E Esupply Chains Collaborative Commerce Intrabusiness EC and

第七章 E化供應鏈、協同商務、 企業內電子商務與企業入口網站 (E-supply Chains, Collaborative Commerce, Intrabusiness EC, and Corporate Portals)

章前故事：波音 787的全球供應鏈 § 波音近年來飽受空中巴士(Airbus)的競爭， 787是它最新一代的飛機，具有下列的特性： l l Fuel-effective and less polluting Cost-effective Quiet and comfortable medium-size aircraft Long distances flying without stopping 淡江大學資管系所侯永昌 1

章前故事：波音 787的全球供應鏈 § 波音和Dassault Systems合作開發了Global Collaboration Environment (GCE)來管理787 的生產生命週期 l l CATIA: a collaborative 3 D-design platform that enabled engineers worldwide to collaborate on the design of each and every part of the 787 ENOVIA: a system that supported the accessing, sharing, and managing of all information related to the 787 design in a secure environment 淡江大學資管系所侯永昌 3

章前故事：波音 787的全球供應鏈 § Global Collaboration Environment (cont. ) l l DELMIA: an environment for defining, simulating, and validating manufacturing and maintenance processes and establishing and managing workflows before actually building tools and production facilities SMARTEAM: a Web-based system to facilitate collaboration, which included predefined and auditable processes and procedures, project templates, and best-practice methodologies all geared toward ensuring compliance with corporate and industry standards 淡江大學資管系所侯永昌 4

章前故事：波音 787的全球供應鏈 § 波音和IBM合作：使用DB 2資料庫來整合、管理787 相關的資料 § 波音和Exostar合作：supply chain management l l l l Planning and scheduling Order placement and tracking purchase order changes Exchanging shipping information Managing inventory consumption across suppliers Managing returns Providing a consolidated view of all activities in the manufacturing process Monitoring business process exceptions across partners § RFID technologies are deployed to support maintenance activities 淡江大學資管系所侯永昌 5

章前故事：波音 787的全球供應鏈 § IT在這個過程中扮演了重要的角色： l l l Supporting collaboration throughout this massive project Reducing the need for physical prototyping and testing Making substantial impacts on the supply chain § IT所造成的結果是： l l l Faster decision making Better management of critical information and knowledge assets Increased sharing and exchange of product-related information and processes Less rework; Reduced time-to-market Reduced costs of manufacturing by reducing the assembly time for the aircraft from 13 -17 days to just 3 days 淡江大學資管系所侯永昌 6

章前故事：波音 787的全球供應鏈 § 由這個例子我們可以發現： l l In increasing global industries, effective communication and collaboration are essential to an organization’s success. Modern IT and Web-based systems have made collaboration, both internally and externally with key players along an industry supply chain, simpler and cheaper than ever before IT expedites design, reduces problems along the supply and value chains of the design process, reduces cost, cycle time, and assembly time dramatically 淡江大學資管系所侯永昌 7

E-Supply Chains § Definitions and Concepts l l Supply chain The flow of materials, information, money, and services from raw material suppliers through factories and warehouses to the end customers E-supply chain A supply chain that is managed electronically, usually with Web technologies 淡江大學資管系所侯永昌 8

E-Supply Chains § Upstream supply chain l Procurement (spend analysis, sourcing strategies, supplier relationship management, reverse auctions) § Internal supply chain (Value chain) l l Primary activities: operations, outbound logistics, after sales support and service Support activities: administration, HR, finance § Downstream supply chain l Distribution, warehousing, transportation, and after-sale service 淡江大學資管系所侯永昌 9

A Simple Supply Chains 淡江大學資管系所侯永昌 10

Supply Chain Management (SCM) § A complex process that requires the coordination of many activities so that the shipment of goods and services from supplier right through to customer is done efficiently and effectively for all parties concerned § SCM aims to minimize inventory levels, optimize production and increase throughput, decrease manufacturing time, optimize logistics and distribution, streamline order fulfillment, and overall reduce the costs associated with these activities 淡江大學資管系所侯永昌 11

Managing E-Supply Chains § Managing supply chains can be difficult due to the need to coordinate: l l Several business partners Several internal corporate departments Numerous business processes Possibly many customers § Information technology provides two types of software solutions: l l SCM ERP and its predecessors MRP and MRP II 淡江大學資管系所侯永昌 12

Managing E-Supply Chains § E-supply chain management (e-SCM) l The collaborative use of technology to improve the operations of supply chain activities as well as the management of supply chains § The success of an e-supply chain depends on: l l The ability of all supply chain partners to view partner collaboration as a strategic asset Information visibility along the entire supply chain Speed, cost, quality, and customer service 淡江大學資管系所侯永昌 13 Integrating the supply chain more tightly

Activities and Infrastructure of E-SCM § Supply chain replenishment § E-procurement § Supply chain monitoring and control using RFID § Collaborative planning § Collaborative design and product development § E-logistics § Use of B 2 B exchanges and supply webs 淡江大學資管系所侯永昌 14

E-procurement and Collaborative Planning § E-procurement l l The use of Web-based technology to support the key procurement processes, including requisitioning, sourcing, contracting, ordering, and payment E-procurement supports the purchase of both direct and indirect materials and employs several Web-based functions such as online catalogs, contracts, purchase orders, and shipping notices § Collaborative planning l A business practice that combines the business knowledge and forecasts of multiple players along a supply chain to improve the planning and fulfillment of customer demand 淡江大學資管系所侯永昌 15

Infrastructure for E-SCM § § § Electronic Data Interchange (EDI) Extranets Intranets Corporate portals Workflow systems and tools Groupware and other collaborative tools 淡江大學資管系所侯永昌 16

Determining the Right Supply Chain Strategy § Functional products are staple products that have stable and predictable demand call for a simple, efficient, low-cost supply chain § Innovative products tend to have higher profit margins, volatile demand, and short product life cycles. These products require a supply chain that emphasizes speed, responsiveness, and flexibility rather than low costs 淡江大學資管系所侯永昌 17

Typical Problems along the Supply Chain § With increasing globalization and offshoring, supply chains can be very long, involving many internal and external partners located in different places § A lack of logistics infrastructure might prevent the right goods from reaching their destinations on time § Quality problems with materials and parts can contribute to deficiencies in the supply chain § Bullwhip effect: Erratic shifts in orders up and down supply chains 淡江大學資管系所侯永昌 18

The Need for Information Sharing § A supply chain includes the flow of information to and from all participating entities § It includes: l l l Product pricing Inventory Shipping status Credit and financial information Technology news 淡江大學資管系所侯永昌 19

EC Solutions along the Supply Chain § Order taking can be done over the Internet, EDI/Internet, or an extranet, and may be fully automated § Order fulfillment can become instant if the products can be digitized § Electronic payments can expedite both the order fulfillment cycle and the payment delivery period § Managing risk to avoid supply-chain breakdown can be done in several ways § Inventories can be minimized by introducing a build-toorder (on-demand) manufacturing process as well as by providing fast and accurate information to suppliers § Collaborative commerce among members of the supply chain can be done in many areas 淡江大學資管系所侯永昌 20

Key Enabling Supply Chain Technologies (I) § Radio Frequency Identification (RFID) l Tags that can be attached to or embedded in objects, animals, or humans and use radio waves to communicate with a reader for the purpose of uniquely identifying the object or transmitting data and/or storing information about the object 淡江大學資管系所侯永昌 21

How RFID Tags Smooth Supply Chains 淡江大學資管系所侯永昌 22

How RFID Works in Supply Chain 淡江大學資管系所侯永昌 23

LIMITATIONS OF RFID § For small companies, the cost of the system may be too high § The restriction of the environments in which RFID tags are easily read § Different levels of read accuracy at different points along the supply chain § Concerns over customer privacy § Agreeing on universal standards § Connecting the RFIDs with existing IT systems 淡江大學資管系所侯永昌 24

Key Enabling Supply Chain Technologies (II) § Ru. Bee: an alternative to RFID? l Bidirectional, on-demand, peer-to-peer radiating transceiver protocol under development by the Institute of Electrical and Electronics Engineers 淡江大學資管系所侯永昌 25

Comparison of RFID and Rubee 淡江大學資管系所侯永昌 26

Collaborative Commerce § Collaborative commerce (c-commerce) l The use of digital technologies that enable companies to collaboratively plan, design, develop, manage, and research products, services, and innovative EC applications § Collaboration hub l The central point of control for an e-market. A single chub, representing one e-market owner, can host multiple collaboration spaces (c-spaces) in which trading partners use c-enablers to exchange data with the c-hub 淡江大學資管系所侯永昌 27

Collaborative Commerce The supply chain is basically linear 淡江大學資管系所侯永昌 28

Collaborative Commerce networks 淡江大學資管系所侯永昌 29

Collaborative Commerce § Grid computing l A form of distributed computing that involves coordinating and sharing computing, application, data, storage, or network resources across dynamic and geographically dispersed organizations § Service-oriented architecture (SOA) l An architectural concept that defines the use of services to support a variety of business needs. In SOA, existing IT assets (called services) are reused and reconnected rather than the more time consuming and costly reinvention of new systems 淡江大學資管系所侯永昌 30

Collaborative Commerce § Vendor managed inventory (VMI) l The practice of retailers making suppliers responsible for determining when to order and how much to order § Information sharing between retailers and suppliers: P&G and Wal-Mart l l l Wal-Mart provides P&G access to sales information on every items P&G makes for Wal-Mart P&G uses the information to manage inventory replenishment for Wal-Mart. When the inventories fall below the threshold that triggers a shipment. All this is done electronically The benefit for P&G is accurate demand information; the benefit for Wal-Mart is adequate inventory 淡江大學資管系所侯永昌 31

Barriers to C-Commerce § Most organizations have achieved only moderate levels of collaboration because of: l l A lack of internal integration, standards, and networks Security and privacy concerns, and distrust over who has access to and control of information stored in a partner’s database Internal resistance to information sharing and to new approaches Lack of internal skills to conduct collaborative 淡江大學資管系所侯永昌 32 commerce

Collaborative Planning, CPFR, and Collaborative Design § Collaborative planning, forecasting, and replenishment (CPFR) l l Project in which suppliers and retailers collaborate in their planning and demand forecasting to optimize flow of materials along the supply chain The goal of CPFR is to streamline product flow from manufacturing plants all the way to customers’ home 淡江大學資管系所侯永昌 33

Collaborative Planning, CPFR, and Collaborative Design § Warner-Lambert shared strategic plans, performance data, and market insight with Wal. Mart. Trading partners collaborated on making demand forecasts § WL realized that it could benefit from Wal-Mart’s market knowledge, just as Wal-Mart could benefit from WL’s product knowledge § Using CPFR, WL increase its products’ shelf-fill rate from 87% to 98%, earning the company about $8 million a year in additional sales 淡江大學資管系所侯永昌 34

Internal Supply Chain Solutions: Intrabusiness and B 2 E § The internal parts of the supply chain are related to the value chain and include: l l l Inbound logistics Production processes Outbound logistics Marketing and sales Customer services 淡江大學資管系所侯永昌 35

Internal Supply Chain Solutions: Intrabusiness and B 2 E § Intrabusiness EC l E-commerce activities conducted within an organization § Intrabusiness can be done: 1. Between a business and its employees 2. Between units within the business 3. Among employees in the same business § Business-to-employee (B 2 E) l Intrabusiness EC in which an organization delivers products or services to its employees 淡江大學資管系所侯永昌 36

Some Representative Applications of B 2 E § Training and education provided over intranets § Employee use of desktop purchasing § Providing office employees with electronic tools for communication, collaboration, and information discovery § Offering corporate stores on the intranet that sell the companies’ products to their own employees, usually at a discount § Systems that disseminate information or allow employees to manage their fringe benefits via the intranet 淡江大學資管系所侯永昌 37

Supply Chain Integration § How Information Systems Are Integrated l l Internal integration includes connecting applications with databases and with each other and connecting customer-facing applications (front end) with order fulfillment and the functional information systems (back end) Integration with business partners connects an organization’s systems with those of its external business partners (extranet) 淡江大學資管系所侯永昌 38

Integration along the Supply Chain § Enabling Integration l l To ease the task of integration, vendors have developed integration methodologies and special software called middleware In addition, major efforts are being undertaken to develop standards and protocols that will facilitate integration 淡江大學資管系所侯永昌 39

Corporate (Enterprise) Portals § A gateway for entering a corporate Web site, enabling communication, collaboration, and access to company information § Reasons for implementing several separate corporate portals: l To host a variety of Web applications, each of which may serve different and distinct audiences and support differing requirements and preferences 淡江大學資管系所侯永昌 40

Corporate (Enterprise) Portals § Types of Generic Portals l l l Portals for suppliers and other partners Customer portals Employee portals Executive and supervisor portals Mobile portals § Mobile portals l Portals accessible via mobile devices, especially cell phones and PDAs 淡江大學資管系所侯永昌 41

Corporate (Enterprise) Portals § Portals提供的功能主要有兩類︰ l l Information portals • Portals that store data and enable users to navigate and query these data Collaborative portals • Portals that allow collaboration § Portals效能的評估 l Most of the benefits of portals are intangible and are difficult to quantify 淡江大學資管系所侯永昌 42

Collaboration-Enabling Tools § Workflow l The movement of information as it flows through the sequence of steps that make up an organization’s work procedures § Workflow management l The automation of workflows, so that documents, information, and tasks are passed from one participant to the next in the steps of an organization’s business process 淡江大學資管系所侯永昌 43

Collaboration-Enabling Tools § Types of Workflow Applications l l l Collaborative workflow Production workflow Administrative workflow 淡江大學資管系所侯永昌 44

Collaboration-Enabling Tools § The benefits of workflow management systems include: l l l l Cycle time reduction Productivity gains Improved process control Improved quality of services Lower staff training costs Lower management costs Improved user satisfaction More effective collaboration and knowledge sharing 淡江大學資管系所侯永昌 45

Collaboration-Enabling Tools § Groupware: Collaboration Tools l l Software products that use networks to support collaboration among groups of people who share a common task or goal Synchronous versus asynchronous products 淡江大學資管系所侯永昌 46

Collaboration-Enabling Tools § Synchronous communication and collaboration are done in real time l l l Web conferencing Instant messaging Voice-over-IP (VOIP) § Asynchronous communication and collaboration are done by the participants at different times l l l Databases Browsers Online workspaces 淡江大學資管系所侯永昌 47

Collaboration-Enabling Tools § Electronic Meeting Systems l l Virtual meetings • Online meetings whose members are in different locations, even in different countries Group decision support system (GDSS) • An interactive computer-based system that facilitates the solution of semi-structured and unstructured problems by a group of decision makers 淡江大學資管系所侯永昌 48

Collaboration-Enabling Tools § Real-Time Collaboration Tools l l l Real-time collaboration (RTC) tools help companies bridge time and space to make decisions and collaborate on projects RTC tools support synchronous communication of graphical and text-based information These tools are used in distance training, product demonstrations, customer support, ecommerce, and sales applications 淡江大學資管系所侯永昌 49

Collaboration-Enabling Tools § Electronic Teleconferencing l l Teleconferencing The use of electronic communication that allows two or more people at different locations to have a simultaneous conference Video teleconference Virtual meeting in which participants in one location can see participants at other locations on a large screen or a desktop computer 淡江大學資管系所侯永昌 50

Collaboration-Enabling Tools § Electronic Teleconferencing (cont. ) l l Data conferencing Virtual meeting in which geographically dispersed groups work on documents together and exchange computer files during videoconferences Voice-over-IP (VOIP) Communication systems that transmit voice calls over Internet Protocol-based networks 淡江大學資管系所侯永昌 51

Collaboration-Enabling Tools § Other Groupware Tools l l Interactive whiteboards Screen sharing: software that enables group members, even in different locations, to work on the same document, which is shown on the PC screen of each participant Instant video: linking people via both voice and audio Virtual reality (VR): system that delivers interactive computer-generated 3 D graphics to a user through a head-mounted display 淡江大學資管系所侯永昌 52

Collaboration-Enabling Tools § Integration and groupware suites l l l Lotus Notes/Domino Microsoft Net. Meeting Novell Group. Wise 淡江大學資管系所侯永昌 53

Collaboration-Enabling Tools § Implementation Issues for Online Collaboration l l l An organization needs an effective collaborative environment The need to connect collaborative tools with file management products on an organization’s intranet Protocols are needed for easy integration of different applications and for standardizing communication 淡江大學資管系所侯永昌 54

Managerial Issues (1) 1. How difficult is it to introduce e-collaboration? l l l Dealing with the technology may be the easy part; the behavioral change needed within an organization and its trading partners may be a greater challenge Change management requires an understanding of the new interdependencies being constructed and the new roles and responsibilities that must be adapted in order for the enterprise and its business partners to collaborate E-collaboration costs money and needs to be justified; this may not be an easy task due to the intangible benefits involved 淡江大學資管系所侯永昌 55

Managerial Issues (2) 2. How much can be shared with business partners? Can they be trusted? l l The more information that is shared, the better the collaboration; however, sharing information can lead to the giving away of trade secrets The value of sharing needs to be carefully assessed against its risks 3. Who is in charge of our portal and intranet content? l Managing content, including frequent updates, is a must • Proprietary corporate information may not be secure enough, so unauthorized people may have access to it • Appropriate intranet netiquette must be maintained; 淡江大學資管系所侯永昌 56 otherwise unethical or even illegal behavior may develop

Managerial Issues (3) 4. Who will design the corporate portal? l Design of the corporate portal must be carefully thought out and approved by management; not only for easy and efficient navigation, but also because portals portray the corporate image to employees and to business partners who are allowed access to it 5. Should we conduct virtual meetings? l l Although not all meeting can be conducted online, may can; virtual meetings can save time and money and if properly planned can bring as good or even better results than face-to-face meetings The supporting technology is getting cheaper and better with time 淡江大學資管系所侯永昌 57

Summary (1) 1. The e-supply chain, its characteristics, and its components l l l Digitizing and automating the flow of information throughout the supply chain and managing it via Web results in an entity called e-supply chain The major parts of the e-supply chain are upstream (to suppliers), internal (in-house processes), and downstream (to distributors and customers) Activities of e-supply chains include replenishment, procurement, collaborative planning, collaborative design/development, e-logistics, and use of exchanges or supply webs—all of which can be Internet based 淡江大學資管系所侯永昌 58

Summary (2) 2. Supply chain problems and their causes l l The major supply chain problems are: • Too large or too small inventories • Lack of suppliers or products when needed • The need for rush orders • Deliveries of wrong materials or wrong locations • Poor customer services These problems result from: • Uncertainties in various segments • Mistrust of partners and a lack of collaboration and information sharing • Difficulties in forecasting demand • Lack of appropriate logistics infrastructure 淡江大學資管系所侯永昌 59

Summary (3) 3. Solutions to supply chains problems provided by EC l l EC technologies automate and expedite order taking, speed order fulfillment, provide for e-payments, properly control inventories, provide for correct forecasting and thus better scheduling, and improve collaboration among supply chain partners Of special interest is the emerging RFID technology that could revolutionize supply chain management 4. C-commerce: Definitions and types l l Collaborative commerce refers to a planned use of digital technology by business partners It includes planning, designing, researching, managing, and servicing various partners and tasks, frequently along the supply chain 淡江大學資管系所侯永昌 60

Summary (4) 5. Collaborative planning and CPFR. l l Collaborative planning concentrates on demand forecasting and on resource and activity planning along the supply chain; it tries to synchronize partners’ activities Collaborative planning, forecasting, and replenishment (CPFR) is a business strategy that attempt to develop standard protocols and procedure for collaboration • Its goal is to improve demand forecasting by collaborative planning in order to ensure delivery of materials when needed • Collaboration in design is facilitated by IT, including groupware • Product lifecycle management (PLM) enables manufacturers to plan and control product related information 淡江大學資管系所侯永昌 61

Summary (5) 6. Intrabusiness EC l It refers to all EC initiatives conduct within an organization and among the organization’s employees 7. Integration along the supply chain l l l Integration of various applications within companies and between business partners is critical to the success of companies To simply integration, one can use special software as well as employ standards such as XML Web Services is a promising new approach for facilitating integration 淡江大學資管系所侯永昌 62

Summary (6) 8. Types and roles of corporate portals l l l Corporate portals provide for easy information access, communication, and collaboration The major types of corporate portals are those for suppliers, customers, employees, and supervisors Functional portals such as knowledge portals and business intelligence portals provide the gateway to specialized knowledge and decision making 9. Collaborative tools l l Hundreds of different collaboration tools are available; the major groups of tools are workflow and groupware Specialized tools ranging from group decision support systems (GDSS) to devices that facilitate product design also are available 淡江大學資管系所侯永昌 63