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Well-known self-healing systems that are used in practice today exist largely in the context of wireline telecommunications systems. Widespread and commercial deployment of self-healing in wireless networks is still in its early stages [Kant et al., 2002; Kant and Chen, 2005; Sadler et al., 2005]. A majority of the well-known self-healing mechanisms in existence today function within a single layer of the OSI stack, namely the physical layer. In addition, they employ the philosophy of resource redundancy for handling failures; in other words, certain pieces of equipment are dedicated to providing backup functions solely for the purpose of restoration/failure handling. This results in a requirement for standby equipment that remains idle during normal working conditions. In the event of a network equipment failure, an automatic switchover occurs from the malfunctioning or failed equipment to the standby equipment. For this reason, this self-healing mechanism is also referred to as an APS (Automatic Protection Switching) mechanism. Examples of widely used APS self-healing mechanisms in use today are SONET self-healing rings, Bidirectional Line Switched Rings (BLSRs) [Wu, 1992], and so on. Another speci c example of APS in traditional wireline networks was illustrated in Section 7.4.1.3 (Step 3.1.1.1); the example there discussed routers that are deliberately not run at full capacity and that have several interfaces that are kept idle intentionally to serve as standby in case of failures. While the main advantage of an APS philosophy is the excellent response time (with a typical restoration delay of less than 50 msec), it has several disadvantages from the perspective of MANETs:

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Let s better understand the concepts of inter rm costs those costs outside a company s four walls that are between and among trading partners This is the nancial transparency organizations crave Today a company can only see its suppliers invoice prices not its suppliers costs and pro t margins behind the prices There is confusion with the term collaborative management Some consultants and software vendors claim to offer products and services for value chain management, but with critical inspection these are usually limited tools incomplete solutions to dif cult questions like How can we price our products to maximize category volumes and pro ts Traditional supply chain software tools focus on optimizing transaction management without a clear understanding of the key drivers of pro t These tools may not even qualify as suboptimizers.

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Component Diagram Component diagrams are used to structure components in software systems. They examine and manage dependencies between components or between interfaces of components. Components in UML are physical, such as source code files, libraries, dynamic components, or executable programs. Figure 2.36 is an example of a component diagram in which six software components depend upon each other. Business modeling does not utilize this diagram directly; it is a part of UML specially designed for software engineering (which in turn could implement the support for a business model).

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They leave organizations with little insight into what drives value chain performance and how it can be pro tably improved Let s differentiate between a supply chain and a value chain: A supply chain is a network of autonomous or semi-autonomous business entities, collectively responsible for procurement, manufacturing, and distribution activities associated with one or more families of related products It is simply the result of adding work (and costs) across the chain to ful ll end-consumers desires A value chain describes how businesses receive raw materials as input, add value to the raw materials through various processes, and sell nished products to customers Various companies making pro ts along the chain accomplish this effort It is an economic value creation chain Today, each participant in the value chain, including each step it performs, is increasingly scrutinized for the value it adds to the process.

As part of a seminar on decision analysis conducted for a private company, the seminar leader included a demonstration called the verbal uncertainty exercise . This exercise was designed to show that different individuals assign very different probabilities to the same qualitative expressions. In the exercise the seminar participants were individually asked to assign probabilities to common expressions, such as very likely to occur , almost certain to occur , etc. The seminar leader had just completed the demonstration and was about to move on to another topic when the president of the company said, Don t remove that slide yet. He turned to one of his vice presidents and, in essence, said the following: You mean to tell me that last week when you said the Baker account was almost certain, you only meant a 60 to 80% chance I thought you meant 99%! If I d known it was so low, I would have done things a lot differently (from Merkhofer, 1987).

Weak performance will likely lead to removal from the chain Everyone in a value chain ideally must be a high performer Rather than having a brick wall separating the supplier and buyer knowledge of each other, there should be continuously looping decision support information with nancial intelligence between (and among) trading partners VCA supported with ABC data provides that communication medium Many supply chain software products, when their solutions are stripped to their core, are merely fancy schedulers or inventory optimizers rather than whole solutions They are operations only systems that manage information about product ow from suppliers to users, but they do not necessarily improve pro ts or reduce expense The goal is to eliminate expenses, not to shift them else-.

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