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Learning Objectives
In this chapter, you will learn about: Strategies that businesses use to improve purchasing, logistics, and other support activities Electronic data interchange and how it works How businesses have moved some of their electronic data interchange operations to the Internet
e-government
Collective set of electronic commerce activities
Improving government support activities Supporting activities and serving stakeholders better
Potential for synergies increase with Internet technologies use Necessary characteristic: flexibility
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Purchasing Activities
Supply chain
Part of industry value chain preceding a particular strategic business unit Includes all activities undertaken by every predecessor in the value chain to:
Design, produce, promote, market, deliver, support each individual component of a product or service
Traditionally
Purchasing Department charged with buying components at lowest price possible Process focused excessively on individual components cost: ignored total supply chain costs
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Supply management
Describes procurement activities
Procurement staff
Require product knowledge
Identify and evaluate appropriate suppliers
Sourcing
Procurement activity
Identifying suppliers, determining qualifications
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Figure 5-1
Typical business purchasing process steps
Many steps and people involved
Spend
Total goods and services dollar amount company buys during a year
Spot purchasing
Purchases made in loosely organized market (spot market)
Indirect materials
All other materials company purchases
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Logistics Activities
Provide the right goods in the right quantities in the right place at the right time Important support activity for sales and purchasing
Inbound materials and supplies movements Outbound finished goods and services movements
Support Activities
General categories
Finance and administration, human resources, technology development Example: Allegiance and A.D.A.M. Web site
Training
Common support activity
Underlies multiple primary activities
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E-Government
e-government
Use of electronic commerce by governments and government agencies
Perform functions for stakeholders Operate businesslike activities
E-Government (contd.)
Examples in other countries
United Kingdom
Department for Work and Pensions Web site
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EDI compatible
Firms that exchange data in specific standard formats
EDI importance
Most B2B electronic commerce
An adaptation of EDI or based on EDI principles
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1950s
Computers store, process internal transaction records Information flows printed on paper
1979
Accredited Standards Committee X12 (ASC X12)
Develop and maintain EDI standards
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Figure 5-6
Information flows
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Figure 5-7
Information flows
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Value-Added Networks
EDI network key elements
EDI network, two EDI translator computers
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Disadvantages
Cost (fees) Cumbersome, expensive (if using different VANs)
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EDI Payments
Transaction sets provide instructions to trading partners bank
Negotiable instruments
Electronic equivalent of checks
TCP/IP structure was enhanced with secure protocols and encryption schemes Lack of third-party verification concerns continued
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Growing rapidly
Not replacing traditional EDI
Large companies have significant investments in traditional EDI computing infrastructure Most VANs offer Internet EDI services, traditional EDI
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Ultimate goal
Achieve higher-quality or lower-cost product at the end of the chain
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Originally a way to reduce costs Today, value added in the form of benefits to the ultimate consumer
Requires more holistic view of the entire supply chain
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Tier-two suppliers
Larger number of suppliers that tier-one suppliers develop long-term relationships with
Provide components and raw materials
Tier-three suppliers
Next level of suppliers
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Example: Boeing
Invested in new information systems
Increase production efficiency
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RFIDs
Read much more quickly, with higher degree of accuracy
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Allowed dealer access to tire specifications, inventory status, and promotional information
Through simple-to-use Web browser interface
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Independent exchanges
Not controlled by established buyer or seller in the industry
Public marketplaces
Open to new buyers and sellers just entering the industry
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By mid-2000
More than 2200 independent exchanges
By 2008
Fewer than 80 industry marketplaces still operating
e-procurement software
Company manages purchasing function through Web Procurement software companies
Ariba, CommerceOne
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Consortiums have taken large part of market from the industry marketplaces
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Summary
Using Internet and Web technologies improves purchasing and logistics primary activities Emerging network model of organization Governments extending reach of enterprise planning and control activities
Beyond legal definitions
Summary (contd.)
Supply chain management techniques
Fueled by increase in communications capabilities offered by the Internet and the Web