Title: Chapter 6 CompanyCentric B2B
1Chapter 6Company-Centric B2B
2Learning Objectives
- Describe the B2B field
- Describe the major types of B2B models
- Describe the characteristics of the sell-side
marketplace - Describe the sell-side intermediaries models
- Describe the characteristics of the buy-side
marketplace and e-procurement
3Learning Objectives (cont.)
- Explain how forward and backward auctions work in
B2B - Describe B2B aggregation and group purchasing
models - Describe collaborative e-commerce
- Understand issues concerning the implementation
of company-centric B2B - Distinguish Internet-based EDI from traditional
EDI
4General 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
5General 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
6Concepts 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
7Concepts 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
8Concepts 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
9Figure 6-1B2B Supply Chain
10Concepts 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)
11Concepts 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)
12Concepts 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
13Concepts 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
14Concepts 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
15B2B 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
16B2B 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
17B2B Models (cont.)
- Virtual service industries in B2B
- Travel and tourism services
- Real estate
- Electronic payments
- Online stock trading
- Online financing
- Other online services
18Figure 6-2Sell-Side Marketplace Architecture
19Sell-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
20Sell-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
21Sell-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
22Sell-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
23Sell-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
24Sell-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
25Sell-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
26Sell-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
27Selling 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
28Selling 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
29Selling 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
30Sell-Side CaseCISCO Connection Online (CCO)
- Benefitssaves the company 363 million per year
in - Technical support
- Human resources
- Software distribution
- Marketing material
31Cisco 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
32Cisco 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
33Cisco Connection Online (CCO) (cont.)
- Benefits to customers
- Quick order configuration
- Immediate cost determination
- Collaboration with Cisco staff
34Sell-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
35Sell-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
36Sell-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
37Sell-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
38Sell-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
39Sell-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
40Sell-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
41Sell-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
42Buy 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
43Figure 6-3A Traditional Purchasing Process Flow
Source ariba.com, February 2001.
44Buy 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
45Buy 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
46Buy 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
47Figure 6-4Buy-Side B2BMarketplace Architecture
48Buy 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
49Buy 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
50Buy 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
51Buy Side Reverse Auctions (cont.)
- Web-based reverse auction process
- Benefits
- Electronic process is faster
- Administratively much less expensive
- Enables location of cheapest possible products
52Procurement 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
53Procurement 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.
54Procurement 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
55Procurement 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
56Procurement 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
57Procurement 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
58Aggregating 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
59Group 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
60Electronic 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
61Collaborative Commerce (C-Commerce)
- Web-based systems used between and among
suppliers for - Communication
- Design
- Planning
- Information sharing
- Information discovery
62Collaborative Commerce(C-Commerce) (cont.)
- Webcore construction goes online with its partners
63Figure 6-6Suppliers Extranet Hudson Dayton Case
64Collaborative 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
65Collaborative 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
66Collaborative 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
67B2B 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)
68B2B Infrastructure (cont.)
- Software for CRM
- Security hardware and software
- Software for building a storefront
- Telecommunications networks and protocols
69Extranet and EDI
- Secure interorganizational networks
- Traditional EDI limits accessibility of small
companies - Internet-based EDI offers wide accessibility to
companies around the world
70Integration
- ERP software
- Customer, supplier, and other databases
- Legacy systems
- Catalog (product) information
- Inventory systems
- Sales statistics
- Decision support systems (DSS) and SCM
applications
71Integration (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
72Integration (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
73Figure 6-7 Intelligent Agent-Based Commerce
B2B Agents
Source J. K. Lee and W. Lee (1997).
74Implementation 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
75Implementation 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
76Implementation 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
77Managerial 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
78Managerial 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
79Managerial 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
80Managerial 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