Скачать презентацию META Group Commerce Chain Management Stan Lepeak Vice Скачать презентацию META Group Commerce Chain Management Stan Lepeak Vice

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META Group Commerce Chain Management Stan Lepeak Vice President Electronic Business Strategies META Group Commerce Chain Management Stan Lepeak Vice President Electronic Business Strategies

e. Business “Marketplace” R es el le r B us C ine us s e. Business “Marketplace” R es el le r B us C ine us s C t. s on C sum us t. er D G 2000 Org Open Market, Intershop, Interworld, Blue Martini, Websphere Commerce, Asera, Comergent, Broadvision, ATG, etc. Webridge, Allegis, Channelwave or r ne Pa m C om rt od O R M D ire ct ity Peregrine, Indus, etc. Priceline, e. Bay, Car. Point, Demand. Line, You. Decide ut Commerce. One, Ariba, Works. com, Intelisys, Baan, SAP, Oracle, Elcom, Infobank, etc. Walker PSDI/MRO. com, Remedy, Buyers ib Suppliers Net Market is tr Ventro, e-Steel, Altra, Azurix, e-Chemicals, Trade. Out, My. Aircraft, C 1 Market. Site, Fishmonger. com, Zoho, etc. electroneconomy, Casbah, Tradex, EC Cubed, Ventro, Trade. Matrix, Exterprise, Tradeum, Intelligent Digital, aatlas, etc. Buy Side/Supplier Sell Side/Demand Commerce Chain/Collaboration i 2, SAP, Oracle, Manugistics, Logility, Nexprise, PTC, Matrix. One, IPNet, EQOS, STC, Viacore, Cyclone, etc. © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 2

What Are the ebusiness Pressures? What are the critical skillsets required to deliver effective What Are the ebusiness Pressures? What are the critical skillsets required to deliver effective EB solutions? What role should external parties play? How should EB initiatives be managed? Corp. Mgmt. Demands Revenue vs. efficiency l ROI? ? ? l Time to market Partner/Customer Demands l Collaboration LOB/Constituency Demands Design requirements l Supply requirements l l Evolving user requirements l Greater accountability/scrutiny l Financial clout l EB Team Staffing/Personnel Challenges Technology Challenges New business/application functionality l Tools are not mature l “Legacy” service levels must be maintained l Insourcing Constrained talent pool l Retraining/re-skilling required l Technical skills far outweigh sales/marketing skills l Sourcing Options Outsourcing © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 3

How Do I Determine e. Business Effort Value? Derive Scenarios for Every E-Opportunity t How Do I Determine e. Business Effort Value? Derive Scenarios for Every E-Opportunity t Construct potential scenario(s) from identified opportunities & threats t Derive “value case(s)” for each scenario Continuous Reassessment REAL-TIME OPPORTUNITY IDENTIFICATION t For each value case, develop an associated tactical plan t Highly iterative process Environment Intelligence Threat Assessment Partners Targets of Value Digital Weapons Scenario(s) Value Case(s) Breadth of potential scenarios is dependent on available digital weapons and IT’s capacity to deliver © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 4

Innovation Portfolio Creation of Innovation Portfolio t Tactical plans created for of E-Opportunities each Innovation Portfolio Creation of Innovation Portfolio t Tactical plans created for of E-Opportunities each e-opportunity value case t Each tactical planning exercise includes: 8 Course(s) of action 8 Limiting-factors analysis 8 Time-phased planning t Goal is speed in decision making amid incomplete information Scenario(s) Value Case(s) Tactical Planning Course(s) of Action Limiting-Factors Analysis Time-Phased Planning Innovation Potfolio Process is similar to military crisis action planning, but outcome is an innovation portfolio for the enterprise © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 5

How Do I Organize for ebusiness? CEO/ Board Other LOBs Influence Partners Customers fluence How Do I Organize for ebusiness? CEO/ Board Other LOBs Influence Partners Customers fluence In Influence Product EB Chief In nce Development flue In en ce Influence Sales, Service, Marketing CIO, CTO, CFO, CCO, etc. I T Supply Chain Management © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 6

E-organization Components EB Chief Process Teams Vendors/Service Providers Business Partners Center of Excellence EB E-organization Components EB Chief Process Teams Vendors/Service Providers Business Partners Center of Excellence EB Steering Committee IT/LOB Teams IT EB Group(? ) LOB Cross-Functional Business Processes IT Services (Insourced/Outsourced) Customers The eb-enabled IT organization must be business aligned; leveraged internally and externally © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 7

How Important is Content to ebusiness? Collection Intranet/ Portals KM Sharing Integration Content Product How Important is Content to ebusiness? Collection Intranet/ Portals KM Sharing Integration Content Product Info B B 2 E Approval Commerce Collaborate Document Community Services Personalization Management Catalog Analytics Search B 2 C All forms of e-business require the integration of commerce and content (technologies and processes) to succeed © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 8

What Comprises a Corp. com Strategy? Suppliers Investors Job Seekers Media Firewall Application Application What Comprises a Corp. com Strategy? Suppliers Investors Job Seekers Media Firewall Application Application Corp. com Interface Content Cache or Knowledge Container Employees Customers Security, EAI, Content Mgt. , Inter-Enterprise Integration, Personalization By 2002, organizations will be required to provide a singular view of the corporation across all stakeholders, or risk significant mind/market share loss © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 9

What Are Key ebusiness Technologies? t Integration t Collaboration t Analytics t Process optimization What Are Key ebusiness Technologies? t Integration t Collaboration t Analytics t Process optimization t Personalization t Supply Chain Mgt. t Content Management t Security t Services t Infrastructure and ops flexibility E-Business Evolution Phase I: Transaction Automation Acknowledgment Partner Shared Data (EDI) Partner Invoices, ASNs, EFT Phase II: Shared Operating Data Statement Detail, 401(k) Self-Service, Etc. Partner Shared Access (Web) Partner Cash Management, Underwriting, Etc. Electronic Process Integration (EPI) Business Plans, Purchase Histories/Analytics, Research Phase III: Collab Partner Engine Shared Process (XML) Engine Partner Collaboration Constraints, Risk, Value End-to-end (“straight through, ” life cycle, etc. ) functionality will differentiate leaders from followers © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 10

What Comprises Sell-Side Commerce? t Managing channels Sell Maturity Model t Leveraging “in place” What Comprises Sell-Side Commerce? t Managing channels Sell Maturity Model t Leveraging “in place” infrastructure Tasks Sell Web to Order Management (OM) t Integrated CRM, logistics Phases Supplier Integration t Time to volume 4 Value Chain Optimization Results t Appointing service provider(s) Inte- Web OM integrates with ATP & CTP grate Exter- Integrates OM w/Partner Avail. 2 nalize Opti- X-Enterprise 3 mize Mfg. Floor Electronic Bond with Customers/ Partners t Product/service lifecycle mgt. 1 Channel Integration t Integrating best-of-breeds Manufacturing Integration t Enabling customers to buy How Effective Is the Backbone? Storefront t Understanding demand Inter-Enterprise Integration Intra-Enterprise Integration Relationships As sale of goods becomes frictionless, appropriate channel strategies and experiences must be created © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 11

Sell-Side Architecture t. Leverage in-place infrastructure and applications when possible t. Enable catalogs, configurations, Sell-Side Architecture t. Leverage in-place infrastructure and applications when possible t. Enable catalogs, configurations, processes, prices — content — to change dynamically t. Integrate applications and data to present a personalized experience Outside In vs. Inside Out Leveraging the ERP Web Database & Business Logic App Server Web Browser Traditional C/S Sell-side initiatives must integrate commerce, content, and CRM with existing back-office app operational data © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 12

What Comprises Buy-Side Commerce? t. Understanding types of procurement 8 Indirect 8 Direct t. What Comprises Buy-Side Commerce? t. Understanding types of procurement 8 Indirect 8 Direct t. Managing suppliers and components t. Participating in marketplaces (suppliers and buyers) Procurement Futures <1995 1999 -2001 2000 -02 Networks & Markets Global Procurement LOB Procurement Corporate Procurement Integrated Indirect & Procurement Com- Direct modity Multi. Channel Multi. Single- Vendors Channel/ Channel Multi-Market Vendors Home. Grown Organizations must drive procurement efficiencies, but determine requirements and return prior to investment © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 13

Procurement Politics t Focus on internal costs and processes for commodity procurement t Focus Procurement Politics t Focus on internal costs and processes for commodity procurement t Focus on asset management/ maintenance for MRO procurement t Focus on SC efficiency and product management for direct procurement t Tactics first, then strategy t Integrated procurement by 2001 No Wonder It’s So Difficult. . . New Product Development Asset Management Manufacturing Sourcing Maintenanc Design Production e Maintenance Repair Execution Operations Accounts Payable Quality Customer Accounts Supply Self-Service Receivable Chain General Ledger Planning Customer Service Field Service Product Config Customer Management Purchasing Distribution Inventory Financial Logistics E-procurement success in 2000 means focusing on one/more processes and applying solutions © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 14

Direct Procurement: More Bang for the Buck? t. Focus direct procurement efforts on: 8 Direct Procurement: More Bang for the Buck? t. Focus direct procurement efforts on: 8 Supplier management 8 Component rationalization 8 Integration with product life cycle 8 Supply chain visibility Direct Procurement Excellence Solves. . . Part/supplier proliferation Manual processes/ spreadsheets Little reuse of standard parts Long design cycle times Rampant ECOs Cost overruns Integrate product development/life cycle and procurement solutions; increase quality/decrease time to market © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 15

What Are Characteristics of Net Markets? t Equity investment t Regulation Trusted Intermediary Components/Services What Are Characteristics of Net Markets? t Equity investment t Regulation Trusted Intermediary Components/Services t Finance t Staffing t Globalization t Channel “mastery” t Channel/customer relationship management t Co-opetition A robust net market replicates an organization’s entire business model…only much faster and more often © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 16

Why Net Markets Are Critical t Matchmaking All Net Markets Are Not Created Equal Why Net Markets Are Critical t Matchmaking All Net Markets Are Not Created Equal Net Market Maturity Model t Add value to complex processes t But don’t expect huge revenues all the time 1 E-Mail Better links to suppliers, fulfillment; transactions EBuyer-market-supplier integration, Market mostly comms/trans 3 4 E- EPI for market/industry Hub Buyer-to-supplier integration via hub services Online transactions, integrated fulfillment Catalogs, price history, in-depth product info, links to fulfillment, offline transactions Phases 2 Commerce Chain Optimization Inter-Enterprise Integration Results t Extend reach to unserved markets Product categories, text, e-mail communications EClassifieds End-to-end electronic bond/ process integration t Decrease cost of commodity products/services Tasks Advertisment/Listing t Reduce friction between suppliers and buyers Consolidator Model Change Intra-Enterprise Integration Relationships Significant investment must go only to Net Markets that optimize industry processes and focus on buyers © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 17

Net Market-tecture t ERP vs. best-of-breed backbones t Application integration/middleware 3 -Month vs. 2 Net Market-tecture t ERP vs. best-of-breed backbones t Application integration/middleware 3 -Month vs. 2 -Year Deployment t Inter-enterprise integration t Websourcing providers t Operations sourcing t Collaboration t Transaction/order management t Billing t Catalog content management t Content management and personalization Operations Transport, Security/SSO, Availability, Uptime, Application Mgt. , etc. Rapid deployment and flexibility win; sourcing and operations are critical components © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 18

Commerce Chain Management: Bottom Line t. Integrate partners, customers, content, and Summary commerce to Commerce Chain Management: Bottom Line t. Integrate partners, customers, content, and Summary commerce to drive sell-side success t. Pursue buy-side commerce tactically, but evolve toward integrated strategy t. Sell side commerce equals integration, CRM, and the “other CRM. ” t. Participate in Net markets to drive revenue, create efficiencies, and/or maintain relationships t. Understand that the e-business end game is a sum of all the parts © 2000 META Group Inc. , Stamford, CT, (203) 973 -6700, metagroup. com 19