Konsep B2B

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Konsep B2B
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Tujuan pembelajaran

• Memahami konsep dan karakteristik B2B
• Menggambarkan tipe model B2B
• Menggambarkan karakteristik marketplace sell-side
  dan buy side

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Konsep dan Karakteristik EC B2B

• Definisi EC B2B
• Suatu transaksi bisnis yang dilakukan secara
  elektronik melalui jaringan Internet, Extranet,
  Intranet, private network (Contoh EDI).
• Suatu Transaksi dapat dilakukan antara bisnis dan
  anggota supply chain-nya, seperti melakukan antar
  bisnis.
• Suatu bisnis bisa suatu organisasi, umum atau
  swasta, untuk kepentingan profit / non profit
• Karakteristik B2B adalah perusahan yang melakukan
  otomatisasi proses jual-beli / trading

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Konsep dan karakteristik EC B2B

• Ukuran dan isi pasar
• Diperkirakan tumbuh dari 1.1 juta di 2003 sampai
  10 juta di 2005
• Persentase of Internet-based B2B dari 2.1 di
  2000 sampai 10 di 2005
• Private and public e-marketplace
• Privateone-to-many mode
• Publicmany-to-many mode

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Konsep dan Karakteristik EC B2B

• Bagaimana B2B bisa berjalan ?
• Bisa Secara langsung antara pembeli/buyer dan
  penjual/seller melalui perantara / intermediary
  online. Intermediary dapat berupa organisasi,
  orang, atau sistem elektronik
• Biasanya Melalui supply chain dengan atau tidak
  melalui perantara-perantara/ intermediaries
• Tipe transaksi B2B
• Spot buying / pembeli spotberdasarkan pembelian
  barang dan jasa pada pasar harga/market price
  yang ditentukan oleh dynamic supply dan
  permintaan pasar /demand. Penjual dan pembeli
  biasanya tidak saling kenal. Contoh stock
  exchange dan commodity exchange (minyak
  gula,jagung)
• Strategic sourcing/sumber strategikmelibatkan
  kontrak jangka panjang biasanya berdasarkan
  negosiasi antara penjual dan pembeli.

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Figure 6-1B2B Supply Chain
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Konsep dan Karakteristik EC B2B

• Hubungan Supply chain
• Saling berhubungan subproses dan aturan-aturan
• mendapatkan material
• memroses produk dan jasa
• Menuju distributor
• Dibeli oleh pelanggan
• Proses Traditional diatur melalui transaksi
  kertas
• Aplikasi B2B menawarkan keuntungan competitive
  untuk supply chain management (SCM)

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Konsep dan karakteristik EC B2B

• Entitas B2B
• Selling company / Perusahaan penjualperspektif
  manajemen marketing
• Buying company / perusahaan pembeli perspektif
  manajemen pengadaan
• Electronic intermediaries / perantara
  elektronikoptional third party directory service
  provider (scope of service may be extended to
  order fulfillment)
• Trading platformspricing and negotiation
  protocol (auctions, reverse auctions)

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Konsep dan Karakteristik EC B2B

• 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

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Konsep dan Karakteristik EC B2B
Information processed in B2B

• Product
• Customer
• Supplier
• Product process
• Transportation

• Inventory
• Supply chain
• Competitor
• Sales and marketing
• Supply chain process and performance

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Konsep dan Karakteristik EC B2B

• Electronic intermediaries in B2B
• Pelanggan dan bisnis bisa saling berbagi
  perantara/intermediaries
• Bisnis dapat menggunakan intermediaries yang
  berbeda dengan supplier yang berbeda
• Keuntungan model B2B
• Menghilangkan sistem yang menggunakan kertas
• Mempercepat waktu siklus
• Mengurangi kesalahan
• Meningkatkan produktifitas karyawan
• Mengurangi biaya
• Meningkatkan pelayanan pelanggan dan manajemen
  partnership / kerjasama

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Model B2B

• Company-centric models
• Sell-side marketplace (one-to-many), satu
  perusahaan melakukan semua penjualan
• Buy-side marketplace (many-to-one), satu
  perusahaan melakukan semua pembelian
• Many-to-many marketplacesthe exchange
• Buyers and sellers meet to trade
• Trading communities
• Trading exchanges
• Exchanges

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Model B2B

• Other B2B models and services
• Tujuan penjualan / selling
• Tujuan pembelian / buying
• Integrator Value chain
• Service provider Value chain
• Information brokers

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Arsitektur Sell-Side Marketplace
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Sell-Side MarketplacesOne-to-Many

• Successful cases

• IBM
• Cisco

• Dell
• Intel

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Sell-Side CaseCISCO Connection Online (CCO)

• Benefitssaves the company 363 million per year
  in
• Technical support
• Human resources
• Software distribution
• Marketing material

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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

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Cisco Connection Online (CCO) (cont.)

• Benefits to customers
• Quick order configuration
• Immediate cost determination
• Collaboration with Cisco staff

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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

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Figure 6-3A Traditional Purchasing Process Flow
Source ariba.com, February 2001.
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Figure 6-4Buy-Side B2BMarketplace Architecture
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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

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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.

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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

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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

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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

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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

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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)

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B2B Infrastructure (cont.)

• Software for CRM
• Security hardware and software
• Software for building a storefront
• Telecommunications networks and protocols

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Extranet and EDI

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

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Figure 6-7 Intelligent Agent-Based Commerce
B2B Agents
Source J. K. Lee and W. Lee (1997).