Cover -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- PART I. FOCUS ON COLLABORATIVE PRACTICES -- Chapter 1. Modeling the SC Collaboration-Performance Relationship in Empirical Research -- 1.1. Introduction: the SC collaboration-performance relationship in question -- 1.1.1. How to recognize a model linking SC collaboration to performance -- 1.1.2. In search of an appropriate perspective for modeling the SC collaboration-performance relationship -- 1.1.3. Structure of the chapter -- 1.2. Analyzing the SC collaboration-performance link in empirical research -- 1.2.1. Clarifying the range S of collaborative practices for the measurement of the SC collaboration construct -- 1.2.2. The SC collaboration-performance model as a unit of analysis -- 1.3. Towards a categorization of empirical studies on the SC collaboration-performance linkage -- 1.3.1. Paper selection methodology and its characteristics -- 1.3.2. Comparing empirical research according to the level of organizational commitment in collaboration -- 1.3.3. A contingency chart of SC collaboration-performance models -- 1.4. Summary and conclusion -- 1.5. Bibliography -- Chapter 2. Information-sharing Practices and their Impacts on Supply Chain Performance -- 2.1. Introduction -- 2.2. Role of information and IS in supply-chain collaboration -- 2.2.1. Information and information systems -- 2.2.2. IS and IT for information exchange and business process integration -- 2.2.3. Contribution of IT/IS to supply-chain performance -- 2.2.4. Conclusion -- 2.3. Role of content and conditions in information sharing -- 2.3.1. Content of shared information and performance -- 2.3.2. Conditions of information exchange and performance -- 2.4. Conceptual framework for questioning information-sharing practices -- 2.4.1. Nature of information to share.

2.4.2. Structure of the questioning framework -- 2.4.3. Theoretical construct: organization configuration -- 2.4.4. Theoretical construct: information-sharing practice -- 2.5. Illustration: examples of analysis -- 2.5.1. Sample analysis -- 2.5.2. Mapping companies according to information-sharing practices -- 2.5.3. Influence of information sharing on perceived performance -- 2.5.4. Concluding remarks -- 2.6. Conclusion -- 2.7. Bibliography -- Chapter 3. Modeling and Evaluation of Industrial Practices' Impacts on Performance -- 3.1. Objectives -- 3.2. Characterization of global performance -- 3.2.1. Economic performance -- 3.2.2. Environmental performance -- 3.2.3. Social performance -- 3.3. Characterization models for supply chain practices -- 3.3.1. A characterization model for collaborative practices -- 3.3.2. A characterization model for sustainable practices -- 3.4. Characterization of relationships between practices and their impacts on performance -- 3.4.1. Relationships between collaborative practices and economic performance -- 3.4.2. Relationships between sustainable practices and global performance -- 3.5. Conclusion -- 3.6. Bibliography -- PART II. FOCUS ON STRATEGIC ALIGNMENT OF INFORMATION SYSTEMS -- Chapter 4. Inter-organizational Strategic Alignments in a Jewelry Supply Chain using RFID: a Case Study -- 4.1. Introduction -- 4.2. IT as a key issue for supply chain performance -- 4.2.1. Coordination and integration: two key words for SCM -- 4.2.2. IT: one essential enabler of supply chain integration -- 4.3. Strategic alignment in a supply chain -- 4.3.1. The strategic alignment model -- 4.3.2. Strategic alignment and performance in the supply chain -- 4.4. RFID -- 4.4.1. RFID technology -- 4.4.2. The benefits and problems with RFID -- 4.4.3. RFID in supply chains -- 4.5. Case study methodology -- 4.5.1. Methodology overview.

4.5.2. Description of the case study -- 4.5.3. The case study analysis -- 4.6. Intra- and inter-organizational strategic alignment routes -- 4.7. Conclusion -- 4.8. Bibliography -- Chapter 5. Ontology of SCOR for the Strategic Alignment of Organizations and Information Systems -- 5.1. Introduction -- 5.2. Background -- 5.2.1. Enterprise modeling and ontology -- 5.2.2. Ontology and alignment -- 5.2.3. Business modeling languages and business models -- 5.2.4. SCOR reference model -- 5.3. SCOR model and its representations in XML (ARIS and OWL) -- 5.3.1. SCOR meta-model -- 5.3.2. SCOR/ARIS -- 5.3.3. SCOR/OWL -- 5.4. Use of business models and ontology for strategic alignment -- 5.4.1. Comparison of three representations of SCOR -- 5.4.2. Knowledge-adding and -reasoning with SCOR ontology -- 5.4.3. Consequences for inter-organizational alignment -- 5.5. Conclusion -- 5.6. Bibliography -- PART III. FOCUS ON COORDINATION MECHANISMS -- Chapter 6. Analysis of Strategic Behaviors within Supply Chains: Complementarity between Modeling and Experimentation Methodologies -- 6.1. Introduction -- 6.2. Methodological approaches -- 6.2.1. Modeling methodology based on the use of game theory -- 6.2.2. Experimental economics methodology -- 6.3. Scientific protocol and a specific case study -- 6.3.1. The basic model under study -- 6.3.2. Application of game theory -- 6.3.3. Application of experimental economics methodology -- 6.4. Conclusion -- 6.5. Bibliography -- Chapter 7. Coordination Mechanism as a Mitigation Action to Manage Supply Chain Risks -- 7.1. Risk management in supply chains -- 7.2. A SC model -- 7.3. Using a coordination mechanism as a risk mitigation action -- 7.3.1. Coordination in SCs -- 7.3.2. A buyer-vendor coordination mechanism based on historical risk data -- 7.3.3. A multi-criteria analysis for the definition of an ordering policy.

7.4. A PN model of SC networks subject to operational risks -- 7.4.1. PNs in SC management -- 7.4.2. The model -- 7.5. Numerical results on the buyer-vendor coordination -- 7.6. Conclusion -- 7.7. Bibliography -- Chapter 8. Simulation of Trust in Supply Chains -- 8.1. Introduction -- 8.2. Literature review: the impact of trust on information-sharing and collaboration -- 8.2.1. Evolution of trust in the human sciences -- 8.2.2. Objects of trust -- 8.2.3. Conclusion -- 8.3. Literature review: from trust in the organization to trust in interorganizational relationships -- 8.3.1. Is trust useful for business? -- 8.3.2. Trust in inter-organizational settings -- 8.3.3. Trust and inter-organizational information-sharing in a SC -- 8.4. The trust model: criteria and variables to define trust -- 8.4.1. The measurement scale -- 8.4.2. The criteria for measuring trust -- 8.4.3. The criteria -- 8.5. The trust model: the proposed trust model -- 8.5.1. Behavior as regards trust and information exchange -- 8.6. Literature review: trust as seen by computer scientists -- 8.7. The simulation model -- 8.7.1. Background on multi-agent simulations of SCs -- 8.7.2. The trust simulation model -- 8.8. Simulation model: the case study -- 8.8.1. Scenario 1 -- 8.8.2. Scenario 2 -- 8.8.3. Scenario 3 -- 8.8.4. Scenario 4 -- 8.9. Conclusion and perspectives -- 8.10. Bibliography -- Chapter 9. Value of Lead Time and Demand Information Sharing in Supply Chains -- 9.1. Introduction -- 9.2. Literature review -- 9.2.1. Survey of upstream IS -- 9.2.2. Survey of downstream IS -- 9.3. Upstream IS -- 9.3.1. Model -- 9.3.2. Setting the parameters -- 9.3.3. Results -- 9.3.4. Conclusion on upstream IS -- 9.4. Downstream IS -- 9.4.1. Model -- 9.4.2. Results -- 9.5. Conclusion -- 9.6. Bibliography.

Chapter 10. Coordination of Replenishment Policies: Game Theory and Uncertainty in Supply Chains -- 10.1. Introduction -- 10.2. Method of investigation -- 10.2.1. Model of SC studied -- 10.2.2. Numerical experimentations -- 10.3. Game theory analysis of the coordination of ordering strategies -- 10.3.1. Details on attitudes towards customer service levels and risk -- 10.3.2. Details on the application of game theory -- 10.3.3. Results of the coordination game -- 10.4. Discussion -- 10.5. Conclusion -- 10.6. Appendix: raw data obtained from numerical experimentations -- 10.7. Bibliography -- List of Authors -- Index.