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Company-Centric B2B

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Title: Company-Centric B2B


1
Company-Centric B2B
2
General Motors B2B Initiatives
  • EC initiativesbuild-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

3
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 auctionautomated process
  • Internet open bidmany suppliers take part
  • Job is awarded quickly
  • Price to GM significantly lower

4
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

5
Concepts and Characteristicsof B2B EC (cont.)
  • Market size and content
  • Expected to grow from 1.1 trillion in 2003 to
    10 trillion by 2005
  • Percentage of Internet-based B2B from 2.1 in
    2000 to 10 in 2005
  • Private and public e-marketplace
  • Privateone-to-many mode
  • Publicmany-to-many mode

6
Concepts and Characteristicsof B2B EC (cont.)
  • How is B2B conducted?
  • Directly between buyer and seller
  • Via an online intermediary
  • Along the supply chain
  • With or without intermediaries
  • Types of transactions
  • Spot buyingdetermined by dynamic supply and
    demand
  • Strategic sourcinglong term contracts

7
B2B Supply Chain
8
Concepts and Characteristicsof B2B EC (cont.)
  • Supply chain relationships
  • Interrelated subprocesses and roles
  • Acquisition of materials
  • Processing products and services
  • Moving to distributors
  • Purchase by consumer
  • Traditional process managed through paper
    transactions
  • B2B applications offer competitive advantages for
    supply chain management (SCM)

9
Concepts and Characteristicsof B2B EC (cont.)
  • Entities of B2B EC
  • Selling companymarketing management perspective
  • Buying companyprocurement management perspective
  • Electronic intermediariesoptional third party
    directory service provider (scope of service may
    be extended to order fulfillment)
  • Trading platformspricing and negotiation
    protocol (auctions, reverse auctions)

10
Concepts and Characteristicsof B2B EC (cont.)
  • Entities of B2B EC (cont.)
  • Payment servicesmechanism for transferring money
    to sellers
  • Logistics providerslogistics to complete
    transaction (packaging, storage, delivery)
  • Network platformsInternet, VAN, intranet,
    extranet
  • Protocols of communicationEDI or XML
  • Back-end integrationconnecting to ERP systems,
    databases, functional applications

11
Concepts and Characteristicsof B2B EC (cont.)
Information processed in B2B
  • Product
  • Customer
  • Supplier
  • Product process
  • Transportation
  • Inventory
  • Supply chain
  • Competitor
  • Sales and marketing
  • Supply chain process and performance

12
Concepts and Characteristicsof 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

13
B2B Models
  • Company-centric models
  • Sell-side marketplace (one-to-many)
  • Buy-side marketplace (many-to-one)
  • Many-to-many marketplacesthe exchange
  • Buyers and sellers meet to trade
  • Trading communities
  • Trading exchanges
  • Exchanges

14
B2B Models (cont.)
  • Other B2B models and services
  • For the purpose of selling
  • For the purpose of buying
  • Value chain integrators
  • Value chain service providers
  • Information brokers
  • Vertical vs. horizontal marketplaces
  • Verticalone industry or industry section
  • Horizontalservice or product used in several
    types of industries

15
B2B Models (cont.)
  • Virtual service industries in B2B
  • Travel and tourism services
  • Real estate
  • Electronic payments
  • Online stock trading
  • Online financing
  • Other online services

16
Sell-Side Marketplace Architecture
17
Sell-Side MarketplacesOne-to-Many
  • Virtual sellersBigboxx.com.hk of Hong Kong
  • B2B office supply retailer services
  • Large corporate clients
  • Medium corporate clients
  • Small offices
  • Goalsell products in various SE Asian countries
  • Offers more than 10,000 items
  • Uses more than 300 suppliers

18
Sell-Side MarketplacesOne-to-Many (cont.)
  • Virtual sellersBigboxx.com.hk of Hong Kong
    (cont.)
  • Company portal attractive, easy to use
  • Browse online catalogs
  • Use search engines
  • Payments
  • Cash or check upon delivery
  • Automatic payments
  • Credit card
  • Purchasing card

19
Sell-Side MarketplacesOne-to-Many (cont.)
  • Virtual sellersBigboxx.com.hk of Hong Kong
    (cont.)
  • Delivery
  • Owns trucks and warehouses
  • Delivery scheduled online
  • Same day (within an hour)
  • Specifically scheduled time
  • Ordering system integrated with SAP-based
    back-office system

20
Sell-Side MarketplacesOne-to-Many (cont.)
  • Virtual sellersBigboxx.com.hk of Hong Kong
    (cont.)
  • Value-added services
  • Track status of order
  • Check stock availability
  • Promotions
  • Customized prices
  • Group accounts and central approvalfor
    businesses with multiple branches
  • Standing orders automatically activated
  • Large number of reports and data available

21
Sell-Side MarketplacesOne-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 serviceexpanded to provide a higher
    level of service than previously available at the
    site

22
Sell-Side MarketplacesOne-to-Many (cont.)
  • Direct sales from catalogs
  • Configuration and customization
  • Efficient customization for direct sales
  • Business customers
  • Customize products
  • Receive price quote
  • Submit order
  • Successful cases
  • Dell
  • Intel
  • IBM
  • Cisco

23
Sell-Side MarketplacesOne-to-Many (cont.)
  • Direct sales from catalogs
  • Benefits
  • Reduces costs (to buyers and sellers) and errors
    during the process
  • Speeds up order cycle
  • Ability to customize products
  • Offer different prices to different customers

24
Sell-Side MarketplacesOne-to-Many (cont.)
  • Direct sales from catalogs (cont.)
  • Limitations
  • Channel conflicts with distribution systems
  • High cost when traditional EDI used
  • Large number of business partners is needed to
    justify system

25
Selling Side Auctions and Other Models
  • Forward auctionsquick disposal of items
  • Revenue generation
  • Increased page views
  • Member acquisition and retentionbidding
    transactions result in additional registered
    members
  • Selling from own site when
  • Large companies that conduct auctions frequently
    dont benefit from using intermediaries
  • E-marketplace already in use, cost of adding
    auction not too high

26
Selling SideAuctions and Other Models (cont.)
  • Using intermediaries when
  • No resources required
  • Own and control auction information
  • Fast time to market
  • Searching and reporting
  • Search and report all auction activities
  • Standard reports available
  • Additional analysis of complex information

27
Selling SideAuctions and Other Models (cont.)
  • Billing and collection
  • Automatic calculation of shipping weights and
    charges
  • Paymentencrypted credit card data
  • Billing informationeasily downloaded into
    existing systems
  • Successful if
  • Sufficient number of loyal customers
  • Products well known
  • Price not major purchasing criteria

28
Sell-Side CaseCISCO Connection Online (CCO)
  • Benefitssaves the company 363 million per year
    in
  • Technical support
  • Human resources
  • Software distribution
  • Marketing material

29
Cisco Connection Online (CCO) (cont.)
  • Customer serviceCisco Connection online
  • Online orderingInternet Product Center builds
    virtually all products to order
  • Order statuscustomer tools for finding answers
    to order status inquiries

30
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

31
Cisco Connection Online (CCO) (cont.)
  • Benefits to customers
  • Quick order configuration
  • Immediate cost determination
  • Collaboration with Cisco staff

32
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

33
Sell-Side Intermediaries (cont.)
  • Marshall Industriesa subsidiary or AvnetMarshall
    (cont.)
  • Survival strategy
  • Continuous improvement programs and innovations
  • Team-based organization, flat hierarchy,
    decentralized decision making
  • Profit sharing compensation for salespeople

34
Sell-Side Intermediaries (cont.)
  • Marshall Industriesa subsidiary of AvnetMarshall
    (cont.)
  • Survival strategy
  • CRM highly promoted
  • Web-based services create value between suppliers
    and customers
  • EC initiatives supported by
  • Changing internal organization
  • Changing internal procedures

35
Sell-Side Intermediaries (cont.)
  • Boeings 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

36
Sell-Side Intermediaries (cont.)
  • Boeings 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
    electronicallycheap, easy, fast
  • 50 of customers using Internet within first year

37
Sell-Side Intermediaries (cont.)
  • Boeings 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

38
Sell-Side Intermediaries (cont.)
  • Boeings 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

39
Sell-Side Intermediaries (cont.)
  • Boeings PART
  • Benefits to Boeings customers
  • Increased productivityless time searching for
    information
  • Reduced costsdelays at gate reduced because all
    information is available
  • Increased revenuesfaster service provides time
    savings

40
Buy Side One-from-Many,E-Procurement
  • Purchasing agents (buyers)
  • Direct purchasing
  • Use of material is scheduled
  • Not a shelf item
  • Indirect purchasing
  • MROs
  • Nonproduction materials
  • Inefficiencies in procurement management of
    indirect materials

41
A Traditional Purchasing Process Flow
Source ariba.com, February 2001.
42
Buy Side One-from-Many,E-Procurement (cont.)
  • Innovative procurement management
  • Innovative purchasing as strategic approach to
    increase profit margins
  • Web facilitation includes
  • Electronic tendering
  • Volume purchasing
  • Aggregating supplier catalogs at buyers site
  • Group purchasing
  • Others

43
Buy Side One-from-Many,E-Procurement (cont.)
  • Goals of procurement reengineering
  • Increase purchasing agent productivity
  • Lower purchasing prices of items
  • Improve information flow and management
  • Minimize maverick (unplanned) buying
  • Improve payment process
  • Streamline purchasing process to make it
  • Simple
  • Fast

44
Buy Side One-from-Many,E-Procurement (cont.)
  • Goals of procurement reengineering (cont.)
  • Reduce administrative processing cost per order
  • Find new suppliers and vendors to provide
    faster/cheaper goods and services
  • Integrate procurement process with budgetary
    control in an efficient and effective way
  • Minimize human errors in buying or shipping
    process

45
Buy-Side B2BMarketplace Architecture
46
Buy Side One-from-Many,E-Procurement (cont.)
  • Direct vs. indirect sourcing
  • Tools to automate purchasing goods
  • Direct or mission critical
  • 80 of manufacturers expenditure
  • Long-term relationship with vendor of known
    quality goods
  • Tight integration with suppliers along supply
    chain
  • Indirectuse of public exchanges for indirect
    sourcing

47
Buy Side Reverse Auctions
  • Pre-Internet Reverse auction process
  • Prepare description of product to be produced
  • Announce project via ads, mail, telephone
  • Send detailed information to interested vendors
  • Vendors prepare proposals
  • Bidders submit document proposals
  • Proposals evaluated
  • Problems
  • Laws
  • Expensive
  • Errors

48
Buy Side Reverse Auctions (cont.)
  • Web-based reverse auction process
  • Buyers prepare bidding project information
  • Buyers post project on portal
  • Identify potential suppliers
  • Invite suppliers to bid
  • Suppliers download project information
  • Suppliers submit electronic bid
  • Reverse auction in real-time, or it can take a
    few days
  • Buyers evaluate and award contract

49
Buy Side Reverse Auctions (cont.)
  • Web-based reverse auction process
  • Benefits
  • Electronic process is faster
  • Administratively much less expensive
  • Enables location of cheapest possible products

50
Procurement Revolution at GE
  • TPN at GE Lighting Division
  • Purchasing was inefficienttoo 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

51
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.

52
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

53
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

54
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

55
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

56
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

57
Group Purchasing
  • Group purchasingorders from several buyers are
    aggregated
  • 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

58
Electronic Bartering
  • 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

59
Collaborative Commerce (C-Commerce)
  • Web-based systems used between and among
    suppliers for
  • Communication
  • Design
  • Planning
  • Information sharing
  • Information discovery

60
Collaborative Commerce(C-Commerce) (cont.)
  • Webcore construction goes online with its partners

61
Suppliers Extranet Hudson Dayton Case
62
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

63
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
  • Distributors
  • Overseas
  • Factories
  • Customers

64
Collaborative Commerce(C-Commerce) (cont.)
  • Other examples of c-commerce
  • Tricon Restaurant Internationalglobal brand
    marketing management
  • RE/MAXreal estate franchiser improved
    communication and collaboration between
    independent owners
  • Marriott Internationallinks corporations,
    franchising partners, suppliers, customers
  • Nygard of Canadainterorganizational collaboration

65
B2B Infrastructure
  • 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)

66
B2B Infrastructure (cont.)
  • Software for CRM
  • Security hardware and software
  • Software for building a storefront
  • Telecommunications networks and protocols

67
Extranet and EDI
  • Secure interorganizational networks
  • Traditional EDI limits accessibility of small
    companies
  • Internet-based EDI offers wide accessibility to
    companies around the world

68
Integration
  • ERP software
  • Customer, supplier, and other databases
  • Legacy systems
  • Catalog (product) information
  • Inventory systems
  • Sales statistics
  • Decision support systems (DSS) and SCM
    applications

69
Integration (cont.)
  • Integration with existing information systems
  • Issues in integrating with back-end information
    systems
  • 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

70
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

71

Intelligent Agent-Based Commerce
B2B Agents
Source J. K. Lee and W. Lee (1997).
72
Implementation Issues
  • Justification and prioritization
  • Must conduct cost benefit analysis of proposed
    projects
  • Include organizational impacts
  • Possible channel conflicts
  • Dealing with resistance to change due to
    processes reengineering
  • Cost-benefit analysis related to
  • Finding B2B opportunities
  • Prioritizing potential initiatives

73
Implementation Issues (cont.)
  • 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

74
Implementation Issues (cont.)
  • Implementing e-procurement
  • Fit e-procurement into EC strategy
  • Review and change procurement process itself
  • If ERP or SCM is in placeintegrate
    e-procurement, If not in placeBPR before
    implementation
  • Coordinate buyers information system with
    sellers

75
Managerial Issues
  • B2B marketingsell-side marketplaces require
    advertisement and incentives
  • Which models to use and whenneed for
    implementation strategies and prioritization
  • Purchase process reengineering (BPR)
  • Establish buy-side marketplace on its server if
    volume is big enough to attract major vendors
  • Join third-party intermediary-oriented
    marketplace if volume is small

76
Managerial Issues (cont.)
  • Integrationtrading in e-marketplaces is
    interrelated with logistics
  • Particularly true in many-to-many exchanges
  • Company-centric marketplaces must integrate
  • Logistics
  • Other support services

77
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
  • Auctionsboth forward and reverse
  • Benefits are substantial
  • Implementation is relatively simple
  • Considerable flexibility in implementation

78
Managerial Issues (cont.)
  • E-procurementcritical success factors
  • Need to cut down number of routine tasks
  • Reduce overall procurement cycle using
    appropriate information technologies
  • Workflow
  • Groupware
  • ERP software
  • B2B models
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