collaborative commerce. 2 agenda b. collaboration basics c. e-collaboration a. introduction d....
TRANSCRIPT
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COLLABORATIVE COMMERCE
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Agenda
B. Collaboration basics
C. E-Collaboration
A. Introduction
D. Conclusion
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Introduction
Collaboration is a notion with an inherently positive bias, however, neither area, scale and scope of collaborative activities nor ICT support are generally specified.
The purpose of this presentation is to frame and distinguish different views and interpretations of (e-)collaboration
B. CollaborationC. E-CollaborationD. Conclusion
A. Introduction
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Agenda
C. E-Collaboration
A. Introduction
D. Conclusion
B. Collaboration basics
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Collaboration
Definition Working jointly together in order to gain competitive advantage
Aims Increased efficiency (“Economies of scale”) Augmented service portfolio (“Economies of scope”) Risk reduction Cost reduction Market expansion, access to new markets Quality improvement (products, services) Reduced development and reaction time (“Time-to-market”) Accessing/developing new skills, capabilities, resources Outsouring
B. CollaborationC. E-CollaborationD. Conclusion
A. Introduction
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Collaboration: Plentitude of Terms and Definitions
Collaborative Commerce E-Collaboration C-Commerce Supply Chain Management/Supply Chain Integration Build-to-order/Build-to-delivery concepts Joint planning and design ProSumer …
B. CollaborationC. E-CollaborationD. Conclusion
A. Introduction
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Collaborative Commerce: Definitions
“Collaborative Commerce, an approach to online business that goes far beyond transactions, has become a buzzword. Collaborative Commerce has been defined as the use of an business-to-business exchange to facilitate the flow of information rather than to process transactions”. [Bechek/Brea 2001, 36]
“Collaborative commerce will entail moving core business processes such as product development and customer acquisition onto the Web” [Bechek/Brea 2001, 37]
“Collaborative Commerce: A means of leveraging new technologies to enable a set of complex cross-enterprise business processes allowing entire value chains to share decision-making, workflow, capabilities, and information with each other.” [Deloitte Research, Survey: “Collaborative Commerce”]
“We define c-Commerce as: ‘the online business-to-business interactions between two or more parties, focused on the exchange of knowledge and the mutual interconnection of business processes in order to optimize value creation’.” [Drost et al. 2001, 16]
B. CollaborationC. E-CollaborationD. Conclusion
A. Introduction
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Collaborative Commerce, but how…
“A recent study, commissioned by ArsDigita and conducted by Bain & Company, shows that while 70% of business and technology leaders consider enhanced collaboration capabilities a critical next step for their online services, few have a clue what collaborative commerce implies practically.” [Bechek/Brea 2001, 36]
B. CollaborationC. E-CollaborationD. Conclusion
A. Introduction
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Relationship Management Concepts
Lieferanten
Vorlieferanten Geschäfts-kunden
Vertriebs-partner
Endkunden
SRM
PRM
CRM
CRM
SCM
SNMMCM
B. CollaborationC. E-CollaborationD. Conclusion
A. Introduction
Distributionpartner
End customer
Businesscustomer
Supplier
Pre-supplier
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Elements of Collaboration
InformationCommunica-
tion
Transaction
Collaboration
B. CollaborationC. E-CollaborationD. Conclusion
A. Introduction
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Directions of Collaboration
Vertical Collaboration (Workflow) Supply-side collaboration Customer-side collaboration Supply Chain collaboration
Horizontal Collaboration (Workgroup) Group collaboration Network collaboration
B. CollaborationC. E-CollaborationD. Conclusion
A. Introduction
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Supply-side Collaboration2. Horizontal
1. Vertical
Joint planning and design
Collaborative Planning, Forecasting and Replenishment (CPFR), e.g. Retail sector
Joint design, e.g. Automotive sector
Supplier
FirmSupplier
Supplier
Customer
Customer
Customer
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Customer-side Collaboration2. Horizontal
1. Vertical
ProSumer
Customization/Configuration services (Mobile Phones), e.g. Telecommunication sector
Custom Product Development (Prototyping), e.g. Semiconductor/ Chemical Industry
Supplier
FirmSupplier
Supplier
Customer
Customer
Customer
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Supply Chain Collaboration2. Horizontal
1. Vertical
Supply Chain Management/Supply Chain Integration
Process integration/automation (SCOR reference model) Process redesign (ioBPR, BNR)
Supplier
FirmSupplier
Supplier
Customer
Customer
Customer
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Group Collaboration
Collaboration of individuals
Virtual group meetings (Video conferencing) Analysis and decision support Virtual product design (Wall, CAVE, Virtual environments), e.g.
Automotive sector Interaction (MUDs), e.g. Military sector
2. Horizontal1. Vertical
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Network Collaboration2. Horizontal
1. Vertical
Collaboration of firms
Knowledge exchange Developing/accessing capabilities, skills, resources
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Agenda
B. Collaboration basics
A. Introduction
D. Conclusion
C. E-Collaboration
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E-Collaboration
Definition
Supporting or facilitating inter-organizational collaboration through ICT.
Motivation Improve inter-organizational information and communication flow Increase efficiency Reduce cycle times Reduce cost (Decentralized) decision making …
Differentiation between IS integration and IS coupling!
B. Collaboration C. E-Collaboration
D. Conclusion
A. Introduction
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Degrees of IS Integration
Minimal integration Majority of interactions involve sharing information through
meetings, phone, fax, mail and email
Moderate integration Majority of interactions involve online viewing of information in
databases and electronic exchanges of information, but parties have limited ability to change each other’s databases
High integration Majority of interactions involve automated transactions between each
other’s databases and computer applications
Very high integration Majority of interactions involve tightly integrated or shared databases
and applications. Processes are significantly redesigned, redundancies eliminated, and activities shifted to the appropriate partner
B. Collaboration C. E-Collaboration
D. Conclusion
A. Introduction
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IS Integration
Processstandardizability
Processfrequency
Degree of integration
Minimal integration
Moderate/High integration
Very High integration
B. Collaboration C. E-Collaboration
D. Conclusion
A. Introduction
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Web-based Services for Business Customers
Minimal integrationMainly recent situation of Siemens ICN
Moderate integrationPartly providing “static” information (e.g. electronic handbooks, software
patches) and offering basic services (e.g. service call) on the InternetPossible: “dynamic” information (e.g. customer’s business history,
service/order status tracking) on the Internet
High integrationOffering information and web services on marketplaces or customers’
ERP systems (e.g. service call and service/oder tracking are available in customer’s IS), IS coupling
Very high integration Integrating Siemens ICN’s IS with customers’ IS, IS integration
B. Collaboration C. E-Collaboration
D. Conclusion
A. Introduction
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IS Integration
Processstandardizability
Processfrequency
Degree of integration
Minimal integration
Moderate/High integration
Very High integration
B. Collaboration C. E-Collaboration
D. Conclusion
A. Introduction
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Siemens ICN: Web-based Services
Minimal integrationMainly recent situation of Siemens ICN
Moderate integrationPartly providing “static” information (e.g. electronic handbooks, software
patches) and offering basic services (e.g. service call) on the InternetPossible: “dynamic” information (e.g. customer’s business history,
service/order status tracking) on the Internet
High integrationOffering information and web services on marketplaces or customers’
ERP systems (e.g. service call and service/oder tracking are available in customer’s IS), IS coupling
Very high integration Integrating Siemens ICN’s IS with customers’ IS, IS integration
B. Collaboration C. E-Collaboration
D. Conclusion
A. Introduction
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Agenda
B. Collaboration basics
C. E-Collaboration
A. Introduction
D. Conclusion
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Conclusion
While we have distinguished different interpretations and approaches towards e-collaboration, the combination or integration of the respective elements has not been addressed.
The linkage to CRM or SRM suggests that companies need to decide about an underlying "philosophy" or "vision" in the relations to their business partners and then decide about the specific instruments of collaboration.
B. CollaborationC. E-Collaboration
D. Conclusion
A. Introduction
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References
[Bechek/Brea 2001]Bechek, Bob; Brea, Cesar: Deciphering Collaborative Commerce, in: Journal of Business Strategy, March/April 2001, pp. 36-38.[Drost et al. 2001]Drost, Sjoerd; Legemaat, Martijn; Marks, Frank: Positioning Paper c-Commerce – Value creation in business-to-business markets: the next generation. Source: http://www.nolannorton.com/PP_c-Commerce.pdf (last visit: 2002-08-22).[Hagel/Brown 2001]Hagel III, J.; Brown, J.S.: Your Next IT Strategy, in: HBR October 2001, pp. 105-113.[Linthicum 1999]Linthicum, D. S.: Enterprise Application Integration. Reading, Mass.: Addison Wesley, 1999.[Pinkston 1999]Pinkston, J.: The Ins and Outs of Integration, in: EAI Journal August 2001, pp. 48-52.
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Contact information
Universität MünsterInstitut für Wirtschaftsinformatik
Lehrstuhl für Wirtschaftinformatik undInterorganisationssysteme (IOS)Prof. Dr. Stefan KleinLeonardo-Campus 3D-48149 Münster
Tel.: +49 (251) 8338-110Fax: +49 (251) 8338-119
http://www.wi-ios.de
Stefan KleineMail: [email protected].: +49 (251) 8338-110
Marcel GogolineMail: marcel.gogolin@wi-ios
.deTel.: +49 (251) 8338-122