Chapter 5Company-Centric B2B and Collaborative Commerce(电子商务课件-英文版)

1、Prentice Hall, 2003,Chapter 5Company-Centric B2B and Collaborative Commerce,Learning Objectives,Describe the B2B field Describe the major types of B2B models Describe the characteristics of the sell-side marketplace Describe the sell-side intermediary models Describe the characteristics of the buy-s

2、ide marketplace and e-procurement,Prentice Hall, 2003,Explain how forward and backward auctions work in B2B Describe B2B aggregation and group purchasing models Describe collaborative e-commerce and interorganizational systems Describe infrastructure and standards requirements for B2B,Learning Objec

3、tives (cont.),Prentice Hall, 2003,General Motors B2B Initiatives,The Problem EC initiativesbuild-to-order project to be in place by 2005 reducing inventory of finished cars What to do with manufacturing machines that are no longer sufficiently productive (assets problem) Resource problem relating to

4、 procurement of commodity products,Prentice Hall, 2003,General Motors (cont.),The Solution TradeXchange (now part of Covisint) online auctions of items like used machines for manufacturing Significantly decreases time for sales Increases dollar amount of the sales EC initiatives at TradeXchange Capi

5、tal assets problemimplemented its own electronic market to conduct forward auctions Procurement problemautomated the bidding, creating online reverse auctions on its e-procurement site,Prentice Hall, 2003,General Motors (cont.),The Results Within just 89 minutes after the first forward auction opene

6、d, eight presses were sold for $1.8 million In the first online reverse auction, GM purchased a large volume of rubber sealing packages for vehicle production at a significantly lower than the price GM had been paying through negotiated by manual tendering,Prentice Hall, 2003,Concepts, Characteristi

7、cs, and Models of B2 EC,Basic B2B Concepts Business-to-business e-commerce (B2B EC)transactions between businesses conducted electronically over the Internet, extranets, intranets, or private networks; also known as eB2B (electronic B2B) or just B2B Market Size and Content Expected to grow from $1.1

8、 trillion in 2003 to $10 trillion by 2005, the percentage of Internet-based B2B from 2.1% in 2000 to 10% in 2005,Prentice Hall, 2003,Concepts, Characteristics, and Models of B2 EC (cont.),B2B EC Characteristics Parties to the transaction Online intermediaryan online third-party that brokers a transa

9、ction between a buyer and a seller; can be virtual or click-and-mortar; buyers; sellers Types of transactions Spot buyingthe purchase of goods and services as they are needed, usually at prevailing market prices Strategic sourcingpurchases involving long-term contracts that are usually based on priv

10、ate negotiations between sellers and buyers,Prentice Hall, 2003,Concepts, Characteristics, and Models of B2 EC (cont.),Types of materials Direct materialsmaterials used in the production of a product (e.g., steel in a car or paper in a book) Indirect materialsmaterials used to support production (e.

11、g., office supplies or light bulbs) MROs (maintenance, repairs, and operations)indirect materials used in activities that support production,Prentice Hall, 2003,Concepts, Characteristics, and Models of B2 EC (cont.),Direction of trade Vertical marketplacesmarkets that deal with one industry or indus

12、try segment (e.g., steel, chemicals). Horizontal marketplacesmarkets that concentrate on a service or a product that is used in all types of industries (e.g., office supplies, PCs),Prentice Hall, 2003,Concepts, Characteristics, and Models of B2 EC (cont.),The Basic B2B Transaction Types Sell sideone

13、 seller to many buyers Buy sideone buyer from many sellers Exchangesmany sellers to many buyers Collaborative commercecommunication and sharing of information, design, and planning among business partners,Prentice Hall, 2003,Prentice Hall, 2003,Exhibit 5.1Types of B2B E-Commerce,One-to-Many and Many

14、-to-One: Company-Centric Transactions,Company-centric ECe-commerce that focuses on a single companys buying needs (many-to-one, or buy-side) or selling needs (one-to-many, or sell-side) Private e-marketplacesmarkets in which the individual sell-side or buy-side company has complete control over part

15、icipation in the selling or buying transaction,Prentice Hall, 2003,Many-to-Many: Exchanges,Exchangesmany-to-many e-marketplaces, usually owned and run by a third party or a consortium, in which many buyers and many sellers meet electronically to trade with each other; also called trading communities

16、, or trading exchanges Public e-marketplacesthird-party markets that are open to all interested parties (sellers and buyers),Prentice Hall, 2003,Concepts, Characteristics, and Models of B2 EC (cont.),Supply chain relationships in B2B Interrelated subprocesses and roles B2B applications offer competi

17、tive advantages for supply chain management (SCM) Virtual service industries in B2B Travel and tourism services Real estate Online stock trading Electronic payments Online financing,Prentice Hall, 2003,Concepts, Characteristics, and Models of B2 EC (cont.),Benefits of B2B Eliminates paper and reduce

18、s administrative costs Expedites cycle time Lowers search costs and time for buyers Increases productivity of employees dealing with buying and/or selling Reduces errors and/or improves quality of services Reduces inventory levels and costs Increases production flexibility, permitting just-in-time d

19、elivery Facilitates mass customization Increases opportunities for collaboration,Prentice Hall, 2003,Sell-Side Marketplaces:One-to-Many,Sell-side e-marketplacea Web-based marketplace in which one company sells to many business buyers, frequently over an extranet 3 major methods for direct sale in th

20、e one-to-many model: Selling from electronic catalogs Selling via forward auctions One-to-one selling under a negotiated, long-term contract,Prentice Hall, 2003,Sell-Side Marketplaces (cont.),Virtual sellerssellers in the sell-side marketplace can be click-and-mortar manufacturers or intermediaries,

21、 usually distributors or wholesalers Customer service Milacron, Inc. Site contains 55,000 products, easy to use, securely handles selection, purchase, application Technical serviceexpanded to provide a higher level of service,Prentice Hall, 2003,Buying from Virtual Seller B,B.hk of Hong Kong B2B off

22、ice supply retailer services Goalsell products in various SE Asian countries Offers more than 10,000 items Uses more than 300 suppliers Company portal attractive, easy to use Browse online catalogs Use search engines Paymentscash or check upon delivery, automatic payments, credit card, purchasing ca

23、rd,Prentice Hall, 2003,B (cont.),Delivery Owns trucks and warehouses Delivery scheduled online Ordering system integrated with SAP-based back-office system Value-added services Track status of order Check stock availability Promotions Customized prices Group accounts and central approval Standing or

24、ders automatically activated Large number of reports and data available,Prentice Hall, 2003,Prentice Hall, 2003,Exhibit 5.2Sell-Side B2B Marketplace Architecture,Direct Sales from Catalogs,Companies may: Offer one catalog for all customers Customized catalog for each customer Facilitate the B2B dire

25、ct sale by providing the buyer with a buyer customized shopping cart Configuration and customization Efficient customization for direct sales Business customers customize products, receive price quote, submit order,Prentice Hall, 2003,Direct Sales from Catalogs (cont.),Benefits Lower order-processin

26、g costs Faster ordering cycle Fewer errors in ordering and product configuration Lower search costs for buyers Lower search costs for sellers Lower logistics costs,Prentice Hall, 2003,Direct Sales from Catalogs (cont.),Benefits (cont.) Ability to offer different catalogs and prices to different cust

27、omers and to customize products and services efficiently Limitations Channel conflicts with distribution systems High cost when traditional EDI used Large number of business partners is needed to justify system,Prentice Hall, 2003,Selling Via Auctions,Using auctions on the sell-side Revenue generati

28、on Increased page views Stickinesscharacteristic of customer loyalty to a Web site, demonstrated by the number and length of visits to a site Member acquisition and retentionbidding transactions result in additional registered members,Prentice Hall, 2003,Selling Via Auctions (cont.),Selling from own

29、 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 Intermediary-oriented e-marketplacean e-marketplace in which intermediaries operate,Prentice Hall, 2003,Selling Via Auctions (cont.),U

30、sing 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,Prentice Hall, 2003,Selling Via Auctions (cont.),Billing and

31、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,Prentice Hall, 2003,CISCO Connecti

32、on Online (CCO),Benefitssaves the company $363 million per year in technical support, human resources, software distribution, marketing material Customer serviceCisco Connection online Online orderingInternet Product Center builds virtually all products to order Order statuscustomer tools for findin

33、g answers to order status inquiries,Prentice Hall, 2003,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 4-1

34、0 days to 2-3 days Benefits to customers Quick order configuration Immediate cost determination Collaboration with Cisco staff,Prentice Hall, 2003,Marshall Industries,Marshall Industries(a subsidiary of AvnetM) multinational distributor of electronic components known for its innovative uses of IT an

35、d the Web Products and services MarshallNet Marshall on the Internet (portal) Strategic European Internet Electronic Design Center PartnerNet NetSeminar Education and News Portal,Prentice Hall, 2003,Marshall Industries (cont.),Survival strategy Continuous improvement programs and innovations Team-ba

36、sed organization, flat hierarchy, decentralized decision making Profit sharing compensation for salespeople CRM highly promoted Web-based services create value between suppliers and customers EC initiatives supported by: Changing internal organization Changing internal procedures,Prentice Hall, 2003

37、,Boeings PART Marketplace,Acts as an intermediary between the airlines and parts suppliers Provides a single point of online access for airlines and parts providers to access the data needed Goal: provide its customers with one-stop shopping for online parts and maintenance information and ordering

38、capability,Prentice Hall, 2003,Spare parts business using traditional EDI Mechanic tells purchasing department parts are needed, purchase is approved, purchase is made Large airlines connect to Boeings VAN Boeing finds parts and delivers Debut of PART on the Internet Encourages customers to order pa

39、rts electronicallycheap, easy, fast 50% of customers using Internet within first year,Boeings PART Marketplace (cont.),Prentice Hall, 2003,Benefits of PART online Improved customer service Significant operating savings New sales opportunities Customer service online reduced Portable access to techni

40、cal drawings/support Portable Maintenance Aid (PMA)solves maintenance problems,Boeings PART Marketplace(cont.),Prentice Hall, 2003,Boeings PART Marketplace (cont.),Benefits to Boeings customers Increased productivityless time searching for information Reduced costsdelays at gate reduced because all

41、information is available Increased revenuesfaster service provides time savings,Prentice Hall, 2003,Buy Side Marketplaces:One-from-Many,Procurement methods Buy from manufacturers, wholesalers, or retailers at their storefronts, from catalogs,and by negotiation Buy from the catalog of an intermediary

42、 Buy from an internal-buyers catalog Conduct a bidding or tendering system Buy at private or public auction sites Join a group-purchasing system,Prentice Hall, 2003,Buy Side Marketplaces:One-from-Many (cont.),Procurement managementthe coordination of all the activities relating to purchasing goods a

43、nd services needed to accomplish the mission of an organization Inefficiencies in procurement management Purchasing personnel spend time and effort on procurement activities Qualifying suppliers Negotiating prices and terms Building rapport with strategic suppliers Carrying out supplier evaluation a

44、nd certification,Prentice Hall, 2003,Buy Side Marketplaces:One-from-Many (cont.),Buyers are sometimes too busy with the details of the smaller items Organizations address this imbalance by implementing new purchasing models Potential inefficiencies: Delays Paying too much for rush orders Maverick bu

45、yingunplanned purchases of items needed quickly, often from non-approved vendors or at higher prices,Prentice Hall, 2003,Prentice Hall, 2003,Exhibit 5.4Traditional Procurement Process,Buy Side Marketplaces:One-from-Many (cont.),Goals of e-procurement Increase purchasing agent productivity Lower purc

46、hasing prices of items Improve information flow and management Minimize maverick (unplanned) buying Improve payment process Streamline purchasing process to make it simple and fast,Prentice Hall, 2003,Buy Side Marketplaces:One-from-Many (cont.),Goals of e-procurement (cont.) Reduce administrative pr

47、ocessing 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,Prentice Hall, 2003,Buy Side Marketplaces:One-from-Many (cont

48、.),Implementing e-procurement Fit e-procurement into company EC strategy Review and change procurement process itself Provide interfaces between e-procurement with integrated EIS Coordinate buyers information system with the sellers,Prentice Hall, 2003,Buy Side E-Marketplaces:Reverse Auctions,Buy-si

49、de e-marketplacea Web-based marketplace in which a buyer opens an electronic market on its own server and invites potential suppliers to bid on the items the buyer needs; also called the reverse auction, tendering, or bidding model Request for quote (RFQ)the “invitation” to a buy-side marketplace (r

50、everse auction),Prentice Hall, 2003,Prentice Hall, 2003,Exhibit 5.6Buy-Side B2B Market Architecture,Conducting Reverse Auctions,Reverse auctions administered from a companys Web site Bidding process lasts a day or more Bidders may bid only once or view the lowest bid and rebid several times Increasi

51、ng number of reverse auction sites makes it impossible for suppliers to monitor all of them Online directories list open RFQs Use software search-and-match agents to reduce the human burden in the bidding process,Prentice Hall, 2003,Bidding Through a Third-Party Auctioneer: F,United Technologies Cor

52、p. needs suppliers to make $24 million worth of circuit boards 2,500 suppliers are identified as possible contractors List is submitted to FreeMarkets (),Prentice Hall, 2003,F (cont.),FreeMarkets reduced the list to 50, based on considerations including: Plant location Size of supplier Plant capacit

53、y Customer feedback Detailed evaluation of the candidates,Prentice Hall, 2003,F (cont.),3-hour auction conducted of online competitive bidding: First bid was seen by all bidders Using reverse auction approach, the bidders reduced their bids Comprehensive analysis of several of the lowest bidders The

54、n recommended the winners and collected its commission fees,Prentice Hall, 2003,Procurement Revolution at GE,TPN (now part of ) 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 suppl

55、iers 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,Prentice Hall, 2003,Procurement Revolution at GE (cont.),Benefits to GE Labor declined 30% and material costs declined 5%-50%

56、-wider base of suppliers online Redeployment of 50% of the staff Takes half the time to identify suppliers, prepare a request for bid, negotiate a price, and award the contract Invoices automatically reconciled reflecting modifications,Prentice Hall, 2003,Procurement Revolution at GE (cont.),Benefit

57、s 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,Prentice Hall, 200

58、3,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,Prentice Hall,

59、2003,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,Prentice Hall, 2003,Buying from MasterCardInternationals Internal Catalog,Online buying program at MasterCard: Allows corporate buyers to select goods and services from companys electronic catalog Goal is to consolidate buying activities f