基于代理的UPT业务定购管理

指出了目前的业务个人化模型中存在的问题,通过UPT业务定购过程中角色之间关系的分析,提一种业务定购代理结构,给出了基于动态聚合的业务定购过程,在此基础上描述了业务定购者对业务用户的业务轮廓管理以及业务定购撤销过程。     

基于OOPN的FMS单元控制模型

由于Petri网既可以采用图形方式描述控制过程,同时又可以从数学上分析Petri网的死锁、可达性(reachability)、活性(liveness)等性质.因此,Petri网广泛地应用于FMS单元控制模型的设计.但Petri网在应用过程中,也存在着描述"爆炸"和无法嵌入调度策略等问题.本文提出了一种新型的基于面向对象Petri网(OOPN)的单元控制体系结构,该结构以分布式服务代理机制实现对生产过程的控制,它不仅具备减少Petri网模型规模以及面向对象编程特点,而目以代理机制的形式加入了控制模式.     

基于有限状态机的供应链订单处理流程研究

在分析供应链订单处理流程的基础上，定义了两种代理——协调代理和资源代理，并把供应链订单分解-匹配过程映射为一个由多个代理组成的实时控制过程；接着定义了代理的会话类，最后采用有限状态机模型描述会话类的会话规则。     

基于JAVA的动态代理实现的AOP的研究

通过JAVA的动态代理技术,可以使应用程序的核心业务与非核心业务在逻辑方面的耦合度得到以一定程度的降低,促进AOP的实现。在对AOP以及JAVA动态代理技术简单介绍的基础上,详细阐述基于JAVA的动态代理事务处理的基本原理。     

基于MAS的敏捷供应链谈判模型

通过分析敏捷供应链的业务流程,建立了一个多Agent的敏捷供应链的谈判模型,并将敏捷供应链双边谈判中买卖双方表示成两个谈判Agent.任选其中买方谈判Agent的状态转换过程抽象为动作规划,并把它形式化为一个模糊自动机.在分析了Agent谈判的过程之后给出了谈判Agent的体系结构,并给出了该谈判模型的应用案例,为建立实用的Agent谈判系统奠定了理论依据.     

货运代理企业基于信息化的业务流程再造

根据企业发展过程中信息化建设与业务流程再造的互动制衡关系,提出货运代理企业基于信息化的业务流程再造的指导原则和技术路线.以货运代理企业的个案研究分析为例,构造了个案企业基于信息化的全程货运代理业务流程再造的具体方案,并通过对业务流程再造后与再造前的比较,得出其再造方案在业务受理模式、运输方案制定、作业信息流转与处理等多方面拥有显著优势的结论.     

分布式多Agent仿真环境系统体系结构研究

为了提高仿真系统的灵活性和易扩展性,从面向服务的架构(SOA)的角度引入了Agent仿真技术,提出了分布式多Agent仿真系统的控制功能框架,该框架包括仿真运行支撑系统(SRSS)、主代理(MA)、领域代理(DA)及其子域代理(SA)。描述了该实体内Agent的分类和功能,同时,对确保各层次代理之间高效交互的Agent间的通信接口和通信过程进行了描述。最后,给出了一个基于上述框架和方法构建的原型系统。研究表明了代理技术的应用有助于加强分布式仿真系统的规范性,提高其重用性和协同互操作性。     

浅谈我国会计代账业务的现状与发展

随着我国市场经济的发展,各种各样的小公司如雨后春笋般的发展起来.代理记账也日渐流行.但是,代理的会计业务并不规范,财政部门对代理机构也缺乏必要的技术指导和制度约束.从规范代理记账行为方面,谈谈个人的见解.     

下一代网络核心业务平台负载共享结构及硬件配置方法的研究

分析了下一代网络核心业务平台提供的功能, 提出了核心业务平台负载共享模型,描述了负载共享的实现方法及相关技术;基于该负载共享模型,提出了核心业务平台硬件配置的优化计算方法.该方法根据业务需求及运行业务软件的计算机的特征来求解核心业务平台的最小代价硬件配置方案.仿真实验验证了该计算方法的有效性和正确性.     

3G彩铃方案浅析

通过对3G网络的分析,结合现有彩铃业务实现方式,描述三种3G组网情况下的彩铃业务的实现方案.同时对这三种3G组网情况下彩铃业务的组网、功能、触发方式以及与原有2G彩铃的关系作详尽的阐述.     

基于多agent合作的敏捷供应链管理系统研究

敏捷供应链正成为提高企业全球竞争力的有效手段。本文建立了基于多agent的敏捷化供应链管理系统 ,此系统是基于将企业的业务逻辑和事务处理分开的思想 ,通过供应链定义工具对企业的业务逻辑进行描述 ,利用多agent的合作 ,实现供应链的事务处理 ,从而有效地支持供应链的动态建立和过程重组 ,增强供应链系统信息分布处理和软件可重用能力     

Critical success factor framework for the implementation of integrated-enterprise systems in the manufacturing environment

The business environment today is a collaborative business environment. These include inter- and intra-enterprise business process collaboration in the areas of supply chain management, customer relationship management, supplier relationship management, e-business and employee–business integration. To achieve this, enterprises also realize the need to implement integrated-enterprise systems, which integrate tightly their intra- and inter-enterprise business processes. With new technologies like web services, wireless applications and advanced software applications that enable collaboration, the enterprise today needs implementation frameworks that consider the requirements of collaborative business scenarios in a holistic manner. Consideration of the various critical success factors in the life cycle of the integrated-enterprise systems implementation reduces the risk of failures. A critical success factor framework is introduced for an integrated-enterprise systems implementation framework in the collaborative manufacturing environment. This framework ensures that the various critical success factors are considered at a very early stage of the project so that the integrated-enterprise system can be designed and implemented. Risks and potential problem areas are identified and mitigation plans can be put in place. A case study of an integrated-enterprise system implementation using the critical success factor framework is also presented. This framework was used successfully to design and implement a collaborative integrated-enterprise system for a manufacturing enterprise.     

Supplier credit guarantee loan in supply chain with financial constraint and bargaining

This paper adopts a multiunit bilateral bargaining framework on financial decision. In a two-echelon supply chain, the supplier sells products through a financial constraint retailer. If needed, the retailer gets a short-term financing from a bank by supplier credit guarantee loan (CGL). Through applying the Nash bargaining framework, we formulate two-level game models, i.e. Retailer-Supply System negotiation and Supplier-Bank negotiation. In this paper, we study and discuss the equilibrium order quantity which is affected by initial working capital and interest rate, the retailer-supply system negotiation and upstream wholesale price effects for supply chain performance, the supplier-bank negotiation and interest rate decisions with different capital markets. The results show: (i) there exists loan size limit for financial constraint retailer under CGL. (ii) The upstream wholesale price increase will weaken retailer’s bargaining position, and the supply system may gain or lose depending on the bargaining power. (iii) There exists unique equilibrium sharing ratio in supply system, which means CGL can achieve risk sharing. (iv) Within a supply system, the upstream wholesale price advantage will weaken bank’s profit, whereas supplier may gain or lose depending on his bargaining power.     

Integrated model for supplier selection and negotiation in a make-to-order environment

The paper deals with the development of an integrated supplier selection and negotiation process for multiple parts/materials procurement. The main objective is to integrate decisions in the internal supply chain of a make-to-order manufacturer. Two main decisions during the negotiation process are considered: (1) the manufacturing planning decision responsible for determining the production schedule and fabrication lot size and (2) the supplier selection decision concerning which suppliers are selected for company business and the order volume allocated to each selected supplier. The model is designed to support the negotiation process by generating a set of effective alternatives in each negotiation period. Its structure is multi-objective and non-linear. The combination of the interactive weighted Tchebycheff method and Benders decomposition method is applied to generate a set of effective alternatives to support the decision-maker in each negotiation period.     

Contract negotiation and risk preferences in dual-channel supply chain coordination

This study employs profit-sharing contracts to coordinate dual-channel supply chains and examines the selection of profit-sharing parameters and the allocation of extra system profit gained from coordination. We characterise the Pareto-optimal contracts for the two- and three-stage dual-channel supply chains, by developing and maximising system utility function related to risk preferences and negotiating power. Under the optimal profit-sharing parameter in a two-stage supply chain, both members are reluctant to cooperate; however, in a three-stage supply chain, under the optimal two profit-sharing parameters selected by optimising the system utility function, the retailer is always reluctant to cooperate, but the distributor or the supplier may have incentives to deviate from cooperation. In this case, the distributor and the supplier will negotiate again as in a two-stage supply chain so that all three members can benefit from coordination with profit-sharing contracts. Besides acting independently, the distributor, in the process of contract negotiation, may choose to form an alliance with the upstream supplier or the downstream retailer, which means the relationship among the three members involving profit allocation after coordination is quite different from that for a two-stage supply chain and is not necessarily interest-contrary. In the contract negotiation, in any kind of scenario, risk aversion and negotiation power have a significant impact on the selection of optimal profit-sharing parameters and the allocation of extra system profit. One member’s risk aversion or its negotiation power may be advantageous to the other. Mathematical examples are illustrated to clarify the contract negotiation process.     

A multi-agent protocol for multilateral negotiations in supply chain management

Within a supply chain network, it is common for companies to engage in negotiations to resolve conflicts in task allocation and order fulfilment problems. This kind of supply chain negotiation is usually regarded as buyer–seller negotiation. In recent years, multi-agent systems have been established to automate buyer–seller negotiations. However, most have limitations in handling complex negotiation scenarios such as multilateral negotiations and multi-issue negotiations. This paper presents ECNPro (the Extended Contract-Net-like multilateral Protocol), which is a new multi-agent protocol for handling buyer–seller negotiations in supply chain management. ECNPro is designed to handle agent bargaining and interactions in complex multilateral and multi-issue negotiations in which the buyer has to negotiate with many suppliers. The multi-attribute utility theory (MAUT) approach is adopted to establish the utility functions for a set of negotiation issues in the bargaining process. It adopts a multi-threaded approach to allow the buyer to bargain concurrently with multiple suppliers. ECNPro is able to split an order to more than one supplier to achieve a better negotiation payoff. In addition, mobile agents are employed in ECNPro, the buyer sends mobile agents to sites of the sellers to conduct bargaining locally. This approach improves the negotiation efficiency significantly.     

Comprehensive framework for the development of a supply chain strategy

Current competition among companies is fought through their supply chains. As the performance of the supply chain depends not only on manufacturing and marketing attributes, it becomes necessary to establish a framework upon which to develop a supply chain strategy. The paper presents the rationale and principles of a customer–product–process–resource (CPPR) framework for the simultaneous analysis of the business, supplier, manufacturing, planning, marketing and customer dimensions of a supply chain strategy. The originality of the CPPR framework is that it establishes a set of supply chain structural elements, that when put together determine the degree of alignment of a supply chain strategy. As the main objective of a supply chain strategy is to achieve customer satisfaction as an output of the supply chain operations, the CPPR framework becomes a realignment tool when used in combination with a realignment methodology, which is also presented in the paper.