Affiliations: School of Industrial and Systems Engineering Georgia
Institute of Technology Atlanta, GA, USA. E-mail:
leon.mcginnis@isye.gatech.edu
Abstract: In transforming any large scale, complex, global supply network, a
key challenge is knowledge management. There are many stakeholders, spread
across a number of enterprise functions, whose decisions directly or indirectly
impact the success of the transformation. Typically, each stakeholder has
important, often tacit knowledge that in contemporary practice is difficult or
impossible to share effectively with other stakeholders, yet can be critical to
the success of the transformation. The intended "to be" state maybe defined
abstractly, but the full intent may not be explicitly understood by all
stakeholders. The lack of a complete coherent shared understanding of the to-be
state can have major repercussions in transformation decision making. The
challenge for global enterprises is to capture as much of the critical tacit or
implicit knowledge as is practical, so it can be vetted, shared, re-used, and
leveraged. This chapter introduces a methodology and a set of tools that can be
used to effect some aspects of knowledge capture, sharing and re-use in the
context of enterprise transformation, and illustrates their use with two examples.
