collaborative commerce. 2 agenda b. collaboration basics c. e-collaboration a. introduction d....

COLLABORATIVE COMMERCE

2

Agenda

B. Collaboration basics

C. E-Collaboration

A. Introduction

D. Conclusion

3

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

4

Agenda

C. E-Collaboration

A. Introduction

D. Conclusion


5

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


A. Introduction

6

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 …


A. Introduction

7

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]


A. Introduction

8

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]


A. Introduction

9

Relationship Management Concepts

Lieferanten

Vorlieferanten Geschäfts-kunden

Vertriebs-partner

Endkunden

SRM

PRM

CRM

CRM

SCM

SNMMCM


A. Introduction

Distributionpartner

End customer

Businesscustomer

Supplier

Pre-supplier

10

Elements of Collaboration

InformationCommunica-

tion

Transaction

Collaboration


A. Introduction

11

Directions of Collaboration

Vertical Collaboration (Workflow) Supply-side collaboration Customer-side collaboration Supply Chain collaboration

Horizontal Collaboration (Workgroup) Group collaboration Network collaboration


A. Introduction

12

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

13

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

14

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

15

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

16

Network Collaboration2. Horizontal

1. Vertical

Collaboration of firms

Knowledge exchange Developing/accessing capabilities, skills, resources

17

Agenda


A. Introduction

D. Conclusion

C. E-Collaboration

18

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

19

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


D. Conclusion

A. Introduction

20

IS Integration

Processstandardizability

Processfrequency

Degree of integration

Minimal integration

Moderate/High integration

Very High integration


D. Conclusion

A. Introduction

21

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


D. Conclusion

A. Introduction

22

IS Integration

Processstandardizability

Processfrequency

Degree of integration

Minimal integration

Moderate/High integration

Very High integration


D. Conclusion

A. Introduction

23

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


D. Conclusion

A. Introduction

24

Agenda


C. E-Collaboration

A. Introduction

D. Conclusion

25

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

26

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

mailto:[email protected]














collaborative commerce. 2 agenda b. collaboration basics c. e-collaboration a. introduction d....

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