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JavaWeb航空订票系统是一种利用Java技术开发的网络应用程序，主要功能是为用户提供在线的航班查询、预订、支付等服务。这种系统通常采用MVC（Model-View-Controller）架构模式，将业务逻辑、数据展示和用户交互分离，提高系统的可维护性和可扩展性。在JavaWeb开发中，首先会使用IDE（集成开发环境）如Eclipse或IntelliJ IDEA进行项目创建，选择Web项目类型，然后配置相关的服务器，如Tomcat或Jetty，这些服务器用于运行和部署Web应用。系统的核心部分通常包括以下几个组件： 1. 数据库管理：航空订票系统需要存储大量的航班信息、乘客信息、订单状态等数据，因此会使用数据库管理系统，如MySQL或Oracle。开发者会使用SQL语句进行数据操作，并可能使用ORM（对象关系映射）框架如Hibernate或MyBatis，使得数据库操作更加便捷和面向对象。 2. 后端开发：后端主要负责处理HTTP请求，执行业务逻辑，与数据库交互。这部分通常用Java的Servlet和JSP（JavaServer Pages）技术实现，Spring框架可以用来管理后端组件，提供AOP（面向切面编程）和DI（依赖注入）等功能，增强代码的可测试性和可维护性。 3. 前端界面：前端使用HTML、CSS和JavaScript构建用户交互界面，Bootstrap或Vue.js等前端框架可以提高开发效率，提供美观且响应式的页面布局。AJAX技术用于异步数据交互，提升用户体验。 4. 模块化设计：系统通常划分为多个模块，如用户管理、航班管理、订单管理等，每个模块负责特定的功能。这样的设计便于团队协作，也利于后期的系统升级和优化。 5. 安全机制：考虑到航空订票涉及敏感的个人信息和财务交易，系统需要具备安全措施，例如使用HTTPS协议加密通信，防止数据泄露；使用Session和Cookie管理用户登录状态，防止未授权访问；使用验证码防止恶意攻击。 6. 支付集成：系统需要与第三方支付平台如支付宝、微信支付等进行接口对接，实现在线支付功能。这通常涉及到API调用和回调处理，需要处理支付状态的同步和异步更新。 7. 测试与调试：在开发过程中，单元测试、集成测试和性能测试都是必不可少的，JUnit和Mockito等工具可以帮助开发者进行测试。日志记录和错误处理机制也有助于问题的定位和修复。 8. 部署与运维：完成开发后，系统需要部署到服务器上，这里可能涉及Docker容器化部署，使用Nginx等反向代理服务器进行负载均衡，以及监控和性能优化等运维工作。基于JavaWeb的航空订票系统是一个涵盖多种技术、涉及多方面知识的复杂项目，它融合了数据库管理、前后端开发、网络安全、支付接口等多个领域，体现了Java技术在构建大型Web应用中的强大能力。

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tolo航空订票系统

文献综述航空公司国内机票售票系统-080609.doc 28KB

开题报告航空公司国内机票售票系统-080609.doc 34KB

文献综述航空公司国内机票售票系统.doc 50KB

任务书航空公司国内机票售票系统-080609.doc 14KB

文献翻译航空公司国内机票售票系统.doc 42KB

航班网上订票系统.doc 29KB

1-Performance prediction of component-based applications.pdf 323KB

航空售票系统课后代码.rar 9.1MB

毕业论文航空公司国内机票售票系统.doc 392KB

开题报告航空公司国内机票售票系统.doc 57KB

tolo航空公司营业员柜台系统.zip 2.68MB

毕业论文航空公司国内机票售票系统.doc 480KB

航空订票系统毕业设计.doc 18KB

2-Integration of Web Services technology with business models within.pdf 547KB

+ Models

COMIND-1922; No of Pages 12

Integration of Web Services technology with business models within

the total product design process for supplier selection

Jiachen Hou, Daizhong Su

Advanced Design and Manufacturing Engineering Center, School of Built Environment, Nottingham Trent University,

Burton Street, Nottingham NG1 4BU, UK

Accepted 27 April 2006

Abstract

Supplier selection plays a vital role in the process of product development. The purpose of this research is to integrate the state of the art Web

technologies with business theories to establish a Web-based distributed environment for supplier selection. A Web Services-oriented multi-

possibility supplier selection system has been developed, which helps manufacturers to make decisions for selecting supplier more effectively and

accurately. The business theories and analytic hierarchy process approach have been applied in combination with Web Services and J2EE

Technology in the system. In this paper, a brief review of the current supplier selection issues are addressed ﬁrst, followed by the presentation of the

methodologies employed and description of the system structure and main features, an example is given in the end.

Keywords: Web Services; Supplier selection; Business models; Enterprise JavaBeans; Analytical hierarchy process

1. Introduction

Nowadays, with the rapid development of technologies and

turbulent market environment, organizations shift their con-

ventional way of running business, from product-driven to

demand-driven. Hence, manufacturing industry is challenged

with the task of designing customized products in a timely and

cost-efﬁcient manner. Supplier selection has been stressed as

one of the most crucial issues in the process of product design

[1–3]. It is important for manufacturers to spend the least time

to ﬁnd the best suppliers in order to achieve competitive

advantages [4].

The relationship between manufacturers and suppliers is

inﬂuenced by the level of dependency of the one on the other

and the degree of turbulence in the market [5]. In general, a

manufacturer can have different types of relationships with

suppliers for different purposes and must be able to match

the optimal type of relationship to various product, market,

and supplier conditions [1]. Traditionally, potential suppliers

are evaluated on several criteria such as technical capability,

material selection, production technology, costs, product

quality, service and geographical location [6]. Extensive

research reveals that the selection of suppliers not only is a

technical decision, but also need to consider several factors

from business perspective [4,7]. As a business decision, an

organization’s vision, mission, priority and criteria must be

taken into consideration. With regard to these issues, tangible

criteria inevitably need to be counted, such as pricing structure,

delivery capability, product quality, technology capability,

service issues, etc. In addition, intangible factors also need to be

taken into account, such as affects by the external changes.

However, little has been done to integrate organization’s

development strategies with supplier selection criteria. In fact,

research in integration of business theories into manufacture

procedure has been far behind the development of each

individual area of business and manufacture.

In order to ﬁll in the gap, a Web Services-oriented multi-

possibility supplier selection (WMPSS) system has been

developed to help manufacturers to identify suitable suppliers

for the components, materials and services required within the

procedure of product design and manufacture. In the

development of the WMPSS, the business models and the

analytic hierarchy process (AHP) approach are integrated with

www.elsevier.com/locate/compind

Computers in Industry xxx (2006) xxx–xxx

* Corresponding author. Tel.: +44 115 848 2306; fax: +44 115 848 6506.

E-mail addresses: Jiachen.hou@ntu.ac.uk (J. Hou), daizhong.su@ntu.ac.uk

(D. Su).

doi:10.1016/j.compind.2006.04.008

Please cite this article as: Jiachen Hou, Daizhong Su, Integration of Web Services technology with business models within the total product

design process for supplier selection, Computers in Industry (2006), doi:10.1016/j.compind.2006.04.008

the state of the art Web-related computing technolog ies

including Web Services and J2EE.

2. Methodologies applied for developing the WMPSS

system

2.1. Concept generation for the supplier selection system

Supplier selection is generally a lengthy evaluation process.

In viewing the existing weaknesses in the process of suppl ier

selection, to apply appropriate business theories into the

supplier selection procedure would be an important issue for

manufacturers to select the best suppliers under the changeable

environments. It is crucial to investigate and analysis existing

business concepts ﬁrst before generating a solution to overcome

the weaknesses.

Strategy is a major concern for manufacturers to meet the

needs of markets within the global changing environment.

Porter highlighted the importance and relevance of competitive

strategies [8]. These strategies exploit opportunities and

strengths, neutralize threats, and avoid weaknesses [9,10].

Johnson and Scholes deﬁned that strat egy is the direction and

scope of an organization which achieves advantage for the

organization through its conﬁguration of resources within a

changing environment to meet the needs of markets [11].

Although there are very broad generalizations in strategies, the

strategies need to be tailored to meet a particular purpose.

According to different market position and development

directions, the manufacturers can position themselves in a

number of ways within the industry; consequently, their

products can be placed into different market positions with

different strategies.

Bearing in mind, based on Porter’s competitive theory, the

authors allocated the competitive strategies into three types for

this supplier selection system, they are Unique focus strategy,

Speed focus strategy, and Cost focus strategy. In pursuing

competitive advantages, a manufacturer also has to choose its

scope, whether it will target a particular segment or go for a

broad market. These choices deﬁne four basic approaches to

competitive advantages illustrated in Ansoff’s alternative

directions for strategy development [12]. Based on these

issues, a set of competitive strategies with produc t market

positions (CSMPM) matrices is proposed. The CSMPM

matrices focus on the general supplier selection criteria

incorporating with related business theories, which provide

three essential strategies with four traditional produc t position

directions. The detail descriptions are given in Section 3.4.2.

The matrices would make a reliable and ﬂexible comparison for

manufacturers to select proper suppliers under various

situations. An example of applying the matrices into supplier

selection procedure is illustrated in Section 4.

2.2. Research methodology

The research carried out for this new supplier selection

system is exploratory in nature, it is imperative to choose a

proper research strategy in order to collect primary information

regarding to supplier selection criteria in terms of various

strategies in combination with product market positions. It will

draw from these ﬁndings to deliver a working deﬁnition and

characteristics list of disruptive innovation for use by this Web

Services-oriented supplie r selection system.

A survey method is required in order to implement this

primary research. Oppenheim et al. mentioned that any survey

could be seen as a set of logical steps that will enable surveyor

to measure the needed variables. Once the survey method was

selected, some data collection techniques could be used, such as

personal interview, telephone interview, and mail questionnaire

[13,14]. The closed questionnaire is applied in this research.

The authors designed 12 ranking questions, which based on the

tangible supplier selection criteria with the business level

development strategies and potential product market posi tions.

The assessments for each criterion have been explained in

details to the respondents within the covering letter. The results

are used to develop twelve initial CSPMP matrices (see Section

3.4.2). The following question is taken from the questionnaire,

the respondents are asked their beliefs about the most important

criterion for new product in the new market under the speed

focus strategy.

Please rank each of the criteria listed below in order of

importance for supplier selection. Name the most important, 9;

the next, 8; and so on. If a criterion has no important at all,

please leave blank.

In this research, 300 questionnaires are emailed to 60 SMEs.

At the end, 95 questionnaires are returned, and with all the

questions answered, there are no ineligible and unreachable

questions in this research. The response rate is more than 30%.

The Microsoft Excel is utilized to analyse the responses.

2.3. Evaluation method based on the analytic hierarchy

process (AHP) approach

Many tangible and intangible factors exist in the supplier

selection procedure. A measurement method is needed in order

to evaluate potential suppliers. Several techniques exist for

suppliers selection, such as liner-weighting models, Network

models, Goal Programming, and artiﬁcial intelligence-based

models [15,16]. Choy et al. developed an intelligent supplier

J. Hou, D. Su / Computers in Industry xxx (2006) xxx–xxx2

+ Models

COMIND-1922; No of Pages 12

Please cite this article as: Jiachen Hou, Daizhong Su, Integration of Web Services technology with business models within the total product

design process for supplier selection, Computers in Industry (2006), doi:10.1016/j.compind.2006.04.008

management tool using case-based reasoning and neural

network techniques to select and benchmark suppliers within

the new product development process [17]. Karthik et al.

presented a rapid application development (RAD) model,

which was used to develop software applications within a short

time frame that intend to identify a suitable manufacturing

process and suppliers [18]. Using Activity Based Costing

incorporate with fuzzy data, Dogan and Sahin examined

supplier selection problems under the uncertainty conditions

[19]. Kwong et al. introduced a scoring method combined with

fuzzy expert systems for supplier assessment in order to reduce

human judgement errors [20]. Weber demonstrated the use of

data envelopment analysis (DEA) as a tool for measuring the

performance of suppliers on multiple criteria and for use in

supplier negotiations [21]. Applying analytic hierarchy process,

Masella and Rangone proposed four different supplier sel ection

systems based on the time frame (long time and short time) and

contents (logistic and strategic) of the operative supplier/

customer relationships [22]. Barbarosoglu and Yazgac pre-

sented the use of the AHP to deal with imprecision in supplier

choice, which circumvents the difﬁ culty of having to provide

point estimates for criteria weights as well as performance

scores in the basic linear weighting model [23].

Each technique has advantages and disadvantages; AHP has

been widely applied among these techniques. The use of

analytic hierarchy process (AHP) is not restricted to a

particular business function, in fact AHP has been applied

to support decision-making in many ﬁelds such as project

management [24], production planning [25], production

logistics [26,27] etc. A number of beneﬁts for using AHP

are obvious, such as providing a realistic description of the

problem, supporting group decision-making, structuring the

decision-making process, incorporating both quantitative and

qualitative factors, e tc. [22–27]. In this research, the AHP

approach is adopted. Apart from its successful records of

accomplishment in industries, AHP a pproach is more

appropriate in relate to the nature of the business model

proposed by the authors in comparison with other techniques.

Further analysis of these techniques is outside the scope of this

paper, therefore, there is n o need to p resent more detail

investigation here.

The AHP approach was developed by Saaty, which is a

decision-making method for prioritizing alternatives when

multiple criteria are considered. The approach consists of three

hierarchy levels, including goal, criteria, and alternatives. It

offers a method to rank alternative courses of action based on

the decision maker’s judgments concerning the importance of

the criteria and the extension to whi ch they are met by each

alternative [28].

Based on the AHP approach, an evaluation method has been

developed for this research. Within the CSPMP matrices, the

goal is to select the best supplier under various conditions, the

criteria are various factors under different strategies with

potential product market positions, and the alternative is the

number of the suppliers who need to be evaluated. According to

the princi ple of the AHP, the following procedure were applied

to the CSPMP system:

1. Specify a set of tangible criteria for evaluating potential

suppliers, such as Quality, Cost, Technology, Production

capacity, Production facilities, Time & Location, and

Performance & Services. Each of which contains detailed

measurements to examine each individual criterion.

2. Conﬁrm the pair-wise comparisons using the fundamental

Satty’s scale [28] for the comparative judgments.

3. Set up pair-wise comparisons of the relative importance of

the criteria in achieving the best supplier under different

strategies with product market positions, and compute the

priorities or weights of the criteria based on this information,

namely, pre-establish matrices for comparison of criteria in

terms of various sorts of CSPMP. Table 1 shows a decision

matrix which illustrates NPEM (new product with existing

market) under the Unique focus strategy.

Table 1 indicated the data of a decision matrix where a set

of A alternatives under the NPEM with Unique strategy:

UNPEMq

(denotes alternative quality), A

UNPEMps

(denotes

alternative perform ance & service), A

UNPEMt

(denotes

alternative technol ogy),..., A

UNPEMpf

(denotes alternative

production facilities); a set of C criteria under the NPEM

with Unique strategy: C

UNPEMq

(denotes criteria quality),

UNPEMps

(denotes criteria performance & service),C

UNPEMt

(denotes criteria technology),...,C

UNPEMpf

(denotes criteria

production facilities); and a set of S comparisons under the

NPEM with Unique strategy (Supplier comparisons in terms

of alternatives and criteria) S

UNPEMqq

, ..., S

UNPEMpfpf

. The

matrix reﬂects the importance of each alternative in

inﬂuencing the overall criteria, for example, if a criterion

UNPEMps

has a speciﬁc numerical value (S

UNPEMpsq

)with

J. Hou, D. Su / Computers in Industry xxx (2006) xxx–xxx 3

+ Models

COMIND-1922; No of Pages 12

Please cite this article as: Jiachen Hou, Daizhong Su, Integration of Web Services technology with business models within the total product

design process for supplier selection, Computers in Industry (2006), doi:10.1016/j.compind.2006.04.008

Table 1

Decision matrix for NPEM under the Unique focus strategy

Alternative Criteria

UNPEMq

UNPEMps

UNPEMt

UNPEMrd

UNPEMc

UNPEMlt

UNPEMpc

UNPEMpf

UNPEMq

UNPEMqq

UNPEMqps

UNPEMqt

UNPEMqrd

UNPEMqc

UNPEMqlt

UNPEMqpc

UNPEMqpf

UNPEMps

UNPEMpsq

UNPEMpsps

UNPEMpst

UNPEMpsrd

UNPEMpsc

UNPEMpslt

UNPEMpspc

UNPEMpspf

UNPEMt

UNPEMtq

UNPEMtps

UNPEMtt

UNPEMtrd

UNPEMtc

UNPEMtlt

UNPEMtpc

UNPEMtpf

UNPEMrd

UNPEMrdq

UNPEMrdps

UNPEMrdt

UNPEMrdrd

UNPEMrdc

UNPEMrdlt

UNPEMrdpc

UNPEMrdpf

UNPEMc

UNPEMcq

UNPEMcps

UNPEMct

UNPEMcrd

UNPEMcc

UNPEMclt

UNPEMcpc

UNPEMcpf

UNPEMlt

UNPEMltq

UNPEMltps

UNPEMltt

UNPEMltrd

UNPEMltc

UNPEMltlt

UNPEMltpc

UNPEMltpf

UNPEMpc

UNPEMpcq

UNPEMpcps

UNPEMpct

UNPEMpcrd

UNPEMpcc

UNPEMpclt

UNPEMpcpc

UNPEMpcpf

UNPEMpf

UNPEMpfq

UNPEMpfps

UNPEMpft

UNPEMpfrd

UNPEMpfc

UNPEMpﬂt

UNPEMpfpc

UNPEMpfpf

respect to criterion C

UNPEMq

, the A

UNPEMq

has the reciprocal

value (S

UNPEMqsp

) when compared to C

UNPEMps

4. Set up supplier comparison, this process is identical to the

procedure used to develop the criteria comparison matrix.

The only difference is that there is a supplier comparison

matrix for each criterion. Therefore, the decision maker

compares each pair of suppliers with respect to the tangible

criterion, and all suppliers must be compared pair-wise for

each criterion. The decision maker uses own personal

judgement to make the requi red pair-wise comparisons ,

compares each pair of suppliers with respect to the tangible

criterion. This is repeated for the whole criteria, and all

suppliers must be compared pair-wise for each criterion.

5. Calculate the ﬁnal results according to the rating marks from

criteria and supplier comparison respectively. This is

constructed by using the relative importance of the

alternatives in terms of each criterion, nam ely, the CA

matrix as shown in Table 1 (where C is the number of criteria

and A is the number of alternative), and the results of these

multiplications are added together to compute the ﬁnal

scores. According to Satty, the best supplier alternative is the

one that satisﬁes the following expression:

SUNPEM ¼ max

j¼1

UNPEMij W j; i ¼ 1; 2; 3 ; ...

where N is the number of decision crite ria, UNPEMij is the

actual value of the ith alternative in terms of the jth criterion

under the unique focus strategy with the development direc-

tion of new product in an existing market, and Wj is the

weight of importance of the jth criterion. The sum of

SUNPEM is equal to one. In this case, the greater scores

of suppliers, the better is a potential supplier under that

condition.

The relative importance of the supplier selection factors will

depend upon the strategies with product market position which

the decision marker is pursuing. When a decision marker

pursues a unique focus strategy, for example, strong R&D, high

quality and technical capability may be more important than

price, delivery and location. Conversely, a decision marker

would probably emphasize price and location more than the

other factors if the Cost focus strategy is pursued. Taking the

NPEM and the EPNM matrices with an example to illustrate the

procedures above will be shown in Section 4.

2.4. Web-based technology utilized in the system

Lack of interoperability is a vital bottleneck for many Web-

based systems. In order to enhance the capability of this

supplier selection system, it is necessary to utilize the state of

the art Web-based technology to develop a heterogeneous

environment for people who are involved in the process of

supplier selection . Web Services and J2EE technologies have

been chosen to implement the system.

Web Services technology was developed and widely

supported by many major high–tech vendors, such as IBM,

Sun Microsystems and BEA Systems [30–32]. It has been

considered as an excellent technology to solve distributed

computing challenges for manufacture in the Internet area. The

Web Services can take the advantages of distributed operating

systems and use computing power efﬁciently and cooperatively.

It provides a user-centric computing environment that integrates

multiple applications running on various operating systems

behind the corporate ﬁrewall. [29–32]. The Extensible Markup

Language (XML), Simple Object Access Protocol (SOA), Web

Services Description Language(WSDL) and Universal Descrip-

tion, Discovery and Integration (UDDI) standards form the

backbone of Web Services technology [29–32].

Due to concurrency, consistency, reliability, security and

distribution issues, it is crucial to apply right technologies for

the Web Services implementation. The JavaTM 2 Platform,

Enterprise Edition (J2EETM) provides architecture for

distributed enterprise appl ications. As the member of the

J2EE family, several middle-tier technologies included

Servelts, JavaServer Pages(JSPs), and Enterprise JavaBean-

s(EJBs) have been utilized in the implementation of this Web

Sevices-based supplier selection system [29–35].

3. The WMPSS system

3.1. System overview

The system contains two major parts: Reference system and

CSPMP (competitive strategies with product market positions)

matrices. The purpose of this system is to aid manufacturers to

effectively make decision for supplie r selection and strengthen

collaboration between people of all functions who are involved

in the procedure of product development. The system breaks

the barriers between geographically dispersed teams and

partners who are using incompatible computing languages and

equipment, which enables ﬁrms to be ﬂexible identify and to

efﬁciently shift their business or production directions under

the turbulent external environment. This will enhance

manufacturers’ efﬁciency and ﬂexibility, and allow them to

avoid or minimize risk when external conditions change . The

main features of this system different from existing supplier

selection systems are: (1) the ability to access and evaluate

suppliers’ information immediately regardless of geographic

location or IT infrastructure, this is achieved by combination of

Web Services with J2EE technology which enable the system to

have following features: scalability, heterogeneity and reusa-

bility; (2) based on the survey results, twelve pre-deﬁned

matrices that integrate CSPMP to help ﬁrms to adjust their

direction in a strategic and reliable manner; (3) an accurate and

reliable comparison and assessment of suppliers based on the

pre-deﬁned matrices, AHP approach and Web-enabled tech-

nologies, and (4) the ability to effectively take various business

strategies and product market positions into consideration.

The working procedure shown in Fig. 1 is operated within

the Web Services oriented environment. Team members play

different roles in the process of product design; each of them is

a specialist in one or more areas, they may located dispersedly

with different privilege o f accessing the supplier selection

J. Hou, D. Su / Computers in Industry xxx (2006) xxx–xxx4

+ Models

COMIND-1922; No of Pages 12

Please cite this article as: Jiachen Hou, Daizhong Su, Integration of Web Services technology with business models within the total product

design process for supplier selection, Computers in Industry (2006), doi:10.1016/j.compind.2006.04.008

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