Академический Документы
Профессиональный Документы
Культура Документы
Company-Centric B2B
1
Prentice Hall, 2002
Learning Objectives
2
Prentice Hall, 2002
Learning Objectives (cont.)
EC initiatives—build-to-order project to be in
place by 2005 reducing inventory of finished
cars
Selling capital assets
TradeXchange online auctions of items like
used machines for manufacturing
Significantly decreases time for sales
Increases dollar amount of the sales
4
Prentice Hall, 2002
General Motors’ B2B Initiatives
EC initiatives at TradeXchange
Buying commodity products--$1 billion annual
expenditure for direct and indirect products
Traditional process
Length of time measured in weeks
Cost prohibited the number of bids
Reverse auction—automated process
Internet “open bid”—many suppliers take
part
Job is awarded quickly
Price to GM significantly lower
5
Prentice Hall, 2002
Concepts and Characteristics of B2B EC
B2B EC defined
Transaction conducted electronically between
business over the networks
Internet
Extranets
Intranets
Private networks (e.g., EDI)
Automated trading improves the process
6
Prentice Hall, 2002
Concepts and Characteristics
of B2B EC (cont.)
7
Prentice Hall, 2002
Concepts and Characteristics
of B2B EC (cont.)
8
Prentice Hall, 2002
Figure 6-1
B2B Supply Chain
9
Prentice Hall, 2002
Concepts and Characteristics
of B2B EC (cont.)
11
Prentice Hall, 2002
Concepts and Characteristics
of B2B EC (cont.)
Entities of B2B EC (cont.)
Payment services—mechanism for
transferring money to sellers
Logistics providers—logistics to complete
transaction (packaging, storage, delivery)
Network platforms—Internet, VAN, intranet,
extranet
Protocols of communication—EDI or XML
Back-end integration—connecting to ERP
systems, databases, functional applications
12
Prentice Hall, 2002
Concepts and Characteristics
of B2B EC (cont.)
Product Inventory
Customer Supply chain
Supplier Competitor
Product process Sales and marketing
Transportation Supply chain process
and performance
13
Prentice Hall, 2002
Concepts and Characteristics
of B2B EC (cont.)
Electronic intermediaries in B2B
Consumers and business may share intermediaries
Businesses may use different intermediaries with
different suppliers
Benefits of B2B models
Eliminate paper-based systems
Expedite cycle time
Reduce errors
Increase employee productivity
Reduce costs
Increase customer service and partnership
management
14
Prentice Hall, 2002
B2B Models
Company-centric models
Sell-side marketplace (one-to-many)
Buy-side marketplace (many-to-one)
Many-to-many marketplaces—the exchange
Buyers and sellers meet to trade
Trading communities
Trading exchanges
Exchanges
15
Prentice Hall, 2002
B2B Models (cont.)
17
Prentice Hall, 2002
Figure 6-2
Sell-Side Marketplace Architecture
18
Prentice Hall, 2002
Sell-Side Marketplaces:One-to-Many
19
Prentice Hall, 2002
Sell-Side Marketplaces:
One-to-Many (cont.)
21
Prentice Hall, 2002
Sell-Side Marketplaces:
One-to-Many (cont.)
Virtual sellers—Bigboxx.com.hk of Hong
Kong (cont.)
Value-added services
Track status of order
Check stock availability
Promotions
Customized prices
Group accounts and central approval—for
businesses with multiple branches
Standing orders automatically activated
Large number of reports and data available
22
Prentice Hall, 2002
Sell-Side Marketplaces:
One-to-Many (cont.)
Customer service
General Electric
20 million calls/year about appliances
Reduced cost of each call from $5 to $0.20
Milacron, Inc.
Site contains 55,000 products
Easy to use
Securely handles selection, purchase,
application
Technical service—expanded to provide a
higher level of service than previously available
at the site 23
Prentice Hall, 2002
Sell-Side Marketplaces:
One-to-Many (cont.)
25
Prentice Hall, 2002
Sell-Side Marketplaces:
One-to-Many (cont.)
26
Prentice Hall, 2002
Selling Side: Auctions and Other Models
Forward auctions—quick disposal of items
Revenue generation
Increased page views
Member acquisition and retention—bidding
transactions result in additional registered
members
Selling from own site when:
Large companies that conduct auctions frequently
don’t benefit from using intermediaries
E-marketplace already in use, cost of adding
auction not too high
27
Prentice Hall, 2002
Selling Side:
Auctions and Other Models (cont.)
28
Prentice Hall, 2002
Selling Side:
Auctions and Other Models (cont.)
Billing and collection
Automatic calculation of shipping weights and
charges
Payment—encrypted credit card data
Billing information—easily downloaded into
existing systems
Successful if:
Sufficient number of loyal customers
Products well known
Price not major purchasing criteria
29
Prentice Hall, 2002
Sell-Side Case:
CISCO Connection Online (CCO)
30
Prentice Hall, 2002
Cisco Connection Online (CCO) (cont.)
31
Prentice Hall, 2002
Cisco Connection Online (CCO) (cont.)
Benefits to Cisco
Reduced operating costs for order taking
Enhanced technical support and customer
service
Reduced technical support staff cost
Reduced software distribution costs
Lead times reduced fro 4-10 days to 2-3 days
32
Prentice Hall, 2002
Cisco Connection Online (CCO) (cont.)
Benefits to customers
Quick order configuration
Immediate cost determination
Collaboration with Cisco staff
33
Prentice Hall, 2002
Sell-Side Intermediaries
Marshall Industries—(a subsidiary of
AvnetMarshall) multinational distributor of
electronic components known for its innovative uses
of IT and the Web
Products and services
MarshallNet
Marshall on the Internet (portal)
Strategic European Internet
Electronic Design Center
PartnerNet
NetSeminar
Education and News Portal 34
Prentice Hall, 2002
Sell-Side Intermediaries (cont.)
35
Prentice Hall, 2002
Sell-Side Intermediaries (cont.)
36
Prentice Hall, 2002
Sell-Side Intermediaries (cont.)
Boeing’s PART
Acts as an intermediary between the airlines
and parts’ suppliers
Provides a single point of online access
through which airlines and parts’ providers can
access the data needed
Goal: provide its customers with one-stop
shopping for online parts and maintenance
information and ordering capability
37
Prentice Hall, 2002
Sell-Side Intermediaries (cont.)
Boeing’s PART
Spare parts business using traditional EDI
Mechanic tells purchasing department parts are needed,
purchase is approved, purchase is made
Large airlines connect to Boeing's VAN
Boeing finds part and delivers
Debut of PART on the Internet
Encourages customers to order parts electronically—
cheap, easy, fast
50% of customers using Internet within first year
38
Prentice Hall, 2002
Sell-Side Intermediaries (cont.)
Boeing’s PART
Benefits of PART online
Improved customer service
Significant operating savings
New sales opportunities
Customer service online reduced
Phone calls (purchasing, order status etc.)
Data entry
39
Prentice Hall, 2002
Sell-Side Intermediaries (cont.)
Boeing’s PART
Portable access to technical drawings/support
Boeing On Line Data (BOLD) provides
availability to:
Engineering drawings
Manuals
Catalogs
Other technical information
Portable Maintenance Aid (PMA)—solves
maintenance problems
40
Prentice Hall, 2002
Sell-Side Intermediaries (cont.)
Boeing’s PART
Benefits to Boeing’s customers
Increased productivity—less time searching
for information
Reduced costs—delays at gate reduced
because all information is available
Increased revenues—faster service provides
time savings
41
Prentice Hall, 2002
Buy Side: One-from-Many,
E-Procurement
43
Prentice Hall, 2002
Buy Side: One-from-Many,
E-Procurement (cont.)
46
Prentice Hall, 2002
Figure 6-4
Buy-Side B2BMarketplace Architecture
47
Prentice Hall, 2002
Buy Side: One-from-Many,
E-Procurement (cont.)
48
Prentice Hall, 2002
Buy Side: Reverse Auctions
51
Prentice Hall, 2002
Procurement Revolution at GE
TPN at GE Lighting Division
Purchasing was inefficient—too many administrative
transactions
Process for each requisition took 7 days
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
Evaluate and award bids same day
52
Prentice Hall, 2002
Procurement Revolution at GE (cont.)
Benefits to GE
Involvement in procurement process
Labor declined 30%
Material costs declined 5%-20%--wider
base of suppliers online
Redeployment
60% of the staff
Sourcing department concentrates on
strategic activities instead of paperwork,
etc.
53
Prentice Hall, 2002
Procurement Revolution at GE (cont.)
Benefits to GE
Time to identify suppliers, prepare a request for
bid, negotiate a price, and award the contract
Was 18-23 days
Now 9-11 days
Invoices automatically reconciled reflecting
modifications
GE procurement departments share information
about their best suppliers across the world
54
Prentice Hall, 2002
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
55
Prentice Hall, 2002
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
56
Prentice Hall, 2002
Procurement Revolution at GE (cont.)
Deployment strategies
Start EC in one division and slowly go to all
divisions
Use the site as public bidding marketplace to
generate commission income to GE
57
Prentice Hall, 2002
Aggregating Catalogs
Electronic bartering
Exchange of goods or services without the use of
money
Exchange a surplus for other need
Bartering exchange
Submit surplus to exchange for points
Points used to buy what company needs
Benefits:
Faster than manually
Easier to match
60
Prentice Hall, 2002
Collaborative Commerce (C-Commerce)
61
Prentice Hall, 2002
Collaborative Commerce
(C-Commerce) (cont.)
62
Prentice Hall, 2002
Figure 6-6
Suppliers Extranet: Hudson Dayton Case
63
Prentice Hall, 2002
Collaborative Commerce
(C-Commerce) (cont.)
Reduce design cycle time by connecting
suppliers: Adaptec, Inc.
Microchip manufacturer supplying electronic
equipment makers
Outsources manufacturing tasks
Delivery times exceeded their competitors
Solution to the problem
Extranet and enterprise-level supply chain
integrated software
Significantly reduced order-to-product
delivery time
64
Prentice Hall, 2002
Collaborative Commerce
(C-Commerce) (cont.)
Reduce product development time by connecting
suppliers: 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
65
Prentice Hall, 2002
Collaborative Commerce
(C-Commerce) (cont.)
67
Prentice Hall, 2002
B2B Infrastructure (cont.)
68
Prentice Hall, 2002
Extranet and EDI
69
Prentice Hall, 2002
Integration
ERP software
Customer, supplier, and other databases
Legacy systems
Catalog (product) information
Inventory systems
Sales statistics
Decision support systems (DSS) and SCM
applications
70
Prentice Hall, 2002
Integration (cont.)
71
Prentice Hall, 2002
Integration (cont.)
72
Prentice Hall, 2002
Figure 6-7
Intelligent Agent-Based Commerce
B2B
Agents
73
Prentice Hall, 2002
Implementation Issues
Vendor selection
Primary vendor uses its software and procedures,
adds partners as needed
Integrator mixes and matches existing products
and vendors to create “best of the breed”
Affiliate programs
Referral program
Useful for B2B intermediaries
75
Prentice Hall, 2002
Implementation Issues (cont.)
Implementing e-procurement
Fit e-procurement into EC strategy
Review and change procurement process itself
If ERP or SCM is in place—integrate e-procurement,
If not in place—BPR before implementation
Coordinate buyer’s information system with seller’s
76
Prentice Hall, 2002
Managerial Issues
Integration—trading in e-marketplaces is
interrelated with logistics
Particularly true in many-to-many exchanges
Company-centric marketplaces must integrate:
Logistics
Other support services
78
Prentice Hall, 2002
Managerial Issues (cont.)
Business ethics
Accessing unauthorized areas in the tracing
system should not be allowed
Privacy of partners should be protected
technically and legally
Auctions—both forward and reverse
Benefits are substantial
Implementation is relatively simple
Considerable flexibility in implementation
79
Prentice Hall, 2002
Managerial Issues (cont.)
80
Prentice Hall, 2002