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The most challenging aspect of creating a virtual university is the coordination of content from a variety of suppliers, each of which have a unique and different approach to organizing their knowledge (Cunha, Putnik, 2007). These varying approaches to organizing content are called taxonomies, and each content provider uses a significantly different approach to defining these. This makes it very difficult to make all content management systems necessary to create a virtual university come together into a single, unified platform. In addition to these coordination and integration challenges through the supply chain of content providers, there are also the wide variations in how learning systems price access to their content. This presents unique problem fro virtual universities, as they must intermediate between many different pricing schedules and approaches for their content providers. Due to such a wide variation in these pricing approaches, any virtual university would need to have an advanced accounting and finance system to compensate for these variations in how suppliers operate from a pricing and distribution perspective.
Location Analysis for base of Operations for Virtual University
The base of operations would be in the United States, specifically in the state I live in. This would be due to the legal considerations of starting a corporation and be able to defend its patents and intellectual property while also ensuring control over the hosting placation used to support the virtual university. There are also the aspects of having a coordination point close that would make it possible to serve as a "knowledge exchange" for all the partners contributing content, which is synonymous to how a supply chain would...
Putnik. 2007. A Changed Economy with Unchanged Universities? A Contribution to the University of the Future. International Journal of Distance Education Technologies 5, no. 4 (October 1): 5-25 (Accessed March 17, 2009).
Jeffrey H. Dyer, Kentaro Nobeoka. 2000. Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks 21, no. 3 (March 1): 345-367. (Accessed March 17, 2009).
Rhonda M. Epper, Myk Garn. 2004. VIRTUAL UNIVERSITIES: REAL POSSIBILITIES. EDUCAUSE Review 39, no. 2 (March 1): 28-39. http://www.proquest.com (Accessed March 16, 2009).
Bruce Kogut. 2000. The network as knowledge: Generative rules and the emergence of structure. Strategic Management Journal: Special Issue: Strategic Networks 21, no. 3 (March 1): 405-425. (Accessed March 18, 2009).
MT Melo, S Nickel, F Saldanha-da-Gama. 2009. Facility location and supply chain management European Journal of Operational Research 196, no. 2 (July 16): 401. (Accessed March 17, 2009).
Arthur J. Murray, Matthew E. Sekella. 2007. Building the enterprise of the future: How the new knowledge economy is changing the ground rules. VINE 37,…
References
Maria Manuela Cunha, Goran D. Putnik. 2007. A Changed Economy with Unchanged Universities? A Contribution to the University of the Future. International Journal of Distance Education Technologies 5, no. 4 (October 1): 5-25 (Accessed March 17, 2009).
Jeffrey H. Dyer, Kentaro Nobeoka. 2000. Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks 21, no. 3 (March 1): 345-367. (Accessed March 17, 2009).
Rhonda M. Epper, Myk Garn. 2004. VIRTUAL UNIVERSITIES: REAL POSSIBILITIES. EDUCAUSE Review 39, no. 2 (March 1): 28-39. http://www.proquest.com (Accessed March 16, 2009).
Bruce Kogut. 2000. The network as knowledge: Generative rules and the emergence of structure. Strategic Management Journal: Special Issue: Strategic Networks 21, no. 3 (March 1): 405-425. (Accessed March 18, 2009).
Results from the study by Petersen, Ragatz and Monczka show that effective collaborative planning depends on information quality, and the trust level firms share. The authors purport: "Collaborative planning activities between supply chain partners are expected to lead to better performing supply chains" (Petersen, Ragatz & Monczka, Introduction section ¶ 1). In addition, numerous other researchers have also explored the perception relating to supplier alliances, that enhanced collaborative planning
(Reza, 2009) This information is building off of the findings from Uthayakumar. This is illustrating how the two tier system can help to streamline operations. However, as time goes by these ideas will become obsolete. The reason why is because they are focusing on particular aspect of supply chain management (i.e. during emergencies and backlogs). Where is it is failing, is through understanding how this strategy could be used when
Supply Chain at Ford vs. Dell Supply Chain Management -- SCM is fundamentally a process that entails the flow and conversion of materials and other resources into products and services, which fulfill the demands of the ultimate consumer. Supply Chains are considered as regards processes, activities and organization. The processes link the activities which carry out this transformation. Processes focus towards the end product for an end user in mind. The
This issue of resistance to change is a critical one that will require significant effort to overcome. As a first step, the development of needs analysis is critical for understanding how the systems can be designed to be of more value to those using them. This is essential to increase the likelihood of acceptance of the supply chain system, both within Imperial Tobacco Canada and with its suppliers. The
The benefits of this strategy however is that it provides HP with quick response to local market requirements, and alleviates the need for taking between 4 and 5 weeks to ship printers from Vancouver to Europe. Conclusions What is the most realistic, prudent and viable alternative is to first attack those processes that are broken and that in turn are causing so much confusion in the company today. These include forecasting,
G. Reza Nasiri, Hamid Davoudpour, & Behrooz Karimi. (2010). The impact of integrated analysis on supply chain management: a coordinated approach for inventory control policy. Supply Chain Management, 15(4), 277-289. Link: http://www.emeraldinsight.com/journals.htm?articleid=1865246&show=pdf The concept of the demand-driven supply network (DDSN) and its implications on inventory control and management are discussed in this analysis, along with examples being shown of how these objectives can be achieved despite uncertainty in key markets. This analysis