商业信息技术-2.ppt

信息系统的概念与作用,龙军生 北大光华管理学院,信息系统的概念,商业的角度 信息系统是一个以信息技术为基础的企业和管理的解决方案(solution) 重点是企业的解决方案 信息技术只是个工具而已 企业不买技术，只买解决问题的方案 信息系统是企业的一部分 业务流程的一部分 对有的公司来说，是一大部分,企业组织的要素与信息系统的作用,业务流程 手续，规则 人与人事关系 说服力，拉关系 组织结构 组织图，部门关系， 管理制度 文化 行为规范，理念，认知度,信息化的重点 enable 流程创新 减化流程 新业务流程 制度化（固化） 自动化（尽量） 决策支持与知识管理 支持企业的学习能力,组织的功能与信息系统,销售与市场营销 制造 财务 人力资源 等等,销售,规划,执行,顾客 服务,采购,财务系统,供应链管理系统,产品 管理,设计,erp,crm,dds,oa,知识管理,信息一体化下的制造企业,销售,设计,计划,物流/供应链管理,顾客服务,执行,采购,库存控制,市场预测,仓储管理,运输管理,产品,供应链管理,信息一体化下的服务企业,顾客,销售系统,交易工具,交易管理,市场联结,风险管理,结算,交易单,市场,日报表,执行报告,互联网时代的趋势,管理信息系统的作用,业务流程创新的enabler 本质上改变企业的竞争力 成本优势 价值优势 表面上的结果 管理过程化 组织扁平化 职能综合化,三个管理理论的学派,技术-理性为主的 重在完成任务的精度 将任务组织成工作，工作成为生产体系 行为为主的 强调企业如何适应内部和外部环境的变化 认知为主的 强调如何应用专技和知识去解决问题，追求企业的学习能力,技术-理性学派的特点,组织象一个机器（金字塔） 庞大，官僚 重数据收集，分析，监控 功能 规划 组织 协调 决策 控制,技术-理性学派与信息技术,行为学派的特点,人是企业的一部分，不只是工具 组织的效率取决于组织的适应力 管理活动特点 快速大量的工作 繁多而分散的信息 关系网 以语言为主要交流手段 控制议程,行为学派管理与信息技术,认知学派的特点,组织是一个学习体 企业的效率取决于组织根据现有的知识和环境，通过学习，作出正确的决定。 管理活动的特点 知识管理 解决问题为中心的 信息加工,认知学派管理与信息技术,管理的风格对信息系统的影响,管理者的角色,人事角色 领导者 共识生成者 组织角色 司令员：命令，监视，控制 协调者 信息角色 收集数据，整理信息，发散信息 组织的代言人 决策角色 采取行动方案 解决冲突 分配资源,管理角色与信息系统,人事角色 领导者 共识生成者 组织角色 司令员：命令，监视，控制 协调者 信息角色 收集数据，整理信息，发散信息 组织的代言人 决策角色 采取行动方案 解决冲突 分配资源,电子通讯系统 erp，oa oa dss系统,决策的水平,战略决策 决定组织的长期目标，资源和政策 管理决策 追求运作和资源的利用率的有效性 知识决策 产生，评估，推广新的想法 运营决策 日常经营决策,信息化的重点,业务流程创新与自动化 目前最有投资的地方 回报是每天的 目标 顾客服务 streamline 反应速度 新的方式做生意,大变化时代下的管理挑战,大变化的时代 什么都在变,而且是突变 变的速度在加快 含义 管理也要跟着变 无定势 生存下来的是适应者, 不是最强者 重过程 不追求完美 但要及时 做事的尺度缩小 18个月以外的计划基本上不切实际 反应速度是非常要紧的 创新,大变化时代下的信息系统,反应速度快 一体化 企业内部 企业之间 更新快 每几年重来一次 便利性,小结,信息系统在企业里的应用是广泛的 目前, 自动化与制度化业务流程是最具回报的 自动化是对创新后的业务流程而言的 信息系统应该是 企业问题的解决方案(猫论) 灵活易改变 帮助整合分离的业务流程 提供无与比拟的顾客便利性,案例: ups,可靠、高效的著名包裹服务商 每天13.6百万件包裹 每天1.8百万顾客和7百万收件人. 1999年总销售额$270亿美元 ups的it历史: 1990: .ups net 1993: diad(delivery information acquisition device) 1995: api +tracking system late 2000: 6 online tools 2001: e-commerce, e-logistics+,案例: ups,what are the input, processing, and output of upss package tracking system? what technologies are used? how are these technologies related to upss business strategy? what would happen if these technologies were not available?,案例: ups,input: package information, customer signature, pickup, delivery and timecard data, data location(while on route), and billing and customer clearance document. processing: mainly,the data is transmitted to a central computer and stored for retrieval. output: mostly the same data as the input-pickup and delivery time, location while on route, who signed for the package.,案例: ups,technologies used include handheld computers with devices to automatically capture shipping information, barcode scanners, telecommunications for transmitting data, cellular phone network, and computer. the strategy is still the original one:”best service and lowest rate”. technology allows ups and its customers to always know where a package is. if the technology were not available, then ups would, as it has through most of its history, attempt to provide that information to its customers, but at a high price. note the pressure to reduce process time and cycle time,问题,what are the major components of the it infrastructure required to do business in the 1990s? what are the key enabling technologies for building the it infrastructure? how have these technologies evolved over the past 30 years? what is the difference between it infrastructure and it applications? how can a manager ensure that he or she is capturing the value from investments in information technology?,it 能提供可持续竞争优势吗？,论点 it 不能是竞争优势的持续源泉 那么什么是呢？ 结论 可持续竞争力不取决于某一个技术或策略 可持续竞争力来源于下列能力 制定决策 迅速有效地执行这个决策 比任何竞争对手都要低很多的成本 一句话：敏捷的组织、学习的组织 对it的意义 it是实施企业战略的工具 组织必须具有设计、构造、应用所需的企业应用软件,it的两个主要作用 it 是一个建筑有效组织的平台. in this role, it is a source of knowledge and information, a platform for communicating and sharing information; it is a necessary component of the infrastructure required to creative a flexible, adaptive org. that embodies both tight control and flexibility. it是一个开发增值的战略应用软件的强有力的工具 it application must be able to be created and deployed quickly and must be capable of adapting to changes in strategy and its execution. firms must create a robust, stable it infrastructure that serve as a platform for developing and implementing new value-added application quickly and less cost.,it能提供可持续竞争优势吗？,案例：sabre的演化,1960s, began as inventory-management tool-technical change. by mid-1970s, as control centre- flight resource planning, aa management change installed sabre terminal in travel agencies. as travel-industry distribution mechanism- transform the marketing and distribution of airline services. today, as electronic travel supermarket -sabre travel information network.,p.122,organization design challenge,the it design challenge parallels the organization design challenge,the organization challenge,what activities we should keep inside?,it and external industry participant,what is the difference between it infrastructure and it application?,session 2: winning competitive advantages with it,case study: ups, sina, internet trading discussion: reconceptualising it the key applications in business strategic information systems 5. summary of how it can be used to implement competitive advantages,sample,1950s: technical changes 60s-70s: managerial control 80s-90s: institutional core activities growing importance,information as strategic resource,changing concepts of information systems,time period,conception of information,information system,purpose,1950-1960,bureaucratic requirement,electronic,speed accounting &,accounting machine,paper processing,1960s-1970s,general purpose support,mis,speed general,reporting requirements,1970s-1980s,customized management support,dss - ess,improve, customize,decision making,1985-2000,strategic resource,strategic system,promote survival and,competitive advantage,prosperity of organization,business foundation,strategic role of information systems,strategic info system: can change goals, operations products, services environment to gain competitive advantage,competitive advantages with it,case study: ups, sina, internet trading discussion: reconceptualising it the key applications in business strategic information systems summary of how it can be used to implement competitive advantages,sample,porters five forces model,method to gain competitive advantage,barriers to entry keep out potential competitors and substitutes ties to suppliers can cut costs, improve quality,and lock out competitors control over distribution provides stronger markets and keeps out competitors building ties to customers builds loyalty, improves products and increases margins creating switching costs keeps customers loyal,business levels strategy and information technology,strategies,models,it technologies,industry,cooperation vs competition,competitive forces model,electronic transactions,licensing,network economies,communications networks,standards,interorganizational systems,information partnerships,firm,synergy,core competency,knowledge systems,core competencies,organizational systems,business,low cost,value chain analysis,datamining,differentiation,it-based products / services,scope,interorganizational systems,supply chain management,efficient customer response,business levels strategy and information technology,value chain analysis highlights activities that add margin of value to product or service datamining analysis of data to find patterns & rules to guide decision making,value chain model,administration and management,human resource,technology,procurement,support activities,how technology support value activities？,how technology support secondary activities？,firm-level strategy and information technology (1) optimum operations,synergies: when outputs of some units can be used as inputs to other unites, then unique non-market relationships can lower costs and generate profits. how can it be used strategically here? to tie together the operations of disparate business units so that they can act as a whole.,订单,发运,应收款,总帐,物料单,计划,制造,库存管理,应付款,采购,成本,mrpm,cusm,momm,invm,glsm,purm,apsm,prcm,arsm,shpm,mrpii(manufacturing resource planning),bilm,价格手册,定制产品,材料分析,批号跟踪,管理报告,合格供应商,车间管理,core competencies an activity at which a firm is a world-class leader, may include being the worlds best fiber-optic manufacturer, the best miniature parts designer, the best package delivery service, or the best thin film manufacturer. -rely on knowledge. how can it be used to advance or create core competencies? knowledge management systems encourage the sharing of knowledge across business.,(2) enhancing core competencies,by altering the product development cycle or by increasing the speed of distribution. by development new business by use of new it, e.g. videoconferencing vs. hotel business.,industry-level strategy and information technology (1) change the nature of products and services,in a network, the marginal cost of adding another participant are about zero,whereas the marginal gain is much larger. the larger the number of subscribers in a telephone system, or the internet,the greater the value to all participants. change the market, eg.atms, point-of-sale system.,(2) network economics,competition force model,summary of how information technology can be used to implement competitive strategies,approach 1: lower costs use it to substantially reduce the cost of business processes use it to lower the costs of customers or suppliers.,4.15,通讯支持(communications support),配销中心,供应商,供应商支付,wal-mat总部,财务(financing),卫星通讯,零售商店,pos数据 (point-of-sale data),组织学习 (organizational learning),视讯联接（video link）,pos数据 (point-of-sale data),wal-mat供应链,partner,wall-mart沃尔-马特,是近20年来美国发展最快的零售商。70年代公司年销售额只有4000万美元。1995年销售额已达936亿美元，列美国最大企业排名第四位。2000年市值2567亿美元，列世界第7位。至尽，公司已拥有2133商店、469家山姆会员商店和248家购物广场，遍布美国、墨西哥、加拿大、巴西、阿根廷、南非、印尼、中国等地。,wall-mart沃尔-马特：成功之道：在于理念和手段,理念：创始人沃尔顿先生倡导的尽量降低经营成本，实行低价销售。 宗旨：帮顾客节省每一分钱。 口号：天天平价，始终如一。 1995年经营成本占销售额的15.8%（世界上大多数零售商的经营成本在40%以上） 手段：拥有世界上最大的私有卫星系统，与3800家供货商实现计算机联网。总部的计算机系统与16个发货中心以及1000多家商店连接，做到即时销售，大大压缩产品时间成本，减少库存风险，加速资金周转。,approach 2: differentiate develop new it features to differentiate products and services use it features to focus products and services at selected market niches.,approach 3: innovate create new products and service that include it components make radical changes to business processes with it develop unique new markets or market niches with the help of it,应用案例戴尔计算机公司 ：直销与个性化服务的典范,向企业销售:5,000家美国公司服务的“首页”计划。当戴尔公司赢得一家有400百人以上的企业客户时，它就为那家客户建立首页。首页只不过是一套比较小的网页，常常同客户的内联网联接(销售和租赁），让获准的雇员在线配置个人计算机、付款、跟踪交付的情况每天约有500万元的戴尔个人计算机以这种方式定货。首页让客户能即刻得到技术支持（再也不用在电话里等待！），与销售人员联系。 向个人销售：网上订购、网上跟踪、网上支付,approach 4: promote growth use it to manage regional and global business expansion use it to diversify and integrated into other products and service,approach 5: develop alliance use it to create virtual organizations of business partners (information partner) develop interorganizational information systems that create strategic business relationships with cust