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ELC 200

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Title: ELC 200


1
ELC 200
  • Day 12

2
Agenda
  • Questions from last Class?
  • Assignment 3Corrected
  • 4 As, 8 Bs and 2 Cs
  • I am not looking for generic textbooks answer but
    answers that are specific to your business.
  • 5 Days till Daytona Beach Bike Week
  • http//www.daytonachamber.com/bwhome.html
  • Today we will finish discussing Company-Centric
    B2B and Collaborative Commerce
  • Thursday we will be talking about how to write an
    eBiz Plan
  • The completed eBiz plan is worth 22 of your
    grade

3
Buy Side E-MarketplacesReverse Auctions
  • Buy-side e-marketplacea Web-based marketplace
    in which a buyer opens an electronic market on
    its own server and invites potential suppliers to
    bid on the items the buyer needs also called the
    reverse auction, tendering, or bidding model
  • Request for quote (RFQ)the invitation to a
    buy-side marketplace (reverse auction)

4
Exhibit 5.6Buy-Side B2B Market Architecture
5
Conducting Reverse Auctions
  • Reverse auctions administered from a companys
    Web site
  • Bidding process lasts a day or more
  • Bidders may bid only once or view the lowest bid
    and rebid several times
  • Increasing number of reverse auction sites makes
    it impossible for suppliers to monitor all of
    them
  • Online directories list open RFQs
  • Use software search-and-match agents to reduce
    the human burden in the bidding process

6
Bidding Through a Third-Party Auctioneer
Freemarkets.com
  • United Technologies Corp. needs suppliers to make
    24 million worth of circuit boards
  • 2,500 suppliers are identified as possible
    contractors
  • List is submitted to FreeMarkets
    (freemarkets.com)
  • http//www.ariba.com/

7
Freemarkets.com (cont.)
  • FreeMarkets reduced the list to 50, based on
    considerations including
  • Plant location
  • Size of supplier
  • Plant capacity
  • Customer feedback
  • Detailed evaluation of the candidates

8
Freemarkets.com (cont.)
  • 3-hour auction conducted of online competitive
    bidding
  • First bid was seen by all bidders
  • Using reverse auction approach, the bidders
    reduced their bids
  • Comprehensive analysis of several of the lowest
    bidders
  • Then recommended the winners and collected its
    commission fees
  • Results
  • Original specification of 24 million was reduced
    to 18 million

9
Procurement Revolution at GE
  • TPN (now part of gxs.com)
  • Purchasing was inefficienttoo many
    administrative transactions
  • Process for each requisition took 7 days to send
    to bidders
  • Complex and time-consuming
  • Could only send out bids for 2 or 3 suppliers
  • Trading Process Network (TPN)electronic bids
  • Entire process takes 7 days (for suppliers to
    bid)
  • 2 hours to send information to suppliers (7 days
    before)
  • Evaluate and award bids same day

10
Procurement Revolution at GE (cont.)
  • Benefits to GE
  • Labor declined 30 and material costs declined
    5-50--wider base of suppliers online
  • Redeployment of 50 of the staff
  • Takes half the time to identify suppliers,
    prepare a request for bid, negotiate a price, and
    award the contract
  • Invoices automatically reconciled reflecting
    modifications

11
Procurement Revolution at GE (cont.)
  • Benefits to buyers
  • Worldwide supplier partnerships
  • Current business partners
  • Strengthen relationships
  • Streamline sourcing process
  • Rapid distribution of information
  • Transmit electronic drawings to multiple
    suppliers
  • Decrease sourcing cycle time
  • Quick receipt and comparison of pricing bids

12
Procurement Revolution at GE (cont.)
  • Benefits to suppliers
  • Increased sales volume
  • Expanded market reach, finding new buyers
  • Lowered administration costs for sales and
    marketing activities
  • Shortened requisition cycle time
  • Improved sales staff productivity
  • Streamlined bidding process

13
Aggregating Catalogs
  • Aggregating suppliers catalogs an internal
    marketplace
  • Maverick buying to save time leads to high prices
  • Aggregating all approved suppliers catalogs in
    one place
  • Reduced number of suppliers
  • Buyers at multiple corporate locations
  • Fewer and remote suppliers
  • Larger quantity/lower costs

14
Buying from MasterCardInternationals Internal
Catalog
  • Online buying program at MasterCard
  • Allows corporate buyers to select goods and
    services from companys electronic catalog
  • Goal is to consolidate buying activities from
    multiple corporate sites, improve processing
    costs, reduce the supplier base
  • Procurement department defines
  • Scope of products or projects to buy
  • Invites vendors to bid or negotiate prices

15
MasterCard International (cont.)
  • Contract prices are stored in the internal
    electronic catalog
  • Final buyer at MasterCard compares available
    alternatives
  • Organizational purchasing decision coupled with
    an internal workflow management system
  • Internal electronic catalog is updated manually
    or by software agents
  • Payments are made with MasterCards corporate
    procurement card
  • By 2002, the system was being used by more than
    2,500 buyers

16
Group Purchasing
  • Group purchasingaggregation several buyers into
    volume purchases, so that better prices can be
    negotiated
  • Internal aggregation
  • Economy of scale
  • Reduced transaction processing cost
  • External aggregation
  • Aggregating demand online
  • Putting together orders from multiple buyers to
    make large volumes/lower costs

17
Exhibit 5.7Group Purchasing Process
18
Electronic Bartering
  • Bartering exchangean intermediary that links
    parties in a barter a company submits its
    surplus to the exchange and receives points of
    credit, which can be used to buy the items that
    the company needs from other exchange
    participants
  • Exchange of goods or services without the use of
    money
  • Exchange a surplus for other need
  • Benefits
  • Faster than manually
  • Easier to match

19
Collaborative Commerce (C-Commerce)
  • Collaborative commerce (c-commerce)commerce
    consisting of activities between business
    partners in jointly planning, designing,
    developing, managing,and researching products and
    services
  • Web-based systems used between and among
    suppliers for
  • Communication Design
  • Planning Information sharing
  • Information discovery

20
Collaborative Commerce (cont.)
  • Varieties of c-commerce
  • Joint design efforts
  • Forecasting
  • Between and within organizations
  • Aids communication and collaboration between
    headquarters and subsidiaries, franchisers and
    franchisees
  • C-commerce platform provides e-mail, message
    boards, chat rooms, online corporate data access
    around the globe, no matter what the time zone

21
Webcor Construction Goes Online with Its Partners
  • Webcor suffered from too much paperwork and poor
    communication with its
  • Architects
  • Designers
  • Building owners
  • Subcontractors
  • Webcors goal to turn its computer-aided design
    (CAD) drawings, memos, and other information into
    shared digital information

22
Webcor (cont.)
  • Webcor uses ASP that hosts its projects on a
    secured extranet
  • Major problem was getting everyone to accept
    software
  • Complex
  • User training is necessary
  • Webcor was in a strong enough position to choose
    not to partner with anyone who would not use
    ProjectNet

23
Webcor (cont.)
  • Webcors business partners can post send, or edit
    CAD drawings, digital photos, memos, status
    reports, project histories
  • Partners have instant access to new building
    drawings
  • Central meeting place where users can both
    download and transmit information to all parties,
    all with a PC

24
RetailerSupplier Collaboration Target
Corporation
  • Target Corporation is a large retail
    conglomerate
  • Conducts EC activities with about 20,000 trading
    partners
  • 1998established an extranet-based system for
    those partners that were not connected to its
    VAN-based EDI.

25
Target Corporation (cont.)
  • The extranet enabled the company to
  • Reach many more partners,
  • Use many applications not available on the
    traditional EDI
  • Streamline its communications and collaboration
    with suppliers
  • Business customers to create personalized Web
    pages

26
Continuous Replenishment Warner-Lambert
  • Warner-Lambert (WL) served as a pilot site for a
    program called Collaborative Planning,
    Forecasting, and Replenishment (CPFR)
  • Shared strategic plans, performance data, and
    market insight with Wal-Mart
  • Trading partners collaborate on making demand
    forecasts
  • WL increased its products shelf-fill rate from
    87 percent to 98 percent
  • An empty shelflost present sales and future
    sales if the customer purchases a substitute
    product

27
Warner-Lambert (cont.)
  • WL is involved in another collaborative retail
    industry projectSupply-Chain Operations
    Reference (SCOR)
  • Divides supply chain operations into parts
  • Gives a framework with which to evaluate the
    effectiveness of their processes along the same
    supply chains to
  • Manufacturers
  • Suppliers
  • Distributors
  • Retailers

28
Reduction of Design Cycle Time Adaptec, Inc.
  • Microchip manufacturer supplying electronic
    equipment makers
  • Outsourced manufacturing tasks to Overseas
    manufactures
  • Delivery times exceeded their competitors
  • Solution to the problem
  • Extranet and enterprise-level supply chain
    integrated software
  • Significantly reduced order-to-product delivery
    time

29
Reduction of Product Development Time
Caterpillar, Inc.
  • Heavy machinery manufacturer uses extranet
  • Request for customized component directly to
    designers and suppliers ship to buyers
  • Connect engineering and manufacturing division
    with worldwide
  • Suppliers Factories
  • Distributors Customers
  • Overseas

30
Barriers to C-Commerce
  • C-commerce is moving ahead fairly slowly because
  • Technical reasons involving integration,
    standards, and networks
  • Security and privacy concerns over who has access
    control of information stored in a partners
    database
  • Internal resistance to new models and approaches
  • Lack of internal skills to conduct c-commerce

31
Interorganizational Collaboration at Nygard of
Canada
  • Nygard has become a leader in adopting IT and
    e-commerce in the apparel industry
  • Didnt want to move manufacturing off shore
    (cheaper) due to longer lead and cycle times
  • Company stays competitive by using EC to control
    costs of labor and manufacturing
  • Developed an ERP and supply chain management
    that controls all internal operations,
    purchasing, product development, accounting,
    production planning, sales
  • This enabled the company to develop tight
    integration with its trading partners

32
Nygard of Canada (cont.)
  • The moment that a customer buys a pair of pants
    at a partners retail store
  • Information moves from the POS terminal
  • Automatically generates a reorder at Nygard
  • SCM
  • Matches customers orders with the right fabrics
  • Searches the market pool for the most efficient
    combinations of other material for use with those
    fabrics

33
Nygard of Canada (cont.)
  • Sales trigger orders
  • Manufacturing automatically industries, and
    global manufacturers are willing to operate with
    razor-thin margins as fabrics, zippers, and
    buttons
  • The moment that raw material is used, an
    automatic reorder of the material is generated
  • Allows just-in-time production
  • Quick order delivery (sometimes same day)

34
Nygard of Canada (cont.)
  • Web-based control system enables the company to
  • Conduct detailed profitability studies
  • Decisions are evaluated by impacts on the bottom
    line
  • Decision support systems (DSS) models are used
    for this purpose

35
Infrastructure for B2B
  • Server to host database and applications
  • Software for executing sell-side (catalogs)
  • Software for conducting auctions and reverse
    auctions
  • Software for e-procurement (buy-side)
  • Software for CRM
  • Security hardware and software
  • Software for building a storefront
  • Software for building exchanges
  • Telecommunications networks and protocols

36
Extranet and EDI
  • Value-added networks (VANs)private,
    third-party-managed networks that add
    communications services and security to existing
    common carriers used to implement traditional
    EDI systems
  • Internet-based EDIEDI that runs on the Internet
    and so is widely accessible to most companies,
    including SMEs

37
Extranet and EDI
  • Extranetssecured networks (by VPN), usually
    Internet-based, that allow business partners to
    access portions of each others intranets
    extended intranets.

38
Integration
  • Integration with existing information systems
    issues
  • Intranet-based work flow
  • Database management systems (DMBS)
  • Application packages
  • ERP
  • Back-end sell-side integration works for sellers
    but not buyers and vice versa

39
Integration (cont.)
  • Integration with business partners
  • Easy integration with one company-centric side
  • Not easy to integrate for many buyers or sellers
  • Need buyer owned shopping cart that can interface
    with back-end information systems

40
The Role of XML in B2B Integration
  • Companies interact easily and effectively by
    connecting to their servers, applications,
    databases
  • Standard protocols and data-representation
    schemes are needed
  • FIXML
  • Web is based on the standard communication
    protocols useful only for displaying static
    visual Web pages
  • TCP/IP
  • HTTP
  • HTML

41
The Role of XML in B2B Integration (cont.)
  • XML (eXtensible Markup Language)standard (and
    its variants) used to improve compatibility
    between the disparate systems of business
    partners by defining the meaning of data in
    business documents
  • Used to increase
  • Interactivity
  • Accessibility with speech recognition systems

42
How XML works
43
XML Unifies Air Cargo Tracking System
  • B2B intermediary, TradeVan Information Services
    of Taiwan provides information services about the
    cargo flights of different airlines
  • Different information systems have different
    query results
  • XML facilitates data exchange between
    heterogeneous databases
  • Information can be presented on wireless
    application protocol (WAP)-based cell phones

44
Air Cargo Tracking System (cont.)
  • System is expected to
  • Reduce delays significantly
  • Benefit of all members of the supply chain
  • Returns a standardized yet personalized
    presentation for different airlines
  • Enables customs brokers to reduce the cycle time
    by preparing declarations of imports faster

45
Air Cargo Tracking System (cont.)
  • Buyers and other supply chain partners can
    schedule production lines with precision and in
    advance
  • Quality of door-to-door delivery companies is
    improved through fast communication
  • Answers to queries can be derived much faster
  • Improves the supply chain by reducing
  • Delivery lead times
  • Inventory levels

46
The Role of Software Agentsin B2B EC
  • Agents role in the sell-side marketplace
  • B2C comparison-shopping
  • B2B agents collect information from sellers
    sites for buyers
  • Agents role in the buy-side marketplace
  • Assisting large number of buyers requesting
    quotes from multiple potential suppliers in
    buy-side

47
Managerial Issues
  • Can we justify the cost?
  • Which vendor(s) should we select?
  • Which model(s) should we use?
  • Do we need B2B marketing?
  • Should we reengineer our procurement system?
  • What restructuring will be required for the shift
    to e-procurement?
  • What integration would be useful?
  • What are the ethical issues in B2B?

48
Summary
  • The B2B field
  • The major B2B models
  • The characteristics of sell-side marketplaces
  • Sell-side intermediaries
  • The characteristics of buy-side marketplaces
  • Forward and reverse auctions
  • B2B aggregation and group purchasing
  • Collaborative EC
  • Characteristics of Internet-based EDI and the
    role of XML
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