Conceptual Framework for Large- Scale Complex Engineering- Design & Delivery Processes RICHARD ADDO-TENKORANG ACTA WASAENSIA 301 INDUSTRIAL MANAGEMENT 36 A Case of Enterprise SCM Network Activities and Analysis III Julkaisija Julkaisupäivämäärä Vaasan yliopisto Kesäkuu 2014 Tekijä(t) Julkaisun tyyppi Richard Addo-Tenkorang Monografia Julkaisusarjan nimi, osan numero Acta Wasaensia, 301 Yhteystiedot ISBN Vaasan yliopisto Teknillinen tiedekunta Tuotantotalouden yksikkö PL 700 65101 Vaasa ISBN 978–952–476–535–0 (print) ISBN 978–952–476–536–7 (online) ISSN ISSN 0355–2667 (Acta Wasaensia 301, print) ISSN 2323–9123 (Acta Wasaensia 301, online) ISSN 1456–3738 (Acta Wasaensia. Industrial management 36, print) ISSN 2324–0407 (Acta Wasaensia. Industrial management 36, online) Sivumäärä Kieli 288 Englanti Julkaisun nimike Käsitteellinen viitekehys laajojen ja monimutkaisten toimitusketjujen suunnitteluun ja toimitusproses- seihin: Tapaustutkimus ja analyysi yrityksen toimitusketjun verkoston toiminnoista Tiivistelmä Laajojen ja monimutkaisten suunnittelua sisältävien toimitusketjujen hallinta on kohdannut haasteita pyrkimyksissään osoittaa olennaisia ongelmakohtia toiminnoistaan. Näitä ovat mm. tiimien tehokas yhteistyö toimitusketjun suunnittelussa ja toimitusketjun hallinnan verkoston tiedonkulku. Tiedonkulku ja -välitys ovat erittäin tärkeitä toimitusketjunhallinnan verkostossa. Empiirinen tieto ke- rättiin teollisuuden yritysten toimitusketjun pilotticase-tutkimuksista ja analysoitiin käyttäen Design Structure Matrixia (DSM) määriteltäessä todennäköistä meta-tietokantaa. Tietoa kerättiin myös, kun muodostettiin monista osaamisalueiden taustoista muodostuvia tiimien klustereita verkostoon. Analyy- siä tukemaan käytettiin lisäksi kyselylomakkeita, joilla kerättiin tietoa kommunikaation tasosta verkos- tossa. Otanta tehtiin kahdeksan systeemisuunnittelutiimin toimitusketjun verkostossa. Korrelaatio- analyysiä ja sosiaalista verkostoteoriaa simulaatiotyökalua (UCINet 6) käytettiin menetelmän kol- miomittauksessa analysoitaessa kyselylomakkeiden tietoja. Kirjallisuuskatsaus ja arkistoluettelot ohjau- tuivat kolmen organisaatioteorian olettamuksen (toiminta, informaatiotekniikka ja viestintä) perusteella, näitä tarkasteltiin ja hyödynnettiin tässä tutkielmassa. Tulokset osoittavat, että yrityksen toimitusketjunhallinnan toiminnot tavoittelevat saadakseen näkyvyyt- tä, suorituskykyä ja tehokkuutta toimintoihinsa globaalisti. Ei ole kovinkaan aktiivisesti yritetty löytää ratkaisua olennaisiin toimitusketjunhallinnan haasteisiin koko verkoston tiedonkulussa. Tämä osoittaa tarpeen tunnistaa hyvin menestyvien verkostoiden toimitusketjunhallinnan viitekehys, joka vahvistaa tiedonvaihtoa ja viestintää verkostossa tehokkaasti. Tämä tutkielma ehdottaa käsitteellisen viitekehyk- sen, jossa osoitetaan olennaiset toimitusketjunhallinnan haasteet. Joitakin tutkimuksia ja julkaisuja toimitusketjunhallinnan verkoston näkyvyydestä on tehty, ne ovat pääasiassa ketjun yläpään (toimittaja) näkökulmasta tai keskivaiheen (tuotanto) näkökulmasta. Hyvin harva tutkimus on yrittänyt yhdistää koko toimitusketjun verkoston toimintoja arvoketjuhallinnan näkö- kulmasta. Tästä syystä tämä tutkimus pyrkii ehdottamaan todennäköisen käsitteellisen viitekehyksen mahdollisena ja perusteltuna vaihtoehtona. Asiasanat Rinnakkaishanke, ERP, rinnakkaissuunnittelu, arvoketjun hallinta, toimitusketjun hallinta, organisaatioteoria V Publisher Date of publication Vaasan yliopisto June, 2014 Author(s) Type of publication Richard Addo-Tenkorang Monograph Name and number of series Acta Wasaensia, 301 Contact information ISBN University of Vaasa Faculty of Technology Department of Production P. O. Box 700 FI-65101 Vaasa Finland ISBN 978–952–476–535–0 (print) ISBN 978–952–476–536–7 (online) ISSN ISSN 0355–2667 (Acta Wasaensia 301, print) ISSN 2323–9123 (Acta Wasaensia 301, online) ISSN 1456–3738 (Acta Wasaensia. Industrial management 36, print) ISSN 2324–0407 (Acta Wasaensia. Industrial management 36, online) Number of pages Language 288 English Title of publication Conceptual Framework for Large-Scale Complex Engineering-Design & Delivery Processes: A Case of Enterprise SCM Network Activities and Analysis Abstract Large-scale complex engineering SCM networks for some time now, have encountered several challenges in the effort to address and streamline key pertinent issues in their activities, such as effective and efficient co- ordination of their SC system-design multidisciplinary teams; information exchange and technical communication on their enterprise SCM network. For effective analysis of large-scale complex engineering-design and delivery processes, information flow and exchange are very essential on the SCM network. Empirical data were collected from industrial enterprise SCM network pilot case studies and analysed by a design structure matrix (DSM) simulation tool to configure feasible meta-databases constituted within a master database-management system and also to structure productive multi- disciplinary teams/partners' clusters on the SC network. Furthermore, questionnaires were used to collect data on the scale or level of communication network from a sample size of eight Ship Power SC network complex engi- neering-design and delivery systems-design teams, to enhance a robust SCM network analysis. The systems- design teams/partners consist of at least five members on each team. Statistical correlation analysis and a social network theory (SNT) simulation tool (UCINet 6) were employed in a methodology triangulation approach to analyse these questionnaire data. Literature review and archival record findings guided by the three adopted or- ganization theory assumptions (Operation, Information Technology and Communication) were explored and utilized in this research. Enterprise SCM network activities on large-scale complex engineering-design and delivery processes are seeking to have more visibility, efficiency and effectiveness in their activities in this global era. Not many attempts have been made by MIS vendors and industrial R&D or academia’s R&D to find solutions to the pertinent enterprise SCM network challenges for the total network information flow / exchange in real-time and visibility of all the SC activities in real-time. This indicates the need to identify a well-enhanced enterprise SCM network frame- work, which is well structured in a suitable concurrent multidisciplinary manner that enhances information ex- change and communication network more effectively and efficiently. Therefore, this research attempts to propose a feasible conceptual concurrent enterprise framework to address these pertinent enterprise SCM network chal- lenges. Although there have been some enterprise SCM network visibility aspects researched and published, they are mainly on either just the upstream (supplier) aspect or the intermediate-stream aspect (manufacturing). Very few have attempted to link the entire SC network activities in a complete value-chain management network approach. Therefore, this research seeks to propose a feasible conceptual framework as a viable and validated option. Keywords: Concurrent enterprise, enterprise resource planning (ERP), concurrent engineering, value chain- management, supply chain-management, organization theory VII ACKNOWLEDGEMENTS I am truly indebted to many people who have contributed immensely and in di- verse ways to making this journey a success. Therefore, it is a privilege and I am truly humbled by your various kind supports and would like to say thank you! First, I would like to give thanks to the Omnipotent God for making this doctoral studies journey possible each step of the way. My sincere thanks goes to my su- pervisors, teachers, mentors, friends and role models; Professor Petri T. Helo – Head of the Network Value Systems (NeVS) Research Group for seeing the po- tentials in me, believing in me and having confidence in me to be part of his re- search group and also assisting in finding financial support, funding and project research contracts. And Professor Jussi Kantola – Head of the Department of Pro- duction, Industrial Management Unit, this short period I have known you has en- lightened and sharpened my academic and research capabilities further in many different dimensions, your belief and confidence in my capabilities urged me on. I am greatly indebted to you both, for your persistent support, expert guidance, in- spiration and constructive criticisms during and throughout my research studies. Words cannot explain my gratitude to you. I am also indebted to Professor Tauno Kekäle for his encouragements during my doctoral studies. My gratitude also goes to Professor Josu Takala, Associate Pro- fessor Marja Naaranoja, Professor Tarja Ketola, Professor Tommi Lehtonen, for their valuable support and motivation while working on this research project and Dr. Päivi Haapalainen, who welcomed me when I first arrived in the department office. I cannot in anyway forget the great support and assistance from Madam Ulla Laakkonen, Mr. Petri Inström and Mr. Magnus Blusi in their own respective ways; I really appreciate your time and kind assistance. I am also greatly indebted to my visiting research team in the UK, headed by Dr. Ahmed Al-Ashaab, Senior Lecturer - Manufacturing and Materials Department, School of Applied Sciences, Cranfield University, Bedfordshire, UK. Working with you and the team on the CONGA project at CU-SAS, and with your industrial partners have exposed me to your great team spirit, brainstorming and very welcoming attitude to excel. Dr. Al-Ashaab, thank you for your time, support, expert guidance and critical but constructive comments during the final compilation stages of my doctoral disser- tation and my six months stay with you at Cranfield University. Those six months period with you and the team was immensely valuable; you were a supervisor, teacher, mentor and friend. I would humbly like to offer my sincere thanks to Dr. Samuel Dadzie, Dr. AHM Shamuzzoha, Dr. Yohanes Kristianto, Dr. Mikael Ehrs, Dr. Ajmal Mian, Dr. Al- VIII emu Belay, Dr. Emmanuel Ndzibah, Dr. Liandong Zhu, Nelson Abila, Beatrice Obule-Abila, and Dr. Alireza Aslani. Not forgetting Dr. Yang Liu, Timo Kankaanpää, Yuqiuge Hao, Harri Jaskari, Anna-Maija Wörlin, Rayko Toshev, Anna Rymaszewska, Asiya Kazmi, Khuram Shahzad, Maria Tuuri, Nurul Abdul Malek, and Mr. Benjamin Twum Amoako. Also the many others whose names were not mentioned for their valuable discussions and making my life in the de- partment, and in Vaasa, Finland generally momentous and pleasurable. I would also like to thank the Evald and Hilda Nissi and University of Vaasa Foundations for funding my doctoral studies program for two consecutive years by way of scholarship, grants and project research and employment contracts. Conference trips funding also gave me a unique opportunity to meet some of the globally dis- tinguished and renowned researchers in my area of research. I would also like to especially thank Mr. Bjarne Nordlund, Mr. Pasi Lahde, Mr. Ulf Widlof, Mr. Jussi Makiranta, Mr. Ronny Knutar and all our industrial part- ners’ personnel who were not mentioned, without your valuable help and support, the empirical part of this dissertation would not have been possible. Thank you also for your valuable discussions, brainstorming sessions and open attitude. Very special thanks to both distinguished and renowned reviewers of this doctoral dis- sertation: Professor Hab. Inz. Waldemar Karwowski, Department of Industrial Engineering and Management Systems, University of Central Florida, Orlando, USA; and Dr. CEng. Harris Charalampos Makatsoris, Head of Advanced Manu- facturing & Enterprise Engineering (AMEE), Brunel University, London, UK. Your valuable feedback and critical but constructive comments helped me to im- prove both the quality and presentation of this dissertation. I am also indebted to Mrs. Kathryn Spry from Hull, UK, and Madam Rachel Lander, SCM course lead- er at WBS, UK for their expert proofreading and valuable recommendations. Finally, my special thanks also go to my lovely wife and precious daughters, my parents, all my siblings, my in-laws and all my friends whose continual encour- agement, support and unflinching prayers urged me on, to this successful comple- tion. I cannot conclude without acknowledging my spiritual fathers and brothers in Christ for their tremendous support in prayers: also my godfather, Senior Solic- itor Victor Aning for your unflinching support, encouragement, prayers and for truly believing in me even in my difficult times. KIITOS PALJON!!! Richard Addo-Tenkorang Vaasa, May 2014 IX Content Abstract ……………………………………………………………………….... III List of Figures ………………………………………………………………... XIII List of Tables ……………………………………………………………….... XVI Abbreviations ……………………………………………………………….. XVII ACKNOWLEDGEMENTS .............................................................................. VII 1 INTRODUCTION ............................................................................................ 1 1.1 Research Background ............................................................................. 2 1.1.1 Research Setting ....................................................................... 10 1.1.2 Scope of Research Contribution .............................................. 13 1.2 Research Objectives .............................................................................. 13 1.2.1 Research Questions .................................................................. 15 1.2.2 Ultimate Presumptions: ............................................................ 18 1.3 Research Approach ............................................................................... 20 1.4 Research Justification ........................................................................... 23 1.5 Research Report Structure .................................................................... 26 2 LITERATURE REVIEW ............................................................................... 28 2.1 Introduction ........................................................................................... 28 2.2 Concurrent Engineering (CE) ............................................................... 29 2.2.1 Types of CE Multidisciplinary Teams ..................................... 31 2.2.2 Technique Utilized – CE Journals Review .............................. 32 2.2.3 CE Product Life-Cycle (PLC) .................................................. 35 2.2.4 Development Stage .................................................................. 36 2.2.5 Concurrent engineering workflow ........................................... 38 2.2.6 Design in context ..................................................................... 39 2.2.7 Growth Stage ........................................................................... 39 2.2.8 Maturity Stage .......................................................................... 39 2.2.9 Decline Stage ........................................................................... 40 2.2.10 Withdrawal stage ..................................................................... 40 2.2.11 Issues with Product Life Cycle (PLC) ..................................... 41 2.2.12 CE Trends and Perspectives ..................................................... 42 2.2.13 Review of the Journal Articles ................................................. 44 2.2.14 CE Implementation .................................................................. 48 2.2.15 CE Uses / Values ..................................................................... 48 2.2.16 CE Extension/Trends and Perspective ..................................... 49 2.2.17 Analysis and Summary (CE) ................................................... 49 2.3 Enterprise Resource Planning (ERP) .................................................... 51 2.3.1 Technique Utilized – ERP Journals Review ............................ 54 X 2.3.2 ERP Trends and Perspectives ................................................... 63 2.3.3 Future Trends and Perspectives ................................................ 64 2.3.4 ERP II ....................................................................................... 64 2.3.5 Service Oriented Architecture (SOA) ...................................... 65 2.3.6 Web 2.0 / Software as a Service (SaaS) ................................... 66 2.3.7 Review of the Journal Articles ................................................. 67 2.3.8 Implementation ......................................................................... 72 2.3.9 ERP Exploration/Uses .............................................................. 74 2.3.10 Extension .......................................................................... 74 2.3.11 Value .......................................................................... 75 2.3.12 Education/Training ................................................................... 76 2.3.13 Analysis and Summary (ERP) .................................................. 77 2.4 Concurrent Enterprise (CE+) – Manufacturing SCM Network Activities ................................................................................ 79 2.4.1 Summary of Literature Review Findings and the Concurrent Enterprise Approach Link ...................................................... 80 2.4.2 Concurrent Enterprise Conceptualisation and Empirical Research(s) Initiated – Aerospace SCM Sector ..................... 82 3 RESEARCH METHODOLOGY ................................................................... 84 3.1 Methods Employed for Research Data Collection ................................ 84 3.1.1 Industrial Pilot Case Study Data Collection Method ............... 85 3.1.2 Closed-end Questionnaire Data Collection Method ................. 86 3.2 Methods Employed for Research Data Analysis ................................... 87 3.2.1 Design Structure Matrix (DSM) ............................................... 88 3.2.2 UCINet 6 – Social Network Theory (SNT) Analysis ............... 91 3.2.3 Statistical Correlation Analysis & Hypothesis Testing ............ 91 4 RESEARCH ANALYSIS, FINDINGS AND RESULTS .............................. 93 4.1 Case Construct and Description (RQ.1 & RQ.2) ................................... 93 4.1.1 Background Review - Case Constructs One & Two ................ 95 4.1.2 Data Management Systems Integration .................................... 97 4.1.3 Supply chain management ........................................................ 98 4.1.4 Research Case Study Example ............................................... 100 4.1.5 Case Constructs One & Two .................................................. 101 4.2 Case Construct and Description Three (RQ. 3) ................................... 107 4.2.1 Background Review – Case Construct Three ......................... 109 4.2.2 Organization Theory – Case(s) Contexts ............................... 111 4.2.3 Social Network Theory (SNT) Analysis ................................ 112 4.2.4 Research Hypotheses and Analysis ........................................ 128 4.3 Proposed Conceptual Framework for Concurrent Enterprise SCM Network Activities ............................................................... 140 4.3.1 Analysing the Case Construct(s) and Discussions (RQ.4) ..... 140 4.3.2 The Proposed Conceptual Framework for a Concurrent Enterprise SCM Network Actives ........................................ 141 4.3.3 Significance of the Proposed Conceptual Framework for a Concurrent Enterprise SCM Network Activity Analysis ..... 143 XI 4.3.4 Feasibly Evaluating and Validating the Proposed Conceptual Framework for a SCM Network Activities ......................... 147 4.3.5 Systems-Architecture for the Proposed Concurrent Enterprise Conceptual Framework ........................................................ 153 5 CONCLUSION ............................................................................................ 156 5.1 Discussion of Research Results .......................................................... 156 5.2 Detailed Results Discussions .............................................................. 157 5.2.1 Research Findings and Results (DSM) .................................. 159 5.2.2 Research Findings and Results [UCINet 6 – (SNT)] ............. 159 5.2.3 Research Findings and Results (Statistical Correlation and Hypothesis Testing) ............................................................. 161 5.3 Contribution to the Body of Knowledge ............................................. 163 5.3.1 Fulfilment of Research Objectives ......................................... 163 5.3.2 Industrial Implications (Managerial and Practical) ................ 167 5.4 Summary of Research ......................................................................... 169 5.5 Limitations of the Research ................................................................ 172 5.5.1 Outline of Research Constraints: ........................................... 173 5.6 Recommendation for Future Research ................................................ 174 REFERENCES ................................................................................................... 177 APPENDIXES ................................................................................................... 217 Appendix A: - Financial Plan and Research Time Line .............................. 217 Appendix B: - Sample Research Questionnaire. .......................................... 218 Appendix C: - Questionnaire e-Forms Response Graphics Representations 221 Appendix D: - Ship Power Systems - Wärtsilä 32 Engine Categories. ....... 241 Appendix E:- Correlation Analysis Data: Frequency In Technical Communication, Importance Of Technical Communication, Scale/Level Of Collaboration In Technical Communication, Scale/Level Of Mutual Trust And Scale/Level Of Roles & Responsibility. ..................................................................... 246 Appendix F: - List of Publications ............................................................... 268 XII List of Figures Figure 1. History and Forecast for Large Commercial Aircrafts - Order and Production (1981 - 2013E) ................................................................ 3 Figure 2. Industrial Production of Aerospace Manufacturing .......................... 3 Figure 3. Commercial Aircrafts and Military Jet Fighters (Accessed on 26.05.2014) ........................................................................................ 4 Figure 4. Rolls-Royce Trent XWB. (2014, May 23). In Wikipedia, the free encyclopaedia. (The world's most efficient aero engine) - (Accessed on 26.05.2014) ................................................................................... 5 Figure 5. Commercial Cruise Ship and High Power Hybrid Tug Boat (Accessed on 26.5.2014) ................................................................... 7 Figure 6. Marine Propulsion System. (Accessed on 26.5.2014) ....................... 8 Figure 7. Ship Engine Sea Water Cooling System ........................................... 9 Figure 8. Ship Power Category 32 V – Engine Block. ................................... 10 Figure 9. ERP / Business Processes Management – Concurrent Approach Survey .............................................................................................. 11 Figure 10. Mind Mapping (Proposed Conceptual Framework for Industrial Manufacturing SCM) Concurrent Enterprise Research. .................. 12 Figure 11. DSM, DMM Data Analysis ............................................................. 15 Figure 12. People, Systems Data Interpretation ................................................ 16 Figure 13. Research Approach Design. ............................................................ 21 Figure 14. Overview of Research Literature Review ....................................... 29 Figure 15. Introduction Stage (Input and Deliverables) Product Life Cycle (PLC) - Input and Deliverables. ...................................................... 37 Figure 16. Number of journal articles on CE between: 2000–2010 (as of 28 July 2010) - (Harzing’s Publish or Perish software search results [run on 28/07/2010] statistical chart & table. ............................................. 50 Figure 17. Number of journal articles on ERP between: 2005–2010 (as of 28 May 2010) - (Harzing’s Publish or Perish software search results [run on 28/0502010] statistical chart & table. ............................... 77 Figure 18. Adopted Data Collection Modes Linked with Research Objectives ……………………………………………………………….84 Figure 19. Representations of the three DSM System Configuration Characteristic. .................................................................................. 89 Figure 20. Example of DSM ............................................................................. 90 Figure 21. The architecture of industrial manufacturer DSM e-SCM integration or interfaces. .................................................................................. 101 Figure 22. Design Structure Matrix (DSM) Information Types Relationship Entries. ........................................................................................... 104 Figure 23. Banded Design Structure Matrix (DSM) Information Types Relationship Entries). .................................................................... 104 Figure 24. DSM Information Sequence and Level Types Layout .................. 105 Figure 25. Partitioned DSM Information Sequence and Level Types Relationship Layout. ...................................................................... 106 Figure 26. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Network Simulation XIII (Frequency, Importance, Level of Collaboration, Mutual Trust, Roles and Responsibilities). ........................................................... 116 Figure 27. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Frequency in Technical Communication). ........................................................... 117 Figure 28. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Importance of Technical Communication). ........................................................... 118 Figure 29. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Frequency / Level of Collaboration among Design Teams). ............................. 118 Figure 30. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Scale / Level of Mutual Trust). ............................................................................ 119 Figure 31. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Scale / Level of Roles and Responsibilities). ....................................................... 119 Figure 32. UCINet 6 Simulator – Star Shaped – Hybrid Category 32 SP Engine System Design Teams Technical Communication Simulation (Frequency, Importance, Level of Collaboration, Mutal Trust, Roles and Responsibilities). ..................................................................... 120 Figure 33. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Frequency in Technical Communication). ........................................................... 120 Figure 34. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Importance of Technical Communication). ........................................................... 121 Figure 35. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Frequency / Level of Collaboration among Design Teams). ............................. 121 Figure 36. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Mechanical Systems - Coupling & Mounting Team). ....................................... 122 Figure 37. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Auxiliary System Team). ............................................................................... 122 Figure 38. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Automation Systems / PLC Team). ................................................................... 123 Figure 39. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Electrical & Instrumentation Systems / PLC Team). ......................................... 123 Figure 40. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Mechatronics Systems Team). .............................................................................. 124 XIV Figure 41. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Noise and Vibration Systems Team). ............................................................. 124 Figure 42. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Combustion Systems Team). ............................................................................. 125 Figure 43. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Power Transmission Systems Team). ....................................................... 125 Figure 44. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Isolates Analysis). ....................................................................................... 126 Figure 45. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System Design Teams Technical Communication Simulation (Harmonic Closeness Analysis). ...................................................................... 127 Figure 46. Autocorrelations Analysis Graph - Frequency in Technical Communication (Part 2). ............................................................... 137 Figure 47. Autocorrelations Analysis Graph - Importance of Technical Communication (Part 3). ............................................................... 138 Figure 48. Autocorrelations Analysis Graph - Frequency / Level of Collaboration among Design Teams (Part 4). ............................... 139 Figure 49. Big Picture Analysis - Proposed Conceptual Framework for a Concurrent Enterprise SCM Network. .......................................... 142 Figure 50. CE+ SCM Networks Activities Tracking - Portal GUI Snapshot. 149 Figure 51. A Customized CE+ SCM Networks Activities GUI of Portal e-SCM DMS systems data / information integration snapshot. ................. 150 Figure 52. A graphical Google Earth CE+ SCM Networks Activities GUI customized Portal e-SCM DMS systems data integration snapshot – Road transport tracking visibility. ................................................. 151 Figure 53. A graphical Google Earth CE+ SCM Networks Activities GUI customized Portal e-SCM DMS systems data integration snapshot – Vessel transport tracking visibility – discrepancies recorded. ...... 151 Figure 54. A graphical Google Earth CE+ SCM Networks Activities GUI customized Portal e-SCM DMS systems data integration snapshot – Vessel transport tracking visibility – recorded discrepancies resolved. ......................................................................................... 152 Figure 55. Data / information exchange architecture - proposed conceptual framework for manufacturing CE+ SCM networks activities. ...... 153 Figure 56. Proposed conceptual framework for manufacturing CE+ SCM networks activities data / information exchange' core integration and interfacing architecture. ................................................................. 155 Figure 57. Research Contribution Logic (Research Questions link with Organization Theory Assumptions Adopted for this Applied Research). ...................................................................................... 166 Figure 58. Research Core Theoretical Assumptions (Organization Theory) Adopted. ........................................................................................ 166 XV List of Tables Table 1. First nine months of 2012 shipments of business and general aviation aircraft manufactured worldwide (US$ billions) ................. 4 Table 2. World Orderbook at Year-End/ World New Orders/ World Completions. ...................................................................................... 6 Table 3. Research Questions Aligned with the Research Objectives ............ 17 Table 4. Research Ultimate Presumptions ..................................................... 18 Table 5. Some Applications of Organization Theory .................................... 19 Table 6. Research Approach Detail Design ................................................... 23 Table 7. Research Triggers or Motivators ...................................................... 25 Table 8. Thesis Structure by Chapters ........................................................... 26 Table 9. Harzing’s Publish or Perish Most Cited Concurrent Engineering Journal Articles and Authors*. ......................................................... 33 Table 10. Number of articles in each journal (all in alphabetical order) ......... 45 Table 11. Conference and Society Proceeding Articles ................................... 46 Table 12. Topics and references ....................................................................... 47 Table 13. Number of published articles for each topic .................................... 50 Table 14. Harzing’s Publish or Perish Most Cited ERP Journal Articles and Authors* ........................................................................................... 55 Table 15. Harzing’s Publish or Perish Most Cited ERP Journal Articles and Authors* ........................................................................................... 57 Table 16. Harzing’s Publish or Perish Most Cited ERP Journal Articles and Authors* ........................................................................................... 59 Table 17. Harzing’s Publish or Perish Most Cited ERP Journal Articles and Authors* ........................................................................................... 60 Table 18. Six key differences between ERP and ERP II systems .................... 65 Table 19. Number of articles in each journal (all in alphabetical order) ......... 67 Table 20. Conference and Society Proceeding Articles ................................... 69 Table 21. Topics and references ....................................................................... 71 Table 22. Number of published articles for each topic .................................... 78 Table 23. Information / Data Types and Layout ............................................ 103 Table 24. DSM Information Single Run Data Types Activity Record .......... 105 Table 25. Organization Theory Applications Adopted for this Research. ..... 111 Table 26. System Types / Teams and Product Components of the Studied Ship Power Engine ................................................................................. 115 Table 27. Summaries of Hypothesis Testing ................................................. 129 Table 28. Statistical Correlation Analysis (Pearson [r] Correlation). ............ 130 Table 29. Measures of Association among Variables. ................................... 131 Table 30. Frequency, Collaboration and Importance in Technical Commutations among System Design Teams Correlation (Pearson [r])…………. ................................................................................. 132 Table 31. Scale / Level of Mutual Trust among System Design Teams Correlation. .................................................................................... 133 Table 32. Scale / Level of Roles and Responsibility among System Design Teams Correlation. ......................................................................... 134 Table 33. Statistics Report Analysis .............................................................. 135 XVI Table 34. Descriptive Statistics Analysis ...................................................... 135 Table 35. Autocorrelations Analysis - Frequency in Technical Communication (Part 2). .......................................................................................... 136 Table 36. Autocorrelations Analysis - Importance of Technical Communication (Part 3). ............................................................... 137 Table 37. Autocorrelations Analysis - Frequency / Level of Collaboration among Design Teams (Part 4). ...................................................... 138 Table 38. Research Case Example - Feasibility and Validation Details ....... 147 Table 39. Aligning the Proposed Conceptual Framework for CE+ SCM Network Activities' Architecture with Technology Systems Adopted…………………………………………………………153 Table 40. Layout of Research Contribution to the Body of Knowledge ....... 165 XVII Abbreviations 3PLC - Third Party Logistics Company AI - Artificial Intelligence AIS - Automatic Identification System CAD - Computer Aided Design CAE - Computer Aided Engineering CAiD - Computer Aided-industrial Design CAM - Computer Aided Manufacturing CCE - Collaborative Concurrent Enterprise CE - Concurrent Engineering CE+ - Concurrent Enterprise CPD - Complex Product Development CRM - Customer Relations Management CSF - Critical Success Factor CSV - Comma-Separated Values DEA - Data Envelopment Analysis DMM - Domain Mapping Matrix DMM - Domain Mapping Matrix DMS -Data Management System DMU - Digital Mark-up DSM - Design Structure Matrix EAI - Enterprise Application Integration EDI - Electronic Data Interchange E-DMS - Enterprise Data Management System ERP II - Enterprise Resource Planning Extension (2) ERP - Enterprise Resource Planning ESA - Enterprise System Architecture E-SCM - Enterprise Supply Chain Management FTP - File Transfer Protocol HU - Handling Unit IaaS - Infrastructure-as-a-Service ICT - Information and Communication Technologies XVIII ICT - Information Communication Technology IDM - Internet Download Manager IMDS - Integrated Master-Data Systems IMO - International Maritime Organization IPD - Integrated Product Development IS - Information Systems IT - Information Technology KML - Keyhole Make-up Language KMZ - Keyhole Make-up Language file L&SCM - Logistics and Supply Chain Management LSPs - Logistics Service Providers MDM - Multi Domain Mapping MDM - Multi Domain Matrix MIS - Management Information System N/CPD - New / Complex Product Development PaaS - Platform-as-a-Service PLC - Product Life-Cycle PLM - Product Life-cycle Management R & D - Research and Development RFQ - Request for Quotation ROI - Return on Investment SaaS - Software as a Service SAP - System Application Process SC - Supply Chain SCL - System Life-Cycle SCM - Supply Chain Management SNT - Social Network Theory SOA - Service Oriented Architecture SOAP - Simple Object Access Protocol SQL - Structured Query Language XML - eXtensible Mark-up Language XIX “Managing the supply chain cannot be left to chance” Douglas M. Lambert, & Martha C. Cooper “No great discovery was ever made without a bold guess.” Isaac Newton XX 1 INTRODUCTION Sustaining competitive advantage and operational survival have compelled indus- tries to implement new strategies, based on collaboration with their SC partners and an advanced utilization of enterprise information technologies (IT) and Inter- net-based services (Geunes et al. 2002). According to Musa, et al. (2013) end-to- end supply-chain product visibility (i.e., product tracking and tracing) has been exploited as a means of product support security, process control and optimization in many industrial sectors. Including huge complex products such as jet engines - aviation, ship power engines - marine, automobiles, etc., (Maier, et al., 2008; Hsu & Wallace, 2007; Addo-Tenkorang and Eyob, 2012). Chandra and Grabis (2007) identified some key triggers for designing and implementing SC with regard to effectiveness, efficiency, flexibility and responsiveness. These key triggers in- clude; introduction of new/complex product(s), upgrades for existing product(s); introduction of new or improvement in an existing product development support process (es). In addition are, allocation of new or re-allocation of existing re- source(s); selection of new supplier(s), de-selection of existing ones; changes in demand patterns for complex product(s) manufactured; changes in lead-times for product and/or product support process life cycle; and changes in commitments among the SC network partners, etc. This research project attempts to propose a conceptual framework for SCM net- work concurrent enterprise – complex large-scale engineering design and delivery processes. This proposed conceptual framework is intended to make enterprise engineering design and delivery SCM network more efficient in information ex- change and flow, effective and visible in operation activities as well as communi- cation network. Thus, this research takes its theoretical underpinning from organ- ization theory’s “operation”, “information technology” and “communication” processes. Both qualitative and quantitative data were collected via real-life in- dustrial pilot case studies and a questionnaire approach as the primary empirical data for this research thesis. The results in this research have been feasibly vali- dated by scientifically employing design structure matrix (DSM), social network theory (SNT) analysis simulations, and also some statistical correlation analysis testing in a methodology triangulation approach. Furthermore, the results have been industrially evaluated for their adaptation feasibility. The industrial case example was a ship-power (SP) manufacturing SCM network. The rest of this introduction chapter is divided into five main sections: Section 1.1 elaborates on the research background and Section 1.2 details the objectives of the research as well as the research questions and the ultimate presumptions of 2 Acta Wasaensia this research. Section 1.3 defines the adopted research approach employed for this research’s data analysis and Section 1.4 attempts to justify the significance and validity of this research. Finally, Section 1.5 presents an outline of the structure of this report. 1.1 Research Background The challenges confronted by industrial SCM networks are stern, and most of them find themselves struggling merely to survive. Industrial manufacturing en- terprise SCM networks in complex engineering-design and delivery product de- velopments such as marine – ship power engines, aviation – jet engines, automo- bile manufacturing, etc., are being compelled to improve their SCM network ac- tivities. Some of the real-life pressures include evolving customer demands, stiff global competition, and the need to improve time-to-market (Murman et al., 2000; Molina et al., 2005; De Brentani, 2010). All these challenges can be effectively dealt with, if the multi-disciplinary teams / partners on a SC work together effec- tively and the information flow and exchange as well as communication network among them is effective and efficient. According to Murman et al. (2000), after the cold war, engineering companies were forced to shift their industrial manufac- turing standards from just doing anything to enhance their engineering capability to a “best practice” approach of a better, faster and cheaper standard. Therefore, for decades, industrial manufacturers’ SCM activities have seen vari- ous product improvements approaches as well as product development support processes such as shorter product development lead-times and higher return on investments (ROIs). However, with all the industrial manufacturing SCM net- work improvements, in terms of complex engineering design and delivery, there is still a lot more variance to be addressed on the ‘better, faster and cheaper’ para- digm. Furthermore, attention is needed on multi-disciplinary teamwork collabora- tion, efficient information exchange systems as well as effective operational communication on SCM networks for industrial manufacturing competitive ad- vantage (Puvanasvaran, et al., 2009). Marine, aviation and automobile manufacturing industrial SCM networks are some of the most competitive businesses globally. Again, narrowing down further and taking just two examples out of the three mentioned complex engineering design products above; Aviation - jet engines and Marine - Ship Power engines Acta Wasaensia 3 and some systems-operation (please see Figures 3 – 8 below) will be focused on. Moreover, the delivery of these products are significantly increasing year-on- year, which directly reflect on their return-on-investments (ROI), (please see Fig- ures 1 & 2 and Tables 1 & 2 below). As this research progresses, it will narrow down further to base its main relevance and build the main industrial case study justification analysis on empirical data collected from the SCM network for a Ship Power engine’s complex engineering design and delivery industrial case. Figure 1. History and Forecast for Large Commercial Aircrafts - Order and Production (1981 - 2013E) Source: The Boeing Company, News release (2012). Figure 2. Industrial Production of Aerospace Manufacturing Source: http://www.bga-aeroweb.com/database/Manufacturing-Sales-MRO.html (Accessed on 22.10.2013) 4 Acta Wasaensia Table 1. First nine months of 2012 shipments of business and general avia- tion aircraft manufactured worldwide (US$ billions) 2012 2011 Change Pistons $597 $577 +3.5% Turboprops $368 $333 +10.5% Business jets $428 $427 +0.2% Total shipments 1,393 1,337 +4.2% Total billings (US$ billions) $12.3 $12.1 +1.4% Source: General Aviation Manufacturers Association (GAMA - 2012), Figure 3. Commercial Aircrafts and Military Jet Fighters (Accessed on 26.05.2014). Photographers/Authors-Registration (Wo st 01-G-EUOI; Adrian Pingstone-OH-LZB; TSGT Michael Ammons, USAF; Ser- vice Depicted: Air Force Staff Sgt. Simons-DFST9110835). Acta Wasaensia 5 Figure 4. Rolls-Royce Trent XWB - The world's most efficient aero engine, (2014, May 23). Photographer/Author-Registration and Source (Jeff Dahl-FAA- 8083-3A Fig 14-1.PNG; Laurent Errera- F-WZGG and DSC_8009-F- WZGG - MSN 003). (Accessed on 26.05.2014) 6 Acta Wasaensia Table 2. World Order book at Year-End / World New Orders / World Completions. World New Orders (Shipbuilding) World Completions (Shipbuilding) Source: The Shipbuilders Association of Japan (2011) Acta Wasaensia 7 Figure 5. Commercial Cruise Ship and High Power Hybrid Tug Boat. (Ac- cessed on 26.5.2014). Photographers/Authors-Registration (Andres Manuel Rodriguez; Al2, captions by Lycaon, font and pointer line fixes by Jeff Dahl) 8 Acta Wasaensia Figure 6. Marine Propulsion System. Photographer/Author-Registration (Blair Snow). (Accessed on 26.5.2014) Acta Wasaensia 9 Figure 7. Ship Engine Sea Water Cooling System. 10 Acta Wasaensia Figure 8. Ship Power Category 32 V – Engine Block. 1.1.1 Research Setting In order to adopt the appropriate research methodology and also assume the right theoretical underpinning, it is imperative to clarify the context of this applied re- search. This research focuses on proposing a conceptual framework for the SCM network of complex engineering design and delivery for complex product devel- opment (e.g., Ship Power engines, Aircraft Jet engines, Automobiles, etc.); in an enterprise manufacturing SCM network activities in a concurrent enterprise ap- proach. This conceptual framework is assumed by enhancing the complex engi- neering design and delivery integrated product-development process by employ- ing a concurrent engineering process with enterprise resource planning SCM in- formation technology (IT) enablers. The basic principle for concurrent engineer- ing (i.e., the practice of concurrently developing products and their manufacturing support processes in multifunctional teams with all expertise working together from the very onset stages) revolves around two concepts (Anderson, 2008; 2010). Firstly, all elements of a product’s life-cycle, from functionality, pro- duceability, assembly, testability, maintenance issues, environmental impact, and Acta Wasaensia 11 finally disposal and recycling, should be taken into careful consideration in the early design phases. Second and finally, the preceding design activities should all be occurring at the same time, or concurrently. While enterprise resource plan- ning (ERP) systems have emerged as a result of developments in organizational resource planning, its collaborative systems application and enabling abilities are focused on addressing the implementation of automated business process man- agement (Sharif, et al., 2005). Thus, ERP SCM – IT systems enablers provide the enabling environment for organizations to manage their core business process data and information across the enterprise SC network (Please see Figure 9 be- low). Figure 9. ERP / Business Processes Management – Concurrent Approach Sur- vey Source: Castellina, N., Aberdeen Group, (2013) This research’s ultimate motive is to significantly contribute to the body of knowledge because this research involves the study of people in social settings. It is therefore, under the overarching of social science research. The term “applied research” has been used from the beginning of this report because this research involves the proposal of a conceptual framework for a real-life industrial setting; therefore, it would be considered to be an applied research in contrast to pure em- pirical research. According to Kumar (2010), this research can be concluded to have exploratory, explanatory, descriptive and correlation dimensions as per this research’s objectives. 12 Acta Wasaensia Figure 10. Mind Mapping (Proposed Conceptual Framework for Industrial Manufacturing SCM) Concurrent Enterprise Research. According to Robson (2011), pragmatism provides a highly compatible theoreti- cal underpinning for mixing two types of method in the same project. Therefore, although some social constructivists suggest knowledge is created because of so- cial interactions, some pragmatists also thinks knowledge is created because of practical deeds. Hence, in order for this research to fit in well with both worlds, Figure 10 above illustrates, that this research is divided into two streams: the the- oretical stream and the empirical stream which attempts to validate this research by triangulation of both the social constructivist view and, mainly, the pragmatist view. Robson (2011) describes mixed methods research as a new research para- digm where pragmatism is the social underpinning for the research. Therefore, this research assumed some applications of organization theory as its underpin- ning theory employed as a guide in conducting the industrial pilot case study for verifying the motives of the research. Some likely benefits of multi-strategy de- signs have been described by Robson (2011) and Bryman (2006), and include: § Triangulation due to different data types and methods § Completeness and comprehensiveness of the research setting § Ability to answer different research questions Acta Wasaensia 13 § Ability to deal with complex phenomena and situations § Explaining findings based on further investigation § Refining research questions based on qualitative data § Instrument / Software / Platform / Framework development and testing 1.1.2 Scope of Research Contribution This research is partly a component of a real-life large-scale engineering-design and delivery of complex product development project (Logistics Tracking Net- work [LogTrack] and Future Models for Digital and Global Enterprises [FUDGE]) and the support processes involved. Hence, the scope of this research is to propose a conceptual framework for CE+ SCM network activities (Esposito and Evangelista, 2014; Bottani, 2010). Therefore, the researcher designed and managed the empirical data collection approach and solely conducted the research analysis for the proposed conceptual framework CE+ SCM networks activities’ systems-architecture, evaluation and validation methods. On the other hand, the technical prototyping, (e.g., back-end hard-core programming.) and eventual in- dustrial-based implementation was conducted separately as another exclusive project, which the researcher was not directly involved in. 1.2 Research Objectives The purpose of this research is to propose optimal operations for complex engi- neering design and delivery processes on enterprise SCM networks, by employing strategic enterprise information technologies and effectively analysed communi- cation strategies to enhance an industrial competitive advantage. This research, first, attempts to identify and systematically propose a solution to the industrial SCM network activities by proposing a suitable structured co- ordination for the various multidisciplinary systems-design teams / partners / de- partments, etc., in an enterprise SCM network approach (Klein, et al., 2003b). Secondly, this research attempts to propose a structured master data-management (MDM) system for SCM network complex engineering design and delivery pro- cesses of complex product development. This, attempting to bring all the various enterprise SCM network systems-design teams together concurrently; on a single common information exchange platform. This in turn will enable effective and efficient enterprise SCM network value-adding benefits for industrials seeking to 14 Acta Wasaensia enhance their industrial enterprise SCM (e-SCM) network activities, which is simple and easily laid-out for concurrent enterprise SCM network collaborative competitive advantage (Musa, et al., 2013). The third objective of this research is to create a collaborative complex engineer- ing design and delivery complex product-development process approach. This will effectively and efficiently enables industries requiring a complex mix of planning, evaluation and decision-making to communicate effectively and strate- gically to enhance their SCM network industrial competitive advantage.  An effec- tive and efficient communication network is thus, seen as the vehicle by which this coordination could be achieved. Moreover, communication itself is influ- enced by many different factors that are connected (Maier, et al., 2008). Finally, attaining and sustaining a collaborative concurrent enterprise approach and mentality for an industrial enterprise SCM network is seen as a competitive advantage. This is because this is challenging to most SCM networks. However, the key challenge to the concurrent engineering principle is the effective applica- tion of enterprise systems enablers to reduce the excessive lead-time in complex engineering design and delivery for complex product development. Enterprise resource planning SCM information technology (IT) enablers in this wider con- text and the complexity of its implementation; uses; trends and perspective as well as trainings are significantly lacking as enablers for the complex engineering integrated product development “best practice” process (i.e. Concurrent Engineer- ing). Thus, the ability of an industrial organization to implement these enterprise systems to enhance their complex engineering design and delivery processes faces all sorts of challenges, including system interface as well as change management problems with employees’ (multi-disciplinary teams’) collaboration issues, in- formation flow and exchange as well as communication network issues, etc. The multiple facets that have to be managed in a large-scale industrial SCM complex engineering design and delivery makes the effective use of enterprise manage- ment information systems (MIS) very necessary as enhancing enablers. The research questions generated from real-life industrial enterprise SCM net- work issues and also endorsed by the literature-review research gaps identified in this research include: Acta Wasaensia 15 1.2.1 Research Questions This research aims to achieve the following milestones – (i.e. find answers or propose feasible solutions to the following Research Questions – RQ): RQ.1) How can multi-discipline teams, made up from different divisions of a manufacturing enterprise SCM network work, together effectively? RQ.2) How can information exchange on an SCM network be structured ef- ficiently and effectively to strategically improve N/CPD engineering design and delivery processes? RQ.3) How can SCM networks achieve strategic and effective communica- tion network on changing parameters of N/CPD engineering design and delivery processes? RQ.4) How can enterprise SCM networks create a concurrent collaborative enterprise mentality and approach? (Fighting the not-invented-here syndrome). Figure 11. DSM, DMM Data Analysis 16 Acta Wasaensia Figure 12. People, Systems Data Interpretation Analysis: Design Structure Matrix (DSM) + Domain Mapping Matrix (DMM) = [(Multi Domain Mapping (MDM))]. Therefore; RQ.1 + RQ.2 + RQ.3 = RQ.4 Therefore, by using multi-domain mapping (MDM) to analyse the interrelations between the people and systems and vice-versa, (please see Figures 11 & 12 above), manufacturers could create a collaborative concurrent enterprise envi- ronment in their industries and also get rid of the “not-achievable” mentality in industries, which is currently costing them a lot in sustaining their competitive edge – (RQ.4). Hence, this would feasibly illustrate and also elaborate how a mul- ti-discipline team made up of an enterprise SCM network could effectively and efficiently work together by using design structure matrix (DSM) to analyse the industrial organization’s management information exchange and operations. Furthermore, the same DSM approach can be used to analyse how MIS could effectively be utilized efficiently in the industrial manufacturing sector to improve their enterprise supply-chain management (SCM) for large-scale engineering de- sign and delivery of new/complex product development and support processes. However, in order to empirically interpret the design structure matrix (DSM) analysis adopted in this research report, Domain Mapping Matrix (DMM) will be used to analyse the people-to-people and the system-to-system structures which were studied and analysed in the light of research question three (RQ.3). Hence, the benefits of the DSM analysis in research questions one (RQ.1) and two (RQ.2) will be utilized to enhance and also manage the large volumes of industri- al SCM network activities and data generated from different enterprise-system sources by different system-design team members at different times, whenever needed at real-time Acta Wasaensia 17 Table 3. Research Questions Aligned with the Research Objectives (RQ.) Research Objective Research Approach RQ.1) How can mul- ti-discipline teams, made up from differ- ent divisions of a manufacturing enter- prise SCM network work together effec- tively? To scientifically and empirically investi- gate the correlation advantages and delimi- tations of multi-discipline teams / partners / stakeholders of a complex product devel- opment SCM network: related to Concur- rent Engineering “best practice” principles; and how they could positively impart the SC network for a sustainable industrial competitive advantage. Statistical Correlation analysis to, hypothetically test correlation signifi- cance level as outlined in the research objectives. And design structure (DSM) matrix of teams/ partners optimal grouping. RQ.2) How can in- formation exchange on an SCM network be structured effi- ciently and effective- ly to strategically improve N/CPD engineering design and delivery process- es? To propose an optimum configuration of SCM network meta-database management systems constituted within an SCM net- work Master Database-Management sys- tem: related to Enterprise Resource Plan- ning SCM IT enables to, effectively en- hance the above “best practice” SC prod- uct development initiative for an efficient, authentic and secured information ex- change within the SCM network for a sustainable competitive advantage. (An improved manufacturing Integrated Product Development paradigm) Design Structure Matrix (DSM) analysis tools to; simulate an optimum configuration Master Database-Management system. RQ.3) How can SCM networks achieve strategic and effective communication net- work on changing parameters of N/CPD engineering design and delivery process- es? To be able to propose this improved SCM network manufacturing integrated product development paradigm; Efficient, effective and authentic communication over the SC network or among the teams / partners / stakeholders on the SCM network needs to be robust and cannot be left to chances; therefore, if organizations really want to achieve an industrial sustainable competi- tive advantage in their SC network activi- ties. UCINet 6 social network theory (SNT) analysis tool to simulate for teams / partners / stakeholders' communication and col- laboration frequency and importance, as well as their level of mutual trust and roles and responsibili- ties on the SC network. As well as employing Statistical Correlation in a Triangulation, approach. RQ.4) How can enterprise SCM net- work create a concur- rent collaborative enterprise mentality and approach? (Fighting the not- invented-here syn- drome). To propose a concurrent enterprise Con- ceptual Framework for complex product development SCM network activities. It is assumed that this applied research solution will be feasibly replicable in other com- plex product development, although the case study example was analysed based on data from the Ship Power manufacturing SCM. Furthermore, apart from employing various scientific approaches to feasibly validate this conceptual framework, it has also been industrially evaluated by the industrial partner in this research’s case study example. Findings and Results from RQs. 1, 2 & 3 will form the solution for this re- search’s proposed SCM network framework. 18 Acta Wasaensia 1.2.2 Ultimate Presumptions: Table 4 below seeks to synthesis the ultimate presumptions utilized in this re- search approach: Table 4. Research Ultimate Presumptions Research Presumptions Focus Area Reference(s) Remarks Organization Theory (Infor- mation Technology, Communi- cation & Operations) Theoretical platform (Literature Review, etc.) Hatch and Cun- liffe (2006) Research literature review, etc. Cross-Organizational, Early Complex Product Development Support Processes In SCM Net- work Integration & Enterprise Information Technology (IT) Research positioning Klaus (2009) Research stream evolu- tion and focus Theory Testing against Research Questions (RQs) and some hy- potheses testing. And, using Social Network Theory (SNT); Design Structure Matrix (DSM); Domain Mapping Matrix (DMM) to analyse empirical “Case Study” data. Research objectives (RQs). – Efficiently and effectively answer / test research questions to support the research’s proposed “Concurrent Enterprise” framework for enterprise SCM network. Hatch and Cun- liffe (2009); Klaus (2009); Sosa et al., (2002); Galas- kiewicz, (2011); Yin (2009; 2012); Yassine and Braha, (2003); Research proposed “new concep- tual frame- work”. As the research progressed, more relevant presumptions were unveiled and con- sidered in the research. For example, further in this research report, key commu- nication factors and/or correlation analysis have been investigated and analysed. The investigation and analysis were conducted between an industrial enterprise systems-design teams such as frequency in communication, concurrent tech- nical/design communication and effective and efficient multidisciplinary design team communication network could be better supported, analysed and validated within the assumptions of the “Social Network Theory” (SNT) analysis (Sosa et al., 2002; Galaskiewicz, 2011). Therefore, to realize added-value and real sustain- able competitive advantage within an industrial enterprise SCM network, com- plex product development (CPD) with complex engineering design and delivery systems-design teams must be able to communicate efficiently and effectively (Puvanasvaran, et al., 2009; Morelli, et al., 1995; Allen, 2000; Eckert, and Stacey, 2001; Loch, and Terwiesch, 1998). However, most of the argument in this re- search will be towards building or proposing a “best practice” industrial manage- ment concurrent enterprise framework for an SCM network competitive ad- vantage. Acta Wasaensia 19 Therefore, this research positions itself by combining the benefits of two flow streams: cross-organizational (global), complex product development engineering design and delivery in SCM network integration and enterprise information tech- nology (IT) (Klaus, 2009). Hence, this research report attempts to utilize the as- sumptions of organization theory focusing on the aspects of “operations," “infor- mation technology” and “communications” in industrial manufacturing SCM network as its theoretical platform. However, organization theory also considers other applications, as indicated in Table 5 below. Table 5. Some Applications of Organization Theory Types of Theory Applications Implication of Theory Application Strategy/Finance Business executives who want to improve value-adding of a company need to know how to organize to achieve organizational goals; those who want to monitor and control performance will need to understand how to achieve results by structuring activities and designing organiza- tional processes. Marketing Marketers know that to create a successful corporate brand they need to get the organization behind the delivery of its promise; a thorough understanding of what an organization is and how it operates will make their endeavours to align the organization and its brand strategy more feasible and productive. Information tech- nology The way information flows through the organization affects work pro- cesses and outcomes, so knowing organization theory can help IT spe- cialists identify, understand and serve the organization’s informational needs as they design and promote the use of their information systems. Operations Value chain management has created a need for operations managers to interconnect their organizing processes with those of suppliers, distrib- utors and customers; organization theory not only supports the tech- nical aspects of operations and systems integration, but explains their socio-cultural aspects as well. Human resources Nearly everything HR specialists do from recruiting to compensation has organizational ramifications and hence benefits from knowledge provided by organization theory; organizational development and change are particularly important elements of HR that demand deep knowledge of organizations and organizing, and organization theory can provide content for executive training programs. Communication Corporate communication specialists must understand the interpretive processes of organizational stakeholders and need to address the many ways in which different parts of the organization interact with each other and the environment, in order to design communication systems that are effective or to diagnose ways existing systems are misaligned with the organization’s needs. Source: (Hatch and Cunliffe, 2006 Chap-1 pp. 4) 20 Acta Wasaensia 1.3 Research Approach This subsection presents background information on this research approach as well as the adopted research methods. The focus of this research is on an industri- al-based case in its own right considered within the research setting. According to Yin (2012), the in-depth focus on the case(s) in a case study research approach, as well as the desire to cover a broader range of the research’s context and other complex settings; leads an extra range of topics to be considered. Therefore, by any given specific case study; making a case study research extend beyond the case of isolated variables, to cover also the other essential aspects is within the merits of a case study research. Therefore, this research employs multiple data collection methods (Industrial-based pilot case study as the main research data collection approach, Closed-end questionnaires & Extensive Literature Review / Archival Records were also used to collect extra data, which could not be fully collected during the industrial pilot case study) in a cross-sectional time horizon approach. Moreover, the archival records and aligned literature review employed to streamline the data collection and analysis of this research were guided by some assumptions of Organization Theory (Operations, Information Technology and Communications). Thus, the approach employed by this research was a trian- gulation approach. Therefore, the research methods employed for this research are mixed-method / multi-method (methodology triangulation approach) for analysing the research questions set above at sub-section 1.2.1. Mixed-method study involves the collec- tion / analysis of both qualitative and/or quantitative data in a single research in which data are collected concurrently and also involve integration of the data at one or more phases during the process of the research (Creswell, et al., 2003:212). The approach to this research draws on a number of research methods, which are detailed further in this research, (please see Figure 10 at page 12 above and Fig- ure 13 at page 21 below). Therefore, this research could be said to employ both qualitative and quantitative approaches. Corbetta (2003) demonstrated that quali- tative research is open and interactive and observation precedes theory, whereas quantitative research is structured, and theory precedes observation. According to Kumar (2010), there are four fundamental purposes and subsequent types of research: explanatory, descriptive, correlational, and exploratory. There- fore, it can be established based on the research objectives that correlational; ex- ploratory, explanatory and descriptive approaches are all suitable in this research case. Research objective one (1) involves explanatory and descriptive research; Acta Wasaensia 21 and research objective two (2) involves exploratory, explanatory and descriptive research; while research objective three (3) involves correlational and explanatory research; and finally, research objective four (4) requires descriptive and explana- tory research (please see Table 6 below and also Figure 18 further below). Figure 13 below, illustrates the overall research methodology / design approach in the form of an “onion”. This embodies the thoughts with regard to the research problem – data collection and analysis in the centre; thus, several layers have to be “peeled away” before coming to the central part of collecting and analysis the required data in order to, feasibly solve the research problem (Saunders et al. 2009). Although diverse categorizations and definitions of these terms exist in different social science research methods, strategies and approaches; the taxono- my put forward by Saunders et al., (2009) is preferred in this research, as it pro- vides an unambiguous overall context for the complete research project. Figure 13. Research Approach Design. 22 Acta Wasaensia As illustrated in Figure 13 above, this research employs a mixed-methods ap- proach, triangulation, as the most reliable choice for this research. Research has revealed that both qualitative and quantitative approaches have their unique ad- vantages and disadvantages (Hossain, 2012). Denscombe (2007:108), identified three crucial features of mixed-method / multi-method research. Therefore, align- ing facts with this research: Firstly, both quantitative and qualitative methods are used in a single industrial-based research project, (please see Figure 18 at page 84 further below). Secondly, with the triangulation approach, it involves viewing something from more than one perspective (Denscombe, 2007). Thirdly, the ap- proach is issue driven; it focuses on different philosophies, (i.e., Positivism, Pragmatism and Objectivism) in order to create a practical value to the research findings (Saunders et al. 2009). Robson (2011) mentioned that, pragmatism pro- vides a highly compatible theoretical underpinning to mixing two types of method in the same project. Researchers employing Objectivist research methods seek to uncover the truth or reality about their research. This means that the researcher needs to be as detached from the research as far as possible, and use methods that maximize objectivity and minimize the involvement of the researcher in the re- search. This is best done using methods taken largely from the natural sciences and then transposed to social sciences. Positivism is the most extreme form of this world- view. According to positivism view, the world works according to fixed laws of cause and effect. Therefore, most of researchers employ both quantitative and qualitative methods thus, taking a pragmatist approach to their research, using different methods depending on the research questions they are trying to resolve. Sometimes a mixed method approach combining quantitative and qualitative methods seems the most appropriate in this kind of research direction. The de- tailed design of this research’s approach is simplified and documented in Table 6 below. Acta Wasaensia 23 Table 6. Research Approach Detail Design (RQ.) Type of (RQ.) Research Aims and Claims Research Ap- proach Research Strategies Research Philosophy RQ. 1 “How” Explanatory Descriptive Mixed-methods (Qualitative & Quantitative) Case Study, Ques- tionnaire & Archival Record/Literature Review/Underpinning Theory – Organiza- tion Theory Positivism Pragmatism Objectivism RQ. 2 “How” Exploratory Explanatory Descriptive Mixed-methods (Qualitative & Quantitative) Case Study & Ar- chival Rec- ord/Literature Re- view/Underpinning Theory – Organiza- tion Theory Positivism Pragmatism Objectivism RQ. 3 “How” Correlational Explanatory Mixed-methods (Qualitative & Quantitative) Questionnaire & Archival Rec- ord/Literature Re- view/Underpinning Theory – Organiza- tion Theory Positivism Pragmatist Objectivism RQ. 4 “How” Descriptive Explanatory Mixed-methods (Qualitative & Quantitative) Case Study, Ques- tionnaire & Archival Record/Literature Review/Underpinning Theory – Organiza- tion Theory Positivism Pragmatism Objectivism 1.4 Research Justification Being able to easily access information in real-time on an enterprise SCM net- work will actually reduce the time and space of decision making and demand changes in complex engineering design and delivery processes as well as complex product development processes (Shamsuzzoha, et al., 2011; Musa, et al., 2013). Industrial enterprise SCM networks are trying to streamline their operations and also minimize the time to get their products to the customer. These changes along with their support processes constitute new challenges that need to be effectively managed. Some of the primary changes highlighted in previous studies (Tan et al., 1999; Ndubisi et al., 2005; Lummus and Vokurka, 1999) include greater in- formation exchange between industrial manufacturing SC network partners. The need to effectively coordinate early complex engineering design and delivery pro- cesses and also complex product development (CPD) processes across the SCM 24 Acta Wasaensia network and the associated competitive pressure to get the product more quickly to the customer and with sequential processes reduced as much as possible; have become a necessary industrial goal. Therefore, to manage these, enterprise indus- trial MIS; technology integration have become increasingly critical for most man- ufacturing industries SCM network (Tan et al., 1999; Musa, et al., 2013). Although some research has been conducted into how to improve SCM network activities. However, little or no work has been done to make it more competitive and sustainable by adopting the “best practice” integrated complex/product pro- cess development process (Concurrent Engineering methodology) and employing the right SCM enterprise resource planning (ERP) information technology (IT) enablers. In order to enhance and sustain an industrial competitive advantage (value-adding) within enterprise SCM network activities (Lambert, and Cooper, 2000; Ahire and Dreyfus, 2000; Dyer, 2000; Hsu et al., 2006; Petersen et al., 2005; Lummus and Vokurka, 1999; Musa, et al., 2013, Shamsuzzaho, et al., 2011): Thus, what is referred to in this research as “Concurrent Enterprise” for SCM networks. According to Ahir and Dreyfus (2000) teamwork and collabora- tion are of great significance in SCM complex engineering-design and delivery products such as automobiles, aircraft engines, ship power engines, computer as- sembly, etc., rather than chemicals or food processing. Therefore, the structure of SCM network processes within the network systems as well as between the part- ners / teams / stakeholders on the SC is vital for creating superior competitiveness and profitability (Lambert and Cooper, 2000). Musa, et al.’s (2013) recent exten- sive research on SC product visibility: methods, systems and impacts, covers most aspects of element (3) in the three key interrelated elements of a competitive and sustainable SCM network of Lambert and Cooper’s (2000) research. But they appear to have scoped their research to the enterprise resource planning SCM network IT enablers only. Although they also mention the significance of the oth- er two elements. Hence, the three key elements include: 1) SC network structure – teamwork and collaboration of partners on the SC network; 2) SC business pro- cesses – “best practice” business approach in terms of operational principles for people/partners and systems on the SC network and 3) SC management compo- nents – business information technologies, integration of data-management sys- tems, communication and systems security and authenticity. As outlined in Table 7 below, the case company employed in this research is a large engineering global enterprise in its own perspective in the list of Original Equipment Manufactures’ (OEMs). This case company plays its role fairly and significantly in the global manufacturing sector in its area of operations. Empiri- Acta Wasaensia 25 cal data was collected from the case company in the form of industrial pilot case(s) as well as closed-end questionnaires. The focused research area in this research was their Ship Power manufacturing supply-chain management (SCM) department network activities. The idea was to collect empirical data to analyse, to enable the research to find feasible solution(s) to the real-life industrial enter- prise SCM network issues translated into the research questions outlined above in sub-section 1.2.1. Some of the real-life industrial SCM issues pertinent in most enterprise SCM networks, including this research’s industrial partner’s SCM net- work department activities, triggered or motivated the research questions in this research, are included in Table 7 below: Table 7. Research Triggers or Motivators # Research Triggers or Motivators 1 A state-of-the-art e-SCM solution that helps to identify the location of a delivery and shipment of enterprise manufacturers in real-time envi- ronment (SC network product and logistics visibility at real-time) . Thus, A good track and trace solution is one that can identify the location of a shipment by answering the questions like; a. What are the current position / locations of the shipment / delivery? (Google Earth – functioned integrated graphical visualization at real-time of products and logistics: - ship- ments and deliveries). i. What are the conditions inside / outside the delivery shipment (i.e., extras such as temperature, humidity, corrosion / rust level, etc.)? 2 A common team working approach and platform (e-SC network platform). 3 IT (system) enablers to make it competitive & sustainable by proposing feasible e-SCM DMS for the SC network activities. 26 Acta Wasaensia 1.5 Research Report Structure This research write-up is arranged in the form of a monograph thesis, comprising five chapters that are structured according to the progression of the applied re- search conducted. An overview of the structural layout of the contents of the chapters is provided in Table 8 below. Some of the chapters start with an intro- duction intended to help the reader understand the logic behind how the chapter is organised. Summaries are provided at the end of the last two main sub-chapters in chapter 2 (i.e., 2.2 and 2.3) to help recapitulate contents and sum up significant points. Table 8. Thesis Structure by Chapters Chapter Heading Sections Chapter 1 Introduction § Research Background § Research Objectives § Research Approach § Research Justification § Research Report Structure Chapter 2 Literature Review § Introduction § Concurrent Engineering (CE) § Enterprise Resource Planning (ERP) § Concurrent Enterprise (CE+) - Manufacturing SCM Network Activities Chapter 3 Research Methodology § Methods Employed for Research Data Collection § Methods Employed for Research Data Analysis Chapter 4 Research Analysis, Findings and Results § Case Construct and Description (RQ. 1 & RQ. 2) § Case Construct and Description Three (RQ. 3) § Analysing the Case Constructs and Discussions (RQ. 4) Chapter 5 Conclusion § Discussion of Research Results § Detailed Research Results Discussion § Contribution to the Body of Knowledge § Summary of Research § Limitation of Results § Recommendation for Future Research Appendixes A - F § Financial Plan and Research Time Line § Sample Research Questionnaire § Questionnaire e-Forms Response Graphics Representa- tions § Ship Power Systems (Wärtsilä 32 Engine Categories) § Correlation Analysis Data: Frequency in Technical Communication, Importance of Technical Communica- tion, Scale/Level of Collaboration in Technical Commu- nication, Scale/Level of Mutual Trust and Scale/Level of Roles & Responsibility. § List of Publications Acta Wasaensia 27 This research employed a triangulation approach by using more than one data collection method and mode of analysis. However, the research methods were selected based on the information required to achieve the research objectives and also address the finding or gaps identified from the literature review. The follow- ing chapter will presents the literature review of the two main industrial organiza- tion management streams employed, studied and analysed in this research (i.e., Concurrent Engineering principle and Enterprise Resource Planning systems solutions in product-development information technology (IT) perspective for SCM network activities). Therefore, with the collaborative synergy of the two streams mentioned above, the expected output of sustainable industrial competi- tive advantage harnessed the contribution of this research. Thus, providing the enabling enterprise-systems structures for the researcher to propose and present the conceptual framework for CE+ SCM network activities. 28 Acta Wasaensia 2 LITERATURE REVIEW 2.1 Introduction According to Robson (2011), literature is what is already known and written down relevant to one’s research project. There are many reasons for conducting a literature review. Hence literature review has been recommended beyond the tra- ditional review which includes the systematic search of documents, location, and analysis of these documents containing information related to a research problem or gap. Robson (2011) notes that some other benefits or advantages of a literature review are that it: § Exposes relevant gaps in literature or knowledge, and identifies main areas of disagreement, discrepancy and uncertainty requiring further study. § Aids the identification of general patterns to research and research find- ings by analysing multiple examples of research in the same domain. § Compares studies with apparently conflicting findings to help explore clarifications for discrepancies. § Aids researchers to define terminology and identify differences in the def- initions used by other researchers or practitioners in the same research domain. § Aids the identification of appropriate research methodologies and scien- tific tools for data collection and analysis. § Develops the researcher’s knowledge and understanding of the research topic and domain. § Assists researchers to prevent duplicating research and avoid consequenc- es and common errors experienced in previous research projects. Academic literature review(s) may vary depending on its uses or focal drive in research. However, there are also variations in the kind of information that would be considered to be contributions to the body of knowledge. Therefore, original academic research may be published in the form of journal articles, conference papers, books / book-chapters, and academic / industrial research reports. Each of these publications may be subject to peer-review / double-blind-peer-review or any form of academic rigor and scrutiny. This research employed all the forms of academic research literature publications and also used other sources, which are also very insightful and helpful in conducting literature review, such as the Inter- net and industrial R&D websites; academic databases and portals such as Scopus, Acta Wasaensia 29 Science Direct, IEEE Xplore, Emerald, ProQuest, EBSCO, Springer link, Infor- mation Science, etc.; and government and legal publications. Figure 14 below, illustrates a snapshot overview of the literature review in this research project. Figure 14. Overview of Research Literature Review 2.2 Concurrent Engineering (CE) This review section intends to serve three goals. First, it would be useful to re- searchers who are interested in understanding and following the recent trends within the area of the CE “best practice” approach. Secondly, this review would be useful to businesses or industries that are intending to expand and strategically enhance their operations (SCM network activities); because the observations and findings highlight the unanswered but justified research and development (R&D) pertinent challenges and questions raised in research papers for research and/or developmental needs of industrial organizations. Finally, this review section at- tempts to identify and summarize key references to aid researchers and industrial R&D departments as well as their entire SCM network activities for new/complex 30 Acta Wasaensia product development teams/partners to find solutions to the research questions in this research report. This section uses key journals and other key forums such as conferences and societies as well as some books on the field of CE, in order to give a wider coverage of identified literature documents to enhance and subse- quently support the validation of the findings in this research. This section reports a review of work published in various journals on the topics of Concurrent Engi- neering (CE) between 2000 and 28th July, 2010 in a deliberate attempt to strate- gically and purposefully scope this extensive review. A total of 80 articles from 28 journals, eight Conference Proceedings and two books were reviewed. Har- zing’s Publish or Perish software analytical tool was employed in summarizing this section into table form. This section of the research literature review will also assess the issues and trends, including future perspectives of CE and the CE Product Life Cycle (PLC) issues in product development and support processes. Over the past decade industries in almost all markets has been facing a rising lev- el of competitiveness. There are many reasons for this, but most of them can be ascribed to some principal trends: shortening product life cycles, globalization of the market, rapid technological changes, environmental issues, and higher com- plexity of products, customers demanding products with more features, higher quality, lower cost, and demand for more and more customized products. Concur- rent Engineering is an integrated product development approach; CE emphasises the response to customer expectations by producing better, cost-effective and much faster products. It also supports multidisciplinary team values for co- operation and trust; thus, it advocates sharing and exchanging required knowledge and information in a manner that will enhance decision-making processes and also places emphasis on simultaneous consideration during the design stage and all the other Product Life Cycle (PLC) aspects of the product development. One of the most salient means to reduce development time is through the use of “con- current engineering.” Concurrent engineering is defined by the Institute for De- fence Analysis (IDA) as: “the systematic approach to the integrated concurrent design of products and related processes, including manufacture and support.” Thus, PLC management confronts the need to balance fast response to changing consumer demands with competitive pressure to seek cost reductions in sourcing, manufacturing and distribution. It needs to be based on a close alignment between customer-facing functions (e.g. marketing, sales, customer service) and supply functions (e.g. purchasing, manufacturing, logistics) (Combs, 2004; Conner, 2004; O'Marah, 2003). Hence, Product life cycle (PLC) management as an inte- grated, information-driven approach in all aspects of a product's life, from con- Acta Wasaensia 31 cept to design, manufacturing, maintenance and removal from the market, has become a strategic priority in many companies boardrooms (Teresko, 2004). According to Yassine and Braha (2003) CE is an engineering management phi- losophy and a set of operating principles that guide a product-development pro- cess through to an accelerated successful completion. In general, CE values rely on a single, but powerful, principle that encourages the incorporation of the later stages of production concerns into the upstream phases of a development process. This would lead to shorter development times, improved product quality, and lower development–production costs. Concurrent engineering is hereby aimed at the timely availability of critical design information to all development partici- pants. For most intricate engineering tasks, all significant information required by a specific development team cannot be completely available from the start of that task. Therefore, CE requires the availability of most of such information and the ability to share and communicate useful information on a timely basis with the right ex- perts. The concept of CE has been known for quite a while now, and it has been widely recognized as a major enabler of fast and efficient product development. This chapter examines the extent to which CE “best practices”, as identified from a broad literature review, are being used effectively in companies. Finally, the positive impact of formal CE programs is confirmed by some of the analysis in this research (Portioli-Staudacher, et al., 2003). Some of the most cited Concur- rent Engineering (CE) research authors were identified; for their work and their contributions by using a sample statistical report from Harzing’s Publish or Perish software. Therefore, this section is divided into the following main sections: an introduction to the types of CE multidisciplinary teams; methodology of review analysis; CE product life cycle (PLC); CE trend and perspectives; detailed review of journal articles; and finally analysis and summary of this section of the litera- ture review. 2.2.1 Types of CE Multidisciplinary Teams CE applications depend on having a very well defined multidisciplinary team that is directed by the project leader or CE team leader. The vital CE team members consist of various departments, such as marketing, product engineering, manufac- turing engineering, production engineering, finance, quality, logistic control, sys- 32 Acta Wasaensia tems engineering, services and external consultancy or support teams as well as the customers and brokers (Combs, 2004; Conner, 2004; O'Marah, 2003; Yassine and Braha, 2003; Gunasekaran, 1998). Al-Ashaab and Molina, (2000) some of the CE multidisciplinary team structures include: § Functional Team: This type of multidisciplinary team very much relates to the orthodox over the wall way of communication where each engineer works in his/her own functional department. This team type should be avoided. § Lightweight Team: This type of multidisciplinary CE team is mainly formed with members from the same department. This CE team type is re- lated to part of the complete PLC. § Heavyweight Team: This type of multidisciplinary CE team is a classical cross-functional CE team. With this type of CE team, members work part- time alongside their original departmental duties. § Autonomy Team: This type of multidisciplinary CE team is also a classical cross-functional team where members work full-time from their own of- fices and also use the departmental resources. With this type of CE team, regular meetings take place among the CE team members. § Collocated Autonomy Team: This type of multidisciplinary CE is much like the autonomy team type of CE, except that, to enhance total dedica- tion to the project as well as the integration of the team, members are brought together in the same working environment with the requisite re- sources to carry out their activities. § The Virtual Team: This type of multidisciplinary CE team is geographical- ly distributed, thus, employing information technologies (i.e. inter- net/intranet, as well as telephone conferences and videoconferences) for communication among members. 2.2.2 Technique Utilized – CE Journals Review It is rather hard to confine a report on Concurrent Engineering (CE) to specific orders; the relevant material is spread out across various journals. The criteria for Acta Wasaensia 33 choosing journal articles for the review were as follows. First of all, the article must have been published in a peer-reviewed and/or archival journal. Secondly, to avoid never-ending revision of the report, 28th July, 2010 was selected as the cut- off date. Finally, only articles with ‘Concurrent Engineering’ as a part of their title contents were selected. The exceptions are those articles that are explicitly dealing with ‘Concurrent Engineering’ but for some reasons, the authors decided not to use ‘Concurrent Engineering’ in the title. The inclusion of such articles was inevitably unplanned. Consequently, it is possible that there exist more such articles, which are not sur- veyed for this report. No restrictions were imposed on the field of the surveyed journals. This should allow a comprehensive set of perspectives on Concurrent Engineering by different fields. According to these criteria, a vigorous attempt has been made to collate all the available journal articles. The compilation effort was carried out through exhaustive computer search, database search, Internet search, reference checking, most cited authors using Harzing’s Publish or Perish software, etc. However, it is always possible that some articles are missing from this list. Harzing’s Publish or Perish software statistical results for the most fre- quently cited authors in the field of Concurrent Engineering between 2005 and 2010 is found in Table 9 below in descending order: Table 9. Harzing’s Publish or Perish Most Cited Concurrent Engineering Journal Articles and Authors*. Harzing's Publish or Perish - General Citation Search for "Concurrent Engineer- ing (All Time Classics) Title words only. Cites Authors Title Year Source 66 A Yassine, D Braha Four complex problems in concurrent engineering and the design structure matrix method 2003 Concurrent Engi- neering 65 KJ Cleetus Definition of concurrent engineering 1992 Morgantown, WV: Concurrent Engi- neering Research … 64 M Lawson, HM Karandikar A survey of concurrent engineering 1994 Concurrent Engi- neering 54 F Mistree, WF Smith, BA Bras A decision-based approach to concurrent engineering 1993 Handbook of Con- current Engineering 50 B Prasad, RS Morenc, RM Rangan Information management for concurrent engineering: research issues 1993 Concurrent Engi- neering 43 HH Jo, HR Parsaei, WG Sullivan Principles of concurrent engineering 1993 Concurrent Engi- neering: … 39 J D'Ambrosio, T Darr, W Birmingham Hierarchical concurrent engineering in a multi-agent framework 1996 Concurrent Engi- neering 34 Acta Wasaensia 36 CY Kim, N Kim, Y Kim, SH Kang, P O' … Distributed concurrent engineering: Internet-based interactive 3-D dynamic browsing and mark-up of STEP data 1998 … Engineering 35 MR Danesh, Y Jin An agent-based decision network for concurrent engineering design 2001 Concurrent Engi- neering Research 34 M Klein iDCSS: Integrating workflow, conflict and rationale-based concurrent engineer- ing coordination technologies 1995 Concurrent Engi- neering 34 B Prasad… Towards a computer-supported coopera- tive environment for concurrent engi- neering 1997 Concurrent Engi- neering 34 RP Smith, SD Eppinger Deciding between sequential and concur- rent tasks in engineering design 1998 Concurrent Engi- neering 32 K Ishii Modelling of concurrent engineering design 1993 Concurrent Engi- neering: Automa- tion, Tools and … 32 T Khedro, MR Gene- sereth The federation architecture for interoper- able agent-based concurrent engineering systems 1994 Concurrent Engi- neering 32 C Rush, R Roy Analysis of cost estimating processes used within a concurrent engineering environment throughout a product life cycle 2000 Advances in Con- current Engineering: Ce2000 31 MJ Hague, A Taleb- Bendiab Tool for the management of concurrent conceptual engineering design 1997 … in Concurrent Engineering: CE97 29 A Molina… Modelling manufacturing capability to support concurrent engineering 1995 Concurrent Engi- neering 26 PED Love, A Gun- asekaran Concurrent engineering in the construc- tion industry 1997 Concurrent Engi- neering 25 CS Syan Introduction to concurrent engineering 1994 Concurrent Engi- neering: Concepts, Implementation 25 HC Zhang… Concurrent engineering: an overview from manufacturing engineering per- spectives 1995 Concurrent Engi- neering 25 SM Kannapan, KM Marshek An approach to parametric machine design and negotiation in concurrent engineering 1993 Concurrent Engi- neering: Automa- tion, Tools, and … 22 B Ramesh, K Sengupta Managing cognitive and mixed-motive conflicts in concurrent engineering 1994 Concurrent Engi- neering 20 D Brissaud, O Garro An approach to concurrent engineering using distributed design methodology 1996 Concurrent Engi- neering 20 T Wu, P O'Grady A concurrent engineering approach to design for assembly 1999 Concurrent Engi- neering 20 SJ Chen, L Lin A project task coordination model for team organization in concurrent engi- neering 2002 Concurrent Engi- neering 19 J Dong Organization structures, concurrent engineering, and computerized enterprise integration 1995 Concurrent Engi- neering 19 F Maturana, S Bal- asubramanian, DH … A multi-agent approach to integrated planning and scheduling for concurrent engineering 1996 … Concurrent Engineering … 17 M Sobolewski Multi-agent knowledge-based environ- ment for concurrent engineering applica- tions 1996 Concurrent Engi- neering 17 C McGreavy, XZ Wang, ML Lu, Y Naka A concurrent engineering environment for chemical manufacturing 1995 Concurrent Engi- neering *Harzing’s Publish or Perish Most Cited Authors (Accessed on 28/07/2010). *The Harzing’s Publish or Perish software used for general citation search for “Concurrent Engineering” in All of the words field, “Concurrent Engineering” in Any of the words field, “Concurrent Engineer- ing” in The Phrase field and then Title words only box ticked setting the dates for All time Clas- sics till 2010. Source: Addo-Tenkorang (2011). Acta Wasaensia 35 2.2.3 CE Product Life-Cycle (PLC) Every product or service has a certain life cycle. Product life-cycle (PLC) is an integrated, information-driven approach to all aspects of a product's life, from concept to design, manufacturing, maintenance and removal from the market, which has become a strategic priority in many company's boardrooms (Teresko, 2004). The life cycle refers to the time from the product’s first launch into the market until its final withdrawal, and it is divided into phases. During this time, significant changes occur in the way that the product behaves in the market, i.e. its reflection in respect of sales to the company that introduced it into the market. Since an increase in profits is the major goal of companies that introduces a prod- uct into a market, the product’s life cycle management is very important. Certain companies use strategic planning and others follow the basic rules of the different life cycle phases. Understanding of the product’s life cycle can help an industry to understand and realize when it is the time to market or withdraw a product from a market, its position in the market compared to the competitors, and the product’s success or failure feasibility. For a company to fully understand the above and successfully manage a product’s life cycle, the organization needs to develop strategies and methodologies (Komninos, I. 2002). Organizational industries should manage their products carefully over time to ensure that they deliver products that continue to meet customer needs. In this way, industrial organizations maintain a cash flow that covers the company’s costs and delivers a profit (Sapuan and Mansor, 2014). Without this profit, very few industries can survive in the longer term. The process of managing groups of brands and product lines is called group planning. The life of a product is the pe- riod over which it appeals to customers. The sales performance of any product rises from nothing when the product is introduced into the market, reaches a peak and then declines to nothing again (Rush and Roy, 2000). The classic product life cycle has five stages (Moon, 2005): § Development § Growth § Maturity § Decline, and § Withdrawal 36 Acta Wasaensia The Product Life Cycle of some products may last for hundreds of years, while for others; it may be a few months. If a firm wants to prolong the life cycle of its own distinct product, it is essential to invest well in the development of the prod- uct development engineering-design and delivery as well as it’s promotion (Rush and Roy, 2000; Sapuan and Mansor, 2014). This may mean that a lot of work is put into the product before the product is launched. Once the product is on the market it may be necessary to periodically inject new life into it. This can be done in several ways, including: § Product improvement § Extending the product range § Improved promotion The Product Life Cycle process is the mechanism through which products are managed from inception to retirement. The Product Life Cycle does not have to end. It can easily be prolonged by a range of marketing and production innova- tions (Rush and Roy, 2000; Moon, 2005). 2.2.4 Development Stage At the development stage, market size and growth is slim. It is possible that sub- stantial research and development costs have been incurred in getting the product to this stage. In addition, marketing costs may be high in order to test the market: It undergoes commencement promotion and set up distribution outlets. It is highly unlikely that industries will make profits on products at the development Stage. Products at this stage have to be carefully monitored to ensure that they start to grow and ramp-up in the market. Otherwise, the best option may be to withdraw or end the product. The need for immediate profit is not a pressure as the lack of it is expected at this time. The product is promoted to create awareness of the mar- ket. If the product has no or few competitors, a skimming price strategy is em- ployed to maximize profits. Limited numbers of product will be available in few outlets of distribution. The development stage encompasses a number of activities that will include (Moon, 2000; Rush and Roy, 2000; Sapuan and Mansor, 2014): § Concept: Overview of the customer requirement that an opportunity seeks to address, supported by evidence of market need. Acta Wasaensia 37 § Definition: High-level definition of customer requirements and analysis of a business opportunity. § Design: Analysis of customer requirements creating project plan and de- tailed product specification. § Development: Data and software (CAD/CAM) development. § Development Testing: Testing of the product against pre-defined test schedules to ensure satisfactory performance against customer require- ments. § Development of pricing. § Development of user guide, § Introduction of the product to the market (Time to Market). etc. Figure 15. Introduction Stage (Input and Deliverables) Product Life Cycle (PLC) - Input and Deliverables. Sources: Addo-Tenkorang (2011). 38 Acta Wasaensia It is at this stage that Engineering Design team comes to the fore and have their major contribution. The intention is to ensure that the new product: § Meets all the customer requirements § The design time is very much reduced as the process progresses § Shorter time to market for products § Shorter time to profitability for new/complex products § Increase Return On Investment (ROI) § Earlier payback of investment costs 2.2.5 Concurrent engineering workflow Concurrent engineering (CE) is a workflow that, instead of working chronologi- cally through stages, carries out a number of tasks in parallel, for example: start- ing tool design before the detailed designs of the product are finished, or starting on detail design solid models before the concept design surface models are com- plete. Although this does not necessarily reduce the amount of manpower re- quired for a project, it does drastically reduce lead times and thus time to market. Feature-based Computer-Aided Design (CAD) systems have for many years al- lowed the simultaneous work on 3D solid model and the 2D drawing by means of two separate files, with the drawing looking at the data in the model; when the model changes the drawing will accordingly be updated. Some CAD packages also allow associative copying of geometry between files. This allows, for exam- ple, the copying of some part of a design into the files used by the tooling design- er. The manufacturing engineer can then start work on tools before the final de- sign freeze; when a design changes size or shapes the tool geometry will then be updated. Concurrent engineering also has the added benefit of providing better and immediate communication between departments, reducing the chance of cost- ly, late design changes. It adopts a problem prevention method as compared to the problem-solving and re-designing method of traditional sequential engineering. Acta Wasaensia 39 2.2.6 Design in context Individual components cannot be constructed in isolation. Computer-Aided De- sign (CAD), and Computer-Aided industrial Design (CAiD) models of compo- nents are designed within the context of part or the entire product being devel- oped. This is achieved using assembly-modelling techniques. Other components’ geometry can be seen and referenced within the CAD tool being used. The other components within the sub-assembly may or may not have been constructed in the same system, their geometry being translated from other collaborative product developments - CPD or computer-aided manufacture CAM formats. Some as- sembly checking such as digital mock-up - DMU is also carried out using product visualization software. 2.2.7 Growth Stage The Growth Stage consists of rapid growth in sales and profits as the product or service is becoming established. Profits arise due to an increase in output (econ- omies of scale) and possibly better prices for raw materials and manufactured components. There may be fewer competitors, sales are growing and profit mar- gins are good. Now is the time to work out how to reduce the costs of delivering the new product. At this stage, it is cheaper for organizational industries to invest in increasing their business market share as well as enjoying the overall growth of the market. Accordingly, significant promotional resources are usually invested in products that are firmly in the Growth Stage. Competitors are attracted to the market with very similar offerings. Products become more profitable and compa- nies form alliances, joint ventures and take each other over. Advertising cost is high and focuses on building a brand. Market share tends to stabilize in this re- spect. 2.2.8 Maturity Stage The Maturity Stage is, perhaps, the most common stage for all markets. It is at this stage that competition is most intense as companies fight to maintain their market share. Here, both marketing and finance become key activities. Marketing 40 Acta Wasaensia cost has to be monitored carefully, since any significant moves are likely to be copied by competitors. The Maturity Stage is the time when most profit is earned by the market as a whole. Any expenditure on research and development is likely to be restricted to product modification and improvement and perhaps to improve production efficiency and quality. Sales growth will slow or even stop at this stage. Production and marketing costs may have been reduced, but increased competition would drive down prices. Hence, this moment is probably the best time to invest in a new/complex product development processes. Those products that survive the earlier stages tend to spend longest in this phase. Sales grow at a decreasing rate and then stabilize. Producers attempt to differentiate products and brands, which is essential. Price wars and intense competition occur. At this point, the market reaches saturation. Producers begin to leave the market due to poor margins. 2.2.9 Decline Stage The decline stage denotes that the market is shrinking, reducing the overall amount of profit that can be shared among the remaining competitors. At this stage, great care has to be taken to manage the product carefully. It may be possi- ble to take out some production cost, to transfer production to a cheaper facility, sell the product into other, cheaper markets, etc. Care should also be taken to con- trol the amount of stocks of the product. Ultimately, depending on whether the product remains profitable, a company may decide to end the product. From this point forward, there is a downturn in the market. For example, more innovative products are introduced or consumer tastes have changed. There is intense price- cutting, and many more products are withdrawn from the market. Profits can be improved by reducing the marketing cost. 2.2.10 Withdrawal stage At this stage, product retirement takes place and a migration plan for the compa- ny's products and markets will be established to support customers and partners. It is within this stage of the product life cycle that the recycling and final disposals of constituent components have to be addressed. It is of prime importance that Acta Wasaensia 41 this stage of the Product Life Cycle is fully considered during the product devel- opment stage. The Figure 15 at page 37 above, illustrates the process involved in the Product Life Cycle. 2.2.11 Issues with Product Life Cycle (PLC) In reality, very few products follow such a prescriptive cycle. The length of each stage varies enormously. The decisions of marketers can change the stage, for example, from maturity to decline by price-cutting. Not all products go through each stage. Some go from the introduction to decline. It is not easy to tell which stage the product is at. The Product life Cycle is like all other tools. It is used to inform one’s intuition. Industries will often try to use extension strategies to try to delay the decline stage of the product life cycle. However, the maturity stage is a good stage for the company in terms of generating profits. Therefore, the longer a company can extend this stage the better it will be for them. New/complex products and support processes are the lifeblood of all industrial and organizational businesses. Investing in their development is not an optional extra - it is crucial to business growth and profitability. However, embarking on the development process is risky. It needs considerable planning and organization. Identifying where products or services are in their - life cycle is central to busi- ness profitability. Effective research into industrial markets and competitors will help to do this. Industries can extend the life-cycle of a product or service by in- vesting in an "extension strategy" by: § Increases to promotional spend. § Introduce minor innovations - perhaps by adding extra features or updat- ing the design § Seek new markets Even so, ultimately this only delays a product or service's decline. Ideally, indus- tries should always have new products or services to introduce as others decline so that at least one part of the range is showing a sales peak. 42 Acta Wasaensia 2.2.12 CE Trends and Perspectives According to Tennant and Roberts (2000), an effective New/Complex Product Development and support processes (N/CPD) which is concurrent, can enhance an organization’s competitiveness by compressing product development lead- times, and enabling upstream and downstream processes to be considered when taking decisions at the product concept phase. The application of Concurrent En- gineering (CE) (or Integrated Product Development [IPD]) is gradually becoming the norm for developing and introducing new products to the market place (Ain- scough and Yazdani, 2000). However, the degree to which companies have implemented it and the amount of success varies (Ainscough and Yazdani, 2000; Balbontin et al., 2000). Many of the companies competing today in international markets consider new/complex product development as an important factor for achieving sustainable competitive advantages. Both researchers and managers are constantly searching for methods and practices that will allow them to improve the organization and management of their N/CPD, support processes, and boost their effectiveness or success. The average success rate of complex PD projects today is approximately 60% (Cooper and Edgett, 2003). The process is to achieve distinction in three specific objec- tives: (1) shorter new-product development times, (2) more efficient develop- ments, and (3) superior products. On the above note, manufacturing companies have re-systematized their N/CPD and support processes and have moved from a sequential path, in which there is a negligible interaction between the departments involved and the activities re- quired. Hence, this approach enhance the ability to develop a product, which is developed out sequentially, towards an integrated path, known as concurrent en- gineering (CE), in which the activities overlap and all the departments collaborate from the beginning. This new organizational design has helped companies im- prove their performance by leading to lower costs, higher quality, major knowledge creation and shorter product development lead-times (Barba, 2001; Umemoto et al., 2004), all of which, in turn, has raised their competitive capabili- ties. Hence, the aim is to avoid continuous setbacks and the other problems that arise with the traditional approach, improving PD performance. This CE approach, tries to speed up the process, increasing flexibility, adopting a strategic perspective with more sensitivity to change in the environment, solving problems through teamwork, developing diverse capabilities, and improving in- Acta Wasaensia 43 ternal communication (Barba, 2001). To achieve the above-mentioned objectives, CE is based on three basic elements (Koufteros et al., 2001): 1) Concurrent work-flow, 2) Early involvement of all participants and groups contributing to product development, and 3) Team-work. In other words, CE is the early involvement of a cross- functional team to simultaneously plan product, process and manufactur- ing activities as mentioned earlier in the previous paragraphs. Many studies demonstrate that CE can successfully solve the typical problems of traditional PD, leading to clear improvements in quality and marked reductions in development lead-time and costs (Calantone and Di Benedetto, 2000; Herder and Weijnen, 2000; Barba, 2001; Koufteros et al. 2001). On the other hand, further recent research also have revealed that the use of CE on its own does not always lead to positive results and that success in improving innovation capabilities de- pends on the context in which CE is applied; that is, on the prevailing competitive and technological circumstances (Valle and Va´zquez-Bustelo, 2009). Therefore, a conclusion is reached that the scale of vagueness and intricacy present during the process of innovation may moderate the effect of concurrent PD characteris- tics on performance. Therefore, the matter to be considered is not whether CE is a mechanism for im- proving performance through the introduction of new products but, rather under what circumstances such an improvement can accomplished? It seems, however that in spite of many research efforts, in studying this aspect, a consensus is yet to be reached and that there are many empirical disagreements. This lack of agree- ment is the reason for this part of the review study on the trends and perspective of CE, the main aim of which is to help determine the trends and prospective cir- cumstances under which the application of CE is successful, effective and more efficient. According to Campbell and Mohun (2007), industrial manufacturing companies endeavour to create an advanced core system analytical solution integration pro- cess across their industrial manufacturing processes. Thus, this will enhance the efforts by industrial processes by reducing lead-time variability and minimizing the transition times to achieve performance consistency. This kind of system re- quires integrated product design and manufacturing collaboration; service- 44 Acta Wasaensia oriented architecture (SOA) turns out to be the preferred systems' application plat- form suitable for the recommended Enterprise Service Architecture for this inte- gration process. Further to this analytical advantage of CE system applications and processes, this collaboration has also been accordingly confirmed in Valle and Va´zquez-Bustelo’s (2009) research on ‘Concurrent engineering perfor- mance: Incremental versus radical innovation.’ According to Gao, et al. (2000), the extensive application of computer-aided engineering (CAE) technologies is necessary so that the maximum design efficiency and effectiveness can be ac- complished prior to initial sample production. The main characteristic of such an approach depends largely on the system integration in accordance with the design process. 2.2.13 Review of the Journal Articles In this sub-section, a brief aggregate summary of the journal articles used in this review report as provided in the following Tables 10 - 12 below. It is not intended to provide a detailed description to each article and references of major topics and sub topics used in this review report. Hence, an attempt to draw a collective summary report is made in this section. Acta Wasaensia 45 Table 10. Number of articles in each journal (all in alphabetical order) Journals Number of CE Journal Articles Academic Press ------------------------------------------------------------------------------ 6 Annals of the CIRP-------------------------------------------------------------------------- 1 Citeseer---------------------------------------------------------------------------------------- 2 Computers in Industry----------------------------------------------------------------------- 3 CRC-------------------------------------------------------------------------------------------- 6 IEEE Transactions on Engineering Management--------------------------------------- 1 Industrial Management---------------------------------------------------------------------- 1 Industry Week-------------------------------------------------------------------------------- 1 Integrated Manufacturing Systems-------------------------------------------------------- 1 International Journal of Concurrent Engineering---------------------------------------- 2 International Journal of Manufacturing Technology and Mgmt.---------------------- 1 International Journal of Production Economics----------------------------------------- 4 International Journal of Production Research-------------------------------------------- 3 International Journal of Project Management------------------------------------------- 3 International Journal of Technology Management-------------------------------------- 1 Journal of Engineering Manufacture------------------------------------------------------ 1 Journal of Engineering Technology Management--------------------------------------- 1 Journal of Knowledge Management------------------------------------------------------ 1 Journal of Management Development---------------------------------------------------- 1 Journal of Materials Processing Technology--------------------------------------------- 1 Journal of Operations Management------------------------------------------------------- 3 Journal of Product Innovation Management--------------------------------------------- 2 Management Science------------------------------------------------------------------------ 1 R&D Management--------------------------------------------------------------------------- 1 Robotics and Computer Integrated Manufacturing-------------------------------------- 2 Sage Journal Publications------------------------------------------------------------------- 25 Springer Publications------------------------------------------------------------------------ 4 Supply Chain Management Review------------------------------------------------------- 2 Total 80 Analysis of Journal articles used in this review report. Source: Addo-Tenkorang (2011). 46 Acta Wasaensia Table 11. Conference and Society Proceeding Articles Conferences and Society’s Proceeding Articles Main Event Topic Coordinators Year Concurrent Engineering Re- search Group. International Conference of Concurrent Engineering (CE 99), Bath- England. Concurrent Engineering Framework: A Mexican Perspective Al-Ashaab, A., and Molina, A., 2000 Product Development Insti- tute Inc. Ancaster, Ontario, Canada. Best Practices in Product Innovation: What Distin- guishes Top Performers Cooper, R.G., Edgett, S.J., 2003 Urban & Regional Innovation Research Unit, Faculty of Engineer. Aristotle University of Thessaloniki. Product Life Cycle Man- agement Komninos, I. 2002 International Conference on Concurrent Engineering Study on process reengi- neering and integrated enabling tools of concur- rent engineering. H Zhang, G Xiong, B Li 2002 International conference on concurrent engineering. Taxonomy of information and capitalisation in a Concurrent Engineering context M Gardoni, E Blan- co 2000 Concurrent Engineering Con- ference.(forthcoming … Federated P2P Services in Concurrent Engineer- ing Environments M Sobolewski 2002 European symposium on concurrent engineering … Sahraoui 'customising systems engineering concepts: case study on concurrent engineering Context'. ESEC MHJ AEK 2005 Proceedings of the 9th Establishment of a W.D. Li, S.K. Ong, A.Y.C. Nee, 2002 ISPE International Confer- ence on Concurrent Engineer- ing: Research and Applica- tions, UK, pp. 605–612. distributed design envi- ronment Book(s) Used Publisher Topic Author Year Wiley Publishing, Inc. 10475 Cross point Boulevard, Indi- anapolis, IN 46256. Mastering Enterprise SOA with SAP Net weaver and my SAP ERP Campbell, S., and Mohun, V., 2007 CIM Press, P. O. Box 100, Cambria, California 93428- 0100. Design For Manufacture and Concurrent Engi- neering Dr. David M. Ader- son 2008 Conferences and Society’s Proceeding Articles Used in this Review Report & Book(s). Source: Addo-Tenkorang (2011). Acta Wasaensia 47 Table 12 below shows the main topics and major research areas used in the jour- nal article included in this literature review. There is no particular sequence among the references listed in the table. It is unavoidable to have an article that is relevant to more than one topic. For example, an article may address implementa- tion issues but provide general information or extension/trends and perspective on CE. In such a case, topics that are more important are chosen to classify the arti- cle according to the researcher’s judgement. Listing an article under more than one topic was hereby allowed. Table 12. Topics and references Topic References Implementation Yassine, A., and Braha, D., 2003; Chen, S., J., and Lin. L., 2002; Aniscough, M., and Yazdani, B., 2000; Kara, S., et al., 2001; Frenandez, M., G., et al., 2005; Yan, H., S., et al., 2002; Anumba, C., J., et al., 2000; Nahm, Y., E., and Ishikawa, H., 2005; Sohnius, R., et al, 2006; Wu, T., et al., 2001; AEK MHJ, 2005; Huang, E., Chen, S., J., G., 2006; Ostrosi, E., et al., 2003a; Zhang, H., et al., 2002; Stokic, D., 2006; Chen, Y., J., et al., 2007; Jardim-Goncalves, R., and Steiger-Garcao, A., 2001; Liang W., Y., and O’Grady, P., 2002; Ostrosi, E., et al., 2003b; Klein, M., et al., 2003; Bala- krishnan, A., and Thomson, V., 2000; Gardoni, M., 2005; Kara, S., and Kayis, B., 2005; Ouardani, A., et al., 2004; Antegnard, L., et al., 2006;Yu, B.,T.,W., et al., 2006; Parsaei, H.,R., 2006; Stanescu, A., et al., 2007; Aswad, A.,A., 2006; Fan, I.S., and Filos, E., 2001b; Sackett, P.,J., 2006; Airbus A.,M.,2000; Garro, P.O., et al., 2000; Al Said, 2006; Portioli-Staudacher, et al., 2003; Ainscough, et al., 2003; Co- man, 2000; Corti, and Portioli-Staudacher, 2004; Dorf, 2000; Haberle, et al., 2000; Kamara, et al., 2001; Kayis, et al., 2007; Koufteros, et al., 2002; McDermott, et al., 2002; Mileham, et al., 2004; Synodinos, 2003; Wheelwright, and Clark, 2000; Yan, and Wu, 2001; CE Uses / Value Rush, C., and Roy, R., 2000; Chen, S., J., G., 2005; Gardoni, M., and Blanco, E., 2000; Anumba, C., J., et al., 2000; Hartkopf, V., et al., 2000; Riedel, J., et al., 2001a; Riedel, J., et al., 2001b; Forsberg, S., et al., 2000; Yarushkina, N., 2002; Roy, R.., and Steigler-Garco, A., 2002; Rush, C., and Roy, R., 2001; Sackett, P., J., 2006; Renaud, J., et al., 2001; Roy, R., 2000b; Van Landeghem, R., 2000; Gardoni, M., and Blanco, E., 2000; Riedelt, J., et al., 2001; Gardoni, M., 2005; Pawar, K., et al., 2002; Bhuiyan, et al., 2004; Hannegham, et al., 2000; Haque, and Pawar, 2001; Thomke, and Fujimoto, 2000; Yarushkina, 2002; Extension /Trends and Perspectives Danesh, M., R., and Jin, Y., 2001; Yassine, A., and Braha, D., 2003b; Loch, C., et al., 2003; Tay, F., E., H., 2001; Sobolewski, M., 2002; Jiang, T., and Nevill, G., E., 2002; Monticolo, D., et al., 2006; Pawar, K., et al., 2000; Ishikawa, H., et al., 2000; Stephen, C., Y., 2004; Young, R., I., M., et al., 2001; Ali, Y., D., 2003; Cleetus, J., 2001; Lonchamp, J., 2000; Carduff, T., W., et al., 2000; Fan, I.S., and Filos, E., 2001a; Sobolewski, M., and Ghodous, P., 2005; Semenov, V., 2007; FEH, T., and Ming, C., 2001; Fukuda, S., 2007; Loureiro, G., and Curran, R., 2007; Andrade, L., and Forcellini, F., 2007; Hartescu, F., 2006; Baker, T., 2005; Bouikni, et al., 2008; Cantamessa, and Villa, 2000; Haque, et al., 2000; Hong, and Schniederjans, 2000; Kayis, et al., 2007; Li, et al., 2004; Ruffles, 2000; Thomke, and Fujimoto, 2000; Tucker, and Hackney, 2000; Analysis of references: major topics used in this review report. Source: Addo-Tenkorang (2011). 48 Acta Wasaensia 2.2.14 CE Implementation Effective new/complex product development (PD) and support processes, which are concurrent, can enhance an organization’s competitiveness by compressing product development lead-times, and enabling upstream and downstream pro- cesses to be considered when taking decisions at the product concept phase (Ten- nant and Roberts 2000). This approach is typically described as Concurrent Engi- neering (CE). Hence, CE in an organization signifies the ability of the organiza- tion to embrace product development as a series of overlapping stages, which provides customer satisfaction and also the right price by delivering products on time. This is effectively accomplished by employing numerous engineering tools and system techniques during the project management of design product devel- opment. 2.2.15 CE Uses / Values Some of the most notable values and uses of concurrent engineering in recent times are to achieve excellence among other organizational objectives, including shorter new-product development times, more efficiency in development activi- ties or system techniques and superior products with the estimated design period. On this note, industries have reorganized their new/complex product development (N/CPD) and support processes. They have moved subsequently from a sequen- tial path, which means minimal communication among the concurrent teams / departments involved, and the subsequent activities required in developing a new product to one in which the product development teams / departments all collabo- rate from the beginning an integrated path known as concurrent engineering (CE). With this approach, the activities overlap and hence; all the departments involved collaborate from the beginning. This new organizational design approach has helped industries to improve their performance by leading to lower cost, higher quality, major knowledge creation and shorter product development times (Barba, 2001; Umemoto et al., 2004) all of which increases the organizational competitive abilities. Acta Wasaensia 49 2.2.16 CE Extension/Trends and Perspective According to Rouibah and Caskey (2003), Information and communication tech- nologies (ICT) have altered the balance of cost between activities within a firm and activities between firms. Easier co-operation allows companies to focus on their core strengths, while forming relations with other firms to supply the other needed skills to bring a product to market. Design, in one firm or in a consortium, is iterative and requires change. The ability of companies to better manage engi- neering changes during complex product development can decrease cost, shorten development time, and produce higher-quality products. Although organizational aspects of change management have received much attention, relatively little re- search has addressed engineering change support processes in manufacturing companies related to product development (Huang, et al. 2001). Industrial manufacturing companies endeavour to create an advanced core system analytical solution integration process across their industrial manufacturing pro- cesses (Campbell and Mohun, 2007). This will therefore, enhance industrial ef- forts and processes by reducing lead-time variability and also reduce the transi- tion times to achieve performance consistency. Stokic (2006) proposed a new information technology platform based on software collaborative services sup- porting different CE processes, which would be among the first of its kind to at- tempt to apply collaborative reference architecture to support CE in manufactur- ing industries. According to Valle and Va´zquez-Bustelo (2009), service-oriented architecture (SOA) seems to be a most suitable system application platform for the integration and collaboration of engineering product design and development. Thus, the extensive application of computer aided engineering (CAE) technolo- gies is essential to enhancing the maximum engineering design efficiency and effectiveness (Gao, et al. 2000). 2.2.17 Analysis and Summary (CE) The literature review findings indicate that concurrent engineering (CE) has seen a relatively drastic decline over a decade. Figure 16 below and the data table be- side it, show the number of journal articles published from 2000, which has somehow seen some drastic fluctuation over time. The significant declines over these recent years are clearly plotted in Figure 16. Earlier journal articles in the field of CE started appearing in the late 1980s and early 1990s through to the 50 Acta Wasaensia 2000s and seemed to have attracted significant research interest from many indus- trial organizations as well as researchers in a short period of time between the 1990s and early 2000s. From Table 12 above and Table 13 below, CE implemen- tation accounted for about 47.5% of the surveyed articles; articles on CE uses and/or values (i.e., the benefits) formed about 21.3% and finally CE exten- sion/trends and perspectives formed 31.3% of the journal articles surveyed. Figure 16. Number of journal articles on CE between: 2000–2010 (as of 28 July 2010) - (Harzing’s Publish or Perish software search results [run on 28/07/2010] statistical chart & table. Source: Addo-Tenkorang (2011). Table 13. Number of published articles for each topic Topics Number of Articles % of No. Of JA Surveyed Implementation 38 47.5% CE Uses / Values 17 21.3% Extension / Trends and perspectives 25 31.3% A table of Number of Published Articles for each of the CE major topic areas Source: Addo-Tenkorang (2011). Also, from the data in Table 12 above, from which the statistical data analysis in Table 13 as deduced; a conclusion could be drawn from the number of journal articles published that topics such as CE Uses and/or Values (i.e. the sustainable Acta Wasaensia 51 benefits of CE) and CE Extension / Trends and Perspective areas. The analysis on these areas actually demonstrates lacking in CE implementation or application in industries as well as research and development. Therefore, as identified in the layout in Tables 12 and 13 above. Hence, the percentage analysis on CE Us- es/Values (i.e., benefits) constitutes 21.3% while CE Extension/Trends and Per- spective, constitutes 31.3%. Therefore, from the above statistical analysis aspects there are two findings from the literature review of concurrent engineering (CE) “best practice” approach that are averagely under researched and developed. These areas according to the re- sults are in the areas of CE Uses/Values – that is, the best way to get the most benefits and value from the CE “best practice” approach and also related to the former is CE Extension/Trends and Perspectives, which also reflect the same per- spectives as the CE Uses/Values. Thus, equipping the CE “best practice” ap- proach with the right and requisite enterprise resource planning information tech- nologies (IT). To enhance the enterprise SCM enablers necessary to realize the “best practice” uses / values of CE and also to enhance the extension in the trends and perspective of CE “best practice;” as well as industrial activities for their competitive advantage. The following section elaborates in detail on harnessing these requisite enterprise resource planning (IT) enablers, which could provide the necessary enabling envi- ronment for the proposed concurrent enterprise (CE+) approach to realize the industrial competitive advantage needed to enhance enterprise SCM network ac- tivities. 2.3 Enterprise Resource Planning (ERP) This section of the review is also intended to serve three goals. First, it would be useful for researchers who are interested in understanding and following the re- cent trends within the area of ERP systems. Secondly, it would benefit both re- searchers and businesses or industries that seek to expand their scope of research and also the industrial R&D. And also benefit SCM network departments. The literature review under this section highlights the current unanswered but justified research and development (R&D) questions raised in research papers for research and/or development needs or persisting issues in SCM network systems efficien- cy. Finally, it discusses how to harness the requisite enterprise resource planning 52 Acta Wasaensia IT enablers to enhance integrated complex product development – (concurrent engineering – CE) “best practice” approach. By promoting the requisite environ- ment for a concurrent enterprise in order to effectively and efficiently, enhance enterprise SCM network activities for industrial competitive advantage. This re- view section attempts to summarize and identify key references to aid researchers and industrial R&D departments as well as their entire SCM network activities for new/complex product development teams/partners to find solutions for the re- search questions in this research thesis. This section relies on key journals and other key forums such as conferences and societies as well as some books in the field of ERP, in order to give a wider coverage of identified literature documents to enhance and subsequently support the validation of the findings in this re- search. Harzing’s Publish or Perish software analytical tool was employed in summarizing this section into table forms. This section of the research literature review also seeks to assess the issues and trends, including future trends and per- spectives of ERP Systems Life Cycle (SLC) approaches into six major topics and sub-topics of the systems interfacing / integration processes. An ERP system enables an organization to integrate all the primary business pro- cesses in order to enhance efficiency and maintain a competitive position. How- ever, without successful implementation of the system, the projected benefits of improved productivity and competitive advantage would not be forthcoming. In its basic definition, ERP is an enterprise-wide information system that integrates and controls all the business processes in the entire organization. The Enterprise Resource Planning (ERP) system is an enterprise information system designed to integrate and optimize the business processes and transactions in a corporation. The ERP is an industry-driven concept and system, and is universally accepted by businesses and organizational industries as a practical solution to achieve inte- grated enterprise information systems solution. ERP systems have become vital strategic tools in today’s competitive business environment. The ERP system fa- cilitates the smooth flow of common functional information and practices across the entire organization. In addition, it improves the performance of the supply chain and reduces the cycle times. However, without top management support, having appropriate business plan and vision, business process re-engineering, effective project management, user involvement and education and/or training, organizations cannot embrace the full benefits of such complex systems and the risk of failure might be high. The academic research community has been contributing to the field of ERP in various ways. A typical way of contributing to the field is by publishing archival Acta Wasaensia 53 journal papers for public benefit. The summary will also identify the most cited authors by using a sample statistical report from Harzing’s Publish or Perish software. It will serve as a comprehensive bibliography of the articles published during the period stipulated below. The set of papers published in various journals between 2005 and 28th May, 2010, is simply enormous, comprising 210 articles. As a result, it is hard to provide a detailed review of all the articles. Instead, a collective summary for each topic is described, which includes 154 journal arti- cles out of the 210. Direct references are deliberately avoided, but a complete list of references for each topic is provided. The reviewed articles are organized into topics, and some collective properties of the articles are described for each topic and sub-topics where needed. Esteves and Pastor (2001) provide an annotated bibliography of the main journal and conference articles in Information Systems (IS) during the period 1997–2000. They include a brief summary sentence for each article along with a complete list of references. The total number of articles surveyed is 189. However, the number of journal articles among these is only 21, perhaps reflecting the early years of the field of ERP during that period. Botta-Genoulaz et al. (2005b) have also reviewed articles on ERP. They analysed the ERP literature during the period 2003–2004. In parallel to this report, Moon (2007) has also made a review article on ERP; reviewing a total of 313 articles from 79 journals. He also developed six catego- ries and classified the articles under each category. The six categories that he adopted include implementation of ERP, optimization of ERP, management through ERP, the ERP software, ERP for supply-chain management and case studies. Micchailidou, et al. (2008) has also undertaken a critical review of empirical liter- ature on ERP systems business values, which investigates the impact of ERP sys- tems adoption on various measures of organizational performance. They then crit- ically reviewed in the same journal article the literature concerning the related topic of critical success factors (CSFs) in ERP systems implementation. This aimed at identifying and investigating factors that result in more successful ERP systems implementation, which generated higher levels of value for organiza- tions. Research focuses on the identification and deeper understanding of ‘inter- nal’ factors (related to the internal functions within the organization), which can increase the business value generated by MIS, such as a business process rede- sign, new human skills, innovations, ‘soft management information systems (MIS) investment’, etc. (Arvanitis, 2005; Loukis, et al. (2008). Finally, in the fourth period (from 2005 until today) researchers have started dealing with the 54 Acta Wasaensia effect of ‘external’ factors, which are related to the external environment within the organization, such as generalized competition, strategy, industry concentra- tion, industry dynamism, etc. on MIS business value (Malville, et al. 2007; Loukis, et al. 2008). A summary is provided as a reference to corresponding articles. One hundred and fifty four (154) articles in total were surveyed. However, more than eight of these are non-journal articles such as conference proceedings and societies publications. In contrast to the previous four review articles, this report surveys only the journal papers and covers half a decade and a more recent period (between 2005 and 28th May, 2010). No restrictions were imposed in the field of the journals, thus repre- senting truly multi-disciplinary views on ERP. Therefore, this section is divided into the following main sub-sections: an introduction to the methodology em- ployed in collecting and analysing the data, ERP trends and perspectives, ERP future trend and perspectives, service-oriented architecture (SOA), Web 2.0 / Software-as-a-service (SaaS), review of journal articles, analysis and summary of this section of the literature review. 2.3.1 Technique Utilized – ERP Journals Review This section describes the method followed in collating and analysing the articles and journals throughout this report. It is rather hard to confine the report on ERP into specific orders; the relevant material is spread out across various journals. The criteria for choosing journal articles for the review were as follows. First of all, the article must have been published in a peer-reviewed and/or archival journal. Secondly, to avoid never- ending revision of the report, 28th May, 2010 was selected as the cut-off date. Finally, only articles with ‘ERP’ as a part of their title contents were selected. The exceptions are those articles that are explicitly dealing with ‘ERP’ but for some reason, the researcher(s) decided not to use ‘ERP’ in the title. The inclusion of such articles is inevitably unplanned. Consequently, it is possible that there exist more such articles, which are not surveyed for this thesis review. No restrictions were imposed on the field of the surveyed journal. This should allow a comprehensive set of perspectives on ERP by different fields. According to these criteria, a vigorous attempt has been made to collate all the Acta Wasaensia 55 available journal articles. The compilation effort was carried out through exhaus- tive computer search, database search, Internet search, reference checking, most cited authors using Harzing’s Publish or Perish software, etc. However, it is al- ways possible that some articles are missing from this list. Harzing’s Publish or Perish software statistical results for the most cited authors within the field of ERP between 2005 and 2010 is found in Tables 14 - 17 below in descending or- der: Table 14. Harzing’s Publish or Perish Most Cited ERP Journal Articles and Authors* Harzing's Publish or Perish - General Citation Search for "Enterprise Resource Planning" -&- "ERP" (2005-2010) Title words only. Cites Authors Title Year Source Publisher 62 IC Ehie, M Madsen Identifying critical issues in enter- prise resource planning (ERP) implementation 2005 Computers in Industry Elsevier 42 YB Moon Enterprise resource planning (ERP): a review of the literature 2007 International Journal of Management and Enterprise Inderscience 37 AYT Sun, A Yazdani, JD Overend Achievement assessment for enterprise resource planning (ERP) system implementations based on critical success factors (CSFs) 2005 International Journal of Production … Elsevier 25 F Robert Jacobs, FC Ted'Wes- ton… Enterprise resource planning (ERP)--A brief history 2007 Journal of Operations Management Elsevier 25 ETK Lim, SL Pan, CW Tan Managing user acceptance towards enterprise resource planning (ERP) systems-understanding the disso- nance between user expectations and managerial policies 2005 European Journal of Information … ingentacon- nect.com 24 M Al-Mashari, M Zairi, K Okazawa Enterprise resource planning (ERP) implementation: a useful road map 2006a … of Manage- ment and Enterprise … Inderscience 23 ETG Wang, C Chia-Lin Lin, JJ Jiang, G Klein Improving enterprise resource planning (ERP) fit to organization- al process through knowledge transfer 2007 International Journal of … Elsevier 18 K Park, A Kusiak Enterprise resource planning (ERP) operations support system for maintaining process integration 2005 International Journal of Production Research informa- world.com 18 JH Park, HJ Suh, HD Yang Perceived absorptive capacity of individual users in performance of enterprise resource planning (ERP) usage: the case for Korean firms 2007 Information & Management Elsevier 17 C Marnewick, L Labuschagne A conceptual model for enterprise resource planning (ERP) 2005 Information Management & emer- aldinsight.com 15 WH Tsai, SW Chien, PY Hsu, JD Leu Identification of critical failure factors in the implementation of enterprise resource planning (ERP) system in Taiwan's industries 2005 … of Manage- ment and Enterprise … Inderscience 56 Acta Wasaensia 13 JR Muscatello, DH Parente Enterprise Resource Plan- ning(ERP): A Post-implementation Cross-Case Analysis 2006 … Resources Management Journal infosci- journals.com 12 V Lall, S Teyarachakul Enterprise resource planning (ERP) system selection: A data envelop- ment analysis (DEA) approach 2006 Journal of … ASSOCIATION FOR COM- PUTER 12 M Quiescenti, M Bruccoleri, U La … Business process-oriented design of enterprise resource planning (ERP) systems for small and medium enterprises 2006 International Journal … informa- world.com 11 MC Kocakulah, JS Embry, M Albin Enterprise Resource Planning (ERP): managing the paradigm shift for success 2006 International Journal of … Inderscience 10 JR Muscatello, IJ Chen Enterprise resource Planning (ERP) Implementations 2008 International Journal of Enterprise … zonecours.hec.ca 10 M Vlachopou- lou, V Manthou Enterprise Resource Planning (ERP) in a construction company 2006 International Journal of Business … Inderscience 9 RE McGaughey, A Gunasekaran Enterprise Resource Plan- ning(ERP): Past, Present and Future 2007 … Journal of Enterprise … infosci- journals.com 9 P Ifinedo, N Nahar Do top-and mid-level managers view Enterprise Resource Planning (ERP) systems success measures differently? 2006 Journal of Management and Enterprise Inderscience 9 C Ozen, N Basoglu Impact of man-machine interaction factors on enterprise resource planning (ERP) software design 2006 Technology Management for the Global Future, 2006. *Harzing’s Publish or Perish Most Cited Authors (Accessed on 28/05/2010, Revised on 07/07/2010).*The Harzing’s Publish or Perish software used for general citation search for “En- terprise Resource Planning” in All of the words field and “ERP” in Any of the words field and then Title words only box ticked. Source: Addo-Tenkorang and Helo (2011) Acta Wasaensia 57 Table 15. Harzing’s Publish or Perish Most Cited ERP Journal Articles and Authors* Harzing's Publish or Perish - General Citation Search for "Enterprise Resource Planning" (2005-2010) Title words only. Cites Authors Title Year Source Publisher 190 VA Mabert, A Soni, MA Venkata- ramanan Enterprise resource planning survey of US manufacturing firms 2010 Время elibrary.ru 90 M Sumner Enterprise resource planning 2007 books.google. com 69 N Dechow, J Mouritsen Enterprise resource planning systems, management control and the quest for integration 2005 Accounting, Organi- zations and Society Elsevier 62 IC Ehie, M Madsen Identifying critical issues in enterprise resource planning (ERP) implementation 2005 Computers in Indus- try Elsevier 58 FFH Nah, S Delgado Critical success factors for enterprise resource planning implementation and upgrade 2006 Journal of Computer Information … areadocen- ti.eco.unicas.i t 44 K Kurbel Produktionsplanung und- steuerung im Enterprise Re- source Planning und Supply Chain Management 2005 books.google. com 42 YB Moon Enterprise resource planning (ERP): a review of the literature 2007 International Journal of Management and Enterprise Inderscience 42 R McAdam, A Galloway Enterprise resource planning and organisational innovation: a management perspective 2005 Industrial Manage- ment & Data … emeral- al- dinsight.com 40 EF Monk, BJ Wagner Concepts in enterprise resource planning 2008 books.google. com 37 AYT Sun, A Yazdani, JD Overend Achievement assessment for enterprise resource planning (ERP) system implementations based on critical success factors (CSFs) 2005 International Journal of Production … Elsevier 36 M Gupta, A Kohli Enterprise resource planning systems and its implications for operations function 2006 Technovation Elsevier 30 B Wier, J Hunton, HR HassabElnaby Enterprise resource planning systems and non-financial performance incentives: The joint impact on corporate per- formance 2007 International Journal of Accounting … Elsevier 25 F Robert Ja- cobs, FC Ted'Weston… Enterprise resource planning (ERP)--A brief history 2007 Journal of Operations Management Elsevier 25 Y Yusuf, A Gunasekaran, C Wu Implementation of enterprise resource planning in China 2006 Technovation Elsevier 25 ETK Lim, SL Pan, CW Tan Managing user acceptance towards enterprise resource planning (ERP) systems- understanding the dissonance between user expectations and managerial policies 2005 European Journal of Information … ingentacon- nect.com 24 N Basoglu, T Daim, O Keri- moglu Organizational adoption of enterprise resource planning systems: A conceptual frame- work 2007 The Journal of High Technology … Elsevier 58 Acta Wasaensia 24 M Al-Mashari, M Zairi, K Okazawa Enterprise resource planning (ERP) implementation: a useful road map 2006a … of Management and Enterprise … Inderscience 23 ETG Wang, C Chia-Lin Lin, JJ Jiang, G Klein Improving enterprise resource planning (ERP) fit to organiza- tional process through knowledge transfer 2007 International Journal of … Elsevier 22 CS Chapman Not because they are new: Developing the contribution of enterprise resource planning systems to management control research 2005 Accounting, Organi- zations and Society Elsevier 21 S Dowlatshahi Strategic success factors in enterprise resource-planning design and implementation: a case-study approach 2005 International Journal of Production Re- search informa- world.com 21 A Rom, C Rohde Enterprise resource planning systems, strategic enterprise management systems and management accounting 2006 Management emeral- al- dinsight.com *Harzing’s Publish or Perish Most Cited Authors (Accessed on 28/05/2010, Revised on 07/07/2010).*The Harzing’s Publish or Perish software used for general citation search for “En- terprise Resource Planning” in All of the words field and then Title words only box ticked. Source: Addo-Tenkorang and Helo (2011) Acta Wasaensia 59 Table 16. Harzing’s Publish or Perish Most Cited ERP Journal Articles and Authors* Harzing's Publish or Perish - General Citation Search for "ERP" (2005-2010) Title words on- ly. Cites Authors Title Year Source Publisher 127 CC Wei, CF Chien, MJJ Wang An AHP-based approach to ERP system selection 2005 International Journal of Production … Elsevier 120 TF Gattiker What Happens After ERP Implementa- tion: Understanding The Impact Of Inter 2005 MIS Quarterly csz.csu.edu.tw 97 KB Hendricks, VR Singhal, JK Stratman The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system imple- mentations 2007 Journal of Opera- tions … Elsevier 96 V Botta-Genoulaz, PA Millet, B Grabot A survey on the recent research litera- ture on ERP systems 2005b Computers in Industry Elsevier 95 O Hauk, MH Davis, M Ford, F Pulver- müller, WD … The time course of visual word recog- nition as revealed by linear regression analysis of ERP data 2006 Neuroimage Elsevier 94 C Brown… Managing the next wave of enterprise systems: leveraging lessons from ERP 2010 MIS Quarterly Execu- tive espace.library.uq. edu.au 91 Z Zhang, MKO Lee, P Huang, L Zhang, X … A framework of ERP systems imple- mentation success in China: An empir- ical study 2005 International Journal of … Elsevier 73 G Buonanno, P Faverio, F Pigni, A Ravarini, D Factors affecting ERP system adoption 2005 … emer- aldinsight.com 67 CW Holsapple, MP Sena ERP plans and decision-support bene- fits 2005 Decision Support Systems Elsevier 62 IC Ehie, M Madsen Identifying critical issues in enterprise resource planning (ERP) implementa- tion 2005 Computers in Industry Elsevier 62 P Kelle, A Akbulut The role of ERP tools in supply chain information sharing, cooperation, and cost optimization 2005 International Journal of Production Economics Elsevier 62 MC Jones, M Cline, S Ryan Exploring knowledge sharing in ERP implementation: an organizational culture framework 2006 Decision Support Systems Elsevier 61 Y Kim, Z Lee, S Gosain Impediments to successful ERP im- plementation process 2005 Business Process Management … emer- aldinsight.com 61 Y Xue, H Liang, WR Boulton, CA Snyder ERP implementation failures in China: case studies with implications for ERP vendors 2005a International Journal of … Elsevier 57 VB Gargeya, C Brady Success and failure factors of adopting SAP in ERP system implementation 2005 Business Process Management … emer- aldinsight.com 56 C Møller ERP II: a conceptual framework for next-generation enterprise systems? 2005 Management emer- aldinsight.com 55 D Chand, G Hachey, J Hunton, V Owhoso, S … A balanced scorecard based framework for assessing the strategic impacts of ERP systems 2005 Computers in … Elsevier 53 J Benders, R Baten- burg, H van der Blonk Sticking to standards; technical and other isomorphic pressures in deploy- ing ERP-systems 2006 Information & Man- agement Elsevier 49 HM Beheshti What managers should know about ERP/ERP II 2006 Management Research News emer- aldinsight.com 47 M Zviran, N Pliskin, R Levin Measuring user satisfaction and per- ceived usefulness in the ERP context 2005 Journal of Computer Information … 万方数据资源系 统 *Harzing’s Publish or Perish Most Cited Authors (Accessed on 28/05/2010, Revised on 07/07/2010).*The Harzing’s Publish or Perish software used for general citation search for “E R P” in All of the words field and then Title words only box ticked. Source: Addo-Tenkorang and Helo (2011) 60 Acta Wasaensia Table 17. Harzing’s Publish or Perish Most Cited ERP Journal Articles and Authors* Harzing's Publish or Perish - General Citation Search for "ERP" (All Time Classics) Title words only. Cites Authors Title Year Source Publisher 701 P Bingi, MK Sharma, JK Godla Critical issues affecting an ERP implementation 1999 Information systems … informa- world.com 603 HV Sem- litsch, P Anderer, P Schuster, O … A solution for reliable and valid reduction of ocular artifacts, applied to the P300 ERP 1986 … intersci- sci- ence.wiley.co m 511 C Soh, SS Kien, J Tay- Yap Enterprise resource planning: cultural fits and misfits: is ERP a universal solution? 2000 Communications of the ACM portal.acm.org 509 CR Holland, B Light A critical success factors model for ERP implementation 1999 IEEE software 438 KK Hong, YG Kim The critical success factors for ERP implementation: an organi- zational fit perspective 2002 Information & Manage- ment Elsevier 382 K Kumar, J Van Hille- gersberg ERP experiences and evolution 2000 Communications of the … en.scientificco mmons.org 277 JW Ross, MR Vitale The ERP revolution: surviving vs. thriving 2000 Information Systems Frontiers Springer 263 H Ak- kermans, K van Helden Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors 2002 European Journal of Information … ingentacon- nect.com 254 H Klaus, M Rosemann, GG Gable What is ERP? 2000 Information Systems Frontiers Springer 248 AW Scheer, F Habermann Enterprise resource planning: making ERP a success 2000 Communications of the ACM portal.acm.org 248 ML Markus, C Tanis, PC Van Fenema Enterprise resource planning: multisite ERP implementations 2000 Communications of the ACM portal.acm.org 244 Y Van Everdingen, J Van Hille- gersberg, E … Enterprise resource planning: ERP adoption by European midsize companies 2000 Communications of the … portal.acm.org 241 M Sumner Risk factors in enterprise- wide/ERP projects 2000 Journal of Information Technology informa- world.com 225 A Parr, G Shanks A model of ERP project imple- mentation 2000 Journal of Information Technology informa- world.com 211 LP Willcocks, R Sykes Enterprise resource planning: the role of the CIO and it function in ERP 2000 Communications of the ACM portal.acm.org 209 K Amoako- Gyampah, AF Salam An extension of the technology acceptance model in an ERP implementation environment 2004 Information & Manage- ment Elsevier 191 AM Alad- wani Change management strategies for successful ERP implementa- tion 2001 Journal, Vol emer- aldinsight.com 187 J Lee, K Siau, S Hong Enterprise Integration with ERP and EAI 2003 Communications of the ACM portal.acm.org Acta Wasaensia 61 185 HA Ak- kermans, P Bogerd, E Yücesan, LN Van … The impact of ERP on supply chain management: Exploratory findings from a European Delphi study 2003 European Journal of … Elsevier 180 IJ Chen Planning for ERP systems: analysis and future trend 2001 Journal, Vol emer- aldinsight.com 180 TM Somers, KG Nelson A taxonomy of players and activities across the ERP project life cycle 2004 Information & Manage- ment Elsevier 178 S Sarker, AS Lee Using a case study to test the role of three key social enablers in ERP implementation 2003 Information & Manage- ment Elsevier 160 Z Lee, J Lee An ERP implementation case study from a knowledge transfer perspective 2000 Journal of Information Technology informa- world.com 160 CA Ptak, E Schragenheim ERP: tools, techniques, and applications for integrating the supply chain 2004 books.google.c om 158 MG Woldorff Distortion of ERP averages due to overlap from temporally adjacent ERPs: Analysis and correction 1993 Psychophysiology woldorfflab.cc n.duke.edu 151 S Shang, PB Seddon A comprehensive framework for classifying the benefits of ERP systems 2000 Americas Conference on Information … aisel.aisnet.org 145 G Norris, JD Balls, KM Hartley E-business and ERP: Transform- ing the Enterprise 2000 portal.acm.org 143 SP Laughlin An ERP game plan 1999 Journal of Business Strategy csa.com 143 P Rajagopal An innovation--diffusion view of implementation of enterprise resource planning (ERP) systems and development of a research model* 1 2002 Information & Manage- ment Elsevier 142 V Kumar, B Maheshwari, U Kumar An investigation of critical management issues in ERP implementation: emperical evidence from Canadian organi- zations 2003 Technovation zwep.net 140 J Motwani, D Mirchandani, M Madan, A … Successful implementation of ERP projects: evidence from two case studies 2002 International Journal of … Elsevier 131 N Welti Successful SAP R/3 implemen- tation: Practical management of ERP projects 1999 portal.acm.org 127 L Brehm, A Heinzl, ML Markus Tailoring ERP systems: a spec- trum of choices and their impli- cations 2001 PROCEEDINGS OF THE ANNUAL … Citeseer 127 CC Wei, CF Chien, MJJ Wang An AHP-based approach to ERP system selection 2005 International Journal of Production … Elsevier 124 W Skok, M Legge Evaluating enterprise resource planning (ERP) systems using an interpretive approach 2001 Proceedings of the 2001 ACM SIGCPR … portal.acm.org 124 AN Parr, G Shanks A taxonomy of ERP implemen- tation approaches 2000 Proceedings of the 33rd Annual Hawaii Interna- tional … 122 C Koch, D Slater, E Baatz The ABCs of ERP 1999 CIO magazine teach- ing.fec.anu.edu .au 120 TF Gattiker What Happens After Erp Im- plementation: Understanding The Impact Of Inter 2005 MIS Quarterly csz.csu.edu.tw 62 Acta Wasaensia 120 C Brown, I Vessey ERP implementation approach- es: toward a contingency frame- work 1999 … of the 20th internation- al conference on … portal.acm.org 119 A Teltumbde A framework for evaluating ERP projects 2000 International Journal of Production Research informa- world.com 118 J Esteves, J Pastor Towards the unification of critical success factors for ERP implementations 2000 10th Annual BIT confer- ence 117 M Al- Mashari Enterprise resource planning (ERP) systems: a research agenda 2003 Industrial Management and Data Systems emer- aldinsight.com 116 C Rolland, N Prakash Bridging the gap between organ- isational needs and ERP func- tionality 2000 Requirements Engineer- ing Springer 111 M Kremers, H Van Dissel Enterprise resource planning: ERP system migrations 2000 Communications of the ACM portal.acm.org 108 DC Hayes, JE Hunton, JL Reck Market reaction to ERP imple- mentation announcements 2001 Journal of Information Systems link.aip.org 107 Z Huang, P Palvia ERP implementation issues in advanced and developing coun- tries 2001 Journal, Vol emer- aldinsight.com 107 O Hanseth, CU Ciborra, K Braa The control devolution: ERP and the side effects of globalization 2001 ACM SIGMIS Database portal.acm.org 103 E Bernroider, S Koch ERP selection process in midsize and large organizations 2001 Journal, Vol emer- aldinsight.com 100 KE Murphy, SJ Simon Intangible benefits valuation in ERP projects 2002 Information Systems Journal intersci- sci- ence.wiley.co m 100 S Buckhout, E Frey, J Nemec Making ERP succeed: turning fear into promise 1999 IEEE Engineering Man- agemant … 万方数据资源 系统 *Harzing’s Publish or Perish Most Cited Authors (Accessed on 28/05/2010, Revised on 07/07/2010).*The Harzing’s Publish or Perish software used for general citation search for “E R P” in All of the words field and then Title words only box ticked. The Table 1d is an “All Time Classics” table, thus, it falls out of the criteria period (2005-2010) for this review report. The reporter intentionally included this citation table 1d, to show that some other Journal Articles are heavily cited which not fall with the scope of this review report. Source: Addo-Tenkorang and Helo (2011) Acta Wasaensia 63 2.3.2 ERP Trends and Perspectives Journal articles, which belong to this subject mostly, provide introductions to ERP definitions and issues of ERP, common ERP misinformation on business and industrial organizational issues, different perspectives of ERP, survey studies on industry experiences, recent trends in ERP and surveys of the ERP literature. The introductory articles provide enlightening guidelines for managers and beginning researchers in the field of ERPs. The emphasis seems to be on the close relation with Business Process Reengineering (BPR) and a wide range of organizational change issues accompanying ERP implementation. Some articles attempt to clari- fy the basic meanings surrounding ERP to provide reflections on many years of practices. A number of survey studies are reported from the findings of current industry’s experience with ERP. These survey studies can complement the general introduc- tory journal articles supported by actual data. A number of articles also provide different perspectives on ERP, for example, perspectives from managers, users and/or vendors. Several articles present various types of models for ERP. They range from a conceptual model that explains the ERP system, to taxonomy of success factors of ERP implementation, to a model of ERP governance, and to a user acceptance model. Others try to challenge commonly held views or miscon- ceptions on ERP by asking questions such as ‘What are the significant values of an ERP system?’ ‘What is good about ERP best business practices?’ etc. A common observation on the future trends in ERP is its further expansion in scope. New integration technology such as software modularization, Enterprise Application Integration (EAI), Service-Oriented Architecture (SOA) systems ap- plications, (Web 2.0) web service is introduced and their implications discussed. A couple of articles attempt to provide a sense of direction in the ERP research community by analysing the ERP literature. They identify the gaps between the industry and academia and also within academic research, thus pointing out po- tential future trends in terms of further expansion (i.e. ERP II). A few articles provide similar information, but on a specific segment. Examples of these seg- ments include public organizations, educational organizations, healthcare organi- zations, the fashion industry, the manufacturing industry and the service industry. These articles are interesting since they have some common attributes across dif- ferent segments as well as some unique features of a particular organizational segment analysed. 64 Acta Wasaensia 2.3.3 Future Trends and Perspectives Organizations are under constant pressure from customers, shareholders, and sup- pliers to continuously improve and make better products quickly and efficiently. Competing in a dynamic environment and meeting global challenges requires agility. Successful companies must be able to respond quickly and cost- effectively to change. The change could be of any type; shift in customer de- mands and supply-chain partners, modifications to a business model or business process, business expansion and the need for new initiatives like outsourcing, and regulatory pressures imposed by financial markets, industrial groups, and gov- ernment bodies. Organizations need to convert their industries into responsive, demand-driven, profit-making enterprises by optimizing their operations. Their competitive advantage and ultimate survival depend on the use of extended in- formation systems applications and/or technology (e.g. ERP II, SOA, WEB 2.0 or Software-as-a-Service – SaaS, etc.). According to Johansson (2009), this has led to an increasing interest among vendors in improving future ERP-systems to sup- port the end-customer organization even better. Below is a brief introduction of each of the above listed extended information systems applications and/or tech- nology. 2.3.4 ERP II ERP II systems are not just the backbone of the enterprise. They are also the in- formation link for an enterprise in the supply chain. This is because the business of tomorrow is going to play multiple roles in multiple supply chains, from tradi- tional sources to electronic marketplaces. The challenge for ERP II is two-fold. First, it is to aggregate and manage the data surrounding all the transactions of an enterprise as accurately as possible in real-time. Then, it is also to open up the system to make that information available to trading partners in the supply-chain. Zrimsek (2003) identified six key differences between ERP and ERP II systems (please Table 18 below), but he did not expect to see a fully realized ERP II sys- tem deployed before 2005. Acta Wasaensia 65 Table 18. Six key differences between ERP and ERP II systems Role Traditional ERP was concerned with optimizing an enterprise. Internal optimization, however, it will only take you so far. ERP II systems are about optimizing the supply chain through collaboration with trading partners. Domain ERP systems focused on manufacturing and distribution. ERP II systems will cross all sectors and segments of business, including service industries, government, and asset- based industries like mining. Function As ERP systems cross sectors and segments, they will no longer be able to present all things to all people. Zrimsek expects ERP II vendors to pick the industries in which they are going to play, and focus on providing deep functionality for those users. Process In ERP systems, the processes were focused on the four walls of the enterprise. ERP II systems will connect with trading partners, wherever they might be, to take those processes beyond the boundaries of the enterprise. Architecture Old ERP systems were monolithic and closed. ERP II systems will be Web-based, open to integrate and inter-operate with other systems, and built around modules or components that allow users to choose just the functionality they need. Data Information in ERP systems is generated and consumed within the enterprise. In ERP II systems, that same information will be available across the supply chain to author- ized participants. Six key differences between ERP and ERP II systems (Zrimsek, 2003) 2.3.5 Service Oriented Architecture (SOA) One of the main market trends is the technology transformation is Service Orient- ed Architecture (SOA), which will have the largest effect on redefining the ERP market. As indicated by analysts, SOA will transform software from an inhibitor to an enabler of business change by 2015 (Zrimsek, 2003). SOA will shift reve- nue from packaged software to subscription services and from monolithic suites to composite applications. SOA is an approach to designing, implementing, and deploying information sys- tems such that the system is created from components implementing discrete business functions. These components, called ‘services’, can be distributed across geography, and can be reconfigured into new business processes as needed. The services are ‘loosely coupled’ allowing for more flexibility than older technolo- gies with respect to re-using and re-combining them to create new business func- tions both within and across an organization. The business component architecture forms the foundation of its specialized ver- sions: service-oriented and event-driven architectures. SOA reduces complexity, eliminates in point-to-point integrations and introduces flexibility through pro- cess-driven applications. This provides agility to meet the ever-changing needs of the plant, business unit enterprises, and the supply-chain. It provides a controlled 66 Acta Wasaensia and secure environment to meet the requirements of regulatory issues. Most ven- dors today are in the process of transforming their technology architecture into SOA. 2.3.6 Web 2.0 / Software as a Service (SaaS) Software-as-a-service (SaaS), in short, is software delivered as a hosted applica- tion from a vendor or distributor whom the end-customer can access via a brows- er. The SaaS-model enables the end-customer organization to decrease the cost of implementation, maintenance and the overall administration of the application. Furthermore, it is independent of existing IT-infrastructure, scalable and flexible (Guptil & McNee, 2008). In that sense, the end-customer organization can focus on its core business without worrying about technicalities that will be handled by the distributor / vendors. There are examples of successful SaaS-vendors (e.g. Salesforce.com), but when it comes to ERP-systems delivered as Software-as-a- Service, there is not yet a solution that has had a commercial breakthrough. How- ever, as already stated the SaaS-model is a key strategic area for SAP AG and most likely also for other ERP-system vendors. The SaaS-model is, therefore, of much interest when researching in the future of ERP systems; however, there seems to have been little academic research pub- lished within this area yet. When looking at the SaaS-model it seems to challenge the distributor's business in the ERP-system value-chain, since the vendor can deliver solutions directly to the end-customer and thereby bypass the distributor. Therefore, this future delivery model might change the current ERP-systems val- ue-chain. This might not completely undermine the business for distributors, as the future ERP-system value-chain could very well include hybrid SaaS-solutions, where the distributors offer customized SaaS-solutions to the end customer. How- ever, if the SaaS-model becomes successful, it could very well threaten the dis- tributor’s position. It could be seen as a further enhancement of the ‘best practice’ approach that undermines the competitive advantage of the distributors. In that sense, the SaaS-model can be seen as a solution that favours the ‘best practice’ approach. Furthermore, it is still being argued, if the SaaS-model can have influence on an ERP-system, whether it is perceived as a competitive advance or not within the end-customer organizations, since the IT delivered can hardly be called a scarce resource. Thus, this has only been a short introduction to ERP-systems delivered as SaaS. Hence, it clearly presented as an area that could be interesting for further Acta Wasaensia 67 research (Ellis - IDC Manufacturing Insights, 2010; Epicor White Paper 2011Addo-Tenkorang, et al., 2012). It could be interesting to examine how ERP- systems delivering SaaS meet the Business IT needs of organizations, including the small and mid-sized; and what the implications are for the ERP system value- chain if the paradigm shifts from perpetual licences to SaaS offerings. Both the resource-based perspective as well as the perspective of core competencies could offer interesting approaches when looking at the future of ERP-systems and the value-chain. 2.3.7 Review of the Journal Articles This section outlines a brief aggregate summary of the journal articles used throughout this review section is provided in the Tables 19 - 21 below. It is not intended to provide a detailed description of each article and references to major topics and sub topics used throughout this review section. But, an attempt to draw a collective summary is documented in this section. Table 19. Number of articles in each journal (all in alphabetical order) Journals Number of ERP Journal Articles Accounting, Organization and Society -------------------------------------------------------------- 1 AMR Research Inc.------------------------------------------------------------------------------------- 1 Business Process Management Journal-------------------------------------------------------------- 10 Computers in Human Behaviour --------------------------------------------------------------------- 2 Computers in Industry --------------------------------------------------------------------------------- 14 Decision Support Systems ---------------------------------------------------------------------------- 5 Electronic Markets-------------------------------------------------------------------------------------- 1 Electronic Government, an International Journal -------------------------------------------------- 1 Enterprise Information Management----------------------------------------------------------------- 1 Enterprise Information Systems ---------------------------------------------------------------------- 1 European Journal of Information Systems---------------------------------------------------------- 7 Financial Executive ------------------------------------------------------------------------------------ 1 Gartner Research --------------------------------------------------------------------------------------- 1 IEEE Computer Society ------------------------------------------------------------------------------- 3 IEEE Transactions of Engineering Management -------------------------------------------------- 1 68 Acta Wasaensia IEEE Xplore -------------------------------------------------------------------------------------------- 6 IFIP AICT----------------------------------------------------------------------------------------------- 1 Industrial Management & Data Systems ------------------------------------------------------------ 10 Information Technology and People----------------------------------------------------------------- 1 Information and Management------------------------------------------------------------------------- 3 Information Management & Computer Security --------------------------------------------------- 5 Information Systems Management------------------------------------------------------------------- 2 International Journal of Enterprise Information Systems------------------------------------------ 2 International Journal of Information Management ------------------------------------------------ 1 International Journal of Management and Enterprise Development ---------------------------- 11 International Journal of Operations and Production Management ------------------------------ 2 International Journal of Production Economics ---------------------------------------------------- 14 International Journal of Production Research ------------------------------------------------------ 2 International Journal of Quality and Reliability Management ----------------------------------- 1 International Journal of Services and Standards --------------------------------------------------- 2 Internet and Enterprise Management----------------------------------------------------------------- 1 Journal of Computer Information Systems --------------------------------------------------------- 2 Journal of Enterprise Information--------------------------------------------------------------------- 1 Journal of Enterprise Information Management --------------------------------------------------- 14 Journal of High Technology Management Research----------------------------------------------- 2 Journal of Information Systems ---------------------------------------------------------------------- 1 Journal of Management and Enterprise Development --------------------------------------------- 1 Journal of Management Information Systems ------------------------------------------------------ 1 Journal of Manufacturing Technology Management ---------------------------------------------- 2 Journal of Operations and Management ------------------------------------------------------------- 1 Journal of Strategic Information Systems ----------------------------------------------------------- 4 Journal of Theoretical and Applied Information Technology ------------------------------------ 1 Managerial Auditing Journal-------------------------------------------------------------------------- 1 Management Research News ------------------------------------------------------------------------- 2 Management Science ---------------------------------------------------------------------------------- 1 MIS Quarterly ------------------------------------------------------------------------------------------- 1 MIT Sloan Management Review --------------------------------------------------------------------- 1 PICMET Proceedings ---------------------------------------------------------------------------------- 1 Technovation -------------------------------------------------------------------------------------------- 3 Total 154 Analysis of Journal articles used in this review report. Source: Addo-Tenkorang and Helo (2011). Acta Wasaensia 69 Table 20. Conference and Society Proceeding Articles Conferences and Society’s Proceeding Articles Main Event Topic Coordinators Year European and Mediterranean Confer- ence on Information Systems Critical Success Factors in ERP Implemen- tation: A Review Al-Fawaz, K., et., al., 2008 IEEE Computer Society, Panhellenic Conference on Informatics ERP System Business Value: A Critical Review of Empirical Literature Fontini, M., et. at. 2008 AMR Research Inc. The ERP Market Size Report 2006-2011 Jacobson, S., et., al., 2007 Financial Executives SaaS sets the stage for Clouding Compu- ting Guptil, B., and McNee, W.S 2008 PICMET Proceedings Key factors Driving the Success of Tech- nology Adaptation: Case Example of ERP Adaptation Suebsin, C., and Gerdsri. N. 2009 IEEE Computer Society. The Interna- tional Conference on Risk Management & Engineering Management Application of Fuzzy Comprehensive Evaluation Model Based on Variable Fuzzy Set Method in Construction Enter- prises’' ERP Project Risk Evaluation Yunna, W., and Zhijun H., 2008 US Symposium/Itxpo, 23-27, Gartner Research (25C, SPG5) San Diago ERP II Vision Zrimsek, B. 2003/5 ASBBS Annual Conference Proceed- ings, Las Vegas. Vol 17, No.1 ERP and Success Factors Snyder, R., and Hamdan, B., 2010 Conferences and Society’s Proceeding Articles Used in this Review Report. Source: Addo-Tenkorang and Helo (2011) The six major topics and sub-topics within the domain of ERP in this report are 1) Implementation § case study, § critical success factors, § change management, § focused stage, § cultural issues. 2) ERP Exploration, § change management, § decision support, § focused function, § maintenance. 70 Acta Wasaensia 3) Extension, 4) Value, 5) Trends, 6) Education Table 21 below is a comprehensive table containing the topics, and their various contextual references under each topic listed above. There is no particular se- quence among the references listed in the table. It is unavoidable to have an arti- cle that is relevant to more than one topic. For example, an article may address implementation issues but provide general information or trends in ERP. In such a case, the more significant topic is chosen to classify the article according to the researcher’s judgement. Listing an article under more than one sub-topic was hereby allowed. Acta Wasaensia 71 Table 21. Topics and references Topic References Implementation General Soffer et al., 2005; Trimi et al., 2005; Zafiropoulos et al., 2005; Buonanno et al., 2005; Metaxiotis et al., 2005; Light, 2005; Kim et al., 2005; Worley et al., 2005; Gosain et al., 2005; Wei et al., 2005b; Nandhakumar et al., 2005; Ward et al., 2005; Cadili and Whitley, 2005; Al-Mashari et al., 2006a; Bubak et al., 2006; Amoako-Gyampah, K., 2007; Basoglu, N., et., al., 2007; Beheshti, H.M., 2006; Bender, J., et., al., 2006; Bendoly and Schoenherr, 2005;Bendoly, E., et. al., 2006; Biehl and Stehn, 2005; Botta-Genoulaz and Millet, 2005b; Burn and Ash, 2005; Chakraborty and Sharma, 2007; Chand, D., et., al., 2005; Chou, D.C., et., al., 2005; Dechow and Mouritsen, 2005; Elbertsen and Van Reekum, 2008; Fontini, M., et. al., 2008; Gattiker and Goodhue, 2005; Gulledge, T.R., 2006; Helo, P., 2008; Jacobson, S., et. al., 2007; Jocobson, and Sudzina, 2008b; Johansson, B., 2007; Loarne, S.L., 2005; Moon, Y.B., 2007; Newman, and Westrup, 2005; Pairat, and Jungthirapanich, 2005; Rettig, C., 2007; Robert Jacobs, and Ted Weston, 2007; Se’ verine, L.L., 2005; Suebsin and Gerdsri, 2009; Vathanophas, V., 2007; Wei, H-L., et. al., 2005a; Yu, C-S., 2005; Zhang, Z., et. al., 2005; Riehle, (2007); Case study Gulledge and Simon, 2005; Baki, B., et. al. 2005; Brown and He, 2007; Berchet and Habchi, 2005; Tchokogue et al., 2005; Haigang, and Wanling, 2008; Huang, S-M, et. al., 2008; Jaiswal, and Kaushik, 2005; Lee, and Moon, 2006; Lui, and Chan, 2008; Stefanou, and Revanoglou, 2006; Weider, B., et. al., 2006; Xue, Y., 2005a; Yang, C-C., et. al., 2006; Yusuf, Y., et. al., 2006; Zhang, Z., Lee, M.K.O., et. al., 2005; Yeh et al., 2010; Critical success factors Sun et al., 2005; Motwani et al., 2005; Ehie and Madsen, 2005; Dowlatshahi, 2005; Gargeya and Brady, 2005; Al-Fawaz, K., et al. 2008; Al-Mashari et al., 2006b; Law and Ngaia, 2007; Dawson and Owens, 2008; Dezdar and Sulaiman, 2009; Finney, and Corbett, 2007; Ifinedo and Nahar, 2006; Motwani, J., et. al., 2005; Kamal, M.M., 2006; Kamhawi, E.M., 2007; Ngai, E.W.T., 2008; Soja, P., 2006; Plant, and Willcocks, 2007; King, and Burgess, 2006; Verville, J., et. at., 2005; Snyder, R., and Hamdan, B., 2010; Tsai, W-H., et al., 2005a; Change management McAdam and Galloway, 2005; Ettlie et al., 2005; Loarne, 2005; Boersma and Kingma, 2005b; Benders et al., 2006; Jacobson, and Newman, 2009; Kelle, and Akbulut, 2005; Kerimoglu, O.,et. al., 2008; Lim, E.T.K., et. al., 2005; Tsia, Chien, Fan, and Cheng, 2005b; Xue, Y., et al., 2005b; Focused stage Wei et al., 2005a; Baki and Cakar, 2005; Verville et al., 2005; Huang S.Y., et. al., 2009; Hwang, Y., 2005; Ehie, and Madsen, 2005; Kakouris, and Polchronopoulos, 2005; Karimi, J., et. al., 2007; Wei, C-C., et. al., 2005a; Cultural issues Boersma and Kingma,2005a; Xue et al., 2005a; Wang et al., 2005; Zhang et al., 2005; Tsai et al., 2005; Baki and Cakar, 2005; Bendoly et al., 2006; Joneset al., 2006; Yusuf et al., 2006; Jones, M.C., et. al., 2006; Kayas, O.G., et. al., 2008; Ke, W., and Wei, K.K., 2008; ERP Exploration / Uses General Botta-Genoulaz and Millet, 2005a; Park and Kusiak, 2005; Martin and Cheung, 2005; Yu, 2005; Koh and Simpson, 2005; Voordijk et al., 2005; Brown and Nasuti, 2005; Brazel, 2005; El Sayed, 2006; Koh and Saad, 2006; Botta-Genoulaz and Millet, 2006; Chang, M.K., et. al., 2008; Elbertsen, L., et. al., 2006; Gefen, and Ragosky, 2005; Johansson, and Sudzina, 2009a; Koh, and Simpson, 2005; Law, and Ngai, 2007; Light, B., 2005; Moon, and Phatak, 2005; Shi, and Lu, 2009; Singla, A.R., 2008; Worley, J.H., et. al., 2005; Johansson, and Sudzina, 2009b; Decision support systems Holsapple and Sena, 2005; Guptil and McNee, 2008; Lea, B-R., et. al., 2005; Sabherwal, R., et. al., 2006; Wu, and Wang, 2006; Yunna, and Zhijun., 2008; Focused function Gupta and Kohli, 2006; Rom and Rohde, 2006; Raymond, L., et. al., 2006; Spath- is, C., 2006; Spathis, and Ananias, 2005; Wang, and Chen, 2006; Wang, and Chen, 2005; Ward, and Hemingway, 2005; Yeh, C-T., et. al., 2006; Zafiropoulos, I., et. al., 2005; Maintenance Ekstedt, M., et. al., 2009; Haigang, and Wanling, 2008; Imtihan, R. M., et. al., 2008; Park, and Kusiak, 2005; Extension Chou et al., 2005; Burn and Ash, 2005; Moon and Phatak, 2005; Moller, 2005; Bendoly and Schoenherr, 2005; Lea et al., 2005; Jaiswal and Kaushik, 2005; Kelle and Akbulut, 2005; Biehl, 2005; Burca et al., 2005; Sammon and Adam, 2005; 72 Acta Wasaensia Sharma et al., 2006; Koh, S.C.L., et. al., 2008; Sherif, and Irani, 2005; Sonnich- sen, K., and Gotze, J., 2009; Value Zrimsek, B., 2003/5; Spathis and Ananiadis, 2005; Chand et al., 2005; Tsai et al., 2006; Wieder et al., 2006; Wu and Wang, 2006; Spathis, 2006; Allen, J.P., 2005; Zviran, M., et. al., 2005; Trends and Perspectives General Marnewick and Labuschagne, 2005; Gulledge et al., 2005; Botta-Genoulaz et al., 2005; Newman and Westrup, 2005; Sharif et al., 2005; Hwang, 2005; Lim et al., 2005; Allen, 2005; Volkoff et al., 2005; Lee et. al., 2006; Yeh et al., 2006; Gulledge, T.R., 2006; Wang and Chen, 2006; Beheshti, H.M., 2006; Bjorn- Aderson, 2009; Burca, and Fynes, 2005; Voordijk, H., et. al., 2005; In a particular sector Bergstrom and Stehn, 2005; Stefanou and Revanoglou, 2006; Botta-Genoulaz and Millet, 2006; Yang et al., 2006; El Sayed, H., 2006; Peslak, 2005; Education Beheshti, 2006; Woo, 2007; Al-Fawaz et al., 2008; Dumbrava, S., 2006; Analysis of references: major and sub-topics used in this review report. Source: Addo-Tenkorang and Helo (2011). 2.3.8 Implementation Implementing ERP systems can potentially allow a company to manage its busi- ness best with potential benefits of improved process flow, best data analysis, higher-quality data for decision making, reduced inventories, improved coordina- tion throughout the supply-chain, and better customer service (Gattiker and Goodhue, 2005; Yeh, et al., 2010). An ERP system is a major project requiring a significant level of resources, commitment and changes throughout the organiza- tion. Often the ERP implementation project is the single biggest project that an organization has ever launched. As a result, the issues surrounding the implemen- tation process have been one of the major concerns in industry. The concern worsens because of numerous failed cases, including a few fatal disasters, which led to the demise of some companies. Reflecting such a level of importance, the largest number of articles belongs to this topic. It comprises more than 54% of all the reviewed articles. Many of these articles share implementation experiences from various companies. Some articles attempt to explain why the ERP implementation is difficult and what needs to be done to achieve desirable results. Furthermore, various models of implementation stages and different implementation methodologies are docu- mented. Other topics handled under this subject include comparison between a single system approach and a best of breed system approach, comparison of im- plementation practices between developing countries and developed countries, issues of hosted ERP systems, data quality issues, and project management issues Acta Wasaensia 73 not forgetting evaluation and validation issues among others. A group of articles are classified under a sub-topic of ‘Case Study’; these articles typically investi- gate the ERP implementation experiences at one or several companies and pro- vide real data and observations. Unlike other articles which also use case studies, here extraction of general knowledge is more emphasized. Furthermore, the articles belonging to this sub- topic tend to focus on individual cases. Some generalizations are occasionally provided in these articles. One of the popular topics in the ERP implementation is to identify or develop ‘Critical Success Factors – (CSF)’. According to Amoako- Gyampah (2007), the product life cycle has become very short and technology is changing more rapidly; hence, new success factors may be arising. Likewise, while the CSF for implementation of ERP systems has been discussed and ana- lysed, there have been many inconsistent and inconclusive findings on this topic (Law and Ngai, 2007). Dawson and Owens (2008) argue that there are many differences in the CSFs re- searchers have defined. The idea is that some important factors determining the success or failure of an ERP implementation and could be learnt from prior im- plementation experiences. Some articles focus on generating a list of the critical success factors, and others conduct data analysis regarding those factors. Imple- menting an ERP system inevitably involves a large portion of the organization and it is often is accompanied by major business process reengineering efforts. Therefore, change management becomes a critical topic in ERP implementation. Some articles address change management by explaining why it is important in the ERP implementation, how to do it effectively, the lessons discovered, and the change management strategies. ERP implementation has a life cycle beginning with a company’s decision adopt it to the final live stage and then subsequently selecting an ERP package. The articles belonging to a sub-topic of ‘Focused Stage’ each address a particular stage of the ERP implementation life cycle. This stages, covered the ERP system selection process, the customization of the ERP system, the configuration within the ERP system, the determination of a hosting service, etc. Finally; a group of articles are also interested in any differences between cultural and/or national views in implementing ERP systems. Comparative studies are conducted, and analyses are provided in terms of differences and similarities. Explanations for such findings have also been attempted. 74 Acta Wasaensia 2.3.9 ERP Exploration/Uses Upon an organization’s successful implementation of the ERP system, the atten- tion moves forward to the most efficient use of the system. Especially since con- siderable resources have been invested in the ERP implementation, the best pos- sible utilization of the system is anticipated. Indeed, the value of an ERP system is derived from its effective and efficient usage more than from the system itself as the process of moving from functional applications to an ERP system is diffi- cult as well as challenging (Kroenke, 2008). Moreover, the decision to use an ERP system is expensive, and it requires development of new procedures, actions, training and education in conveying or converting data (Zhang, et al., 2005). Thus, this greatly depends on greater cooperation with senior-level management, a clearer and more defined business plan and/or vision, effective project manage- ment priorities, teamwork, appropriate ERP software system selection, user in- volvement and efficient education/training. The articles under this topic tackle various aspects of using the ERP system during the post-implementation era, ranging from end user acceptance, to end user satisfaction, from business process reengineering after ERP implementation to uncertainty management and to par- ticular functions such as designing return material process and handling Sarbanes- Oxley requirements in finance and accounting. Additional issues addressed by the articles include version upgrade/migration, managing dirty data, ERP usage by consulting firms, and the political role of ERP systems. These form about 20.5% of the total number of journal articles reviewed in this section of the thesis. Most organizations focus on the operational capability of the ERP system. Some other articles particularly address the decision support functions within the ERP system (i.e. employing intelligent agents), and these are classified under a sub-topic – ‘Decision Support Systems’ mainly instrumental for forecasting and planning of organizational and industrial operations. The articles accentuating the efficient exploration of ERP systems in a particular function are grouped under a sub-topic – ‘Specific Function’. Examples of these specific func- tions are manufacturing, marketing, accounting, production, strategic/project management, operations, and data archiving. 2.3.10 Extension The companies, that implemented ERP systems and are relatively satisfied with their operations, are now considering the extension of the functionalities provided Acta Wasaensia 75 by the original ERP systems (i.e. ERP II). Articles on this topic form about 18% of the total number of journal articles surveyed. This shows that businesses and organizations have now started to look for something beyond what ERP can offer. Some companies implement ERP systems even though their ultimate objectives lie in further extended systems. Others implement ERP systems with some plans to extend later. The articles belonging to this topic deal with the issues of extending ERP systems (ERP II) toward e-business, supply-chain management (SCM), customer relation- ship management, supplier relationship management, business intelligence, manu- facturing execution systems, etc., with some sort of extended software systems such as ERP II mentioned above, Service-oriented architecture (SOA), Software as a Service (SaaS) or Web 2.0 system application. Some articles attempt to un- derstand the direction of the industries regarding these ERP extensions. A few explain enabling technologies of further ERP extensions and integrations; these technologies are as close to virtual enterprise as businesses and industries today have ever seen (e.g., enterprise supply-chain management [e-SCM]). Some simp- ly reports research how to expand the existing functionalities of the ERP system. As most ERP vendors have now developed a broader definition of Enterprise In- tegration, these articles may well provide a good picture of the trends. 2.3.11 Value There is no doubt about how valuable information systems implementation and operation are to both the private and public businesses and industries. In this age of globalization, the more sophisticated the supply-chain management system, the higher the need for system tools for businesses and industries to efficiently and effectively manage their activities and to enable them to strategies their opera- tions to survive in today’s global village. According to Helo (2008), an infor- mation system is considered a fundamental tool for a competitive organization and/or industry. One of the sought after and/or mentioned information systems in research, busi- nesses and in industries is the Enterprise Resource Planning (ERP) system. It is estimated that in the past decade about $500 billion was invested in the ERP sys- tems worldwide (Gefen and Ragowsky, 2005). In view of the investment and col- lective efforts required to implement and run ERP systems, which are very signif- 76 Acta Wasaensia icant to any organization, the fundamental question about the ERP system’s value has been a key issue. Because of the high investment that is required, the decision to purchase and implement an ERP system is one of the most important decisions business and industrial leaders have to make (Behesti, 2006). The articles on this topic mainly address these fundamental questions: Is an ERP system of any value in an organization? What are the values an ERP system will bring to in an organization? How do we assess the value of an ERP system? The- se articles tend to investigate these issues in a more systematic and rigorous fash- ion backed with some statistical evidence, beyond simply detailing the commonly believed benefits. The values that ERP systems may create are enormous and ver- satile: operational benefits, financial benefits, benefits for investors, user satisfac- tion, etc. Sometimes, the value may be evaluated by observing market reactions to the mere pronouncement of the ERP project. The value assessment methods can be numerous and sophisticated. For example, the benefits may be evaluated by cost savings, return on investment, asset turnover, return on assets, perceptions by the market forecasts or trends, etc. Some articles address relationships between different dimensions while others focus on longitudinal study of the ERP sys- tem’s impact on company performance. As more companies have implemented ERP systems and more is known about the implementation processes, the ques- tions on the value of ERP systems seem to be investigated more often and rigor- ously. This is an indication that the practices and understanding of the field have matured enough to warrant some serious reflections on its essential issues. Ac- counting for about 3.33% of the total number of journal articles surveyed, this made it seem to be an area with potential for more future research. 2.3.12 Education/Training Educating and training users to use ERP is important because ERP is not easy to use, even with good IT skills (Woo 2007). Beheshti (2006) cited lack of availabil- ity of adequate skills as one reason for failure. According to Al-Fawaz et al. (2008) user involvement in terms of education and training is one of the most cited critical success factors in ERP implementation projects. It is quite obvious from above that training and educating users of the ERP system is essential be- cause it improves perceived control through participating in the entire project plan. Due to the importance of user involvement in the initial stages of ERP sys- tems definition in the implementation stages of ERP systems, training and educa- Acta Wasaensia 77 tion of the system users cannot be over-emphasized at any stage. However, sur- prisingly, this topic forms only about 2.4% of the total number of journal articles surveyed, thus making this topic another key potential area for future research. 2.3.13 Analysis and Summary (ERP) The field of ERP according to the literature review in this research report; has matured in a relatively short period. Figure 17 and the side data table below show that the number of journal articles published from 2005 has steadily increased. However, there is a sign of stabilizing and significant declining over recent years as again clearly shown in Figure 17 below. Therefore, considering the fact that most of the earlier journal articles on the topic area started appearing in the late 1990s, this field certainly has gained significant research interests from many researchers as well as the industries in a short period. Confirming the analysis above on the various topics, of the articles surveyed, ERP Implementation formed more than 54%. Journal articles surveyed on ERP Exploration/Uses (i.e., sustain- able ERP benefits to enterprise industries) formed 20.5%. ERP Extension and Future Trends formed more than 18%. ERP Values formed about 3.33% (again this has to do with sustainable ERP benefits to enterprise industries) and finally, Education/ Training on ERP formed about 2.4% (please see Table 22 below). Figure 17. Number of journal articles on ERP between: 2005–2010 (as of 28 May 2010) - (Harzing’s Publish or Perish software search results [run on 28/0502010] statistical chart & table. Source: Addo-Tenkorang and Helo (2011). 78 Acta Wasaensia Table 22. Number of published articles for each topic Topics Number of Articles Percentage Analysis Implementation 115 54.76% General 46 21.90% Case study 16 7.61% Critical success factors 21 10% Change management 11 5.24 Focused stage in the implementation process 9 4.29% Cultural (national) issues 12 5.71% ERP Exploration/Uses 43 20.48% General 22 10.48% Decision support 7 3.33% Specific function in ERP 10 4.76% Maintenance 4 1.90% Extension 16 7.61% Value 7 3.33% Trends and perspectives 22 10.48% General 17 8.10% In a particular sector 5 2.38% Education/Training 5 2.38% A table of Number of Published Articles for each of the Six ERP major topic and sub-topics. Source: Addo-Tenkorang and Helo (2011) Therefore, from the data in Table 21 above, from which the statistical data analy- sis in Table 22 is deduced, a conclusive analysis could be drawn that ERP Trends and perspectives – (in some specific industrial sectors). These includes ERP in SMEs and ERP in developing countries. There, as per the analysis in this exten- sive literature review, the areas lacking as gaps for further research are on ERP value or benefits, which includes enterprise SCM networked value systems. Therefore, value-chain for enterprise SC network activities for a sustainable com- petitive edge for enterprise manufacturing SCM industries is the focus of this re- search to expand on. Furthermore, ERP Education and Training is another area lacking research and industrial focus (please see Table 22 above). Research on ERP Values and Uses (i.e., sustainable ERP benefits to enterprise industries) also comes up as another ERP area lacking adequate research and development (please see Tables 21 and 22 above). From the data analysis and findings as outlined in Tables 21 and 22 above, per- centage analysis shows that ERP Trends and perspectives – in a particular sector constitutes 2.3%, as does ERP Education and Training, while ERP Values and/or Uses constitutes about 3.33%. These are the three least researched and underde- Acta Wasaensia 79 veloped areas according to the findings in this review section. Therefore, they require further research and development. Hence, this could awaken the industrial interest in these areas in order to benefit fully from the collaborative advantage of concurrent engineering principles and enterprise resource planning systems as enablers for a value-adding Concurrent Enterprise approach in order to benefit from a collaborative sustainable competitive advantage. 2.4 Concurrent Enterprise (CE+) – Manufacturing SCM Network Activities The concurrency in enterprise manufacturing supply-chain management (SCM) network activity for competitiveness is a specific point of view for organizational performance, where competitiveness means to be more efficient and effective in organizational multidisciplinary teams’ operational strategies, information tech- nology enablers and communication network than competitors (Pallot and Sando- val, 1998). Concurrency, in this sense also implies a tactical approach to being more creative and innovative (making the best and most effective use of infor- mation technology – IT enablers) in a faster and cheaper way. The term Concur- rent Enterprise is a combination bringing the concepts of Concurrent Engineering to the Extended Enterprise (with enterprise resource planning systems – IT ena- blers) (Thoben and Weber, 1997; Sorli, et al. 2006). Therefore, Concurrent Enter- prise in this research’s perspective is a distributed, “best practice” alliance of mul- tidisciplinary SCM network teams. Hence, co-operating original equipment man- ufacturer(s) (OEM), customers and suppliers employ systematic enterprise- systems approaches, methods and advanced information technologies in order to increase efficiency in their complex engineering-design and delivery manufactur- ing processes for new/complex product-development. By means of a concurrent approach for integrating team work, etc. In order to achieve a strategic sustainable competitive advantage for their enterprise SCM network operations on the global markets. 80 Acta Wasaensia 2.4.1 Summary of Literature Review Findings and the Concurrent Enterprise Approach Link Table 13 at page 50 above and Table 22 at page 78 above, illustrates the findings and research gaps identified from the broad literature review. These findings from the literature review on Concurrent Engineering and Enterprise Resource Plan- ning journals and articles from the year 2000 – 2010, turns to informing the need for industrial manufacturing CE+ SCM network concept. Therefore, in order for industrial SC to enhance their operational activities strategically towards a CE+ approach, the gaps identified in the literature review and the need for extensions requires consideration. Hence, it will be prudent for the OEMs to address the shortcomings, which would hinder them from achieving their expected sustaina- ble competitive advantage. The core literature review findings above in Tables 13 at page 50, shows inadequate CE uses / values forming 21.3% of the surveyed journals and articles. However, there seem to be an interest in CE extension / trends and perspective thus, forming about 31.3%. This then indicates that, the classical CE principles are not attractive to industries anymore, but instead they rather would prefer implementing an extended CE principle enhanced with the right enterprise systems IT enablers (Kayis, et al., 2007; Maier, et al., 2008; Mar- tin and Cheung, 2005). Similar to the CE literature review, the exploration / uses of ERP systems, alt- hough were quite impressive per the findings in the literature review, its compre- hension by the individuals or teams who use those systems turns not to be as im- pressive. Thus, their understanding and/or use of the ERP systems or the best pos- sible way for them to maximize its exploration seems to be lacking (Maier, et. al., 2008; Sosa, et al., 2002; Stokic, 2006; Moller, 2005). Hence, resulting in the very low percentage of ERP systems education / training forming 2.38%. This implies that, to employ a team approach “best practice” principle like CE, it will be pru- dent that, the right enterprise IT enablers are also employed in collaboration to complement its’ need. Therefore, harnessing the collaborative competitive ad- vantage of CE for complex / new product-development and the essential ERP systems IT enablers enhances the Concurrent Enterprise synergy needed. Hence, allowing industrial manufacturers to achieve an effective and efficient sustainable competitive advantage in their enterprise SCM network activities (Murman and Walton, 2000; Musa, et al., 2013; Ketchen Jr, et al., 2007a; 2007b; Plex White Paper, 2013; Punik and Cruz-Cunha, 2013). According to Pallot and Sandoval (1998) Concurrent Enterprise refers to an or- ganization SCM network. Thus, building up different enterprise business models, Acta Wasaensia 81 which are accessible through a network so that they integrate, and interface to register for business collaboration in specific stakeholder domains (Upstream – Suppliers; intermediate – stream – Manufacture(s); Downstream – Customer / Third Party Logistics Company – 3PLC). Therefore, Concurrent Enterprise is not only another Internet solution issue but also a business issue in linking enterprise experts and capacities to provide new business opportunities. Hence, relating that to the business integrator strategy for industrial organizations, and real-time ac- cess to the global market. Thus, it is a way of linking enterprise SCM network stakeholders’ expertise to strategically operate concurrently in order to better serve their customer demands. Therefore, it intends to systematically, establish networked value-systems’ dynamic interactions for improving global efficiency during all complex engineering-design and delivery project phases (e.g., bid preparation, marketing, design, manufacturing, assembly, test, support, service.) (Pallot and Sandoval, 1998). Although some enterprises’ SCM network concurrency and visibility aspects have been researched and published (Musa, et al. 2013; Bechini et al. 2005; 2008), they are mainly on either just the upstream (supplier) aspect or the intermediate-stream aspect (manufacturing). Very few have attempted to link the entire SC network activities in a complete value-chain and network management approach. There- fore, this research report seeks to propose a feasible conceptual framework for a Concurrent Enterprise SCM networked value-system as a viable and validated option for the still pertinent and persisting enterprise SCM network challenges (please see Figures 21, 25, 49, 50, 55, 56, and 58 at pages 101, 106, 142, 149, 153, 155, and 166 respectively below). Some of the existing enterprise manufacturing systems in use in industrial organi- zations as hinted include: Agile manufacturing systems that have to do with en- hancing the intermediate-stream – manufacturer aspects. Furthermore, manufac- turing Production Control systems, which have different entity aspects for either the upstream – supplier aspect or the intermediate – manufacture aspect and/or lastly, downstream – customer aspects (Gunasekaran, 1998; Vollmann, et al. 2005: pp. 97-104; Plex Systems, 2013a; 2012). Therefore, implementing the Concurrent Enterprise tactical framework approach implies supporting enterprise SCM network stakeholders’ interactions by defining and using a common infra- structure platform/portal. This further gives a strong reality to virtual enterprise that does not physically exist and/or is unusual (e.g., back-end programming codes) (Musa, et al., 2013; Plex Systems, 2013a; 2012; Martinez, et al., 2001; Esposito, and Evanglista, 2014; Putnik, and Cruz-Cunha, 2013). 82 Acta Wasaensia Putnik and Cruz-Cunba (2013) argue further that, virtual enterprise taxonomy or in the case of this research, Concurrent Enterprise currently does not exist, and this lack is reflected in the ambiguous way that some concepts are addressed, leading to a fragment understanding that hinders the development of the science of enterprise systems’ effective and efficient integration and management. Hence, it is clear that such concurrent enterprise systems are imminent and needed both in present and future enterprise manufacturing supply-chain management net- works to adequately enhance their competitive advantage. Furthermore, this lack of strategic concurrent enterprise systems approaches for complex / new-product development, there have been a rise in their interest for both academic and indus- trial research and development departments (Esposito and Evangelista, 2014). Hence, they further state that, there are still two main gaps, which needs to be address: that is, conceptualisation of concurrent enterprise models and real indus- trial cases empirical research investigations in this area (Esposito and Evangelista, 2014; Bottani, 2010). Therefore, it has become strategically necessary that indus- trial enterprise SCM networks intensively adapt the strategic use of enterprise IT enablers. This is to enable them to canvass for the right, adequate and real-time information in order to exploit innovation and collaborative relationship between their enterprise SCM network partners in a more efficient and effective approach (Iandoli et al. 2012). 2.4.2 Concurrent Enterprise Conceptualisation and Empirical Research(s) Initiated – Aerospace SCM Sector It is of no coincidence that current research and development in the aerospace sector has just started looking to empirically research further into this concurrent enterprise systems approach. They intend to develop a conceptual framework in this approach by employing product-family design and manufacturing enterprise SCM network approach. Their approach is by employing Set-Based Design and Set-Based Concurrent Engineering (SBCE). Set-Based Concurrent Engineering (SBCE) process is a strategic and convergent complex product-development pro- cess guided by consistent technical leadership throughout (Al-Ashaab, et al. 2013). Therefore, SBCE enables the focus on the value-chain within the industrial design requirement and manufacturing outfit. However, the mode of the SBCE research design is slightly different from the approach adopted in this research report. They adopted a Set-Based Concurrent Acta Wasaensia 83 Engineering (SBCE) Enterprise Framework approach, because, aircraft complex product development either employs pre-define product sets or a set of complex product designs for their early complex product development and support pro- cesses on their enterprise manufacturing SCM networks (Al-Ashaab, et al. 2013). In order to successfully address the current enterprise manufacturing SCM net- work challenges facing the Aerospace industry, a need to develop a true multi- disciplinary Set-Based Design (SBD) capability that could deploy new technolo- gies on novel configurations more quickly and with greater confidence was acknowledged (Al-Ashaab, et al. 2013). According to A-Ashaab, et al. (2013), their research is about presenting the initial step towards the development of the set-based design (SBD) / SBCE capabilities by first eliciting the industrial requirements of the SBD / SBCE processes for the aerospace industry. Their approach thus, falls in line with the assumptions and initial conclusions made in this research report and confirmed by the work of Es- posito and Evangelista (2014). They stated that, there are two approaches to ad- dress the research and development interest in concurrent enterprise systems. These are, by conceptualising and then empirically investigating the with real-life industrial cases (Esposito and Evangelista, 2014). The following chapter, sections and sub-sections present the various methods em- ployed and triangulated for the data collection and data analysis in this research in order to find feasible solutions to the research questions outlined in section 1.2, sub-section 1.2.1 at page 15 above. The next chapter also attempts to throw more light on aligning the research cases with detailed research case constructs and modes of data analysis, pragmatically and objectively. 84 Acta Wasaensia 3 RESEARCH METHODOLOGY 3.1 Methods Employed for Research Data Collection Three different methods were used for the purpose of data collection in this re- search. However, the main method employed was industrial pilot case studies: Closed-end questionnaires and literature review / archival records were also em- ployed to collect the extra data required for this research. Because some of the required empirical data could not be fully collected during the industrial pilot case studies. The research methods were selected based on the information required to achieve the research objectives. The various methods employed for the data col- lection in this research are elaborated further in this section. Meanwhile, this sec- tion provides an overview of the methods employed. Figure 18 below illustrates the data collection modes linked with the research objectives. Figure 18. Adopted Data Collection Modes Linked with Research Objectives The research carried out as part of this study may be divided into two main phases with other attributes to these phases (see the research mind map - Figure 10 at page 12 above). The first phase was an exploratory, explanatory, descriptive and correlational phase (Theoretical Part) where the initial three objectives were ad- dressed and validated by scientific simulations and hypothesis testing. This was followed by the development – also descriptive and explanatory phase (Empirical Part) in which the industrial pilot case studies were conducted as well as the quest Acta Wasaensia 85 to capture relevant data that the case studies could not capture: As a result, a model and systems enterprise platform / portal was developed thus addressing the final research objective. Preliminary analysis was conducted while applying each of the data collection methods and researcher comments were also captured and blended into this research report. The main qualitative attribute of the empirical part of analysis is the series of industrial case studies conducted for data collec- tion. Quantitative analysis was also conducted using data extracted from the liter- ature review and closed-end questionnaires disseminated by the e-forms method. This quantitative data was collated for the Ship Power design engineering- systems’ teams considered on this research’s case company enterprise SCM net- work division. 3.1.1 Industrial Pilot Case Study Data Collection Method The main method of data collection in this research report was industrial-based pilot case studies conducted in series with a Ship Power engine OEM’s enterprise SCM network division for large-scale engineering-design and delivery. Case study is an empirical enquiry that investigates a contemporary phenomenon with- in its real-life context, especially when the boundaries between phenomenon and context are not clearly evident (Yin, 2009). According to Yin (2009) it is prefera- ble to employ case studies when “how” and/or “why” research questions are posed and when the focus is on a contemporary phenomenon within a real-life context (Yin, 2012). Employing a case study as a means of conducting applied research may be considered among the most challenging social science research endeavours because of the need to combine and balance between research devel- opment – in phases, participation, influence, description and evaluation. Early theoretical positioning / grounding or development depending on the research approach is essential in case study research, whether the purpose of the case study is to be grounded / position the research in a grounded theory or develop / test a theory. According to Yin, (2009) positioning / grounding one's research in a theo- ry also provides a sufficient blueprint for the research study, which requires theo- retical assumptions that assist in guiding case study data collection. Therefore, the case study cases in this research perspective were not intended to be sampling units as assumed with some statistical generalization, but should be considered to be a series of experiment(s) / practical industrial-based pilot pro- jects within and across the large-scale complex engineering design and delivery 86 Acta Wasaensia processes of a complex product manufacturing SCM network. The additional or support research methods that were employed for data collection and validating this research include extensive literature review by: document analysis and re- viewing academic journals, databases as well as archive records (please see Fig- ure 18 at page 84 above). 3.1.2 Closed-end Questionnaire Data Collection Method Research questionnaires are said to be of two types: open-ended (i.e., “open ques- tions” – where the researcher does not provide the respondent with a set of an- swers from which to choose) and closed-ended (i.e., “closed questions” – where the researcher provides a suitable list of responses (e.g., Yes, No, or Maybe) (Robson, 2011; Mellenbergh, and Adèr, 2008). Questionnaires are the most com- monly used tool in survey research. However, the findings and results of a partic- ular survey are worthless if the questionnaire is written inadequately without tak- ing the respondents into consideration. Questionnaires should produce valid and reliable demographic variable measures and should produce valid and reliable individual differences that self-report scales generate (Shaughnessy, et al., 2011; Robson, 2011). Questionnaires have advantages over some other types of surveys in that they are cheap, do not require such a strenuous effort as verbal or tele- phone surveys, and often have standardized answers that make it simple to com- pile data. However, questionnaires are also somewhat limited, in some sense, by the fact that respondents must be able to read the questions and respond to them effectively. The questionnaire used in this research was designed and structured into five parts: Part 1: Company’s Design Team Rep. Background Information; Part 2: Frequent Concurrent Design Teams’ Communication Interface. Part 3: Importance of Concurrent Communication within Enterprise Industrial Manufac- turers’ Design Teams’; Part 4: Effective and Efficient Design Teams Relational Concurrent Communication; and finally, Part 5: Teams’ Concurrent Communica- tion Interfaces Review & Redesign, (please see Appendix B at page 219 for a sample of the research questionnaire). These methods will be reflected in further detail throughout the subsequent chapters. Acta Wasaensia 87 3.2 Methods Employed for Research Data Analysis This section presents detailed information on the type of research scientific and/or simulation tools employed for data analysis in this research. The following para- graphs elaborate more on these research scientific and/or simulation tools in de- tail. Spreadsheets and IBM SPSS 20.0 as well as UCINET 6 and DSM were used to support data analysis where possible, primarily to visualize data in the form of tables, graphs / graphics, matrices and charts. Reports were produced throughout the research pilot case study project phases, providing analysis of data at the end of each research phase. The three components of data analysis according to Miles and Huberman's research include data reduction, data display, and conclusion drawing and verification (Miles and Huberman, 1994). Furthermore, Williman (2005) suggests that, the suitable methods to display data are in the form of (ma- trices, graphs, charts and networks); these enhance reduction in data and its analy- sis. Data and findings collected were analysed by synthesizing. This synthesis took place by using a statistical approach, design structural matrix – DSM and domain mapping matrix DMM to analyse and interpret the findings from the empirical pilot case study data. Furthermore, social network theory (SNT) analysis software (UCINET 6) and statistical analysis using Pearson's cor- relation [r] were employed to analyses collected questionnaire data, which could not be captured during the industrial pilot case study. This provided the grounds for assessing how the implementation of collaborative concurrent enterprise could be measured using industrial pilot project case studies and other methods men- tioned above in a triangulation approach for more viable and feasible findings and results. The tools mentioned tools above (DSM, DMM, and SNT and well as Pearson’s statistical correlation [r] and hypothesis testing) are elaborated further- on in this research report. This section is divided into three sub-sections elaborating on the three main methods adopted in this research. Sub-section 3.2.1 elaborates on the design structure matrix (DSM) approach; Sub-section 3.2.2 elaborates on the UCINet 6 social network theory (SNT) analysis approach and finally, Sub-section 3.2.3 elaborates on the statistical correlation analysis and hypothesis testing. 88 Acta Wasaensia 3.2.1 Design Structure Matrix (DSM) The design structure matrix (DSM) method is an information-exchange simula- tion tool that allows the representation of complex tasks / teams / relationships in order to determine a sensible sequence / grouping for the tasks / teams being modelled (Yassine, 2004; Browning, 2001). DSM is one of the research ap- proaches adopted in this research to enable the researcher to analyse the complex- ity and efficient flow of voluminous data / information within the SC network. Thus, the findings and results from the DSM simulation analysis enabled and also guided the researcher to propose an optimum configuration and feasible master database-management systems’ structure comprising well configured, sequenced, banded and optimally partitioned meta database-management systems. These proposed structures are assumed to be secure, because they will be configured and programmed in such a way that the various partners / teams on the SC network have their own unique username and password. In order to access the system to enable the signed-in partner to receive, retrieve and also exchange real-time SC network information / data which are specifically needed for their activities only, on the enterprise SCM network. Figure 19, below, illustrates the three basic types of relationship between product - system elements (A) and (B); the first type is a “parallel” relationship, where elements do not depend on each other, thus, they may be processed separately. The second type is “sequential” where element (B) is dependent on the input fed from element (A). The last relationship type known as “coupled,” refers to a set where elements depend on each other. A change in system element (B) would have an effect back on (A). Thus, this cyclic dependency could also be referred to as “circuits." Acta Wasaensia 89 Figure 19. Representations of the three DSM System Configuration Character- istic. Further to the DSM, approach elaborated above and the detailed explanation of the three DSM system configurations illustrated in Figure 19: Figure 20 below, based on Browning (2001) elaborates further, that DSM elements are represented by the shaded side along the diagonal. Thus, an off-diagonal mark signifies a de- pendency of one element on another. Therefore, reading across a row reveals what other elements, an element in that row provides to: Furthermore, looking down a column reveals what other elements an element in that column depends on. Thus, reading down a column reveals input sources, while reading across a row indicates output drops. Therefore, in Figure 20 below, element, (B) provides something to elements, (A), (C), (D), (F), (H), and (I), and it depends on some- thing from elements (C), (D), (F), and (H), (as presented by this research in Fig- ure 25 at page 106 below). 90 Acta Wasaensia Figure 20. Example of DSM Source: Browning, (2001) According to Browning (2001), there are two main types of DSMs: static and time-based. Browning, also stated that with the static DSMs, system elements exist concurrently; such as components of product architecture or groups in an SC network. Static DSMs are usually effectively analysed with grouping or clustering algorithms or models. In time-based DSMs, the ordering of the rows and columns indicates a flow through time: upstream activities within a process precede down- stream activities, and terms like “feed forward” and “feedback” become meaning- ful when referring to interfaces (please see this research’s results in Figure 23 at page 104: Banded DSM Information / data relationship representation). Time- based DSMs are typically analysed using sequencing algorithms or model, (please see this research’s results in – Table 24 at page 105 below, Information Single Run Data & Analysis and Figure 24 at page 105 below, – DSM Infor- mation / data Sequence and Levels representation details). Therefore, employing the DSM approach in both the two main types explained by Browning is very essential and instrumental in this research’s findings and re- sults: Finally, the Partitioned DSM Information Sequence and Levels Relation- ship meta-data structures illustrated in Figure 25 at page 106 below, presents a proposed optimized meta-database management-system. The structure contained in the main proposed enterprise Master Data-Management System of the various partners on the enterprise SC network. Thus, this system represents the core of the proposed Concurrent Enterprise conceptual framework presented in this disserta- tion. These results, effectively, constitute a feasible solution, for research ques- tions 1, 2 and 3 in this research. Acta Wasaensia 91 3.2.2 UCINet 6 – Social Network Theory (SNT) Analysis UCINET 6 for Windows is a software package for the analysis of social network data. It was developed by Steve Borgatti, Lin Freeman, and Martin Everett (2002) and has evolved over time, in terms of upgrades and revised versions. It comes with the NetDraw network visualization tool. A social network could be defined as a set of people, groups or teams of people with some form of relationship or interactions between them (Scott, 2000). Although only 18% of managers believe that effective social network is important to their businesses today, more than 63% assert that, Social Networks will be important for businesses within the next three years (Kiron et al. 2012). According to Chui et al. (2012) there have been estimates that the economic im- pact of social network on business could exceed $1 trillion, most of which is gained from more efficient communication and collaboration within and across organizations’ SCM network activities. Thus, an effective and efficient SC com- munication network is very important and seems inseparable from a robust busi- ness environment (Puvanasvaran, et al., 2009) and enterprise SCM organization operations’ research and development (R&D) activities. Therefore, this research adopted the social network theory (SNT) analysis approach to analyse and pro- pose an effective strategic communication network flow within and across an en- terprise SCM network, in terms of frequency, importance and level of collabora- tion among the SC network systems-design teams as well as the scale / level of mutual trust, and of their roles and responsibilities. 3.2.3 Statistical Correlation Analysis & Hypothesis Testing Correlation is a term that refers to the strength of the relationship between two or more variables (in this research; variables refer to the SCM network teams / partners / stakeholders). A strong, or high, correlation means that two or more variables have a strong relationship with each other while a weak, or low, correla- tion means that the variables are hardly related (StatSoft, 2011). Three hypotheses were drawn by this research to test the correlation significance level of SC net- work systems-design teams / partners within and across the enterprise SCM net- work. Thus, to assess, analyse, and propose a feasible strategic technical commu- nication network analysis, and also how effectively these systems-design teams / 92 Acta Wasaensia SC network partners could work together in an enhanced concurrent manner to achieve a sustainable and competitive SCM network (Maier, et al., 2008). Hence, statistical correlation analysis and hypothesis testing was also adopted by this research in a triangulation approach to analyse the frequency, importance and level of collaboration among the SC network systems design teams as well as the scale / level of mutual trust, and of their roles and responsibilities. Acta Wasaensia 93 4 RESEARCH ANALYSIS, FINDINGS AND RESULTS 4.1 Case Construct and Description (RQ.1 & RQ.2) RQ.1) How can multi-discipline teams, made up from different divisions of a manufacturing enterprise SCM network work together effec- tively? RQ.2) How can information exchange on an SCM network be structured efficiently and effectively to strategically improve N/CPD engi- neering design and delivery processes? Industrial organizations are trying to discover strategies to achieve enterprise competitiveness to improve their flexibility and responsiveness by changing or finding efficient and effective methods, technologies and/or operational strategies that involve the implementation of supply-chain management (SCM) strategy (ies) and information technology (IT). However, thorough and sufficient practical research is yet to be conducted within the area of implementation of SCM and IT for effective and efficient data management and systems integration. Much as it is still pertinent, doing business over the Internet is affordable and very convenient. This enables industrial enterprises to enlarge their view and also grants them an opportunity to easily select and network with their supply chain (SC) partners, thus enhancing the core SCM values of business-to-business operations with in- formation systems (IS) enables data-management workflow systems. The integral specifics of such data-management information systems make it suit- able to be implemented within the industrial enterprise management system. Thus, the main part of this is the information-supported data-management sys- tem’s inner SC and integrated interfaces. The independent inner systems are linked by the integrated interfaces into an enterprise SCM to manage the logistics tracking network business processes among the independent partners on the SC enterprise system. This dissertation presents a proposed Master Data- Management (MDM) system of a large ship building manufacturing company for their Logistic and SCM product tracking network by using a design structure ma- trix (DSM) approach. It will also analysed the industrial based case study by ad- 94 Acta Wasaensia dressing or discussing some of the system interfacing issues learned from the in- dustrial based case study DSM approach experience. Industrial manufacturers are constantly faced with a complex and competitive environment in which to strive for organizational operations management sustain- ability. Therefore, e-commerce is becoming a preferred tool for today’s organiza- tional and industrial operations management to enhance their industrial competi- tive advantage (Van der Aalst, 2000). Nowadays, the various partners in an indus- trial supply chain (SC) network their services and resources together as if they were a traditional organizational enterprise. Therefore, integrating or interfacing enterprise organizational engineering systems for effective and efficient data flow within their inter-organizational data-management systems enhances industrial competitive advantage (Dimitrios, et al., 1999). However, industrial organizations’ agility and response to customer demand are significantly critical to their success to, realizing their industrial competitive ad- vantage. Therefore, an integrated enterprise information system (IS) is essential to enhance the promotion of interoperability among the partners within an enterprise supply-chain network. This approach will significantly improve the information flow between them, and also aid the deployment of business activity processes among the various partners / teams within the enterprise SC network to enhance effectiveness and efficiency information flow and data management. Bowersox and Calantone (1995) mentioned that supply-chain management (SCM) system’s integration with information technology (IT) systems and inno- vations has been recognized and focused on by industries recently, as an essential industrial organization business application tool to strengthen their ability and capability to compete and also sustain their competitive achievements. Infor- mation-flow is the automation of data-management system processes. This ap- proach is, thus, adopted as a way of instituting effective and efficient industrial organizational management needed to deploy the integration into the enterprise SC data management process among partners within an SC (Bowersox, et al., 2000). The world-wide-web (www), or Internet-based business applications have, thus, become the primary platform of modern-day electronic commerce (e- commerce) (Liu, et al., 2005). It has therefore been proposed that the most effec- tive and efficient new industrial organization business frameworks are undoubted- ly the ones that turn to integrate information technology (IT) to all its business activities within their enterprise SC’s value chain (Phan, 2003). Acta Wasaensia 95 The following sections of this research include a review of the research back- ground, and of data-management systems as well as enterprise supply-chain man- agement of industrial manufacturing organizations. These are followed by the industrial case study and case construct, research findings and also some possible solution models. 4.1.1 Background Review - Case Constructs One & Two The logistics tracking for supply-chain networks is an important industrial man- agement issue for providing effective and efficient customer satisfaction among industrial manufacturers as well as among their logistics and transportation part- ners on the SC. A demand in the industrial manufacturing organizations for moni- toring their supply chain from the upstream through the intermediate stream to the downstream is significantly on the increase now. Today’s enterprise SC approach environment in industrial manufacturing organizations are looking for the appro- priate data integration systems to track real-time, data/information from their var- ious partners within their the SC for effective and efficient SC data-management among the partners within the network. Therefore, it has become imperative for industrial organizations to develop an authentic enterprise SC data-management-system, which will integrate all the partners onto one single and effective logistics network system. This will enable them to operate efficiently with real-time tracking of data within the SC network. This is therefore essential in that, industrial manufacturers rely heavily on quality real-time information within their supply-chain management (SCM) processes to improve their production and products to enhance customer satisfaction; it is therefore valuable for their systems’ data and information to be very reliable and authentic. A data-management system (DMS) is a strategic and efficient management of data with business systems-application management tools for managing data and/or information within an enterprise SC network. The business systems- application tools and some of the programming languages employed within the architecture of the business operation's platform include an SQL Server, WWW Server, Internet browser, using the extensible mark-up language (XML), etc. Thus, a good tracking solution is one that can identify the location of a shipment by answering the questions like; where is the current position of the shipment and 96 Acta Wasaensia transport? What are the conditions inside or outside the products, being shipped (e.g. temperature, humidity, corrosion level, shock, acceleration or accidental drop of product, etc.)? Logistic partners are involved (e.g. courier, freight for- warders, transporters, etc.) These pertinent Logistics and SCM queries could be answered suitably through properly employed enterprise SCM data management systems (Jansen, 1998; Töyrylä, 1999). However, it has been quite a challenging issue for industrial manufacturers to provide a reliable, efficient and effective enterprise data management systems’ design structure to deal with these issues. Design Structure Matrix (DSM), Domain Mapping Matrix (DMM) and Multiple Domain Matrix (MDM) methodologies offer a wide range of options for modelling and analysing complex systems (Lindemann, et al., 2009). Howev- er, this dissertation employs a design structure matrix (DSM) methodology to streamline a proposed data-management system to improve the information trans- fer and exchange between the industrial partners on an enterprise SC network. The DSM approach is a data exchange model that allows the representation of complex relationships among activities in order to determine a sensible structure or simulation for the activities being modelled (Yassine, 2004). Thus, this ap- proach will propose a combination of technologies and system applications, which will provide a suitable structure to enable all partners on an enterprise SC network to access, transfer and exchange the data they require at real-time to im- prove and enhance industrial product development for customer satisfaction. Therefore, an integrated version of system tools would be able to effectively and efficiently enhance the enterprise SC network environment, where multi infor- mation can be tracked from the same integrated enterprise SC data management system. This integrated tool or methodology would contribute to the industrial processes in terms of potential competitive advantage for logistics service provid- ers (LSPs) and major forwarders and hence the SCM network as a whole (Coia, 2001). Thus, this structural integration approach emphasizes the importance of customers being able to locate the position of the products or shipment in-transit; hence it also contributes to the planning, manufacturing and monitoring of the entire enterprise SC operations and management processes (Dierkx, 2000); Lam- bright, 2002). Proper and real-time tracking of data and information on industrial product development enhances the industrial manufacturers’ productivity and information efficiency by reducing the possible delay and complexity of SCM network operations (Shamsuzzoha, et al. 2011). Acta Wasaensia 97 4.1.2 Data Management Systems Integration The increase of the Internet as a communication platform (and its application sys- tems and software) has significantly changed the benefits of information, giving rise to a more enterprise approach such as new opportunities, new indus- trial partners joining the chain, as well as new relationships between industrial organizations, giving way to new networks of industrial organization transactions (Evans, et al. 2000). In other words, e-business has a very significant impact on mode of analysis is- sues in logistics and supply-chains management research, specifically broadening the horizon for the analysis of supply-chain systems and networks. While previ- ous studies into this mode of analysis indicate a broad, holistic perspective to supply chains and networks, however, significant practical research is relatively lacking (Croom, 2000). Research has also shown that fewer studies have been carried out into enterprise supply-chain data management systems (Van Hoek, 2001). Therefore, as detailed by previous studies, discussion on the implication and im- pact of enterprise supply-chain processes leading to greater integration and col- laboration of the data-management system across the various partners within a supply-chain network (Marchewka, et al. 2000; Johnson, et al. 2002; Lancioni, et al. 2003; Cagliano, et al. 2003; McIvor and Humphry, 2004). Frohlich and West- brook (2001), in particular, claims that as supply-chain integration increases as a result of e-business, stronger relational ties develop between the partners within the supply-chains. Focusing specifically on the implication of enterprise supply-chain management, Tan (2001) identifies potential for improvements aris- ing from adoption of properly integrated data-management systems among the supply-chain partners in the following areas: § Cost performance (from improved productivity both product wise and ser- vices wise as well as lower input prices); § Customer service (service quality as well as integrity in the logistics ser- vices); § Process capability (quality consistency on the production floor ensuring that quality is not compromised); and § Productivity and dependability (from increased control of material flows along the supply-chain in an industrial manufacturing organization). 98 Acta Wasaensia Especially, where a supply chain handles high volume and low volume products’ information and data, there is often either a high inventory or management cost for low volume products’ information and data, or conversely, a low customer service performance for high-volume information and/or items. For industrial manufacturing procurement, e-business offers purchase process efficiency gains and effective price reductions (Croom, 2000; DeBoer, et al., 2002). This ap- proach enhances collaborative and integrative relationships within a supply- chain network (Dyer, 2000; Tang, et al., 2001) and provides significant opportu- nities for improving internal service on the supply-chain partners’ level (Stanley and Wisner, 2002). E-business can thus be seen to impact on supply-chain net- work structures; supply-chain coordination and supply-chain data management systems integrations (Giannakis and Croom, 2004). In most large-scale industrial manufacturing organizations’ data-management systems for their supply chain (SC) network and shipment of complex engineer- ing products within the SC is designed for a single SCM network operation in- stead of an enterprise one. Therefore, there is the lack of effective and efficient tracking and tracing of data and information in real-time for as required in an en- terprise organizational environment (Kärkkäinen, et al. 2004). 4.1.3 Supply chain management Supply-chain management (SCM) can be regarded as a business process to con- struct enterprise-wide methods. SCM is, however, defined in many ways. The International Centre for Competitive Excellence defined SCM as ‘‘the integra- tion of key business processes from an end user through original suppliers who provides products, services and information that add value for customers and other stakeholders’’ (Changchien, and Shen, 2002). With the implementation of an integrated data-management system in industrial supply-chain management, strategic alliances and long-term cooperative data-management system networks, replace the narrow focus of managers and the adversarial data and information networks between logistics providers, suppliers, and customers. Industrial suppliers and customers are viewed as partners within an enterprise SCM network instead of adversaries with the objective of ‘‘maximizing competi- tiveness and profitability to the manufacturing industry as well as for the enter- prise data-management system of supply-chain network, including the end- Acta Wasaensia 99 customer’’ (Patterson, et al., 2003). According to Levary (2000), the benefits of a supply-chain include: § Reducing the bullwhip effect, § Exploiting the efficiency of the activities, § Decreasing inventory, § Lessening cycle times, § Accomplishing an acceptable level of quality. The major success factors for an efficient and effective data-management system in an enterprise supply-chain are effective management of strategic alliances among the SC network partners, extensive and efficient data-management capa- bilities, and an advanced inter-organizational information system (IS) to enable better data and information exchange. This promotes authentic and more up-to- date data and also enhances a more accurate inventory response to changes in demand and appropriate inventory levels in real-time (Whipple and Frankel, 2000). However, the participating enterprises usually are independent and dis- persed at different locations either nationwide or globally. The affiliation be- tween them has the following characteristics (Heiko and Keith, 1999): Goal-orientation: Let us say, an industrial enterprise [Y] (manufacturer) needs enterprise [Z] to execute a task (take an order to supply materials); an industry [Y] will set up an agreement between them to carry out the agreed task. After that, industry [Y] will not interfere with industry [Z]’s activities. This means that the SC network activities between enterprises are more dynamic and changing. Privacy: An industrial organization that operates independently would not want to disclose details of its process models. Therefore, an industrial manufacturer usually does not grant access to all internal information about the ongoing process in order to sustain its competitive edge. Equally, a supplier or a logistics service provider would not want to disclose its process models or organization database to its business partners. Flexibility: An industrial manufacturer seeks to change its internal procedures without asking permission of or informing its SC partners, unless the change af- fects the commitment or network partners like the suppliers and logistics service providers. The same is true for the SC partners as well. 100 Acta Wasaensia Independence: All parties in a SC network want to stay independent of changes in each other’s camp, as long as the outcome is not affecting anyone on the SC. Thus an open, standard and adaptable data management system within an enter- prise SCM system is needed to carry out business processes across the enterprise chain as well as information-flow. Therefore, Internet technology is the obvious choice for this e-business application approach. 4.1.4 Research Case Study Example The example of a ship building manufacturing industrial company’s logistics and supply-chain management was utilized in this research’s case analyses. The com- pany has over 280 major suppliers worldwide. The company aims at improving business process efficiency by integrating its industrial operational process with that of its suppliers and customers as well as sharing and exchanging information smoothly and quickly within its SC network. In order to carry out the enterprise SC processes over the Internet, every independent enterprise need to have an in- ternal information system (IS). However, it was shown through the requirement analysis that there was an efficiently integrated supply-chain management system neither within such an industrial global organization nor among most of its sup- pliers (863/CIMS, 2000). Therefore, this research seeks to propose an efficient and effective structured master data-management system model, which will serve as a common integrated data-management system (DMS) platform or a DMS e- SCM so that the industrial organization and its suppliers as well as customers could manage their SC data-management processes in a common enterprise envi- ronment (portal). The communication platform is built on web resource applications and some pro- gramming languages and international maritime organizations (IMO) services, etc. An independent integrated domain mapping of the DMS interface would be developed in further research, as well as mapping-up multiple domains in future to enhance flexibility and extendibility for more suppliers or customers. This integration will seamlessly provide effective and efficient information exchange within the system of the industrial manufacturer and those of its suppliers and customers on the enterprise SC. Figure 21 below illustrates the architecture of the entire e-SCM system for effectively tracking data in real time and efficiently communicating them authentically among the partners on the enterprise SC. Acta Wasaensia 101 The industrial manufacturer’s data-management system (DMS) is thus, integrated with its customers and suppliers, through the Internet. Therefore, for the custom- ers and/or suppliers who do not have interfacing information systems (IS) capa- bility, the DMS e-SCM platform and the integrated interface would provide ac- cess to a portal on the www or the Internet to allow smooth and seamless com- munication within the integrated interface. 4.1.5 Case Constructs One & Two § How can management information systems (MIS) among multi-discipline teams/partners on an enterprise manufacturing SCM network? Be effi- ciently and effectively structured and used to strategically, to improve their SC network activities for efficient information exchange in new/complex product introduction and development? Figure 21 below illustrates this research’s optimized-configuration architecture for an enterprise SCM network systems integration and interfaces. Figure 21. The architecture of industrial manufacturer DSM e-SCM integration or interfaces. Source: Addo-Tenkorang, et al. (2012). 102 Acta Wasaensia Table 23 below lists the types of data generated and communicated among the case industrial manufacturer and its partners within the SC network to track data within their e-SCM for efficient data in a new/complex product development and support processes. In order to get an efficient and effective data-management sys- tem within an enterprise SC, the DMS should be properly structured to enhance access to tracking and communicating real-time data with an e-SCM network. Helo and Szekely (2005) state that there is a significant link regarding the practi- calities of software applications as their trend of integration is intensifying. More- over, the need for real-time data will become fundamental, putting emphasis on flexible IT-systems such as a very good data-management systems’ structure for an e-SCM that can deal with large amounts of data and is also easy to intercon- nect on a very common and accessible enterprise platform such as the www. This growing need has led to this dissertation’s approach of a proposed master data-management structure for an e-SCM data-management systems design for effective, efficient and real time tracking of data within an industrial SC network. Acta Wasaensia 103 Table 23. Information / Data Types and Layout Name of Document System Type of Information Creator User Sale Order SAP § Delivery address § Incoterms § Delivery times § Shipping Marks § Type of Package Business Control § Business Con- trol § Logistics Project Builder SAP § Project Name § Material needs (external & en- gines)  Requirement date for materi- als (external materials) Project Team § Purchasing § Logistics Purchase Order SAP § Materials § Requirement date § Pick-up Address and Consolida- tion point § Incoterms (with supplier) § Price § Mode of Transportation & for- warding Agent § Type of Package Purchaser § Purchasing § Supplier Outbound Delivery SAP § Packages (content) § Handling Unit No. (Internal & external) § Dimensions & Weights Purchaser § Logistics § Supplier Shipment SAP § Route § Forwarding Company § Delivery Type (planned & actu- al) § Type of Transportation (Sea, Truck, Air) § Type of Package § Tracking No. Delivery Manager § Delivery Man- ager § Transport Man- ager § Business Con- trol Warehouse List CRM § Case Information (Handling Unit No., Project No., Purchase Order No., Stock-in Date, Stock- out Date, Storage Location) Transport Request Form and Quotation booking (RFQ) SAP (Email) § Case specification (Pick-up & destination address (es)) Sched- ule (sent by e-mail) Transport manager § TSP Booking Confirma- tion E-mail § Exact route & Schedule TSP § Transport Man- ager Way Bill E-mail IDM § Ship - [IMO number (Sea), Project No., Transport company] TSP § Transport Man- ager § Business Con- trol Source: Addo-Tenkorang, et al. (2012) This research uses the DSM approach to analyse Table 23 above. Entries and their relationships are categorically analysed in the various DSM models below (please see Figures 22 - 25 and Table 24 below). The DSM approach is a data exchange model that allows the representation of complex activity relationships in order to 104 Acta Wasaensia determine a practical sequence simulation of the activities being modelled (Yassine, 2004). Figure 22. Design Structure Matrix (DSM) Information Types Relationship Entries. Source: Addo-Tenkorang, et al. (2012). Figure 23. Banded Design Structure Matrix (DSM) Information Types Rela- tionship Entries). Source: Addo-Tenkorang, et al. (2012) Acta Wasaensia 105 Banding is the addition of alternating light and dark bands to a DSM to show independent (i.e. concurrent) data and activities (Grose, 1994). The col- lection of bands or levels within a DSM constitute the critical path (i.e. bot- tleneck activities) of the system. Table 24. DSM Information Single Run Data Types Activity Record Source: Addo-Tenkorang, et al. (2012). Figure 24. DSM Information Sequence and Level Types Layout Source: Addo-Tenkorang, et al. (2012) Data From a Single Run (r = 1) To collect, this option must be turned on on the "Data & Analysis" worksheet t: Activity # Activity Durations Duration in time steps Cumulative S: 1 18.27 18 1 2 3.65 4 2 3 7.66 8 3 4 2.49 2 4 5 26.19 26 5 6 1.00 1 6 7 9.42 9 7 8 24.50 24 8 9 2.01 2 9 10 1.00 1 10 11 8.58 9 11 12 2.08 2 12 13 0.00 1 13 14 0.00 1 14 15 0.00 1 15 16 0.00 1 16 17 0.00 1 17 18 0.00 1 18 19 0.00 1 19 20 0.00 1 20 21 0.00 1 21 22 0.00 1 22 23 0.00 1 23 24 0.00 1 24 25 0.00 1 25 26 0.00 1 26 Sequence 1 2 11 5 14 15 22 6 7 8 17 levels 1 1 2 11 5 14 15 22 6 7 8 17 2 16 19 24 3 25 26 4 3 9 10 13 18 20 21 4 23 5 12 DSM Sequence/Levels model relationship details (DMS e-SCM) 106 Acta Wasaensia   Figure 25. Partitioned DSM Information Sequence and Level Types Relation- ship Layout. Source: Addo-Tenkorang, et al. (2012). Acta Wasaensia 107 Partitioning is the process of manipulating the DSM rows and columns such that the new DSM arrangement does not contain any feedback marks, thus, transform- ing the DSM into a lower triangular form (Yassine, 2004). 4.2 Case Construct and Description Three (RQ. 3) RQ.3) How can SCM networks achieve strategic and effective communication network on changing parameters of N/CPD engineering design and de- livery processes? According to Puvanasvaran, et al. (2009) Communication is very important and is inseparable from the business environment as well as enterprise organization management. Hence, designing and delivering complex engineering products, such as ship power engines, power generation plants, jet engines, cars or certain types of application software, requires the harmonization of activities of many participants during the design and delivery processes. Therefore, in generic terms, effective and efficient communication network could explicitly be stated to be certainly an added asset for the business sector to function in a competitive economic network (Le Vassan, 1994; Warten, 1985; Worley, and Doolen, 2006). Furthermore, communication is seen as the vehicle by which this harmoni- zation could be achieved. However, communication itself is influenced by many different factors that are linked. This part of the research case constructs presents an explanation of the correlation analysis between some systems-design teams’ communication factors, which will be laid out in the following or sections, based on statistical analyses of empirical data. The research uses data collected via a closed-end questionnaire aimed at collecting some vital technical communication network data among complex products’ engineering design and delivery system- design teams. Thus, the aim is to envisage the “best practice” approach for technical communi- cation network among these systems-design teams and also how the bottle-necks existing could also be effectively and efficiently addressed to enhance a collabo- rative concurrent enterprise (CE+) industrial competitive advantage in enterprise manufacturing supply-chain management (SCM). In order to arrive at more feasi- bly scientific research findings and also realistic real-life practical industrial con- clusions, this research employed a triangulation methodology approach in analy- sis in this section of the research report. Thus, a social network theory (SNT) 108 Acta Wasaensia analysis software tool (UCINET 6) was employed to analyse the frequency, im- portance and also collaboration among product systems-design teams. Three hy- potheses were drawn to ascertain whether or not the results will retain the null hypotheses or reject them and address them as bottle-necks while duly capturing them in the research analysis report. The results offer insights for researching and managing communication networks across inter-departmental or systems-design teams interfaces. It has also made significantly clear, in particular, how directly and/or indirectly linked factors in- fluencing technical communication network among systems-design teams in complex engineering design and delivery as well as product development form a network of correlations. The factors, which this research identifies, seek to direct- ly or indirectly influence technical communication among complex engineering products’ systems-design teams includes: § Frequency in communication (technical) among various design teams. § Importance of design teams’ technical communication for (N/CPD) § Level of Collaboration among various design teams. § The Roles and Responsibilities of design teams in relation to other design teams (members). § The scale / level of Mutual Trust among various design teams. Importance in technical communication, frequency in technical communication, level of collaboration, roles and responsibilities and the level or scale of mutual trust exhibit thematic significance in correlation. Supply chain (SC) network ac- tivities for complex engineering-design and delivery product development and processes result from effective and efficient interactions and communication net- works among the supply-chain network partners who work across functional or- ganizational departments and geographical boundaries (Friedman, 2005). In con- current engineering, roles and responsibilities as well as activities are distributed among SC network teams or individuals and whenever possible executed in parallel, increasing the need for effective and efficient communication net- works. Concurrent collaborative complex engineering design and delivery processes and activities such as effective technical communications networks, etc., are challeng- ing due to strong interdependencies between design decisions. This makes it diffi- cult to converge or customized on changing parameters of a new/complex product systems-design solution that satisfies these technical communication network dependencies, which are acceptable to all partners (Klein, et al. 2003). Classical- Acta Wasaensia 109 ly, the different partners on SC network complex engineering systems-design processes possess different competences, roles and responsibilities, skills and interests, and inhabit network operations differently. Every team or individual on an SC network has a different perspective (De´tienne and Lavigne, (2005)) which can lead to conflicts in technical communications that need to be iden- tified and resolved through negotiations. A better understanding of each other’s intentions, different forms of representa- tion, and information needs could improve the SCM network process. Communi- cation networks are often perceived directly as a problem but the precise problem can be difficult to recognize because of interactions with other factors, such as planning or products, systems or people complexity (Maier, et al. 2008). In prac- tice, it is often possible to analyse specific situations. However, little theoretical understanding of the correlation factors that influences communication in com- plex product development has been published. This research presents a network of some factors, which influences SCM technical communication networks. The remaining sections of this chapter are as follows: The background review of the research case construct three; and the methods employed in the data analysis. The adopted theory assumptions (Organization theory – Information Technology, Communications and Operation's perspective). Social Network Theory – its im- plications and application as a technical communication-monitoring tool among SC products’ systems-design teams and the research hypotheses – hypothesis test- ing, findings analysis and interpretations. 4.2.1 Background Review – Case Construct Three Researchers, industrial R&D departments and industrial practitioners [Hales, (2000); Sosa and Rowles, (2004); Sosa, et al. (2002)] identify communication as one of the critical success factors of collaborative engineering design and deliv- ery, and efficient industrial activities. Thus, an effective and efficient communica- tion network is especially relevant in complex engineering design and delivery of complex product development due to the large amount of data / information of both complex product components and systems-design teams involved in the in- dustrial manufacturing SCM network processes. According to Allen (2000), based his pioneering work on the role of effective communication in product development processes since the early 1970s, the degree of interdependence 110 Acta Wasaensia between design engineers’ work is directly related to the probability that they engage in frequent technical communication. Therefore, Smith and Eppinger (1997) and Sosa et al. (2002) use task interdependency to identify the activities that require higher effort to coordinate in their work. Loch and Terwiesch (1998) also present an analytical model to study the coupling of uncertainty, dependence, and communication in their work. They suggested that average technical communication frequency increases the level of uncertainty and dependence. In this research, communication is mostly defined as technical or design information transmission among systems and product design teams / partners on an industrial enterprise manufacturing SCM network. Eckert and Stacey (2001), concluded in their research that there are several interaction scenarios. These include, ‘handover’ or ‘joint-designing’ where communication discrepancies tend to occur due to the lack of an overview on the structure of ac- tivities by the individual systems-design engineers. Hence, the lack of engineering design and delivery technical communication flow, or misinterpretation of tech- nical communication network (Eckert, et al. 2001). Therefore, the importance of technical communication in collaborative complex engineering design and delivery processes are indisputable. This raises questions of how to effectively research technical communication network collaborative complex engineering design and delivery process among industrial systems- design teams for an enterprise manufacturing SCM in order to improve the design and delivery process, due to high product customization and frequent change in parameters to satisfy customers’ requirements. While the importance of technical communication is generally acknowledged in various industrial manufacturing systems-design activities, there is however, no good or well-defined consensus on how to co-ordinate or, at best, streamline their organizational “best practice” operations to improve and enhance an industrial competitive advantage. For this research, a communication network is defined as the cognitive and social network process by which technical information or data are transmitted and exchanged effectively and efficiently among complex engi- neering systems-design teams on an industrial enterprise manufacturing SCM. Acta Wasaensia 111 4.2.2 Organization Theory – Case(s) Contexts According to Hatch and Cunliffe (2006) the specific focus of a theory is called its phenomenon of interest. Therefore, in organization theory, the primary phenome- non of interest is the organization and the organization’s “best practice” philoso- phies. Thus, a theory consists of a set of concepts and the relationships that tie them together into an explanation (or an understanding, critique or creation) of the phenomenon of interest (Hatch and Cunliffe, 2006). Daft and Armstrong (2007) described organizations as goal-directed social entities, which were designed as deliberately structured and coordinated dy- namic systems that connect and network effectively with the external envi- ronment. Tompkins (2005) held the view that organization theory was the study of how and why complicated organizations behave in the way they do. Hence, Organization theory is neither a single piece of theory nor an integrated body of information but a field of studies, which cover various scientific disci- plines and subjects (Yue, and WenJun, 2013). Hence, as stated already in the introduction section, this research attempts to utilize some main assumptions of organization theory with a specific focus on the aspects of “information technolo- gy” and “communications” in industrial manufacturing “operations” as its theo- retical underpinning. Organization theory considers series of applications; how- ever, the relevant application considered for this research includes the highlighted outlines in Table 25 below: Table 25. Organization Theory Applications Adopted for this Research. Types of Theory Applications Implication of Theory Application Information technology The way information flows through the organization affects work processes and outcomes, so knowing organization theory can help IT specialists identify, understand and serve the organization’s informa- tional needs as they design and promote the use of their information systems. Operations Value chain management has created a need for operations managers to interconnect their organizing processes with those of suppliers, distributors and customers; organization theory not only supports the technical aspects of operations and systems integration, but explains their socio-cultural aspects as well. Communication Corporate communication specialists must understand the interpre- tive processes of organizational stakeholders and need to address the many ways in which different parts of the organization interact with each other and the environment, in order to design communication systems that are effective or to diagnose ways existing systems are misaligned with the organization’s needs. Source: Hatch and Cunliffe (2006 Chap-1 pp. 4) 112 Acta Wasaensia Industrial enterprise manufacturing organizations often find great difficulty in quickly making out the required information for various purposes because of the voluminous data, improper segregation, departmental arrangements and unprece- dented delays. Industries are therefore, constantly searching for some means or organizational collaborative concepts or frameworks to overcome these disasters, as, the inconvenience will not only be a loss of monetary profits but also antago- nism of customers who are made to wait for a long time for a small piece of data about their product(s). This research attempts to resolve these pertinent issues by employing a Concur- rent Enterprise (CE+) framework approach: SCM information technology (IT) enablers of ERP; an integrated computer-based system used to manage internal and external resources, including tangible assets, financial resources, materials, and multidisciplinary teams, and the “best-practice” principles of CE for new/complex product development engineering design and delivery processes. All the stakeholders will be brought to work together on a common / single plat- form concurrently, as proposed by this research’s framework. 4.2.3 Social Network Theory (SNT) Analysis According to Borgatti and Halgin (2011), Social Network Theory (SNT) refers to the mechanisms and processes that interact with network structures to yield cer- tain outcomes for individuals and groups. Furthermore, according to Brass (2002), social network theory is about the consequences of network variables, such as having many ties or being centrally located. In contrast, theory of net- works refers to the processes that determine why networks have the structures they do and the antecedents of their structural properties. Kadushin (2004) stated that social network theory (SNT) analysis was one of the few, perhaps the only theory in social science that is not reductionist. The theory applies to a variety of stages of analysis from individuals or small groups to entire global systems. To be sure, there are emergent properties at different system levels, but these are exten- sions of what can be done at a lower level and not entirely different forms of or- ganization (Kadushin, 2004). According to Otte and Roussaeu (2002), Social network analysis (SNA) is not a formal theory in sociology but rather a strategy for investigating social structures such as in industrial organizations, etc., as it is an idea that can be applied in many fields. Social network theory and social net- work analysis are used interchangeably in this research report. It may also be re- Acta Wasaensia 113 ferred in other parts of this write-up as social network theory analysis, which also means the same as the former. Therefore, comprehending the communication network processes in complex en- gineering design and delivery and new/complex product development, industrial organizations have been recognized as a key element to improve the new/complex product development engineering design and delivery process per- formance. It has become imperative to study information exchanges and commu- nication networks among geographically distributed new/complex product devel- opment systems-design teams because of the complex nature of industrial engi- neering-design and delivery SCM network in organizations. Furthermore, em- ploying electronically-based communication information systems technologies has changed how new/complex product development and introduction design teams communicate on an SC network. Research has been conducted into the way complex engineering design and deliv- ery as well as new/complex product development systems-design teams use vari- ous communication network and information exchange technology-systems, etc. Such as e-forms, structured query language (SQL), service-oriented architecture (SOA)’ simple object access protocol (SOAP) envelops, electronic data inter- change (EDI), e-SCM platforms – customized software-as-a-service (SaaS) e.g., salesforce, integrated master-data systems (IMDS) or data-management systems (DMS), world wide web (WWW), and extensible mark-up language (XML), etc. It has thereby been discovered that a number of factors influences these system- processes of exchanging and communicating technical information. These in- clude geographic dispersion, industrial organizational information communication systems and ties or links such as frequency in technical communications, im- portance of technical communication, frequency / level of collaboration, mutual trust and degree of team interdependence as well as roles and responsibility of design teams. Therefore, this research formulates three hypotheses about how these factors in- fluence technical communication network frequency, importance, collaboration, mutual trust and roles & responsibilities in the following subsection of this sec- tion. We use empirical evidence from closed-end questionnaires tailored for in- dustrial product-development systems-design teams to test this research’s hypoth- eses, employing UCINET 6 analysis software to effect and evaluate some com- munication social network-theory simulation analysis. According to Kane et al. (2013~), despite the popular adoption of social media, their application for organ- izational purposes, including marketing, knowledge management, product devel- 114 Acta Wasaensia opment and supply-chains network communication activities has only just begun: Therefore, the impact of social media on organizations represents an important area for information systems research. To narrow the set of possible theoretical implications, we focus specifically on the implications of these features for one paradigm of organizational re- search: social network theory analysis (SNT) (Borgatti and Foster 2003; Contrac- tor et al. 2006; Kilduff et al. 2006). SNT analysis has enjoyed increasing popular- ity in organizational research during recent years, and its focus on human social interactions makes it well suited to support investigations of social media tech- nologies (Ransbotham et al. 2012; Wattal et al. 2010). Based on the above facts and research stream in social network theory analysis, among the product system- design teams within industrial manufacturing organization, this research also seeks to monitor and analyse the technical communications among the system- design teams, to enhance effectiveness and efficiency in achieving a sustainable industrial competitive advantage for enterprise manufacturing SCM. Closed- ended questionnaires were used to capture data for this analysis, because, all the data required could not exclusively be captured during the industrial pilot case study. Therefore, the questionnaires were structured to capture the following re- quired technical communication data from the various product system-design teams. 1) Frequency in communication (technical) among various design teams; Importance of design teams’ technical communication for (N/CPD); 2) Level of Collaboration among various design teams; 3) The roles and responsibilities of design teams in relation to other design teams (members); 4) The scale / level of mutual trust among various design teams. Table 26 below outlines the various Ship Power (SP) product system-design teams employed in this research’s social network theory analysis in support of the research’s main pilot industrial case study approach. Acta Wasaensia 115 Table 26. System Types / Teams and Product Components of the Studied Ship Power Engine (please see Appendix D for more details) In using the social network theory (SNT) analysis for simulation; a social network refers to a set of actors, in this case, SC partners / teams; connected by a set of ties. The SC partners, represented in the SNT simulator as “nodes,” could be used to represent people, groups, teams, or organizations, and the ties (arrows) are so- cial relationships such as collaboration, importance in communication, or com- munication frequency, etc. Social network theory analysis studies the social rela- tions between the set of SC partners / actors. SNT argues that the way an individ- ual SC partner, teams, groups or actors behave depends largely on how they tie into that large web of social connections in different perspectives such as in this research, importance in technical communication, technical communication fre- quency, frequency in technical collaboration, etc., (Freeman, 2004; Wasserman and Faust, 1994). Therefore, this research also hypothesis that the success or failure of societies, industries or organizations depend on the interactions and ties of their internal entities (Burt, 1992). During the 1940s, Bavelas (1948) mentioned that the ar- rangement of ties linking team members may have consequences for their produc- tivity, roles and responsibilities. The proposed that the relevant structural feature to study was network significance, which this section of the research attempts to study in the technical communication network aspect of systems-design teams. Hence, social network analysis has extended into many different areas of organi- zational research (Borgatti and Foster, 2003). Simulation algorithms are employed to compute and analyse most of these net- worked structural analysis and properties available and have been implemented in network computer programs such as UCINet 6, which have been employed in this research (Borgatti, et al., 2002). Ship Power (SP) Product Design Systems – Types / Teams # Product System Components Power Transmission Systems 20 Combustion Systems - Internal / Air 13 Mechanical Systems – Coupling & Mounting 23 Mechatronics Systems 10 Electrical and Instrument Systems 9 Noise and Vibration Systems 5 Automation System - PLC 18 Auxiliary Systems 7 116 Acta Wasaensia The following figures below (Figures 26 - 45) illustrate a simulation analysis from (UCINet 6) analytical software tool. This tool is employed to monitor and analyse the frequency, importance and collaborative technical communication activities among the systems design teams, in this research’s case, the company’s SCM network with its enterprise SC network partners: Details of the question- naire responses to these factors will be further highlighted in the following sec- tions. Figure 26. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Network Simulation (Fre- quency, Importance, Level of Collaboration, Mutual Trust, Roles and Responsibilities). Figure 26 above illustrates the scale or level of technical communication network among the research case’s system design teams. The SNT graphical illustration above attempts to simulate in a real-life environment the concurrent enterprise technical communication in terms of the frequency, importance, the level of col- laboration, mutual trust, roles and responsibility among the research case’s sys- tem-design teams on an enterprise manufacturing supply-chain. The scale of vari- Acta Wasaensia 117 ance employed in the UCINet 6 simulators for this analysis are a scale of 1 to 3 (1 = Low, 2 = Average and 3 = High). A critical observation from Figure 26 above, is that the simulator link / tie 1 between nodes is colour coded purple and has a thin link / tie. While the simulator link / tie 2 between nodes is colour coded green and has average thickness, while finally, the simulator link / tie 3 between nodes is colour coded black and is the thickest link / tie. Thus, the scale or level of thickness is directly proportional to the scale or level or frequency, importance, collaboration, mutual trust, roles and responsibility illustrated in the graphic rep- resentation of the UCINet 6, simulators. This interpretation is applicable in all the subsequent UCINet 6 simulator figures illustrated below (Figures 27 – 45 below). Figure 27. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Frequency in Technical Communication). 118 Acta Wasaensia Figure 28. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Importance of Technical Communication). Figure 29. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Frequency / Lev- el of Collaboration among Design Teams). Acta Wasaensia 119 Figure 30. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Scale / Level of Mutual Trust). Figure 31. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Scale / Level of Roles and Responsibilities). 120 Acta Wasaensia Figure 32. UCINet 6 Simulator – Star Shaped – Hybrid Category 32 SP Engine System Design Teams Technical Communication Simulation (Fre- quency, Importance, Level of Collaboration, Mutal Trust, Roles and Responsibilities). Figure 33. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Frequency in Technical Communication). Acta Wasaensia 121 Figure 34. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Importance of Technical Communication). Figure 35. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Frequency / Lev- el of Collaboration among Design Teams). 122 Acta Wasaensia Figure 36. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Mechanical Sys- tems - Coupling & Mounting Team). Figure 37. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Auxiliary System Team). Acta Wasaensia 123 Figure 38. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Automation Sys- tems / PLC Team). Figure 39. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Electrical & In- strumentation Systems / PLC Team). 124 Acta Wasaensia Figure 40. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Mechatronics Systems Team). Figure 41. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Noise and Vibra- tion Systems Team). Acta Wasaensia 125 Figure 42. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Combustion Sys- tems Team). Figure 43. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Power Transmis- sion Systems Team). 126 Acta Wasaensia Figure 44. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Isolates Analy- sis). Figure 44 above, illustrates an UCINet 6 isolates analysis. This isolates analysis shows which of the nodes are isolated from the other nodes and why? Thus, from Figure 44 above, Mechatronic Systems node and Combustion Systems nodes stand out clearly isolated from the other nodes. Therefore, this implies that in a real-life enterprise manufacturing environment, the Mechatronic Systems-design teams and Combustion Systems design teams are most likely or mainly independ- ent in the concurrent or collaborative system design activities in complex engi- neering-design and delivery product development processes, because their output products interface easily to other systems without any issues or with very trivial issues. Acta Wasaensia 127 Figure 45. UCINet 6 Simulator – Hybrid Category 32 SP Engine - System De- sign Teams Technical Communication Simulation (Harmonic Close- ness Analysis). Figure 45 above, illustrates an UCINet 6 harmonic closeness analysis. This har- monic closeness analysis shows which of the nodes are harmonically close to each other beyond all odds, and why they are so. Thus, from Figure 45 above, the Mechatronic Systems node and auxiliary Systems nodes are harmonically closer than the others, while the Noise and Vibration System, Automation Systems, Me- chanical Systems – Coupling & Mounting System and Power transmission Sys- tems is another cluster of linked / tied nodes, which is shown to be harmonically close as illustrated in Figure 45 above. This implies in a real-life enterprise- manufacturing environment that system-design teams are most likely or mainly harmonically close in the concurrent or collaborative system design activities in complex engineering-design and delivery PD processes. However, one very sig- nificant observation is still the isolative nature of the Combustion Systems node even in the harmonic closeness analysis. This indicates that the Combustion Systems node is the most independent node among all. This, analysis could be validated in a real-life enterprise manufactur- ing environment. In a real-life enterprise manufacturing environment, as in the 128 Acta Wasaensia case of this research’s case study; a ship power engine could be designed and as- sembled or manufactured and then have the Combustion System (i.e. the exhaust) chosen and easily interfaced with the main product based on the calculation of the engine capacity. Alternatively, an exhaust could be designed separately for the engine, based on the calculated engine capacity. 4.2.4 Research Hypotheses and Analysis Inferential statistics are employed to test hypotheses about systems-design teams’ technical communication analysis in frequency, importance, collaboration, scale of mutual trust, level of roles and responsibility as well as the generic difference or relationships in populations based on measurements made on samples. There- fore, inferential statistics in this research could enable the research to discover any difference or relationship between system-design teams’ technical communi- cation in new/complex product development and support processes in real-time. This understanding could be used to enhance just-in-time (JIT) product develop- ment, leaner product development lead-time and also enhance customer satisfac- tion to make industrial competitive advantage sustainable. On this note, it is obvious that one of the goals of psychological science research in an industrial organization perspective is to understand human behaviour in terms of relationship or difference in technical communication. However, in order to attain a clearer understanding of the technical communication direction or in- formation, the communication network should be free from ambiguity. In some literature, descriptive statistics is used as one of the bridges between measurement and understanding. With a data set and array of research questions to test three hypotheses, this section of the research turns to both describe and also make in- ferences about the inferential statistical analysis results. This section of the re- search also, describes the data, finds reliable differences or relationships, and rec- ommend value adding reliable findings based on the pilot industrial case studies. In order to attain validated results and also make a substantive contribution to the body of knowledge, ten structured questions tailored into five specific parts were formed into a well-structured closed-end questionnaire to collect the data and in- formation needed from the research’s industrial partners (i.e., their product devel- opment systems-design teams in their SCM section). Please see Appendixes B - D from pages 219 – 242 for more details. Acta Wasaensia 129 Table 27. Summaries of Hypothesis Testing # Hypothesis Results H1 The more frequent the collaboration in design teams’ concurrent com- munication interface, the more efficient the real time quality da- ta/information made available for effective customer satisfaction and industrial engineering management. Supports the Hypothesis Analysis H2 The stronger the ‘mutual trust’ among the various design team mem- bers, the more significant and relevant the various design teams’ concur- rent communication interface issues are resolved. Supports the Hypothesis Analysis H3 The more effective and efficient design teams’ roles and responsibility are identified in concurrently communicating technical data/information the better the enterprise industrial manufacturing systems’ integration. Supports the Hypothesis Analysis **Correlation is significant at the 0.01 level (1-tailed). p > 0.01 *Correlation is significant at the 0.05 level (1-tailed). p > 0.05 Employing correlation analysis in this section of the research is essential to derive the scale or level of relativity or correlation between the various variables pertain- ing to technical communication among the system design teams studied during this research. Although there are certainly many types of statistical correlation analysis, Pearson’s (r), as it is often symbolized, can have a value anywhere be- tween -1 and 1 (i.e., -1, 0, 1). The larger (r), irrespective which sign it carries, the stronger the association between the two variables and the more accurately one can predict one variable from knowledge of the other variable. At its extreme, a correlation of 1 or -1 means that the two variables are perfectly correlated, mean- ing that the values of one variable could be predicted from the values of the other variable with perfect accuracy. At the other extreme, if an (r) is equal to zero, it implies the absence of a correlation.  Thus, in that situation, there is no relation- ship between the two variables. 130 Acta Wasaensia Table 28. Statistical Correlation Analysis (Pearson [r] Correlation). **Correlation is significant at the 0.01 level (1-tailed). p > 0.01 *Correlation is significant at the 0.05 level (1-tailed). p > 0.05 Acta Wasaensia 131 Table 29. Measures of Association among Variables. This implies that the knowledge of one variable gives absolutely no information about what the value of the other variable is likely to be. The sign of the correla- tion implies the "direction" of the association. A positive correlation means that relatively high scores for one variable are paired with relatively high scores on the other variable, and low scores are paired with relatively low scores. On the other hand, a negative correlation means that relatively high scores for one variable are paired with relatively low scores on the other variable. 132 Acta Wasaensia H1 ≈ The more frequent the collaboration in design teams’ concurrent communi- cation interface, the more efficient the real time quality data/information made available for effective customer satisfaction and industrial engineering manage- ment. Table 30. Frequency, Collaboration and Importance in Technical Commu- tations among System Design Teams Correlation (Pearson [r]). **Correlation is significant at the 0.01 level (1-tailed). p > 0.01 *Correlation is significant at the 0.05 level (1-tailed). p > 0.05 Acta Wasaensia 133 H2 ≈ The stronger the ‘mutual trust’ among the various design team members, the more significant and relevant the various design teams’ concurrent communica- tion interface issues are resolved. Table 31. Scale / Level of Mutual Trust among System Design Teams Cor- relation. **Correlation is significant at the 0.01 level (1-tailed). p > 0.01 *Correlation is significant at the 0.05 level (1-tailed). p > 0.05 134 Acta Wasaensia H3 ≈ The more effective and efficient design teams’ roles and responsibility are identified in concurrently communicating technical data/information the better the enterprise industrial manufacturing systems’ integration. Table 32. Scale / Level of Roles and Responsibility among System Design Teams Correlation. **Correlation is significant at the 0.01 level (1-tailed). p > 0.01 *Correlation is significant at the 0.05 level (1-tailed). p > 0.05 Acta Wasaensia 135 Table 33. Statistics Report Analysis Table 34. Descriptive Statistics Analysis 136 Acta Wasaensia Descriptive statistics describe patterns in which the general trend in a data set is analysed. In most cases, descriptive statistics are used to examine or explore one variable at a time. However, the relationship between two variables can also be described, as with correlation and regression. In this case, the descriptive statistical analysis in Table 34 above, captures the sample size of the systems-design teams’ (N), the mean, standard deviation calculations, the maximum and minimum scale as well the percentiles. Table 35. Autocorrelations Analysis - Frequency in Technical Communica- tion (Part 2). Autocorrelations Series: Frequency in Technical Communication (Part 2) Lag Autocorrelation Std. Errora Box-Ljung Statistic Value df Sig.b 1 -.002 .296 .000 1 .993 2 -.356 .274 1.690 2 .430 3 .195 .250 2.300 3 .512 4 -.001 .224 2.300 4 .681 5 -.342 .194 5.419 5 .367 6 .006 .158 5.421 6 .491 a. The underlying process assumed is independence (white noise). b. Based on the asymptotic chi-square approximation. Acta Wasaensia 137 Figure 46. Autocorrelations Analysis Graph - Frequency in Technical Commu- nication (Part 2). Table 36. Autocorrelations Analysis - Importance of Technical Communi- cation (Part 3). Autocorrelations Series: Importance of Technical Communication (Part 3) Lag Autocorrelation Std. Errora Box-Ljung Statistic Value df Sig.b 1 -.018 .296 .004 1 .951 2 -.424 .274 2.401 2 .301 3 .017 .250 2.406 3 .493 4 -.008 .224 2.407 4 .661 5 -.033 .194 2.436 5 .786 6 -.035 .158 2.486 6 .870 a. The underlying process assumed is independence (white noise). b. Based on the asymptotic chi-square approximation. 138 Acta Wasaensia Figure 47. Autocorrelations Analysis Graph - Importance of Technical Com- munication (Part 3). Table 37. Autocorrelations Analysis - Frequency / Level of Collaboration among Design Teams (Part 4). Autocorrelations Series: Frequency / Level of Collaboration Among Design Teams (Part 4) Lag Autocorrelation Std. Errora Box-Ljung Statistic Value df Sig.b 1 -.018 .296 .004 1 .951 2 -.424 .274 2.401 2 .301 3 .017 .250 2.406 3 .493 4 -.008 .224 2.407 4 .661 5 -.033 .194 2.436 5 .786 6 -.035 .158 2.486 6 .870 a. The underlying process assumed is independence (white noise). b. Based on the asymptotic chi-square approximation. Acta Wasaensia 139 Figure 48. Autocorrelations Analysis Graph - Frequency / Level of Collabora- tion among Design Teams (Part 4). Frequency distributions are a way of displaying the chaos of numbers (in the case of this research system design teams’ technical communication correlation analy- sis) in an organised manner so that the technical design communication discrep- ancies could be addressed easily. A frequency distribution is simply a table that, at a minimum, displays how many times in a data set each response or "score" occurs. A good frequency distribution will display more information than this, although with just this minimum information; many other bits of information can be computed. Frequency distributions usually display information from top to bottom; with the scores in either ascending or descending order as illustrated in Tables 28 to 37 at pages 130 - 138; IBM SPSS 20.0, displays the data in ascend- ing order unless it has been programmed otherwise. The following section provides a further collaborative analysis of the findings and results of the methods elaborated in this chapter. Hence, it details the significance of the findings and results by using the methods elaborated in this chapter to pro- pose feasible solutions to the research questions outlined in section 1.2: sub- 140 Acta Wasaensia section 1.2.1 at page 15 above. It further proceeds to summarize the essence of this research’s case feasibility and validation as per the findings and simulation results presented throughout this chapter. In summary, it provides a detailed re- search project-plan of how the proposed complex product-development conceptu- al framework for enterprise manufacturing SCM network output of this applied research is feasibly achievable in a real-life industrial SCM network perspective. 4.3 Proposed Conceptual Framework for Concurrent Enterprise SCM Network Activities 4.3.1 Analysing the Case Construct(s) and Discussions (RQ.4) RQ.4) How can enterprise SCM networks create a concurrent collaborative en- terprise mentality and approach? (Fighting the not-invented-here syn- drome) Industrial enterprise organizations are continually undergoing a revolution in terms of improving and efficiently enhancing their operations, strategies as well employing state-of-the-art technologies in response to the challenges and de- mands of this twenty-first century. Manufacturing enterprises in this twenty-first century have to overcome the challenges of satisfying the demand of customers for products of a high quality but low price, significantly reduced lead-time on their product’s time-to-market as well as maximizing their return on invest- ment (ROI). To achieve this, industrial enterprises need to be responsive to customers’ unique and rapidly changing needs while meeting their internal and external challenging needs of the supply-chain management (SCM) network. By making complex en- gineering-design and delivery of complex product development information or data available and accessible to all the SC partners or stakeholders on the network in real-time. As already extensively elaborated in some of the earlier chapters and sections of this research report, Concurrent Enterprise (CE+) approach is employ- ing the “best practice” methodologies of Concurrent Engineering, in effective collaboration with systems-application process enablers and tools of SCM Enter- prise Resource Planning (ERP) systems. To enhance a sustainable industrial com- Acta Wasaensia 141 petitive advantage of enterprise manufacturing SCM networks. This conceptual approach has been studied (Al-Ashaab, et al., 2013), feasibly evaluated and vali- dated by employing industrial pilot case study approach in this research report. 4.3.2 The Proposed Conceptual Framework for a Concurrent Enterprise SCM Network Actives Supply-chain management (SCM) has been considered as the most popular opera- tions' strategy for improving industrial organizations and global enterprise com- petitiveness in this twenty-first century (Gunasekaran, et al. 2007). Also Enter- prise resource planning (ERP) systems are highly complex information systems (Umble et al., 2003), which when efficiently employed to provide two major ben- efits that do not exist in non-integrated departmental systems: (1) a unified enter- prise view of the business that encompasses all functions and departments; and (2) an enterprise database where all business transactions are entered, recorded, processed, monitored, and reported as well as made available and assessable to partners (i.e. supply chain partners or stakeholders) (Musa, et al., 2013). Figure 49 below, illustrates in broad terms the big-picture of the proposed con- ceptual framework CE+ SCM network in this research report. In recent times, it has become essentially necessary for industrial enterprises to increase their uni- fied view on their requirement for interdepartmental cooperation and coordination both within the industrial organization structure and its extended global enterprise SC network (Musa, et al., 2013; Maier, et al., 2008; Plex White Paper 2013; 2012; Puvanasvaran, et al., 2009). Moreover, this also enables industries to achieve their objectives of enhanced communication network (i.e., technical and/or service) and responsiveness to all partners or stakeholders (Maier, et al., 2008; Dillon, 1999; Puvanasvaran, et al., 2009). 142 Acta Wasaensia Figure 49. Big Picture Analysis - Proposed Conceptual Framework for a Con- current Enterprise SCM Network. Furthermore, Concurrent engineering (CE) in this sense, is an engineering man- agement philosophy. Thus, CE a set of operating principles that guide a product- development process through an accelerated successful completion by bringing all the multidisciplinary teams involved throughout the development of a complex product together on a common or single operating platform (Al-Ashaab and Mo- lina, 2000; Gardoni, 2005; Duffy and Salvendy, 2003; Fernandez, et al., 2005). The overall CE philosophy rests on a single, but powerful, “best practice” princi- ple that promotes the incorporation of the SC downstream concerns into the SC upstream phases of a development process through effective interconnection with the SC intermediate-stream (Cooper and Edgett, 2003). This would lead to shorter development times, improved product quality, and lower development– production costs. Concurrent engineering is concerned with the timely availability of critical design information for all product-development participants. For the most complex engineering-design and delivery tasks, not all relevant information required by a specific product development team can be completely available from the start of that task. Therefore, CE requires the maximization of such in- Acta Wasaensia 143 formation / data and the ability to share and communicate useful information / data on a timely basis (Yassine and Braha, 2003; Maier, et al. 2008; Pu- vanasvaran, et al., 2009). Therefore, there is an imminent need for SCM enter- prise resource planning IT enablers in CE complex product-development process- es to enable strategic collaboration between these two streams to achieve the ex- pected output proposed in this research report. In an attempt to analyse and discuss thoroughly the research question, driving the case, construct at this section of the research: How can enterprise SCM networks create a concurrent collaborative enterprise mentality and approach? (Fighting the not-invented-here syndrome). The remainder of the report on this case construct analysis, and discussion is as follows: 4.3.3 - Research significance. Thus, the significance of this research to industry and research academia – contribution to the body of knowledge and 4.3.4 Feasibility, evaluation and validation discussion. Thus its capability to do away with the common enterprise industrial norm of “the not-invented-here syndrome." Moreover, how the proposed solutions to the RQs.1, 2 and 3 have contributed to RQ. 4; realising the proposed conceptual framework for CE+ SCM networks, and how replicable it could be in similar or other industrial enterprise manufacturing SCM settings. 4.3.3 Significance of the Proposed Conceptual Framework for a Concurrent Enterprise SCM Network Activity Analysis Enterprise industrial manufacturers are seriously exploring a competitive and sus- tainable potential of enterprise supply-chain management (SCM) to improve their SC network operations and activities. Hence, essential elements of their opera- tional activities such as their design technical communication, real-time availabil- ity and accessibility of information as well as an increase in their revenue growth all contributes to the expected competitive advantage. In particular, they are sought to develop a concurrent enterprise supply-chains management for their manufacturing SC network activities. In order to get their product to market faster at a minimum total cost. Therefore, effective CE+ SCM is an essential strategy for success in the global and e-markets. Industrial CE+ SCM incorporates the entire exchange of information / data and movement of goods between suppliers (upstream) and ends customers (downstream), including the industrial enterprise manufacturers (intermediate stream), distributors, retailers, and any other enter- prises within the extended SC – Third-Party Logistics Companies (3PLC). 144 Acta Wasaensia Concurrent engineering (CE) for new/complex product development (N/CPD) (agile manufacturing) gained momentum and received enormous attention from both researchers and practitioners in the early 1990s, and enterprise resource planning (ERP) supply-chain management (SCM) systems began to attract inter- est in the mid-1990s (Gunasekaran, et al. 2006). Both Concurrent Engineering for new/complex product-development processes and ERP systems - SCM appeared to differ in philosophical emphasis, but each complements the other in objectives for improving industrial organizational manufacturing competitiveness. While CE – product development (PD) - agile manufacturing places more emphasis on stra- tegic SC network partnerships and teamwork (i.e., virtual enterprise environment) to achieve speed and flexibility; the concerns of cost and the integration / interfac- ing of suppliers and customers have not been given due consideration within the CE – PD agile manufacturing process. However, in contrast, cost gets greater at- tention in ERP systems - SCM, which focuses on the integration of suppliers, the industrial manufacturers and customers to achieve an integrated value-chain with the help of information technology enablers and system models / framework. Therefore, with a keen objective of developing a conceptual concurrent enterprise framework for an enterprise industrial manufacturing SC value-adding network, the strategic collaborative approach of industrial enterprise manufacturing signifi- cance of both Concurrent Engineering (N/CPD) – (agile manufacturing) and the Enterprise Resource Planning (ERP) systems - SCM for enterprise industrial manufacturers turn to provide the right environment. This approach enables them to improve their performance; competitiveness and sustainability (please see Fig- ure 49 above at page 142 for details). In recent times, there has been an upsurge of academic and commercial interest in enterprise manufacturing product- development visibility (Musa, et al. 2013; Plex White Paper, 2013). This interest has translated into numerous architectures, technologies and software for product development visibility, both at the atomic (item) and composite (or aggregate) levels. This keen interest is the basis for this research’s applied industrial pilot case study approach, to investigate real-time solutions to some of these key indus- trial enterprise manufacturing SCM issues in a real-life industrial pilot case (Es- posito and Evangelista, 2014). Furthermore, based on extensive studies on academic journals and articles as well as trade literature, including databases, websites and documents of systems tech- nology vendors and users of the technologies, this research captured, analysed, compared and contrasted enterprise industrial technologies and system model choices, essence, results and the trend of potential future impacts of some of the Acta Wasaensia 145 recent state-of-the-art developments. End-to-end supply-chain product- development visibility (i.e., product tracking and tracing) have been explored as a means of product-development visibility security and SC network operational process control. This approach turns to optimise the SCM network activities of many enterprises within the industrial SC sectors. This ranges from manufactur- ing, transportation, aviation, healthcare down to distribution and retailing of in- dustrial products not forgetting agriculture and food distribution security (Hsu & Wallace, 2007; Hsu et al. 2011; Lee & Özer, 2007; Bottani & Rizzi, 2008; Lee & Lee, 2010 and 2012; MAFF Japan, 2003). The recent ongoing rapid developments in the evolution of communication, information and localisation technologies to- gether with the digitisation of global or public infrastructures in this era has led to the “Internet of things” (IoT). These have also ushered in several methods, sys- tems architectures, various models or frameworks, etc., for achieving visibility of product's development / introduction across enterprise industrial manufacturing supply-chains (Aberdeen Group, 2012; Plex White Paper, 2012; Musa, et al. 2013). On the above notes, the key significance of this research is to propose a feasible collaborative Concurrent Engineering and Enterprise Resource Planning enter- prise (Concurrent Enterprise) manufacturing SCM conceptual framework. This collaborative approach is, in order to enhance a sustainable industrial competitive advantage, which could be, applicable largely in other industrial SCM sectors in this digital globalization era. This Concurrent Enterprise conceptual framework will attempt to resolve real-life enterprise industrial manufacturing SCM network issues' outline as the basis for this research. They are such as the following: § Multi-discipline teams, made up of different divisions of a manufacturing enterprise SCM, and from different departments work together effectively: This promotes the idea of all stakeholders on a new-product development / introduction SC network coming together to work from a common plat- form that allows and enhances effective communication and information flow and exchange between stakeholders on the SC network. In turn, this cuts waste in terms of shortening product development lead-time (which, in other words, makes the SC network activities greener) as well as max- imizing the return on investment (Hsu & Wallace, 2007; Shah, and Shin, 2007). § Management information systems (MIS) used efficiently and effectively in an enterprise-manufacturing sector in order to, strategically improve 146 Acta Wasaensia their SCM for efficient new-product introduction and development: This makes the SC network much more extendable, integratable and inter- facable in real-time. It makes enterprise SC network activities more visi- ble for a sustainable industrial competitive advantage (Hsu & Wallace, 2007; Rai et al. 2006; Lee & Whang, 2000; Li, 2000; Hult et al. 2004; Cai et al. 2006; Shah & Shin, 2007). § A product's changing parameters and elements in new/complex product- developments systems-design, communicated effectively and efficiently within an enterprise manufacturing supply-chain network: Thus, the first step for approaching any system-level configuration is efficient and effec- tive technical communication among systems-design teams on the SC network, bearing in mind the essential customer requirements. Therefore, it is anticipated that the right information or data communicated at the right time, to the right place will help eliminate “white spots.” It has been discovered from previous research that, most of the main product- development issues are at the product engineering-design level which is responsible for a large proportion of the lead-time (Maier, et al., 2008; Addo-Tenkorang, and Eyob, 2012; Sosa, et al., 2002). Therefore, this research attempts to justify these output significances by seek- ing to find formidable & viable solutions to the imminent enterprise manufac- turing SCM issues posed in the research questions above at sub-section 1.2.1 - page 15, which includes: § To a proposed conceptual framework for CE+ SCM, network activities to enhance a sustainable industrial competitive advantage. Hence, to build on or propose a much viable competitive & sustainable industrial networked value systems-architecture. That thrives on value-adding CE+ SCM network system with a theoretical underpinning in Organi- zation theory. § To build upon, and put together as many streams of research as possi- ble in both NPD/I in industrial manufacturing SCM to enhance and al- so enrich the research area using scientific analytical tools such as DSM, SNT, etc., simulation methods as well as testing some three hy- potheses with Pearson [r] correlation analysis. Acta Wasaensia 147 4.3.4 Feasibly Evaluating and Validating the Proposed Conceptual Framework for a SCM Network Activities In iterating the feasibility and validity of this research’s proposed conceptual framework CE+ SCM network, the researcher conducted a real-life industrial pilot case study to ascertain its feasibility and also employed scientific evaluate and validate methods to simulate and analyse the collected empirical data and the findings. Furthermore, the researcher also designed a quantitative close-end ques- tionnaire data-collection method to collect the extra data on systems-design teams’ technical communication interactions, which were not expressly available for collection during the industrial pilot case study. Table 38 below outlines de- tails of the case company employed in this research to affirm the subsequent evaluation and validation feasibility analysis. Table 38. Research Case Example - Feasibility and Validation Details The research industrial pilot case study ran in excess of three to four series of pi- lot cases with each case reflecting some improvements from the preceding case by including more variables to capture the required data / information needed for analysis as a feasible solution to one of the research questions outlined in the pre- vious chapters in this report. Regular, technical and strategic operational meetings with senior industrial department directors, managers, project managers and engi- neering managers were held during the course of the pilot case study to ensure that the focus of the research remain intact and on track and that, the real industri- al issues triggering or motivating the research were being addressed as the case study progressed. Further, on in this research’s attempt to validate the research’s case and proposed conceptual framework, a real-life enterprise industrial pilot enterprise supply- chain management (e-SCM) network portal was introduced as a progression of the industrial pilot case study. This proposed conceptual framework portal, func- tions as Software-as-a-Service (SaaS) enterprise-solution approach according to Case Company Global Leader in Manufacturing (OEM) & Operation Services Type of Business Ship Power, Power Plants, Energy Technologies, etc. Global Representation Represented in about / more than 70 countries globally Market Segment Have their ship power engine in every third ship globally Suppliers Information Over 280 Suppliers globally Pilot Area of Case Study Ship Power Engine Manufacturing SCM (Category 32) 148 Acta Wasaensia the research gaps identified during the broad literature review and background study in this research. According to the finding in the broad literature review, SaaS is one of the most feasible and the enterprise systems-solution that, this re- search proposes. Because, it is cost-effective and easy to interface / integrate as an ERP business solution. Thus, it was employed in the conceptual framework sys- tems-architecture in order to enable and enhance feasible enterprise co-ordination on the entire SC network. Therefore, providing a common platform where all the SC partners or stakeholders of a specific project at any particular time could transmit, and access data / information needed to enable and enhance their various activities on the SC network at real-time. These are; the benefits of the networked value-adding system proposed in this research’s conceptual framework for CE+ SCM networks. A lot of other technical work such as software engineering work was conducted at the back-end of the e-SCM portal by initially adopting the SaaS function of Salesforce business solution and customizing it to suit the needs of this research approach. Furthermore, a lot of web-resource application work has been employed to streamline and customize appropriately the front-end of the portal to show or re- flect exactly what the proposed conceptual framework aimed to offer in the pro- posed research CE+ SCM network portal. A lot of ICT hardware and software were strategically matched, cordially integrated, interfaced, and progressively iterated to achieve the proposed CE+ SCM network portal framework, in order to, feasibly make it function as expected. In addition, the industrial partners in this research case scrutinized and evaluated the functional capabilities of this pro- posed conceptual framework CE+ SCM network portal. It is interestingly ful- filling that, they were satisfied with its solutions and have accordingly decided to prototype the implementation alongside their legacy systems and eventually roll- it-up live as soon as possible. A few of the CE+ SCM network portal screenshots taken during the industrial case study research are illustrated in Figures 50 – 54, below: Classical Use-Case Scenario - (Missing Handling Unit –HU): With more inte- grated data communication between SC partners and better tracking and tracing coverage, finding a “lost HU” should become easier. The track and trace system solution integrated in the portal will utilize the transport and third party logistics (3PLCs) companies and consolidation warehousing SC network partner as well as the suppliers’ interfacing enterprise data-management systems (e-DMS) as sources of checkpoint data. The main portal is updated whenever an HU is loaded or offloaded and the location of the loading or offloading activity. If an HU is Acta Wasaensia 149 misplaced due to faulty markings, missing case label, transport error, warehouse misplacement or errors, etc., the search field is narrowed down to a specific area in the portal where the SC network activity was last updated. Figure 50 below, illustrates the different functions of the main portal screen in the adopted and cus- tomized Salesforce SaaS system to attempt to demonstrate the proposed concep- tual framework scenario: Figure 50. CE+ SCM Networks Activities Tracking - Portal GUI Snapshot. Source: (Unpublished LogTrack Final Project Report) Therefore, in the scenario where the delivery/project manager knows the HU number, the manager could go directly to the HU tab on the portal screen - either by using the search function or by browsing the HU list for the product as it ap- pears on the screen. Furthermore, the portal could show any tracking data availa- ble, from a GPS tracking device data / information input, from the Transport 150 Acta Wasaensia Company / (3PLC) or from the marine tracking service (IMO, etc.,). Thus, if the “show route” tab is clicked on the portal screen at the bottom part of the HU screen, the last updated location points and coordinates will be plotted on a map, a function of Google Earth with red lines connecting the route links. Furthermore, if the delivery/project manager does not specifically know the miss- ing HU number, the project/shipment/delivery tabs will allow browsing of all HUs under the shipments / deliveries' section on the portal screen. Thus, the cus- tom ordering options under these tabs allow for a great amount of overview or SC network activity history – where an SC network partner could access as a back-up data / information for current or future product-development projects when need- ed. This means that the manager can easily pick out the HUs that have not yet been shipped but has actually been raising some project significant alert warnings over time. Proactive overview and product development visibility becomes possi- ble, and the average problem solving time per product-development project is positively impacted. Figure 51. A Customized CE+ SCM Networks Activities GUI of Portal e-SCM DMS systems data / information integration snapshot. Acta Wasaensia 151 Figure 52. A graphical Google Earth CE+ SCM Networks Activities GUI cus- tomized Portal e-SCM DMS systems data integration snapshot – Road transport tracking visibility. Figure 53. A graphical Google Earth CE+ SCM Networks Activities GUI cus- tomized Portal e-SCM DMS systems data integration snapshot – Vessel transport tracking visibility – discrepancies recorded. 152 Acta Wasaensia Figures 53 above and 54 below, reveals yet another very interesting and signifi- cant benefit of this research by way of its unique customized design, functions and structure. The CE+ SCM network portal’s benefit as part of the proposed conceptual framework’s ability is enabling total visible on the enterprise SC net- works in real-time. As illustrated in Figure 53 that, there was a record of shock; which implies that, either the HU has been slammed on the deck of the cargo ves- sel or has toppled outright on the deck. This slam or fall of the HU if heavy could cause serious damage. Hence, looking at Figure 54, it could be seen that, the HU has been taken off the deck of the vessel again and been sent through the testing Lab at the port to check for any abnormalities, which is the standard procedure or the right thing to do to avoid sending a defective product to the customer (Ship Yard). The benefit of this function is that, it reduces the insurance cost on prod- ucts in transit, gives the SCM network partners good network activities visibility as well as increases the level of trust in providing quality products and services (information and communication) among the SC partners. Figure 54. A graphical Google Earth CE+ SCM Networks Activities GUI cus- tomized Portal e-SCM DMS systems data integration snapshot – Vessel transport tracking visibility – recorded discrepancies re- solved. Acta Wasaensia 153 4.3.5 Systems-Architecture for the Proposed Concurrent Enterprise Conceptual Framework Figure 55. Data / information exchange architecture - proposed conceptual framework for manufacturing CE+ SCM networks activities. (Unpublished LogTrack Final Project Report, 2012 - Updated) Figure 55 above, illustrates a model of data/information exchange architecture simplifying how data or information flows between the teams or partners on a CE+ SCM network. This proposed model architecture enhance efficient and ef- fect real-time information access on an enterprise SCM large-scale engineering- design and delivery for new/complex product-development network. Further- more, Figure 56, at page 155 below illustrates the main CE+ SCM network's sys- tems-architecture of a total value-chain management. Thus, linking the entire en- terprise SCM network from the upstream level (supplier side), through the inter- mediate stream level (OEM side) to the downstream level (customer/ 3PLCs - distributor/ retailer side(s)). Therefore, promoting an environment for total enter- 154 Acta Wasaensia prise SCM visibility and enhancing a total industrial operations’ value-chain management is a necessary industrial enterprise approach, essential for an indus- trial CE+ SCM network. Hence, the data / information and systems-architectures in Figures 55 above and 56 below demonstrate this feasibility of CE+ SCM net- work activities. Table 39. Aligning the Proposed Conceptual Framework for CE+ SCM Net- work Activities’ Architecture with Technology Systems Adopted # CE+ SCM Network Architecture Com- ponent(s) CE+ Integrating / Interfacing Technology Systems & Essentials References / Remarks 1 Industrial Manufacturer – The OEM (OEM fac- tory plants, Consolida- tion Warehouses, etc.) -­‐ OEM SAP Systems -­‐ Consolidating Warehouse Sys- tems -­‐ Proposed CF CE+ Portal (SaaS Cloud – Salesforce function) -­‐ Proposed CF CE+ Main Server o SOA, FTP, HTTP, HTML, XML, KML, KMZ, Web- services, VFS, CSV-text, EDI, etc. Musa, et al. 2013; Aberdeen Group, 2012; Plex Systems Inc. 2013; and 2012. * End-to-end sup- ply-chain complex product- development visi- bility (i.e., product tracking and trac- ing) has been ex- plored as a means of complex product development visi- bility security and SC network opera- tional process con- trol for a sustaina- ble competitive advantage. 2 Suppliers (Delivery e- forms Confirmations, etc.) -­‐ Supplier(s) API o Webservices, e-forms, etc. -­‐ Supplier(s) Netweaver o Netservices, etc. 3 3PLCs (Transporters & Forwarders, etc.) -­‐ 3PLCs (Transporters & For- warders) APIs o Webservices, EDIs, etc. 4 Customer (Ship Yard) -­‐ Customer (s) API o Webservices, EDI, e-mail services, phone services, etc. 5 Auxiliary Partners / Systems Technology (ies) - (AIS, IMO, GPS, etc.) -­‐ Auxiliary Systems o Webservices, XML, HTTP, KML, KMZ, etc. Table 39 above outlines the various technologies, web application systems and processes illustrated in the systems-architecture in Figure 56 below (i.e., enter- prise system application and the different application languages, etc.) adopted in proposing the conceptual framework structure of the CE+ SCM networks. These web application systems and enterprise systems-application interfaces outlined in Table 39 above, are a function of the CE+ SCM network architecture components listed in same table above (please see Figures 55 above and 56 below). Acta Wasaensia 155 Figure 56. Proposed conceptual framework for manufacturing CE+ SCM net- works activities data / information exchange' core integration and in- terfacing architecture. (Unpublished LogTrack Final Project Report, 2012 - Updated) 156 Acta Wasaensia 5 CONCLUSION 5.1 Discussion of Research Results The focus of this applied research dissertation is to propose a conceptual frame- work in a Concurrent Enterprise (CE+) perspective for enterprise manufacturing Supply-Chain Management (SCM) network activities; for a sustainable competi- tive advantage in product development (PD). It offers a collaborative competitive advantage of employing Enterprise Resource Planning (ERP) system’s SCM ap- plication solution enablers to improve and enhance the Concurrent Engineering “best practice” methodology for product development (PD) (Addo-Tenkorang and Eyob, 2012). This enhances customer satisfaction both internal and external. In terms of requirements, just-in-time (JIT) delivery of products, reducing the prod- uct development lead-time, as well as significantly improving the SC value-chain network activities. By introducing a common platform (portal) to scaling down voluminous data into just relevant value-adding data and making this data secure, authentic and available to partners on the supply-chain in real-time (Addo- Tenkorang, et al. 2012; Musa and Gunasekaran, 2013). Figure 49 at page 147 above, illustrates some of the derived dimensions within industrial manufacturing – management information systems (MIS); in this case, Concurrent Enterprise (CE+) (Enterprise Resource Planning and Concurrent En- gineering) collaborative constructs in terms of the importance of value-chain management and product development (PD). This chapter discusses the research further, drawing on its findings, contributions and conclusions, on the literature review findings from journals, articles and books in this field as well as current trends in industrial research and development issued and published white papers; etc. Different phases of real-life industrial pilot case studies were conducted in series on the supply-chain management divi- sion of a large-scale complex engineering-design and delivery of an original equipment manufacturer (OEM) ship-power (SP) and energy systems company, to collect and collate empirical data for this research. Extra data on the engineer- ing systems-design teams’ supply chain (SC) network for complex product- development projects that were not captured during the various phases of the in- dustrial pilot case studies were acquired through closed-end questionnaires, which were administered in the form of e-forms to obtain a higher response rate. Acta Wasaensia 157 The layout of the remainder of this chapter includes detailed discussion on the research findings and results from the research work and findings on the DSM, SNT and the statistical correlation analysis and hypothesis testing results from the data analysed are reported in Section 5.2. The main contributions of the research to the body of knowledge are summarized and outlined in Section 5.3; while the research summarizes its conclusion’s in Section 5.4. Some limitations encoun- tered in the research are also outlined in Section 5.5 and finally, recommendations for future research are made in Section 5.6. 5.2 Detailed Results Discussions To effectively and efficiently become concurrent an industrial manufacturing en- terprise has to develop strategic networked value systems - business frameworks / models that support its supply-chain management (SCM) activities. This strategic approach is characterized by concurrent organization theory applications on their strategic operations, and information technology and communications networked value systems (please see Table 5 at page 19 above) that signify a concurrent enterprise for industrial competitive advantage (Hatch and Cunliffe, 2006; Klaus, 2009). These have been the ultimate presumptions or theoretical guide of this re- search (Please see Table 7 at page 25 above). Therefore, concurrent enterprise supports industrial enterprise supply-chain (SC) network partners’ interactions and systems integration, by defining and recom- mending a common platform infrastructure. Pallot and Sandoval (1998) noted that proposing a formidable business framework to a virtual enterprise that does not really exist, is a challenge to enterprise manufacturing SCM networks. Discussing this further, a common platform infrastructure based on networked value systems is essential for global SCM network efficiency and effectiveness (Musa et al., 2013). Therefore, this research proposed a conceptual framework that attempts to support the interactions and integration required between industrial SCM network partners and their systems. Concurrent enterprise is a networked value-system transforming framework ap- proach proposed in this research report as a collaborative enabler for enterprise manufacturing SCM for industrial competitive and sustainable advantage: This provides the enabling and necessary capabilities for classical enterprise SCM networks to operate concurrently in a global environment. Therefore, the findings 158 Acta Wasaensia and results in this research report feasibly attempt to evaluate and validate the motives reflected in the research questions (Hatch and Cunliffe, 2006; Klaus, 2009; Sosa et al. 2002; Galaskiewicz, 2011; Yin, 2009; Yassine and Braha, 2003). These, firmly positions this research report within its ultimate presumptions and are duly analysed and further elaborated in the following paragraphs in this chap- ter. The findings and results of analysis in this research report have been dis- cussed in details from the literature review findings through to the results analy- sis. These have been further illustrated in the form of design structural matrix (DSM) - domain-mapping matrix, social network theory (SNT) analysis and some statistical correlation analysis and hypothesis testing of data in the methodology and data analysis chapters respectively. Earlier on, in the literature review chapter, the main findings that motivated the research questions and triggered this applied research approach include: § Supply chain network partners, enterprise stakeholders and/or global mul- ti-discipline teams are experiencing great difficulties in agreeing to work together on a common platform in a concurrent manner. § The full value and uses of ERP systems (SCM) were not being realized and effectively explored. § Further to the above factors is a common very key essential factor – “Communication” of the right information, to the right place / person at the right time, whithin the SC network is the core of an efficient and effec- tive SCM network. § Finally, education and training in the collaborative paradigm trends of Concurrent Enterprise are imperative in this era of industrial globalization. Therefore, based on the above research findings, the research questions were drawn to attempt to find feasibly, evaluated and validated solutions to them as real-life industrial enterprise SCM issues. This was done by means of a real-life industrial case study approach to collect empirical data as well as employing questionnaires to collect extra data that could not be directly or explicitly collect- ed during the various phases of the industrial pilot case study. Below are further discussions on the research results and analysis. Thus, the following subsections include research findings and analysis of design structure matrix (DSM), UCINet 6 social network theory (SNT) and statistical correlation hypothesis testing, find- ings and analysis, in sub-sections 5.2.1, 5.2.2 and 5.2.3 respectively. Acta Wasaensia 159 5.2.1 Research Findings and Results (DSM) The development and design of industrial manufacturing enterprises systems and products require effective concurrent collaborative efforts of their product devel- opment SC network partners from diverse backgrounds. This results in complex relationships among both people and systems on their SC network. Table 23 at page 103 above, outlines empirical information / data communication collected during this research’s industrial case study of a real-life inbound Logistics and Supply-Chain Management (L&SCM) network activity. Although there are some classical project management tools, which are quite common in complex product development projects, they fail to address essential issues on interdependency (i.e., product development communication feedback and iteration) within enter- prise industrial SC network activities. Therefore, to be able to effectively and ef- ficiently analyse and address these issues, a matrix-based tool known as Design Structure Matrix (DSM) is employed (Yassine, 2004), (please Figure 11 at page 15 above). Yassine (2004) argues that, this approach differs from the other classical project- management tools, in that it focuses on representing information communication flows rather than work-flows (please see Table 23 at page 103 above). This the DSM approach an information / data communication exchange model that enables the representation of complex product development design teams to relate or cor- relate in their SC network activities in order to determine a sensible and efficient sequence or clustering in order to effectively enhance the complex product devel- opment information / data communication or exchange flows within the enterprise SC network. Figures 22 and 23 at page 104 above, illustrate a DSM information types' relation and sequence entries input from Table 23 at page 103 above. This provides an example of how information / data on “Dimensions and Weights” depend on information / data of the “Material” type. When these input entries are run or simulated in the DSM simulation tool, and the DSM partitioned infor- mation sequence and level type relationships results are presented in Figures 24 and 25 at pages 105 and 106 respectively above. 5.2.2 Research Findings and Results [UCINet 6 – (SNT)] A network is a set of items, which we will call vertices or sometimes nodes, with connections between them, called edges (Newman, 2003) (for an example; please see Figure 26 at page 116 above). A social network is a set of people or groups of people with some pattern of contacts or interactions between them (Scott, 2000; 160 Acta Wasaensia Wasserman, 1994). Validating and entrenching the research findings and results from the DSM analysis on enterprise manufacturing SCM network further, the UCINet analysis result is also considered in a triangulation approach. Hence, the UCINet 6 simulation tool was employed to assess the product-development sys- tems-design teams’ frequency of technical communication in the enterprise or- ganization social network analysis, in order to address research question three (3) and proposing a feasible solution based on the research findings and results. Effective and efficient study of any aspect of organization or enterprise SCM op- eration could not be robust enough without critically looking into the flow and exchange of data / information (communication) within the enterprise SC network partners / teams in this research. The product-development systems-design teams involved in the case study conducted during this research included eight (8) sys- tems design teams as follows: 1. Automation Systems / PLC 2. Auxiliary Systems 3. Combustion Systems – (Internal / Air) 4. Electrical & Instrumentation Systems / PLC 5. Mechanical Systems – Coupling & Mounting 6. Mechatronic Systems 7. Noise and Vibration Systems 8. Power Transmission Systems To obtain data from the product development system design teams listed above, a structured questionnaire was employed: please see the graphical illustrations of the results from Figures 26 – 45 from pages 116 to 127 above. Figure 26 above, illustrates the findings and results of the entire enterprise SCM network industrial case study conducted for this research. The graphical results illustrated in Figure 26 above, indicate a feasible simulation results of the case company’s product- development systems-design teams’ technical communication in terms of the Fre- quency, Importance, Level of Collaboration, Level of Mutual Trust, and the Level of Roles and Responsibility with their Technical Communication within their enterprise SCM network. The various systems design teams have been colour Acta Wasaensia 161 coded and are also represented by different shapes to facilitate identification of the findings and results from the simulation analysis from the UCINet 6 simula- tion tool. The technical communication Frequency, Importance, Level of Collabo- ration, Level of Mutual Trust, and the Level of Roles and Responsibility within the enterprise SCM network are represented on a scale between [1] and [3]: with [1] being “Low” and [3] being “High." Figures 26 – 45 above illustrate the simu- lation results on the individual factors / cases in detail. According to Newton (2003) the study of networks is by no means a complete science yet, and many of the possibilities have yet to be explored in depth. Hence, this research’s attempt within an enterprise SCM network perspective marks an essential genesis of re- search in this broad and still green area in enterprise SCM research. The results in the graphical representation in the Figures listed in the paragraphs above indicates the that effective and efficient technical communication as well as data / information flow within an enterprise SCM network are essential in achiev- ing real-time just-in-time (JIT) product development as well as enhanced enter- prise SCM visibility (Musa, et al., 2013; Plax White Paper, 2013a). However, the research results from this analysis have also revealed certain weakness within enterprise SCM network that could seriously undermine enterprise SCM network activities for a sustainable competitive advantage in their operation if not checked and addressed accordingly. As mentioned earlier, the social network theory (SNT) analysis conducted in this research offers a validated feasible solution to Research Question three (RQ. 3) (please see sub-section 1.2.1 and page 15). 5.2.3 Research Findings and Results (Statistical Correlation and Hypothesis Testing) Complex product design and development, such as ship power engines, jet en- gines, automobiles or certain types of original equipment or software, requires the effective and efficient coordination of the enterprise organizations’ SC network activities of SC network participants during the product development systems design process. Hence, according to Maier, et al. (2008), Communication is seen as the vehicle by which this essential enterprise SCM coordination could be achieved. However, information / data exchange or communication is also influ- enced by many different factors that are linked directly or indirectly. 162 Acta Wasaensia Efficient and effective Concurrent Enterprise SCM result from interactions among a multitude of people who work across functional, organizational, cultural, temporal, and geographical boundaries (Klein, et al. 2003b; Friedman, 2005) en- hanced with the right IT enablers. Concurrent engineering activities are distribut- ed among individuals and are mostly executed in parallel, thus, increasing the need for effective and efficient communication. The Concurrent Enterprise opera- tional approach is challenging because it requires strong interdependencies be- tween the SC network partners as well as the product development systems- design teams. Hence, it is quite difficult to converge on decisions to satisfy these dependencies in a manner that is acceptable to the SC network partners (Klein, et al. 2003b). This applied research focuses specifically on the enterprise SC net- work of complex product development and support processes for systems-design teams as mentioned already and outlined above. Naturally, the different product development SC network systems-design teams in the systems design process possess different capabilities, skills, roles and respon- sibilities, and interests, and also employ different systems-design tools. Each sys- tems design team has a different perspective and level of understanding (De´tienne, 2005) which could trigger ambiguities that would require resolutions through effective negotiations. These effective negotiations will result in efficient sustainable competitive advantage with the enterprise SCM networked value chain activities. Clark and Fujimoto (1991) relate successful development in the auto industry to effective communication between upstream and downstream ac- tivities. Wheelwright and Clark (1992) emphasize the need to improve communi- cation when and where it improves project performance. Ulrich and Eppinger (2000) also emphasize the need to facilitate the exchange of essential data / in- formation communication in order to enhance a just-in-time (JIT) product- development process. Therefore, analysing the above essential essence of effective and efficient com- munication within an enterprise SCM network for a sustainable industrial compet- itive advantage, this applied research attempted to investigate, test, and propose strategic feasible solutions to information / data exchange and communication among the enterprise SC network systems-design teams / partners. Three hypoth- eses were drawn in this applied research to investigate and test the assumptions in this research in a methodology triangulation approach to address research ques- tion three (3) (please see Table 27 at page 129 above, for the three hypotheses drawn). The results from the investigation and hypothesis testing for statistical correlation to analyse their; 1) Frequency in Technical Communication, 2) Im- Acta Wasaensia 163 portance of Technical Communication, 3) Frequency / Level of Collaboration, Scale / Level of Mutual Trust and 4) Scale / Level of Roles and Responsibilities. These four variables above were analysed among the systems-design teams and all the results turns to support the null hypotheses drawn in the research analysis. (please see the results' section of Table 27, the Pearson [r] Correlation signifi- cance level at 0.01 and 0.05 in Tables 28, 30, 31, and 32 from pages 130 to 134 above). However, the hypothesis summary test reveal two rather interesting communica- tion bottle-necks with correlation significance levels of 0.005 each (please see Table 5 at page 19 above and 0.44 each in Appendix E page 247 below), which falls below the significance level of 0.05 proposed for this type of correlation analysis: § Aspects of Importance of Technical communication § Aspects of Frequency / Level of Collaboration among Design Teams These analyses reject certain aspects of the null hypotheses because there seem to be an equal probability of the level of correlation significance. Thus, these aspects need to be improved to facilitate the required strategic achievement that the pro- posed conceptual concurrent enterprise framework in this applied research intends to offer. Tables 33 and 34 at page 135 above, display a detailed statistical report analysis and descriptive statistical analysis respectively. 5.3 Contribution to the Body of Knowledge 5.3.1 Fulfilment of Research Objectives The main aim of this applied research was to propose an integrated concurrent enterprise conceptual framework which enhances the core value-chain network operations and activities of enterprise manufacturing SCM (Ketchen Jr, et al. 2007b). The proposed framework seeks to effectively co-ordinate and optimize the SC networked value systems actives on an enterprise manufacturing SC from the supplier level on the upstream, through the enterprise manufacturer’s level on the intermediate-stream, right down to the logistics / third-party logistics (3PLs) / customer level on the downstream. Thus, the research presents a concurrent en- 164 Acta Wasaensia terprise SCM framework for a sustainable industrial competitive advantage illus- trated in Figure 49 at page 147 above. Hence, the first objective was to review the working approach of multi-discipline partners / teams on the enterprise SC network and how they could work together effectively (Ketchen Jr, et al. 2007a). Broad reviews were systematically carried out, by initially examining the current trend of research and available literature dating back to slightly over a decade (please see Table 9 at page 33 and Tables 14 – 17 from pages 55 to 60 above). Furthermore, a real-life industrial pilot case study was conducted to collect empirical data from a classical inbound and out- bound SCM network for analysis, (please see Table 23 at page 103 above). This approach enabled the researcher to gain deep understanding of the subject and to identify research gaps. The research gaps identified include the need to find or propose an effective method by which multi-discipline partners / teams on an SC network could work together effectively. The second objective was to propose an industrially validated and feasible enter- prise IT systems architecture and enablers to be strategically employed to facili- tate effective and efficient enhanced SCM activities for just-in-time product de- velopment (Nagurney, 2010). Therefore, the main objective was to propose a well-structured Master Database-Management system, to house a well- orchestrated service-oriented architecture of SC network partners’ meta-database systems for easy and secure data / information exchange and flow (please see Figure 21 at page 101 above) (Musa, et al. 2013). The third objective was to ensure the robustness of the organizational operations and the effective performance of the information technology enablers. Therefore, key technical communication flow factors on the SCM network were investigated and tested by social network theory (SNT) analysis and statistical correlation tri- angulation. The aim of so doing was to propose enhanced “best practice” mana- gerial and practical industrial implication guidance to enhance a sustainable en- terprise manufacturing competitive advantage (Maier, et al. 2008). The fourth and final objective was to evaluate the framework as a rolled-up real- life industrial pilot project. Hence, real-life industrial pilot case studies of an in- bound and outbound SCM network for an enterprise Ship Power engine manufac- turing case were conducted to test the feasibility of the proposed concurrent en- terprise SCM framework (please see Figure 49 at page 142 above). This resulted in some key findings. Thus, the pilot project case yielded positive results, which have motivated the case company to consider adoption and implementation of the Acta Wasaensia 165 proposed conceptual framework. The interesting part of this research is that the framework is assumed replicable in any complex system product development SCM: Thus, this research can conclude based on the broad review of research trend in this subject area that the proposed conceptual framework resolves most of the key challenges encountered by enterprise manufacturing SCM networks. Therefore, this renders this research’s proposed enterprise SCM conceptual framework highly significant and relevant within this context. Table 40, and Fig- ures 57 and 58 below graphically illustrate further elaborations in this research’s contribution to the body of knowledge: Table 40. Layout of Research Contribution to the Body of Knowledge Research Questions (RQ.) Organization Theory Assump- tion Link Research Results and Contribution to the Body of Knowledge RQ.1) How can multi- discipline teams, made up from different divisions of a manufacturing enterprise SCM network work together effec- tively? Operation Proposed value-chain management for SCM operations managers and partners to enable them to enhance organizational interconnection concurrently both in their SCM network operations and their prod- uct-development systems-design integra- tion efficiency. RQ.2) How can information exchange on an SCM network be efficiently and effectively structured to strategically improve early N/CPD engi- neering design and delivery processes? Information Technology Proposed well-structured conceptual framework for efficient and effective Master Data-Management System for data / information flow within an enterprise SCM network to promote a sustainable competitive advantage within an enter- prise manufacturing SCM network. RQ.3) How can SCM net- works achieve strategic and effective communication net- work on changing parameters of N/CPD engineering design and delivery processes? Communication Investigated, tested and simulated an enterprise SCM network data / infor- mation-communication network analysis: And proposed some validated feasible optimal, managerial and practical “best practice” communication approach, which is essential for an efficient SCM net- worked value system activities. RQ.4) How can enterprise SCM networks create a con- current collaborative enter- prise mentality and approach? Organizational SCM Concurrent Enterprise PROPOSED CONCEPTUAL FRAME- WORK FOR ENTERPRISE MANU- FACTURING SCM CONCURRENT ENTERPRISE. 166 Acta Wasaensia Figure 57. Research Contribution Logic (Research Questions link with Organization Theory Assumptions Adopted for this Applied Research). Figure 58. Research Core Theoretical Assumptions (Organization Theory) Adopted. Acta Wasaensia 167 5.3.2 Industrial Implications (Managerial and Practical) Researchers and industrial R&D departments have approached enterprise SCM networked systems integration in many different ways. However, the various SC network partners have utilized ERP systems integration delivered as Software-as- a-Service (SaaS) by employing concurrent engineering principles. Although it is not yet a systems integration solution that has had a commercial breakthrough, specifically for supply-chain management (SCM) networks. Therefore, this ap- plied research embarked on a real-life industrial pilot case study with an OEM industrial partner and proposes a conceptual enterprise SCM framework in the form of an ERP-SaaS platform / portal. Thus, this approach attempts to propose an enterprise SCM systems integration solution, which offers value-adding bene- fits, including low preliminary and anticipated on-going costs, faster implementa- tion and value-adding, affordable ownership cost, greater reliability, improved support, reduced IT complexity, enhanced data / information exchange and com- munication as well as improved business motivation for a sustainable industrial competitive advantage. Salesforce.com is one example of such successful ERP- SaaS systems solution vendors, which was employed for the validation and evalu- ation of this research’s real-life industrial pilot case study project. Therefore, this research presents very relevant and significant contributions to industries keen on achieving competitive advantage of their SCM network as well as R&D both in the industry and in academia. However, without top management support, appropriate organizational business plan and vision, business process re-engineering, effective project management, user involvement and education and/or training, organizations cannot embrace the full benefits of such a complex system and the risk of failure might be high level. Hence according to Tewary and Kosalga (2013), the service-oriented architecture (SOA) paradigm introduced some few years ago has already become the driving force behind industrial enterprise systems solutions. They continued to suggest further that it was also a force behind any cutting-edge technology in current times. This research’s conceptual framework assumptions on concurrent enter- prise SCM network activities are affirmed by Symonds’ earlier work. Symonds’ (2012) assertion that the use of a cloud-based enterprise SCM network systems integration solution, provided in the form of Software-as-a-Service (SaaS) format, allows users of the service to utilize the latest software and yet avoid the cost and hassle of maintaining the resource. Thus realizing a return on investment in their approach. Symonds (2012) further argues that SaaS is facilitated using multi- tenant architectures, which allow the use of the resource by numerous enterprise 168 Acta Wasaensia industrial organizations, yet allow company-specific attributes to be accommo- dated, thus, considering the networked value systems' security aspect, which is a key concern to this approach. Technical communication among design teams / partners on the research case’s enterprise SCM network was investigated to assess whether their technical com- munication frequency, importance, level of collaboration, level of mutual trust, roles and responsibilities of the SC network technological complexity affects the SC network design-teams communication. In this respect, Roberts et al. (2002) come to the conclusion that in moderately complex product development projects, data / information sharing is greater than in highly complex projects, although there is a greater need in the latter for data / information communication and ex- change. However, Chiu (2002) also concludes that the type and structure of teams' organization impact the communication network. Tiernan et al. (2002) detected that changes to organizational structure also affect the collaborative design of product development. While the importance of communication is generally acknowledged, there is a little consensus on how it can be directed or, at best, systematically improved. For industrial enterprise SCM networks to be competitive and sustain competi- tiveness, key manufacturing industrial SCM network activities (i.e. information exchange, inbound & outbound deliveries, data storing and management, systems integration, effective communication, etc.) are positively associated with industri- al competitive advantage within the context of manufacturing industries globally. Thus, the industrial managerial focus of this research would be, to serve as a working R&D and/or conceptual framework approach that could be replicated in different divisions in any enterprise industrial SCM network. Also, this research’s investigations revealed some interesting bottle-neck observations, which could practically be managed to enhance the effects competitively (please see Figures 46, 47, & 48 from page 137 to 139 above; graphical sags of between -3 & -5): § Not all partners collaborate effectively from their end across the SC net- work, and the observation is quite significant. This observation is identi- fied in the simulation illustration of the “Scale / Level of Mutual Trust”; “Scale / Level of Roles and Responsibilities" (please see Figures 30 and 31 at page 119 above). Therefore, ensuring partners / systems design teams on an enterprise SC network are motivated and encouraged to communicate effectively will greatly enhance the level of collaboration on the enterprise SCM network. Acta Wasaensia 169 § The research observation also identified that, some of the SC network partners / complex product-development systems-design teams work to- gether more closely (please see Figure 45 at page 127 above) while oth- ers do not see the need or benefits of belonging to an enterprise SC net- work. Therefore, they operate in isolation within SC network, which im- plies that vital technical communication may not be coming from them to the other partners on the SC. Hence, they may also not be attentive to ac- cept any such vital technical communication for the SC systems-design partners (please see Figure 44 at page 126 above). Therefore, this re- search’s proposed framework is very relevant, based on these identified observations, because it attempts to make enterprise SCM network activi- ties more automated and motivating to enhance the enterprise SCM net- work activities. 5.4 Summary of Research Recent research on the implementation and benefits of Concurrent Enterprise for complex/ new-product introduction and development seems to lack progressive results due to its very versatile nature. Since Concurrent Enterprise is a collabora- tive “extension” or evolution of Concurrent Engineering (CE) and Enterprise Re- source Planning, it can be expected that many of the benefits attained by Concur- rent Engineering methodology and Enterprise Resource Planning system enablers would be achieved within a Concurrent Enterprise collaborative environment. These benefits have been widely documented (Keys, et al. 1991; Hoedemaker, et al. 1999; Duffy and Salvendy, 2000). The research on Concurrent Enterprise has documented benefits as well as some challenges that are similar to those for CE and ERPs (Littler, et al. 1995; Littler, et al. 1998; Bruce, et al. 1995a; Bruce, et al. 1995b; Willaert, et al. 1998; Davenport, et al. 1999; Daniel, et al. 2002). Others have documented the very important role that “suppliers” and SCM network part- ners play in these collaborative endeavours (Horvath, 2001; Ragatz, et al. 1997; Handfield, et al. 1999; Ragatz, et al. 2002; Ansari, et al, 1999). There seem to be only a handful of studies about whether or not these potential benefits, barriers, and implementation frameworks / models for Concurrent En- terprise are successfully applicable to or even sustainable in an environment such as an enterprise industrial SCM. Furthermore, the role of industrial research cen- 170 Acta Wasaensia tres as suppliers of technology and expertise presents very useful opportunities to explore this new collaborative paradigm while incorporating aspects of an enter- prise resource planning (e.g. supply-chain management – SCM with the enabler aspect's service-oriented architecture (SOA) as a link or communal platform for information and data flow). Thus, the collaborative benefits with the industrial enterprise resource planning system tools with that of concurrent engineering principles’ new-product development and introduction will be enhanced in enter- prise manufacturing industries’ SCM network activities. This validates the inter- est and focus of this research report, in proposing a Concurrent Enterprise con- ceptual framework for industrial competitive advantage. An industrial pilot case study was conducted during this research in an applied research approach to this effect. Further to the above, pertaining to the attributes of Concurrent Enterprise as the focus of this research, the concept of ERP seems to be growing and even expand- ing. Therefore, it was of interest to investigate how industrial enterprise manufac- turers using the ERP system perceive the trends of extension, and how they will cope with the changes and challenges that lie ahead. In order to enhance and sus- tain the competitive advantage in their manufacturing SC networks. Infrastruc- tures available to them and the kind of skills and expertise required, methodolo- gies required and the kind of models useful in the expansion efforts or approach- es, etc., are the essentials needed. Concurrent Engineering (CE) and Enterprise Recourse Planning (ERP) research area are diverse and very broad. The field is truly multi-disciplinary and inter- disciplinary. In a relatively short period of time, the already published literature review chapter in this research report has contributed so much to the field that newer topics are now being covered from diverse points of view and have been cited many times by other researchers in this area (Addo-Tenkorang and Helo, 2011). Elaborating further, supply-chain management (SCM) focuses on imple- mentation of interoperability between independent enterprise systems and de- ployment of data over multiple enterprise SC networks. In this research report, an SCM system supported by an enterprise SC network value data-management sys- tems’ (DMS) model was illustrated and discussed. The architecture of the system model consists of enterprise DMS for supply-chain network activities, and its proposed integrated interfaces (please see Figure 20 at page 90 and Figures 55 – 56 at page 153 and 155 above respectively and Table 39 at page 154 above). The DMS supported enterprise supply-chain management system is proposed to de- fine and control the execution of data flow and systems’ communication process- Acta Wasaensia 171 es within the enterprise SC network. Through the integrated interfaces, the entire enterprise supply-chain system across the various independent SC network part- ners' enterprises is proposed to enhance the integration interfaces for effective and efficient data exchange to be fulfilled. However, every system encounters some problems; thus, the proposed framework system in this research report is no ex- ception. Below are some of the systems problems encountered and feasibly re- solved during the pilot case study conducted during this research: 1. The interfacing and integration are based on database sharing by encapsu- lation and encryption; thus, some integrity and safety features are not all well-kept. As a result, the enterprise SC system becomes tightly coupled, which may lead to conflicts between the partner data-base systems. Nev- ertheless, the idea of enterprise application integration in industrial or- ganizations using the appropriate system design tool(s) such as design structural matrix (DSM) for complex systems may provide a way to solve such problems as per the practical research analysis reported above in the previous paragraphs (Yassine, 2004; King, 1990), (please see Fig- ures 22 – 25 from page 104 to 106 above). 2. Different suppliers have different ontologies, implying that the various suppliers on the industrial SC have their own ontologies, so interlinking them is not easy (Tang, et al. 2001). However, using the appropriate platform with the right digital languages and the international maritime organizations (IMO) services, etc., will enhance the information commu- nication and database management interlinking between the partners on the SC network (please see Table 39 at page 154 above). Even though the DSM tool is considered to be very dominant and versatile in ad- dressing complex systems or issues, it is also stated that it is not a remedy for all system design related problems or complex issues (Yassine, 2004). The represen- tation control and the decision capacity of DSM are limited in various ways in comparison with other methods, e.g., rule-based, graph-based, etc. but much stronger and more convincing in decision-based or structural-based approaches, which is the theoretical positioning in this research. Secondly, not all information related to a data-management system (DMS) is suitable for DSM representation (Shamsuzzoha, et al., 2011). The manipulation of a DSM tool such as partitioning and banding can provide some design advantage but is limited to an adequate analytical ability for the de- cision-making and analysis process (Addo-Tenkorang, et al. 2012). Hence, further 172 Acta Wasaensia research has been conducted into the mapping of database systems with the vari- ous data from the various partners on the e-SC network for effective and efficient data-management system and information tracking in an SC network by employ- ing a domain-mapping matrix assumption. Further research will be conducted into the possibility of mapping multi-domain complex systems by employing a multi- domain mapping approach mainly focusing on dynamic knowledge capturing, storing and being made easily accessible to partners on an enterprise industrial SCM network for a sustainable competitive advantage (Addo-Tenkorang, et al. 2012; Musa, et al. 2013). In conclusion, the DSM simulation analysis illustrates an optimised structure, design and feasible way to cluster partners within a specific product development project’s SC network. This will enable the SC network partners and / or teams to work together in collaboration on a common platform, with the right (ERP), IT enablers to competitively and strategically enhance the industrial manufacturing SCM for an effective and efficient new/complex PD - (RQ. 1&2). Also, the sig- nificance level of the Statistical Correlation of the Hypothesis testing and SNT simulation analysis, seeks to capture the frequency in collaboration and im- portance of the technical communication. In addition, roles and responsibilities among system design teams, in terms of the changing parameters and elements in complex PD. To enhance or promote an effective and efficient technical commu- nication ‘best practice’ approach, within an industrial manufacturing SC network and also recommend the best way forward for the bottle-necks in the communica- tion factors which needs improvements - (RQ. 3). Therefore, successfully and feasibly achieving the above and also the ability to replicate these measures will validate the research’s proposed conceptual concurrent enterprise framework, for a competitive and sustainable industrial advantage in enterprise manufacturing SCM - (RQ. 4). 5.5 Limitations of the Research This section of the write-up outlines the limitations encountered during this re- search. As is the case of most applied research projects, this research also encoun- tered a few constraints. These are outlined in a way to encompass the entirety of the research project from collation of data – industrial pilot case studies through drafting questionnaire to capturing extra data, which were not easily available during the pilot case study data collection, to the final data analysis and findings. Acta Wasaensia 173 5.5.1 Outline of Research Constraints: 1. Good access to industrial research case study organizations and profes- sional personnel; has been one of the major constraints in this research, as in similar applied research projects of this kind with industrial manufac- turing organizations in Scandinavian. However, as this research project was partly a Department interest, the researcher was able to conduct a se- ries of industrial pilot case studies sufficient to collect, collate data and in- formation to carry out the research analysis. 2. The industrial case studies conducted in this applied research happened to be conducted on a single industry case approach. Hence, the sample size (n=8) of the product-development design-engineering teams seems small. However, this does not weaken the validity of this research’s recommen- dations and findings in any way because the sample company is an enter- prise industrial - original equipment manufacturer (OEM) which is fairly placed globally by representation in about 70 countries. It has over 280 suppliers and can confidently claim to have a ship power engine in every third ship, boat, yacht or cargo ship globally. Furthermore, the sample size for respondents, which was eight (8), represents eight different systems- design teams, each composed of a minimum of five (5) design engineering members. This makes an indirect total sample size of 40 responses. 3. Drafting a questionnaire to collect extra data or information needed to make firm strategic and sustainable recommendations was also something of a challenge. In that, the target group, in this case, industrial manufactur- ing SCM chief executives, directors, project managers and most especially the design-engineering managers and experts, are very busy people who have little time to spare for questionnaires or interviews. Therefore, the questionnaire had to be in a language they could easily understand and very straightforward. Hence, a considerable amount of time and effort was spent to streamline, edited and revise the questions to overcome this con- straint. Furthermore, a few questionnaire dissemination techniques were considered and the e-forms format technique of disseminating question- naire appeared to be the best way forward to send and receive the respons- es on time as compared to post, fax or e-mailing. 174 Acta Wasaensia 4. Employing DSM are only sequential and parallel tasks and can be ordered by available algorithms. However, the DSM tool is considered to be very dominant and versatile in addressing complex systems or issues. It is not a remedy for all system design related problems or complex issues (Yassine, 2004) such as communicating the right information at the right time to the right destination. Thus, social network theory (SNT) analysis was also employed in this research among SC network complex engineering design and delivery of complex/new product-development systems-design teams in a triangulation approach as a way of concurrently validating the find- ings and results in this research report. Furthermore, correlation analysis was also employed to test three hypothetical communication network rela- tionships in terms of frequency, importance, collaboration, mutual trust, roles and responsibility among SC network product development systems- design teams in order to increase the validity of the recommendations, findings and results in this research. 5. In industrial-based case study research, there is always a limit to the amount of detail information that the researcher is allowed to discuss in the research report. This somehow limits some of the vital details to be discussed. Making it quite difficult for the researcher to consolidate essen- tial arguments to engage in extensive discussions to make the expected conclusion. Nevertheless, it is always the case that the researcher always communicates the core expected message as effectively as possible to clearly state and discuss the results and findings. The following section concludes the entire research report and also proposes some recommendations for future research in this trend or a similar vein. 5.6 Recommendation for Future Research One might expect that the greater the cultural distance between team members and partnerships on an enterprise SC network, the greater the difficulty in ex- changing data, information, knowledge, and cooperation. Hence, further research would be useful to investigate how different research areas such as are listed above, as well as the type of manufacturing systems, information, and knowledge are transferred across various industrial enterprise-manufacturing activities. Acta Wasaensia 175 Furthermore, it is necessary to examine the integrative role of industrial manufac- turing. Sustainable knowledge capturing systems / technologies or capabilities such as the use of RFID technologies (Kumar, et al. 2010), could be employed in collaborative enterprise resource planning and concurrent engineering in a Con- current Enterprise complex engineering design and delivery of SCM network new/complex product-development activities, to facilitate efficiency and effec- tiveness in their future product development projects. In the more overt manufacturing activities such as supply-chain management (SCM) and new/complex product introduction development within a manufactur- ing industry, the interaction between these factors would help to improve manu- facturing business performance for industrial competitive advantage by way of adding value to the value network architecture (Al-Ashaab, et al. 2013; Musa, et al. 2013; Maier, et al. 2008). Therefore, based on the findings of this research, further research in the area of Concurrent Enterprise (CE+) (i.e. the competitive collaborative benefits of Con- current Engineering and Enterprise Resource Planning for effective and efficient industrial management). This would be in the form of customized SaaS approach, a customized cloud ERP business unit solution or portal such as the conceptual framework approach proposed in this research report. Also incorporating the dy- namic knowledge capturing systems perspective seems to be the most sustainable and feasible way to go. The research literature review chapter above identified the gaps in these very es- sential areas, which need to be addressed for the common good and for achieving industrial competitiveness, as these areas forms part of the key Concurrent Enter- prise maturity drivers in this modern era of concurrent enterprise SCM. There- fore, more work is needed on the collaborative advantage of concurrent engineer- ing with the suitable ERP system application processes in SCM as already identi- fied in this research report. Service-oriented Architecture (SOA) seems to be a most suitable system application platform for the integration and collaboration of engineering product design and development, which needs to be, further re- searched to prove its suitability in a dynamic knowledge-capturing perspective in value added SC networked activities. On the above note, businesses and industrial organizations must be very competi- tive in order to survive. EPR system implementation seems to be a popular meth- od of using technology as a competitive advantage tool by businesses and enter- prise industrial organizations. Thus, future research on ERP topics would be very 176 Acta Wasaensia promising particularly the ERP II trends and perspectives (i.e., Software-as-a Ser- vice – SaaS / Platform–as-a-Service – PaaS / Infrastructure-as-a-Service - IaaS, Cloud ERP systems or customized portals; e.g., Salesforce platform(s), etc.). The- se are significant research gaps for business and industrial organizations as well as academia (Ellis - IDC Manufacturing Insights, 2010; Epicor White Paper 2011; Addo-Tenkorang, et al. 2012). 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Logistics Information Management, Vol. 15 No.1, pp.24-33. § Van Hoek, R. (2002). “Using Information Technology to Leverage Transport and Logistics Service Operations in the Supply Chain: An Em- pirical Assessment of the Interrelation between Technology and Opera- tions Management.” International Journal of Information Technology and Management, Vol. 1, No. 1, pp. 115-130. § Williams, L., and Tao, K. (1998). “Information Technology Adoption: Us- ing Classical Adoption Models to Predict AEI Software Implementation.” Journal of Business Logistics, Vol. 19, No. 1, pp. 5-16. Acta Wasaensia 217 APPENDIXES Appendix A: - Financial Plan and Research Time Line Financial Plan Personal funding, also especially soliciting for scholarships. (i.e., University of Vaasa Grants, NISSI Foundation Grants, etc.) [e.g., 25,000€ each academic year]. Research Time Line *Conferences could be earlier than planned depending on conference dates/schedules. 218 Acta Wasaensia Appendix B: - Sample Research Questionnaire. Acta Wasaensia 219 220 Acta Wasaensia Acta Wasaensia 221 Appendix C: - Questionnaire e-Forms Response Graphics Representations 222 Acta Wasaensia Acta Wasaensia 223 224 Acta Wasaensia Acta Wasaensia 225 226 Acta Wasaensia Acta Wasaensia 227 228 Acta Wasaensia Acta Wasaensia 229 230 Acta Wasaensia Acta Wasaensia 231 232 Acta Wasaensia Acta Wasaensia 233 234 Acta Wasaensia Acta Wasaensia 235 236 Acta Wasaensia Acta Wasaensia 237 238 Acta Wasaensia Acta Wasaensia 239 240 Acta Wasaensia Acta Wasaensia 241 Appendix D: - Ship Power Systems - Wärtsilä 32 Engine Categories. System Types and Components of the Studied SP Engine(s) Systems Types Number of Components Fuel Oil System (FOS) 20 Lubricating Oil System (LOS) 13 Compressed Air System (CmpAS) 23 Cooling Water System (CWS) 10 Combustion Air System (CmbAS) 9 Exhaust Gas System (EGS) 5 Automation System (AtmS) 18 Power Transmission 7 29/105 Fuel Oil System 1. Acceptable fuel characteristics 2. Internal fuel oil system 3. External fuel oil system System components: 1. Heater (booster unit) 2. Day tanks (HFO & MDF) 3. Overflow valve (HFO & MDF) 4. Cooler (MDF, booster unit) 5. Flow meter (booster unit) 6. Stand-by pump (MDF) 7. Leak fuel tanks (clean fuel & dirty fuel) 8. Quick closing valve (fuel oil tank) 9. Booster units (heater, cooler, suction filter, automatic filter, flow me- ter, viscosity meter & fuel feed pump) 10. Safety filter (HFO) 11. Circulation pump (booster unit, HFO / MDF) 12. Pump and filter unit (HFO / MDF) 13. Suction filter (booster unit) 14. Automatic filter (booster unit) 15. Viscosity meter (booster unit) 16. Feeder / booster unit 17. De-aeration tank (booster unit) 18. Charger valve 242 Acta Wasaensia 19. Pressure control valve (MDF, booster unit) 20. Venting valve (booster unit) Lubricating Oil System 1. Lubricating oil requirements 2. Internal lubricating oil system 3. External lubricating oil system 4. Crankcase ventilation system 5. Flushing instructions System components: 1. Heater (separator unit) 2. Separator pump (separator unit) 3. Suction strainer (main lubricating oil pump, Prelubricating oil pump & stand-by pump) 4. Stand-by pump 5. Suction filter (separator unit) 6. Separator 7. Condensate trap 8. System oil tank 9. Separator unit 10. Sludge tank 11. Renovated oil tank 12. New oil tank 13. Renovating oil tank Compressed Air System 1. Instrument air quality 2. Internal compressed air system 3. External compressed air system System components: 1. Main starting air valve 2. Starting air distributor 3. Starting air valve in cylinder head 4. Blocking valve, when turning gear engaged 5. Air containers 6. Pneumatic stop cylinders at each injection pump 7. Non return valve 8. Starting booster for speed governor 9. Flame arrester 10. Safety valves 11. Drain valve 12. Start solenoid valve CV321 Acta Wasaensia 243 13. Stop solenoid valve CV153-1 14. Stop solenoid valve CV153-2 15. Waste gates 16. Air filter (starting air inlet) 17. Starting air compressor unit 18. Air dryer unit 19. Starting air vessel 20. Compressor (starting air compressor unit) 21. Separator (starting air compressor unit) 22. Starting air inlet 23. Control air waste-gate valve. Cooling Water System 1. Water quality 2. Internal cooling water system 3. External cooling water system System components: 1. Heater (preheating unit) 2. Central cooler 3. Transfer pump 4. Circulating pumps 5. Air venting 6. Preheating unit 7. Drain tank 8. Evaporator unit 9. Expansion tanks 10. Temperature control valves (heat recovery) Combustion Air System 1. Engine room ventilation 2. Combustion air system design System components: 1. Turbocharger with filter 2. Louver 3. Water trap 4. Combustion air fan 5. Engine room ventilation fan 6. Fire dampers 7. Outlets with direction guide/flaps 8. Combustion air duct connected to turbocharger with a flexible bellow 9. Changeover flap with air filter (outside / inside air) for starting in cold climate 244 Acta Wasaensia Exhaust Gas System 1. Internal exhaust gas system 2. Exhaust gas outlet 3. External exhaust gas system System components: 1. Air filter 2. Turbocharger 3. Charge air cooler (1-stage & 2-stage) 4. Exhaust gas waste gate valve 5. Air by-pass valve (main engines only) Automation System 1. UNIC C2 2. Functions 3. Alarm and monitoring signals 4. Electrical consumers System components: 1. Unified Controls Codes (UNIC C2) 2. Power Unit 3. Ethernet communication unit 4. Local control panel and local display unit 5. Engine safety system 6. Cabling and system overview 7. Functions (start, start-blockings, stop-&-shutdown, speed control-main engine mechanical propulsion, generating set) 8. Alarm and monitoring signals, 9. Moto starters and operation of electrically driven pumps 10. Engine turning device 11. Pre-lubricating oil pump 12. Stand-by pump, lubricating oil (if installed) 13. Stand-by pump, HT cooling water (if installed) 14. Stand-by pump, LT cooling water (if installed) 15. Circulating pump for preheater 16. Sea water pump 17. Lubricating oil separator 18. Feeder/booster unit Ship Power Functional Systems Vibration and Noise 1. External forces and couples 2. Torque variations Acta Wasaensia 245 3. Mass moments of inertia 4. Air borne noise 5. Exhaust noise System components: 1. External force and couples 2. Mass moments of inertia 3. Air borne noise 4. Exhaust noise Power Transmission 1. Flexible coupling 2. Clutch 3. Shaft locking device 4. Power-take-off from the free end 5. Input data for torsional vibration calculations 6. Turning gear System components: 1. Flexible coupling 2. Connection to generator 3. Clutch 4. Shaft locking device 5. Power-take-off from the free end 6. Input data for torsional vibration calculations (Installation, reduction, propeller-&-shafting, main generator or shaft generator, flexible cou- pling/clutch, operational data) 7. Turning gear 246 Acta Wasaensia Appendix E:- Correlation Analysis Data: Frequency In Technical Communication, Importance Of Technical Communication, Scale/Level Of Collaboration In Technical Communication, Scale/Level Of Mutual Trust And Scale/Level Of Roles & Responsibility. Acta Wasaensia 247 Scale / Level of Mutual Trust (Part 5a) Low Scale / Level of Mutual Trust (Part 5a) Average Scale / Level Mutual Trust (Part 5a) High Scale / Level of Roles & Responsibility (Part 5b) Low Scale / Level of Roles & Responsibilities (Part 5b) Average Scale / Level of Roles & Responsibilities (Part 5b) High * Frequency in Technical Communication (Part 2) 248 Acta Wasaensia Acta Wasaensia 249 Scale / Level of Mutual Trust (Part 5a) Low Scale / Level of Mutual Trust (Part 5a) Average Scale / Level Mutual Trust (Part 5a) High Scale / Level of Roles & Responsibility (Part 5b) Low Scale / Level of Roles & Responsibilities (Part 5b) Average Scale / Level of Roles & Responsibilities (Part 5b) High * Importance of Technical Communication (Part 3) 250 Acta Wasaensia Acta Wasaensia 251 252 Acta Wasaensia Scale / Level of Mutual Trust (Part 5a) Low Scale / Level of Mutual Trust (Part 5a) Average Scale / Level Mutual Trust (Part 5a) High Scale / Level of Roles & Responsibility (Part 5b) Low Scale / Level of Roles & Responsibilities (Part 5b) Average Scale / Level of Roles & Responsibilities (Part 5b) High * Frequency / Level of Collaboration Among Design Teams (Part 4) Acta Wasaensia 253 T-Test 254 Acta Wasaensia Oneway Acta Wasaensia 255 Correlations 256 Acta Wasaensia Hypotheses Test Summar Acta Wasaensia 257 258 Acta Wasaensia Acta Wasaensia 259 Proximities 260 Acta Wasaensia Scale: ALL VARIABLES Acta Wasaensia 261 262 Acta Wasaensia Chi-Square Test Frequencies Acta Wasaensia 263 NPar Tests 264 Acta Wasaensia Acta Wasaensia 265 266 Acta Wasaensia Acta Wasaensia 267 268 Acta Wasaensia Appendix F: - List of Publications Title / Author Year Enterprise Resource Planning (ERP): A Review Literature Report Addo-Tenkorang, R., and Helo, P. Proceedings of the World Congress on Engineering and Computer Science. Vol. 2, pp. 19-21 2011 A study of technology adoption in manufacturing firms Kristianto, Y., Ajmal, M., Addo-Tenkorang, R., and Hussain, M. Journal of Manufacturing Technology Management. Vol. 23, No. 2, pp. 198- 211 2012 Logistics tracking: An implementation issue for delivery network Shamsuzzoha, A.H.M., Addo-Tenkorang, R., Phuong, D., and Helo, P. Technology Management in the Energy Smart World (PICMET), 2011 Pro- ceedings ... 2011 Performance evaluation of tracking and tracing for logistics oper- ations Shamsuzzoha, AHM., Ehrs, M., Addo–Tenkorang, R., Nguyen, D., and Helo, P. T. International Journal of Shipping and Transport Logistics. Vol. 5, No. 1, pp. 31-54 2013 Logistics & supply chains management tracking networks: Data- management system integration/interfacing issues Addo-Tenkorang, R., Helo, P. T., Shamsuzzoha, AHM., Ehrs, M., and Phu- ong, D. Technology Management for Emerging Technologies (PICMET), 2012 Pro- ceedings ... 2012 Engineer-to-Order: A Maturity Concurrent Engineering Best Addo-Tenkorang, R., and Eyob, E. Customer-Oriented Global Supply Chains: Concepts for Effective Manage- ment, 112. Information Science Reference 2012 Supply Chain Efficiency Of Environmentally Friendly Microal- gae-Based Biodiesel Production. Addo-Tenkorang, R, Zhu, L., Neaga, E. I., and Marasová, D. International Journal of Transport and Logistics. Vol. 12, No. 23, pp. 1-12 2012