Proceedings of the 12th European Conference on Knowledge ...

Mohamad Ali Feyz, Babak Akhgar and Hamidreza Shahbaznezhad
achieving this goal, a sequential blended methodology was applied. At <strong>the</strong> first step, <strong>the</strong> past literature
is reviewed and a primary framework generated. The primary framework considered two different
parts, first part is related to SCM and using SCOR model for finding and standardizing SCM related
processes and next one is for finding key knowledge areas in supply chain.
In <strong>the</strong> next step, <strong>the</strong> selected case was studied in order to complete <strong>the</strong> primary framework. “Iran
Khodro Co.“ as <strong>the</strong> selected case, has special characteristics for its size and extent. IKCO is <strong>the</strong>
leading company in car manufacturing in Iran and <strong>the</strong> Middle East and has many pr<strong>of</strong>essional experts
in <strong>the</strong> field <strong>of</strong> KM and SCM. Because <strong>of</strong> its size, IKCO has many suppliers and customers in Iran.
Having semi-structured interviews with experts in <strong>the</strong> field <strong>of</strong> this research in IKCO, <strong>the</strong> primary
framework was expanded fur<strong>the</strong>r. Seven experts were interviewed. The goal <strong>of</strong> <strong>the</strong>se interviews was
recognizing new steps and reorganizing <strong>the</strong> position <strong>of</strong> each step in <strong>the</strong> primary framework. Using
<strong>the</strong>matic analysis, text and voices <strong>of</strong> semi-structured interviews are reviewed carefully. Then <strong>the</strong>
meaningful sentences are inserted into a table. The rows <strong>of</strong> <strong>the</strong> mentioned table consist <strong>of</strong> different
concepts which are coded to reach specific classes. Finally, <strong>the</strong>se classes make some changes in <strong>the</strong>
steps in <strong>the</strong> primary framework. In <strong>the</strong> end, twelve university pr<strong>of</strong>essors were asked to evaluate <strong>the</strong>
framework using questionnaire in survey. All <strong>the</strong> steps and <strong>the</strong> priority <strong>of</strong> steps were accepted with
Content Validity Ratio (CVR) at least 0.6. After finalizing <strong>the</strong> framework, <strong>the</strong> selected case is surveyed
with <strong>the</strong> proposed steps and <strong>the</strong> results are presented.
4. Proposed framework
Before introducing <strong>the</strong> proposed framework, it is better to study <strong>the</strong> organization from a knowledge
mapping point <strong>of</strong> view. For managing knowledge in an organization more properly, it is advisable to
consider cultural, organizational, and technical infrastructures in <strong>the</strong> main processes. KM project
implementation requires cultural acceptance by employees. Thus, some efforts should be applied on
employees’ behavior for <strong>the</strong> acceptance <strong>of</strong> using KM. In addition <strong>the</strong>se projects require extensive
support and collaboration <strong>of</strong> senior managers within an organization in order to facilitate project
implementation. Intranet and information systems can also provide an effective approach for
transmitting information and knowledge. One <strong>of</strong> <strong>the</strong> knowledge mapping tools which can be used to
investigate <strong>the</strong> organization is <strong>the</strong> STORM model. From a strategic aspect, after identifying <strong>the</strong>
strategic gap, current state <strong>of</strong> organizational knowledge is identified in order to understand in which
area <strong>of</strong> <strong>the</strong> organization <strong>the</strong> knowledge gap exists.
The proposed framework is as follows:
First, identify <strong>the</strong> supply chain processes <strong>of</strong> specific department <strong>of</strong> an organization based on
SCOR model up to level n (for example up to level 3).
Equalize <strong>the</strong> tasks or activities <strong>of</strong> each processes with SCOR model and if required some
correction should be applied.
Identify key knowledge areas <strong>of</strong> <strong>the</strong> organization's specific department. Some tools such as
knowledge management models, frameworks, or related expert ideas can be applied.
Finally, discover <strong>the</strong> relationships between <strong>the</strong>se key knowledge areas and <strong>the</strong> supply chain
processes by utilizing <strong>the</strong> expert’s viewpoints, and prioritize <strong>the</strong> processes that include <strong>the</strong>se key
knowledge areas.
5. Case study findings
Nowadays, logistics play a critical role as a core competency in <strong>the</strong> competitive market for diverse
companies, especially for automotive companies which interact with several suppliers and distributors.
Iran Khodro Co. is <strong>the</strong> biggest car manufacturer in Iran and Middle East in designing and producing
automobiles, buses, minibuses, and trucks. This company is one <strong>of</strong> <strong>the</strong> top twenty car manufacturers
all around <strong>the</strong> world and organizes its operations so as to address <strong>the</strong> market requirements, enter in
<strong>the</strong> international markets, localize parts manufacturing, and finally, reaching <strong>the</strong> strategic goals <strong>of</strong> <strong>the</strong>
country. With regard to <strong>the</strong> volume and diversity <strong>of</strong> various products and <strong>the</strong> necessity <strong>of</strong> coordination
between all suppliers <strong>of</strong> parts and consumables, <strong>the</strong> supply chain topic has a specific importance and
priority to achieve optimum quality and objective cost management. Analyzing <strong>the</strong> semi-structured
interviews with experts in Iran Khodro Co. it was found out that <strong>the</strong> organizational supply chain suffers
some knowledge shortages in its logistics. Therefore, <strong>the</strong> processes in logistics area were studied and
identified. As figure 3 depicts, after identifying processes down to <strong>the</strong> third level <strong>of</strong> SCOR model, it
became apparent that <strong>the</strong> processes are in symmetry with SCOR model, and finally some
modifications were done in <strong>the</strong> processes . Some <strong>of</strong> <strong>the</strong>se processes were not related to <strong>the</strong> scope <strong>of</strong>
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