the management problems, depending upon the number of members of a group using machines. It also includes results of research from 117 farms located in 4 communes of Sokołów Podlaski District: Sterdyń, Repki, Ceranów and Kosów Lacki located in the eastern part of Mazowieckie voivodship. The tested farmers expressed the opinion that a collective utilization group must consist of a small number of members (up to 10 persons).