Maturity model for the Structural Elements of Coordination Mechanisms on the collaborative planning process
Maturity model for the Structural Elements of Coordination Mechanisms on the collaborative planning process
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协作规划过程协调机制结构要素的成熟度模型
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发表时间：
2011
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通讯作者：
Alemany Mme
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作者：
Boza Andrés;Cuenca Llanos;Alemany Mme
协作计划（CP）可以定义为一个联合决策过程，用于调整单个供应链（SC）成员的计划，以实现一定程度的协调（Stadler，2009）。协调意味着对现有的相互依赖性进行识别和分类（Li等人，2002年）。不同的协调进程管理不同类型的相互依存关系。协调应被视为与整合不同，因为在协调将目标视为理所当然的情况下，整合往往涉及在调整分配决定的同时确定这一目标（奥利瓦和沃森，2010年）。供应链协调过程的典型特征包括需求计划（DP）、供应计划（SP）、可承诺/可承诺能力（ATP/CTP）、制造计划、分销计划（DP）等。供应链中的协调机制应该是供应链中的每一个成员都能获得更多利益的工具。因此，组织不仅需要在公司内部，而且还需要在作为其增值网络一部分的组织之间开发战略上一致的能力。此外，流程现在被视为资产，需要在成熟时进行投资和开发。因此，随着企业采用组织的过程观，过程成熟度的概念变得越来越重要（Lockamy和McCormack，2004）。
Collaborative Planning (CP) can be defined as a joint decision making process for aligning plans of individual Supply Chains (SC) members with the aim of achieving a certain degree of coordination (Stadler, 2009). Coordination means identification and classification of existing interdependencies (Li et al., 2002). Different coordination processes manage different types of interdependencies. Coordination should be considered different from integration in that where coordination takes the target for granted, integration often involves determining this target simultaneously with the aligning of allocation decisions (Oliva and Watson, 2010). Typical features of supply chain coordination processes include demand planning (DP), supply planning (SP), available-to-promise/ capacity-to-promise (ATP/CTP), manufacturing planning, distribution planning (DP), etc. Generally, the execution of process depends on proper information management. Coordination mechanisms in supply chain should be tools by which, every member of a supply chain can achieve more benefits. Thus, organizations need to develop strategically aligned capabilities not only within the company itself, but also among the organizations that are part of its value-adding networks. Additionally, processes are now viewed as assets requiring investment and development as they mature. Thus the concept of process maturity is becoming increasingly important as firms adopt a process view of the organization (Lockamy and McCormack, 2004).