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EnablingEnablingSupply Networks withSupply Networks withCollaborative InformationCollaborative InformationInfrastructuresInfrastructures
Towards a new perpective of the role of ICT inIndustrial Networks
PhD. Dissertation Presentation, 27.feb.2009
Chris NøkkentvedIndustrial PhD, Copenhagen Business School, CAICTchris@os.dk
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF2
PhD. Dissertation – Mentors & Defence Committee
• Academic Prime MentorProfessor Niels Bjørn-Andersen, Centre for Applied Information and CommunicationTechnologies – CAICT, Copenhagen Business School, Howitzvej 60,3, 2000 Frederiksberg,Danmark
• Company MentorMogens Rødbro, IBM GBS Nordics, Nymøllevej 91, 4, DK-2800 Lyngby, Denmark
• PhD. Defence CommitteeProfessor Robert Austin (Chairman), Harvard Business School (HBS)Professor Peter Weill, MIT Sloan School of Management, USAss. Professor Henning de Haas, Syddansk University and Minerva Management A/S
PhD. Dissertation DatesDelivered: 1st of July 2007Final Review: 2nd of February 2008Pre-defense: 7th of May 2008Defense: 27th of February 2009
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF3
Stakeholders
AnalysisSolutionSolution
Social GroupSocial Group
ProblemProblem
DanishATV
DanishATV
CBSMentors
CBSMentors
PwC/IBM
PwC/IBM
OtherMentorsOther
Mentors
Implementation andDeployment ofCollaborative
Planning
Implementation andDeployment ofCollaborative
Planning
PhD. Themes, Publications, Timeline & Stakeholders
Studied Cases(IBM, Cisco,
AECGlobal, Philips)
Studied Cases(IBM, Cisco,
AECGlobal, Philips)
Contributed &Analyzed Results of
IBM’s CPO SRMSurvey 2004-5
Contributed &Analyzed Results of
IBM’s CPO SRMSurvey 2004-5
Industrial PhDApplication
(1999)
Industrial PhDApplication
(1999)
PhDDissertation
(Enabling SupplyNetworks withCollaborativeInformation
Infrastructures)
PhDDissertation
(Enabling SupplyNetworks withCollaborativeInformation
Infrastructures)
CollaborativeProcesses in
eSupply Networks(2000)
CollaborativeProcesses in
eSupply Networks(2000)
CollaborativePlanning in
eMarkets (2001)
CollaborativePlanning in
eMarkets (2001)
UnderstandingCollaborativeProcesses in
Business Networks
UnderstandingCollaborativeProcesses in
Business Networks
eMarket/eHubAssignments(2000-2001)
eMarket/eHubAssignments(2000-2001)
Implementing SRM– A ConceptualFramework Of
Value Creation InSupply Networks
(2003)
Implementing SRM– A ConceptualFramework Of
Value Creation InSupply Networks
(2003)
Conducted SRMPoV Council
Meetings 2002
Conducted SRMPoV Council
Meetings 2002
CollaborativeUpstream
Processes andInfrastructureEnablement
CollaborativeUpstream
Processes andInfrastructureEnablement
Enabling ValueCreation in Supply
Networks withInformation
Infrastructures
Enabling ValueCreation in Supply
Networks withInformation
Infrastructures
Enabling ValueCreation in Supply
Networks withInformation
Infrastructures(2004-5)
Enabling ValueCreation in Supply
Networks withInformation
Infrastructures(2004-5)
Publications
Analyzed Results ofeProcurement CSF
Survey 2001
Analyzed Results ofeProcurement CSF
Survey 2001
ClientsClients
CompanySRM Project
Managers
CompanySRM Project
Managers
SRM/Eprocurement
Projects
SRM/Eprocurement
Projects
Client’sCPOs
Client’sCPOs
CompanyMentor
CompanyMentor
CompanyMgmt
CompanyMgmt
CBSProfessor
CBSProfessor
MITProfessor
MITProfessor
ATVCommitee
ATVCommitee
PersonPerson
2000
2001
2002
2003
2004
2006
On Leave
2005
2008
2007
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF4
Business Model Innovation and the role of IT…
• Recent IBM CEO surveys provided further evidence on the importance leaders poseon the role of technology in enabling the necessary and continuous transformationtowards differentiating & collaborative business models
Innovation Priorities (operating margin growth CAGR)
Underperformers Outperformers% o
f res
pond
ents
by
inno
vatio
n pr
iorit
y
Products/services/markets
Operation
BusinessModel
0%
20%
40%
60%
80%
100%
Extent of Collaboration byFinancial Performance (Revenue CAGR)
0%
10%
20%
30%
40%
50%
60%
To a small ormoderate extent
To a large or verylarge extent
UnderperformersOutperformers
Importance of IntegratingBusiness and Technology
7%4%
12%
78%
0%
20%
40%
60%
80%
100%
NoResponse
Little to NotAt All
Moderate Great orCritical
% o
f Res
pond
ents
“A business model is a conceptual view that contains a set of elements and their relationships and allows expressing the business logic of a specificfirm. It is a description of the value a company offers to segments of customers and of the architecture of the firm and its network of partners for creating,
marketing, and delivering this value and relationship capital, to generate profitable and sustainable revenue streams.” (Osterwalder et al. 2005)
Operating Margin Growth in Excess of Peers(Compound annual growth rate over 5 years)
OperationsInnovators-1%
0%
1%
2%
3%
4%
5%
6%
Products/Services/Markets
Innovators
Business ModelInnovators
“The business model we choose willdetermine the success or failure ofour strategy.”
“Products and services can becopied, the business model isthe differentiator.”
“Our greatest focus is on businessmodel innovation, which is where thegreatest benefits lie.”
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF5
Recent Studies confirm that Efficient & Aligned Use of ITaffects business models, competition & performance
1965 1975 1985 1995 2005
100%
80
Concentration — market shareheld by top 20 largest firms
High-IT industries
Low-IT industries
Turbulence — number rankingchanges per year
20
12
41965 1975 1985 1995 2005
High-IT industries
Low-IT
Performance gap (profit margin)between top and bottom quartiles
60%
40
20
1965 1975 1985 1995 2005
High-IT industries
Low-IT industries
1965 1975 1985 1995 2005
Triple
Double
Baseline
Spending comparedwith 1995 level
Source: Andrew McAfee and Erik Brynjolfsson, “Investing in the IT That Makes a Competitive Difference,” Harvard Business Review, July-August 2008
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF6
TransformationInitiatives
TransformationInitiatives EfficiencyEfficiencyBusiness ModelBusiness Model
IT EnablementIT Enablement
CoreCompetencies
CoreCompetencies
Objective of The Research“Enabling Supply Networks with Information Infrastructures”
“ How Can Transformational Initiatives Enable Business Model Innovation thatLeverages IT Within Supply Networks for Value Creation?”
IS research highlights that successful technology advancement may be driven by, and demand complementaryorganizational transformations.Our main proposition is that successful IT enablement is conditioned by a number of domain-specific operationalcontingencies or “performance enablers” embedded in the current Business Model.Thus, business model contingencies mediate successful IT-enabled improvements in operational efficiency!
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF7
Information Infrastructure – Research Literature
Click on book images to read more …
Leveraging the NewInfrastructure: How MarketLeaders Capitalize on Information
Peter Weill, Marianne Broadbent
From Control to Drift: TheDynamics of CorporateInformation Infrastructures
Claudio U. Ciborra
The Labyrinths of Information:Challenging the Wisdom ofSystems
Claudio U. Ciborra
Information Ecology: Masteringthe Information and KnowledgeEnvironment
Thomas H. Davenport, LaurancePrusak
The Social Study of Informationand Communication Technology:Innovation, Actors, and Contexts
Frank Land, Chrisanthi Avgerou(Editor), Claudio Ciborra (Editor)
IT Governance: How TopPerformers Manage IT DecisionRights for Superior Results
Peter Weill, Jeanne W. Ross
Enterprise Architecture asStrategy: Creating a Foundationfor Business Execution
Jeanne W. Ross, Peter Weill, DavidC. Robertson
Actor Network Theory and After
John Law, John Hassard
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF8
Business Networks & SCM – Research Literature
Click on book images to read more …
Supply Network Strategies
Lars-Erik Gadde and HakanHakansson
Supply Chain Management onDemand: Strategies andTechnologies, Applications
Chae An and Hansjörg Fromm
(Chris Nøkkentved)
Managing TechnologicalDevelopment (RoutledgeAdvances in Management andBusiness Studies)
Håkan Håkansson, AlexandraWaluszewski
Managing BusinessRelationships
David Ford, Lars-Erik Gadde,Håkan Håkansson, Ivan Snehota
Managing and MarketingTechnology
David Ford, Michael Saren
Understanding BusinessMarketing and Purchasing 3ed.
David Ford (Editor)
Supply Chain Management:Strategy, Planning, andOperation
Sunil Chopra & Peter Meindl
Logistics and Supply ChainManagement: Creating Value-Adding Networks
Martin Christopher
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF9
Business EngineeringBusiness EngineeringIndustrial Networks Theory (IMP Group )Industrial Networks Theory (IMP Group )
InformationInformation--ProcessingProcessing
TheoryTheory
ActorActor--Network TheoryNetwork Theory
Coordination TheoryCoordination Theory
Information Infrastructure TheoriesInformation Infrastructure Theories
Foundational Theories of this Research Study“Enabling Supply Networks with Information Infrastructures”
TransformationInitiatives
TransformationInitiatives EfficiencyEfficiencyBusiness ModelBusiness Model
IT EnablementIT Enablement
CoreCompetencies
CoreCompetencies
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF10
Research Themes: Original Proposition and HypothesesIdentify the initiatives and IT enablement that drive business modeltransformation and study their effect on performance.
T1. What Business Models exist that sufficiently describeCollaborative Supply Networks?
T2. What are the Transformation Initiatives that typically drivechange in a Business Domain Model?
T3. What are the Contextual Factors that sufficientlycharacterize a Business Domain Model?
T4. Which Contextual Factors are influenced by the BusinessDomain Initiatives driving transformation?
T5. Which Contextual factors influence Business DomainEfficiency?
T6. How does Contextual factors and Transformation Initiativesinfluence Business Domain IT-enablement?
T7. How does Business Domain Capabilities or Skills influencethe Business Domain Initiatives?
T8. Which Business Domain Skills influence the Business ModelContextual factors?
T9. Are Business Domain Skills influencing the Business DomainEfficiency?
T10.How does Other Contingencies as Industry, Geography and Sizeaffect our Construct?
T11.Does the state of Business Domain Enablement with IT influenceBusiness Domain Efficiency?
T12.What are the Value-related Metrics that help us measureBusiness Domain Efficiency?
T13.What’s the Role of Actors in defining the state, outcomes &priorities of Business Domain Enablement?
T14.Are Efficient Companies pursuing a broader set of ContextualFactors characterizing a Business Domain Model?
Business ModelDomain
Efficiency (T12)
Business ModelDomain
Efficiency (T12)
Business ModelDomain (T1)Contextual
Factors (T3,14)
Business ModelDomain (T1)Contextual
Factors (T3,14)
Business ModelDomain
Initiatives (T2)
Business ModelDomain
Initiatives (T2)
Business ModelDomain
Skills (T8)
Business ModelDomain
Skills (T8)
Business ModelDomain
Enablement(T11)
Business ModelDomain
Enablement(T11)Influence (T4)
Affects (T10)
Affect (T9)
Affect (T4)Influence (T6)
Influence (T5)Influence (T8)
Influence (T7)
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF11
Network/ CollaborativeInformation Infrastructures
Industrial Network
Web-of-Actors
ResourceConstellations
Activity Patterns/Networked Activities
(Collaborative Processes)
RelationalInformation Infrastructures
Relationships (Company)
ActorBonds
ResourceTies
ActivityLinks
(Business Processes)
Theoretical Background – Studying InformationInfrastructures via the IMP’s Actor-Resource-Activity lens
• Information Infrastructures, creation, behavior & effects (e.g. value-creation) cannotbe fully understood if we consider them as a ”Resource” or ”Facility”
Rather, different Information Infrastructures ”mirror” the components of IMP’s ARA model – theymay be viewed as an Actor, Resource and Activity structure!Interorganizational Information Infrastructures enable Business Network Relationships throughcollaborative processes encompasing the Actor-webs, ressource constellations and activities.
Intra-organizational InformationInfrastructures
Actors
Resources
Activities
Internal Network
Actors
Resources
Activities
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF12
Theoretical Background – Defining InformationInfrastructures
• An Information Infrastructure can be defined as a socio-technical constructioncontaining actors, resources & activities enabled by ICT, yet extending beyond theboundaries of the focal firm’s business network (Hanseth 1996).
In information infrastructure, every conceivable form of variation in practice, culture, and norm isinscribed at the deepest levels of design.As Star and Ruhleder (1994, 253) characterise it it is “fundamentally and always a relation”!The larger the information infrastructure becomes, the more irreversible it turns.
• Information Infrastructure as the Foundation of Relationships?This vantage point is in coherence with the IMP Group’s (Ford et al. 2003) view of technology as afactor affecting and being affected by relationships within the business network.
• Yet, IMP still views Technology too Unidimensionaly as a “Managed”Resource/Facility
Yet, Ford et al. (2003) writes: “Large IT systems … may drive large sections of activity structures(aka processes) within and beyond the company, “influence” actors roles and relationships and“form” the relationships that companies may be able to pursue”.“…information infrastructure is not just hard to change; it might also be a powerful actor influencingits own future life - its extension and size as well as its form.” (Hanseth, 1996)
• We need a “richer” picture of the infrastructure layers enabled by ICT that shapes,enables and constrains the organization and its business network
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF13
Information Infrastructures as a “mirror” of BusinessStudy Assumptions and Propositional Framework
• Information Infrastructures as Actant NetworksAn Enterprise System imposes its own logic on acompany’s strategy, culture & organization(Davenport, 1998)
“Like any actor, the technology, playing the role as apowerful change agent, leads human actors or coalitionsto build ever-shifting alliances with others … becomeinstrumental in the journey of organizationaltransformation”. (Hanseth, 1996).
In considering actor's - human or non-human - abilityto perform in the network, the concept of actant hasbeen established, that is an independent entity withthe potential to become an actor in a given topology.
An actant can become an actor in multiple topologiessimultaneously, perhaps performing and behavingdifferently in various topologies depending on its relativeposition in the respective network.Information Infrastructures mobilize large networks ofother actants (i.e. software vendors, hardware vendorsand service providers) plus actants delivering a constantstream of renewed and tested knowledge, e.g. companiescollaborating closely with the software vendors (Walsham,1997).Current large information infrastructures (like ERP) dorepresent such actant networks in that they containmodularized, interconnected best practice businessprocesses, skills and business rules of diverse areas, allembedded/”translated” (Mattsson, 2003) into ICTsoftware.
Business NetworkBusiness Network
ResourcesActors
Activities
Information InfrastructureInformation Infrastructure
Resources
Actants
Activities
Data, Information, Knowledge, Rules/Logic…
Processes, Transactions, Events, Exceptions, Workflow
Roles, Responsibility,visibility, monitoring
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF14
Overview of Information Infrastructure TaxonomiesBusiness Model Segmentation and Study Delimitation
“A business model is a conceptual view that contains a set of elements and their relationships and allows expressing the business logic of aspecific firm. It is a description of the value a company offers to segments of customers and of the architecture of the firm and its network ofpartners for creating, marketing, and delivering this value and relationship capital, to generate profitable and sustainable revenue streams.”(Osterwalder et al. 2005)
Business NetworkBusiness Network
ResourcesActors
Activities
Information InfrastructureInformation Infrastructure
Resources
Actants
Activities
Data, Information, Knowledge, Rules/Logic…
Processes, Transactions, Events, Exceptions, Workflow
Roles, Responsibility,visibility, monitoring
Product LifecycleProduct LifecycleMgmt (PLM)Mgmt (PLM)
Supply ChainSupply ChainExecution (SCE)Execution (SCE)
CustomerCustomerRelationshipRelationshipMgmt (CRM)Mgmt (CRM)
SupplierSupplierRelationshipRelationshipMgmt (SRM)Mgmt (SRM)
Supply ChainSupply ChainPlanning (SCP)Planning (SCP)
EnterpriseEnterpriseSupportSupport
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF15
Theoretical BackgroundCollaborative Infrastructures extend beyond the focal firmTrade Exchanges/eMarkets – Creating Shared B2B Infrastructures in Supply Networks
CorporateCorporateCustomersCustomers
Distributor/Reseller
Manufacturer/ OEM
Retailers3P Logistics
Raw MaterialsSupplier
Logistics Providers
ConsumerConsumer
Consortium/Private
Exhange (e.g.Transora)
ConsortiumConsortium/Private/Private
Exhange (e.g.Exhange (e.g.Transora)Transora)
ConsortiumExhange
(e.g. GNX)
ConsortiumConsortiumExhangeExhange
(e.g. GNX)(e.g. GNX)CustomerExchange
(B2C)
CustomerCustomerExchangeExchange
(B2C)(B2C)
Indep. TradeExchange
(horizontal)
Indep. TradeIndep. TradeExchangeExchange
(horizontal)(horizontal)
ComponentSupplier
Manufacturers
VirtualManufacturers
Engineering/DesignPartners
Subcontractor
VirtualDistributors
Source: Nøkkentved & Hedaa, 2000
Marketplace-to-Marketplace
(M2M)relationships
B2Brelationships
Supply Network
CollaborativeCollaborativeInformationInformation
InfrastructureInfrastructure
CollaborativeCollaborativeInformationInformation
InfrastructureInfrastructure
Product/Goods FlowProduct/Goods FlowInformation FlowInformation Flow
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF16
Product LifecycleMgmt
Supply ChainExecution
CustomerRelationship
Mgmt
SupplierRelationshipMgmt
Supply ChainPlanning
Enterprise Support
Mapping Supply Networks to Information Infrastructures
Tier 3 to InitialSuppliers
Tier 2Suppliers Tier 1 Suppliers Tier 1
CustomersTier 2
CustomersTier 3 to
End-Customer
FocalCompany
n
2
1
1
2
n
1
2
n
1
n
1
2
3
n
1
2
n
1
n
1
2
3
n
Initi
al S
uppl
iers
, Tie
r n
Initi
al S
uppl
iers
, Tie
r n
Tier
3 to
n C
usto
mer
s
End-
Cus
tom
ers/
Con
sum
ers
–Ti
er n
1
2
n
Competitor3
Competitorn
What other supply networks are they members of?Are they engaged with competitors?
Do they have other trade-off priorities(e.g. cost efficiency vs. responsiveness)
in their other supply network relationships?
?
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF17
Mapping Inter-organizational Collaborative Processes toInformation Infrastructures
Product LifecycleMgmt
Supply ChainExecution
CustomerRelationship
Mgmt
SupplierRelationshipMgmt
Supply ChainPlanning
Enterprise Support
CollaborativeManufacturingCollaborativeManufacturing
SynchronizedProductionScheduling
SynchronizedProductionScheduling
Supply ChainExceptionHandling
Supply ChainExceptionHandling
Supply ChainPerformanceSupply ChainPerformance
FulfillmentEvent Tracking
FulfillmentEvent Tracking
CollaborativeTransportation
(Inbound)
CollaborativeTransportation
(Inbound)
CollaborativeTransportation
(Outbound)
CollaborativeTransportation
(Outbound)
CollaborativePromotion &NPI Planning
CollaborativePromotion &NPI Planning
ProductInformation &Configuration
ProductInformation &Configuration
CollaborativeDemand
Forecasting
CollaborativeDemand
ForecastingCollaborativeOrder (ATP)Promising
CollaborativeOrder (ATP)Promising
ResponsiveReplenishment
ResponsiveReplenishment
CollaborativeDistribution
Planning
CollaborativeDistribution
Planning
B2BSales+PriceOptimization
B2BSales+PriceOptimization
B2CSales+PriceOptimization
B2CSales+PriceOptimization
CollaborativeProduct DesignCollaborative
Product Design
CollaborativeProject MgmtCollaborativeProject Mgmt
CollaborativeMedia DesignCollaborativeMedia Design
Auctions,Tenders & BidManagement
Auctions,Tenders & BidManagement
CollaborativeSupply Planning
CollaborativeSupply Planning
CollaborativeProcurementCollaborativeProcurement
CollaborativeSourcing
CollaborativeSourcing
CollaborativeDesign
CollaborativeDesign
CollaborativeMachinery
Design
CollaborativeMachinery
Design
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF18
Product LifecycleMgmt
’
Supply ChainExecution
CustomerRelationship
MgmtSupplierRelationshipMgmt
Supply ChainPlanning
Enterprise Support
Spare PartsManagementSpare PartsManagement
Supply ChainPlanning
Supply NetworkPlanning
Supply NetworkPlanning
DemandPlanningDemandPlanning
ProductionSequencing &
Planning
ProductionSequencing &
Planning
Lot-based/CharacteristicSc
heduling
Lot-based/CharacteristicSc
heduling
Production ofConfigurable
Products
Production ofConfigurable
ProductsManufacturing
Execution (MES)Manufacturing
Execution (MES)
VendorManagedInventory
VendorManagedInventory
WM Task &Resource Mgmt
WM Task &Resource Mgmt
TransportationPlanning
TransportationPlanning
WarehouseManagementWarehouse
Management
LogisticsProcessingLogistics
Processing
SupplierManagedInventory
SupplierManagedInventory
Multilevel ATP/CTP
Multilevel ATP/CTP
Supply ChainPerformanceEvaluation
Supply ChainPerformanceEvaluation
Supply ChainEvent Mgmt
Supply ChainEvent Mgmt
Partner Contract& Quote Mgmt
Partner Contract& Quote Mgmt
BusinessOpportunityManagement
BusinessOpportunityManagement
Design RequestRegistration
Design RequestRegistration
ChannelMarketingChannel
Marketing
Channel SalesChannel Sales
SalesConfigurable
Mass Products
SalesConfigurable
Mass Products
Sales &OperationPlanning
Sales &OperationPlanning
OnlineConfigurable
Sales
OnlineConfigurable
Sales
Distributor/Reseller Mgmt
Distributor/Reseller Mgmt
Incentive &Commission
Mgmt
Incentive &Commission
Mgmt
B2B IntegrationRosettanet/EDIB2B IntegrationRosettanet/EDI
Global TradeServices
Global TradeServices
Channel ServiceMgmt
Channel ServiceMgmt
ChannelEnablement
ChannelEnablement
DeliveryShedules and
Capacity
DeliveryShedules and
Capacity
ChannelPerformanceEvaluation
ChannelPerformanceEvaluation
Channel Repairs& Returns
Channel Repairs& Returns
Design ofConfigurable
Products
Design ofConfigurable
Products
Master DataManagementMaster DataManagement
ComponentPrototyping &
Design
ComponentPrototyping &
Design
Integration ofCAD/CAMsystems
Integration ofCAD/CAMsystems
Project &Program Mgmt
Project &Program Mgmt
Enterprise AssetLife-cycle MgmtEnterprise AssetLife-cycle Mgmt
Hazardous &Waste Mgmt &
TQM
Hazardous &Waste Mgmt &
TQM
IntegratedProduct +Process
Engineering
IntegratedProduct +Process
Engineering
New ProductInnovation
(R&D)
New ProductInnovation
(R&D)
Service ChainExecution
Mapping Intra-organizational Collaborative Processes toInformation Infrastructures
RFx & AuctionManagement
RFx & AuctionManagement
SupplyRequirementsForecasting
SupplyRequirementsForecasting
Plan-DrivenProcurementPlan-Driven
Procurement
ContractDevelopment &
Distribution
ContractDevelopment &
Distribution
SupplierEvaluation &
Selection
SupplierEvaluation &
Selection
Content &Catalog
Management
Content &Catalog
Management
ComponentSourcing
ComponentSourcing
Plant & AssetSourcing
Plant & AssetSourcing
Project &MaintainanceProcurement
Project &MaintainanceProcurement
ContractExecutionContract
Execution
InvoiceVerification /
Payments
InvoiceVerification /
Payments
Self-service(unstructured)Procurement
Self-service(unstructured)Procurement
B2B IntegrationRosettanet/
EDI
B2B IntegrationRosettanet/
EDI
SupplierPerformanceMonitoring
SupplierPerformanceMonitoring
CollaborativeReplenishmentCollaborative
Replenishment
Supply OrderManagementSupply OrderManagement
SupplierIntegrationEnablement
SupplierIntegrationEnablement
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF19
Research Method & Design – From Interpetism toGrounded Theory to Normative Theory
Qualitative Survey and InterviewsQualitative Survey of 50 eProcurement projects identifiedexperiences, CSFs and related transformation initiatives
Qualitative Survey and InterviewsQualitative Survey of 50 eProcurement projects identifiedQualitative Survey of 50 eProcurement projects identifiedexperiences, CSFs and related transformation initiativesexperiences, CSFs and related transformation initiatives
Construct Creation and Validation via “Council”SMEs (“board of judges”) were assembled to refine and explorativelycluster value creation initiatives and their underlying contingencies
Construct Creation and Validation via “Council”SMEs (SMEs (““board of judgesboard of judges””) were assembled to refine and exploratively) were assembled to refine and explorativelycluster value creation initiatives and their underlying contingecluster value creation initiatives and their underlying contingenciesncies
Create & Conduct Survey of ConstructUtilized above findings to crerate & carry out a questionnaire-based
survey of SRM practices (sample: 344 respondents)
Create & Conduct Survey of ConstructUtilized above findings to crerate & carry out a questionnaireUtilized above findings to crerate & carry out a questionnaire--basedbased
survey of SRM practices (sample: 344 respondents)survey of SRM practices (sample: 344 respondents)
Statistical Analyses of Research ThemesEvaluated plausability of Research Themes proposed with
Multivariate Statistical Inference & Structural Equation Model (PLS)
Statistical Analyses of Research ThemesEvaluated plausability of Research Themes proposed withEvaluated plausability of Research Themes proposed with
Multivariate Statistical Inference & Structural Equation Model (Multivariate Statistical Inference & Structural Equation Model (PLS)PLS)
Research Design
QualitativeQualitativeInterpretiveInterpretiveEthnographyEthnography
QualitativeQualitativeGroundedGrounded
TheoryTheory
Quantitative,Quantitative,NormativeNormativeApproachApproach
Research Methods
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF20
Research Analysis for the Quantitative AnalysisHypothesized Constructs with Parameters and Research Themes
SRM Efficiency (T12)
SRM Context (T3,T13,T14)
SRM Initiatives (T2)
SRM Skills
SRM IT Enablement
Operational Initiatives
SRM Operational Skills
Strategic Initiatives
Operational Efficiency
IT Enablement
Business Context
Operational Visibility
Operational Priorities
Operational Context
Outsourcing Context
SRM Regional Skills
Influence(T5)
Influence(T11)
Influence(T4)
Influence (T7)
Influence(T9)
Influence(T10)
Influence(T10)
Influence(T6)
Influence(T4)
Influence(T8)
Q17.0PerformanceMeasurement
Q18.0PerformanceMonitoring
Q9.0Operational
Skills
Q8.0 DirectSourcingIntiatives
Q10.0Regional Skills
Q11.0 FutureRegional Skills
Q2.0OperationalObjectives
Q14.0Importance of
Efficiency
Q12.0SourcingCriteria
Q13.0OperationalChallenges
Q4.0 %StategicProcurement
Q5.0Operational
TrendQ6.0
OutsourcingStatus
Q7.0Outsourced
Commodities
Q15.0OperationalInitiatives
Q16.0Strategic
Initiatives
Q19.0eProcurement
Objectives
Q20.0eProcurement
Benefits
Q21.0eProcurement
CSFs
Q3.0OperationalEfficiency
Q24. IndustryQ25. Company
Size
OperationalInitiatives
SRM OperationalSkills
StrategicInitiatives
OperationalEfficiency
IT Enablement
Business Context
Operational Visibility
Operational Priorities
Operational Context
Outsourcing Context
SRM RegionalSkills
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF21
Research Analysis: Qualitative InvestigationIdentified CSFs of eProcurement Projects from 2000-02
We have discovered that successful projects adhere to certain critical success factors.When unchecked, catalog management, supplier adoption, change management, andtechnical services issues contributed to scope reductions in 46% and budget increasesin 32% of eProcurement projects.
Catalog/Catalog/ContentContent
ManagementManagement
ChangeChangeManagementManagement
SupplierSupplierAdoptionAdoption
TechnicalTechnicalServicesServices
Accurately set user expectationsregarding software maturity andcapabilities.
Tap into existing knowledge sources such asvendor and IT communities, partners.
Staff projects with strong resourcesexperienced in eProcurement software,middleware and ERP systems.
Develop strong working relationshipswith vendors.
Evaluate supplier’s ability to be e-enabled beforeadoption process begins
Address legal and administrative issues betweensupplier and buyer early in process
Ensure adequate amount of trainedresources from all Business Units
The key to managing changeis the establishment of a soundplan that integrates the eight criticalsuccess factors – create changevision, define change strategy, buildcommitment, manage peopleperformance, develop culture, designorganization, create change, developleadership, and deliver business benefits.
Explore third party options for addingcontent – e.g., i2, Requisite, Poet,SAQQARA, etc.
Define and understand ownership of contentmanagement responsibilities
Implementation of content managementstandardization and change management
Commitment by supplier to developsufficient trained resources
Ensure supplier’s business concerns areknown and able to be addressed by buyer
Convince suppliers that eProcurementbrings increased sales and a competitiveadvantage
Enlist the support of an integrator with strong vendorties as evidenced by co-development, product testing, andstrategic partnerships.
The comprehensiveness of the plan, the timingand coordination of activities, the use of appropriatesupporting tools, and the application of best practicesdetermines the success of the change program.
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF22
Exch
ange
Infr
astr
uctu
reEx
chan
ge In
fras
truc
ture
Source: Internal PwCCresearch, August 2002.
Sourcing(SRM Bidding)
Sourcing(SRM Bidding)
Project Mgmt(cProjects)
Project Mgmt(cProjects)
Procurement(SRM EBP)
Procurement(SRM EBP)
DocMgmt(cFolders)DocMgmt(cFolders)
EnterpriseSupplier(s)
Decision Support(SRM Analytics)
Decision Support(SRM Analytics)
SCM/ERP(APO/MM/PM)
SCM/ERP(APO/MM/PM)
Supplier Self-Services HubSupplier Self-Services Hub
Supply Strategy DevelopmentSupply Strategy Development
ContractTendering (RFx)and Negotiation
ContractTendering (RFx)and Negotiation
SourcingAnalytics and
Reporting
SourcingAnalytics and
Reporting
Supply NetworkPlanning
Supply NetworkPlanning
MRP/PPDS &Scheduling
MRP/PPDS &Scheduling
CollaborativeSupply Planning
& ATP
CollaborativeSupply Planning
& ATP
Asset Life CycleCollaboration
Asset Life CycleCollaboration
Design &Engineering
Collaboration
Design &Engineering
CollaborationCollaborativeProject MgmtCollaborativeProject Mgmt
Supplier Evaluation and SelectionSupplier Evaluation and Selection
Plan-drivenprocurement(MRP/PM/PS)
Plan-drivenprocurement(MRP/PM/PS)
Demand PlanningDemand Planning
Project/PMRequirementsProject/PM
Requirements
ProcurementAnalytics and
Reporting
ProcurementAnalytics and
Reporting
Content Mgmt(Req/eM & CI)Content Mgmt(Req/eM & CI)
ContractTransactionsManagement
ContractTransactionsManagement
Supplier selfservices
Supplier selfservices
Self-serviceprocurementSelf-serviceprocurement
Master DataMaintainanceMaster Data
Maintainance
Catalog DataCreation
Catalog DataCreation
CatalogMaintainance
CatalogMaintainance
External DataMaintainanceExternal DataMaintainance
Supply MarketIntelligence
Supply MarketIntelligence
Operational sourcing (via Rfx)Operational sourcing (via Rfx)
Supplier QualificationSupplier Qualification
Research Analysis: Qualitative InvestigationIdentification of SRM Processes, Roles and related Initiatives
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF23
Research Analysis: Qualitative InvestigationOverview of the Results of the Initial Council Meeting - SRM ValueThemes and Transformation Initiatives
• Based on the “Council of Experts” workshops, an SRM Adoption Model wasdeveloped that consolidated a “richer” model of value creation
• The Council identified 6 Value Drivers driving Upstream SCM PerformanceEach value driver is attained via a cluster of related transformation initiatives.SRM initiatives represent concrete actions that companies can pursue in their attempts to reach anumber of strategic objectives.
3.3.ProcessProcess
efficiencyefficiency
1.1.ValueValue
OptimisationOptimisation
2.2.SourcingSourcing
OptimizationOptimization
4.4.ComplexityComplexityreductionreduction
5.5.SupplierSupplier
collaborationcollaboration
6.6.OrganizationalOrganizationalEmpowermentEmpowerment
3.1 Procurement3.1 ProcurementAutomationAutomation
3.3 Supplier Selection3.3 Supplier SelectionEfficiencyEfficiency
3.2 Contract Handling3.2 Contract HandlingEfficiencyEfficiency
3.4 Supplier3.4 SupplierEnablementEnablement
1.1 Compliance1.1 ComplianceEnforcementEnforcement
1.3 Right Price1.3 Right PriceDeterminationDetermination
1.2 Demand1.2 DemandConsolidationConsolidation
2.1 Supplier2.1 SupplierRationalization &Rationalization &
QualificationQualification
2.2 Procurement Risk2.2 Procurement RiskManagementManagement
2.3 Supply Market2.3 Supply MarketIntelligenceIntelligence
4.1 Content4.1 ContentHarmonizationHarmonization
4.2 Parts4.2 PartsRationalizationRationalization
4.3 Capital Investment4.3 Capital Investment& Tracking& Tracking
5.1 Product5.1 ProductDevelopmentDevelopmentAccelerationAcceleration
5.3 Supply5.3 SupplyRequirementsRequirements
VisibilityVisibility
5.2 Inventory Cost5.2 Inventory CostManagementManagement
5.4 Quality Tracking5.4 Quality Tracking
6.1 Manage &6.1 Manage &Evaluate PurchasingEvaluate Purchasing
StaffStaff
6.2 Reporting &6.2 Reporting &CommunicationCommunication
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF24
Research Analysis: Qualitative InvestigationSocial-Network Analysis (SNA) Non-parametric Principal ComponentsNetwork Diagram (generated by NetDraw)
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF25
Research Analysis: Qualitative InvestigationFrom Identification to Sequencing of SRM Initiatives
Stage 4Stage 1 Stage 2 Stage 3
EV
ALU
AT
EA
GG
RE
GA
TE
RA
TIO
NA
LIZE
HA
RM
ON
IZE
EN
AB
LEC
ON
SO
LIDA
TE
OP
TIM
IZE
Supply MarketIntelligence
Supply MarketIntelligence
Supplierenablement
Supplierenablement
Contentharmonization
Contentharmonization
Supplyrequirements
visibility
Supplyrequirements
visibility
Manage &Evaluate Staff
Manage &Evaluate Staff
Procurementrisk
management
Procurementrisk
management
ComplianceenforcementComplianceenforcement
Contracthandlingefficiency
Contracthandlingefficiency
Demandconsolidation
Demandconsolidation
Inventory costmanagement
Inventory costmanagement
Capitalinvestment and
tracking
Capitalinvestment and
tracking
Quality trackingQuality tracking
Supplierrationalization &
qualification
Supplierrationalization &
qualification
Right pricedetermination
Right pricedetermination
Supplierselectionefficiency
Supplierselectionefficiency
Reportingand Commu-
nication
Reportingand Commu-
nication
Partsrationalization
Partsrationalization
Productdevelopmentacceleration
Productdevelopmentacceleration
Procurementautomation
Procurementautomation
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF26
Research Analysis: Qualitative InvestigationFinal SRM Transformation Matrix
ExecutionExecutionExecution
DevelopmentDevelopmentDevelopment
1. Focus Sourcing Strategy• Supplier Selection Efficiency• Supplier Rationalisation & Qualification• Right Price Determination
6. Enforce Corporate Standards• Demand (Spend) Consolidation• Compliance Enforcement• Contract Handling Efficiency
3. Optimal Supplier Management• Parts Rationalisation• Quality Tracking
2. Efficient Purchasing Processes• Reporting & Communication• Capital Investment & Tracking
Identify and manage sources of supply Purchase materials and services
CollaborationCollaborationCollaboration
EnablementEnablementEnablement
Stra
tegi
cSt
rate
gic
Ope
ratio
nal
Ope
ratio
nal
7. Improve Supply Visibility• Product Development Acceleration• Supply Market Intelligence
4. Improve Demand Visibility• Supply Requirements Visibility• Procurement Risk Mgt• Inventory Cost Mgmt
Sourcing Purchasing
5. Efficient Supplier Content Mgmt• Supplier (Content) Enablement• Manage Sourcing Staff• Content Harmonization
5. Efficient Enablement+Integration• Procurement Automation• Manage Purchasing Staff• Supplier (B2B) Enablement
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF27
TransformationInitiatives
OperationalPriorities
ITEnablement
OperationalContext
OperationalSkills
OutsourcingContext
RegionalSkills
OperationalVisibility
Q3.0OperationalEfficiency
Q2.0OperationalObjectives
Q14.0Importance ofOperationalEfficiency
Q12.0 SourcingCriteria
Q13.0OperationalChallenges
Q4.0 %StategicProcurement
Q5.0Operational
Trend
Q6.0Outsourcing
Status
Q7.0Outsourced
Commodities
Q8.0 DirectSourcingIntiatives
Q10.0 RegionalSkills
Q11.0 FutureRegional Skills
Q9.0Operational
Skills
Q15.0OperationalInitiatives
Q16.0 StrategicInitiatives
Q17.0PerformanceMeasurement
Q18.0PerformanceMonitoring
Q19.0eProcurement
Objectives
Q20.0eProcurement
Benefits
Q21.0eProcurement
CSFs
Research Analysis: Quantitative SurveyInitial Survey Constructs with Parameters and Effect
• During the Councilstudy we detailed theSRM transformationinitiatives
• The exercise alsoexposed some of thebackground capability-based actions andimpacts that they had.
• These were classifiedunder the headings ofour preliminaryconcepts and thendefined in greater detail.
• A detailed measurementmodel was developed bythe author based oncurrent research andwas used to build thequestionnaire.
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF28
Research Analysis: Quantitative SurveyContingency & ANOVA results of Actor Title vrs SignificantParameters
• Assessing T13:“Actors DefineState & Enablementof SRM Domain”
• In summary, wehave foundsignificant supportfor our researchtheme that differentActor Roles asdefined by Titles inour survey havedifferentperspectives onhow SRM issupposed to betransformed andenabled viatechnology, incorrespondencewith Gadde andHåkansson (2001).
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF29
Research Analysis: Quantitative SurveyAssessing T14: “High Performers Focus on Broader Transformation”
• From this analysisit is evident thatgroupings likeOperational-Objectives, -Outsourcing, -Focus, -Visibilityand theContingency/Context, eachexplain more than8% of the totalvariation among thePerformanceLevels/Clusters.
• On the other hand,it seems thatStrategic Initiatives,Operational Skillsand eProcurementObjectives explainless of the totalvariance.
• Hence indicatingthat these groupsare part of abackground set ofeffects affecting ourprimary effects.
0,0114,1Q25.o_CompSize0,0834,1Q24.0_Industry(Rsq=0,179*)0,088,2Q23.TitleBusiness Context0,034,9Q20.9_eProcBen_ProvidTranspData(Rsq=0,0804*)0,073,2Q20.4_eProcBen_RedTransactCostseProcurement Benefits0,053,9Q19.9_eProcObj_ProvidTranspDataeProcurement Objectives (Rsq=0,0288*)0,0014,5Q18.4_ProcuMon_DevInfSupplStrat
0,073,2Q18.2_ProcuMon_ChallengBUdemand
0,083,1Q17.8_ProcuKPI_TCO
0,044,3Q17.7_ProcuKPI_eProcBenefits
0,025,2Q17.5_ProcuKPI_Prod&ServQuality0,025,1Q17.4_ProcuKPI_ProcurServicPerf(Rsq=0,1294*)0,083,0Q17.1_ProcuKPI_ProcEfficie&CostOperational Visibility0,025,4Q16.3_ProcuStrat_BPprocs_eSourcStrategic Initiatives (Rsq=0,0153*)0,008,5Q15.5_ProcuEff_RFIDusage0,054,0Q15.4_ProcuEff_SupplierPerfMgmt(Rsq=0,0492*)0,053,7Q15.2_ProcuEff_SupplCollProdDevOperational Initiatives0,025,7Q13.4_SrcChall_Spend_Visibility
0,092,9Q12.10_SrcCrit_SupCollaboration
0,0011,4Q12.3_SrcCrit_Environmental
0,067,5Q4.3_Oper%_Services0,0111,4Q4.2_Oper%_DirectMaterials(Rsq=0,1155*)0,096,5Q4.1_Oper%_IndirectMaterialsOperational Context0,053,7Q11.6_OperFutSkil_SouthEastAsia0,044,2Q11.3_OperFutSkil_Latin_America(Rsq=0,0608*)0,0018,3Q8.0_SourcDir_GlobDirSourcInitsRegional Skills0,085,1Q9.5_OperSkil_ContractComplianc(Rsq= 0,0383*)0,027,9Q9.1_OperSkil_Glob_SourcDirectsOperational Skills0,0113,5Q6.3_OutsStatus_Sourcing0,0112,6Q6.1_OutsStatus_IndirectMats(Rsq=0,1088*)0,039,0Q5.2_OperTrend_IndirectSourcingOutsourcing Context0,025,1Q2.10_OperObj_Intr_eSourcingSys
0,073,3Q2.7_OperObj_FindGlobalSupplier
0,044,4Q2.4_OperObj_ResponsiveToDemand0,073,3Q2.3_OperObj_ReducMaverickSpend(Rsq=0,0868*)0,0013,2Q2.1_OperObj_Reduce_Prod_CostsOperational Priorities
Prob > Chi2Chi2 RatioParametersOLR Hypothesized Groups (with R2)
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF30
OperationalSkills Operational
Priorities
OperationalInitiatives
OperationalEfficiency
eProcurementObjectives
OperationalVisibility
OutsourcingContext
RegionalSkills
StrategicInitiatives
OperationalContext
BusinessContext
eProcurementBenefits
XX
X
X
X
X
X
31,7**
11,0**
9,9**
9,9**
9,7**
9,4**
9,1**
6,1*
4,5*
3,8*
2,5
4,9*
X
3,5
Research Analysis: Quantitative Statistical AssessmentOLS Regression of the direct & interaction effects identified manybackround interaction effects influencing performance
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF31
Research Analysis: 2nd Quantitative Analysis with SEMSelecting the Partial-Least Squares to test our Performancehypotheses
• The partial least square (PLS) method is a variance-based causal modeling approach, developed in the1960s by Herman Wold (1989).
In contrast to PLS, most other SEM are covariance-based,with LISREL (Linear Structural Relation) being the most.Both approaches are used to analyze similar models andPLS and LISREL are considered to be complementaryrather than competitive prominent (Gefen, Straub, &Boudreau, 2000).
• Why did we select PLS?The degree of influence of the constructs oneach other and on performance is of interest.
Only then can the model provide decision makingsupport for companies as to where to set prioritiesin improvement and transformation initiatives.
The underlying theory has not been fullydeveloped yet, and even though the surveydesign was well founded in previous research,it was certainly not all inclusive with regards tothe parameters that could have beenmeasured, so it was deemed highly probablethat there exists an inherent measurementerror to some degree.Though the overall sample size is relativelylarge (N=344), when it comes to theTechnology Enablement parameters (i.e.eProcurement), we did validate app. 127answers, which is not considered a sufficientsample size for a covariance methods (i.e.LISREL).
• How did we build the PLS Model?We used Chen’s (2000) recommendations anditerated through a number of models bystudying their overall power and statisticalsignificance (via T-stats).Identified the “best fiting” model
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF32
Research Analysis: Quantitative SEM AnalysisIterating towards the best costruct with PLS
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF33
Research Analysis: Quantitative SEM AnalysisFinal Partial-Least Squares Model with Interaction Effectsof the expanded hypotheses
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF34
Research Analysis: Quantitative AnalysisLevels of Performance versus relevant factors (T14.Are EfficientCompanies pursuing a broader set of Contextual Factors characterizinga Business Domain Model?)
Operational Efficiency
eProcurement Benefits
eProcurement Objectives
Operational Objectives
Objectives MeasurementPerformance Monitoring
Sourcing Criteria
Operational Initiatives
Strategic Initiatives
Above Avg
Average
Below Avg
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF35 drives
Summary of Quantitative AnalysisState of Hypotheses after after the Statistical Analysis
Note: Path line-thickness depict the strength of the path causation, while all characters in italics mean that either that the factorwas removed or the postulated research proposition/theme was not proved.
SRM Initiatives
SRM Efficiency
SRM Context Factors
SRM Skills
SRM Enablement
SRMSkills
SRM OperationalInitiatives
SRM StrategicInitiatives
OperationalEfficiency
eProcurementBenefits
BusinessContext
OperationalVisibility
OperationalPriorities
OperationalContext
OutsourcingContext
Influence(T4 )
Influence(T6 )
Influence(T11)
Influence (T4 )
Influence (T9 )
Influence(T10 )
Influence(T10 )
Influence(T5 )Influence
(T8 )
Influence (T7 )
Regional SRMSkills
eProcurementObjectives
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF36 drives
Summary of the Study FindingsSRM Adoption and Transformation Framework
• Definition of Domain Criteria, -Objectives and Monitoring mechanisms are pivotal for companiesthat successfully enable their operations with IT for higher Efficiency.
SRM Initiatives
SRM Efficiency
SRM Context FactorsSRM Skills
SRM IT-Enablement
OperationalSkills
OperationalInitiatives
StrategicInitiatives
OperationalEfficiency
eProcurementBenefits
OperationalVisibility
OperationalPriorities
OperationalContext
eProcurementObjectives
Enabling Supply Networks with Collaborative Information Infrastructures - Research Overview | Chris Nøkkentved | CBS CAICT & LPF37
Future Research – Towards Dynamic-, Self-transforming Information Infrastructures
• Information Infrastructures asActant Networks
Who is controlling whom?technology or humans?
• Large CollaborativeInformation Infrastructurestend to “drift” towards“inertia”
Just like their intra-organizational applicationlandscapes, like large ERPsystems, Collaborativeapplication landscapes tend toreach difficulties with change.High degrees of“structuredness” lead to higher“inertia”.
• There is a need to researchhow such informationinfrastructures may betriggered to commence a newlife-cycle
We need to identify ways tointroduce Information Entropy inthe continuous evolution oflarge applications.
Structuredness
Low Entropy
Unstructuredness
High Entropy
Flexibility Inertia
Transformation
Ability to Change
Context ofChange
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