e-volution - roadmap for e-business implementation in Extended Enterprise
e-volution – Road map for ebusiness implementation in
Extended Enterprises
Deliverable 6.1/2 Annex: Summary of IRG
test case activities
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Table of content
German IRG test case AUTEV
German IRG test case Greschalux
Italian IRG test case Imbal Centre
Greek IRG test case Planatech
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
www.autev.de
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
AUTEV test case
Initial situation
• legal organisation
• Shareholders are 9 regional, independent, sometimes
competing Small and Medium Sized Enterprises (SMEs)
• service engineering organisation of innovative SMEs,
serves global markets
• Competitors are big global players, but competitive
advantage of higher flexibility because of its organisation
structure to integrate on demand the needed competences
• value chain design and partner integration depends from the
product/service specification (Virtual Enterprise)
• e-business as basis for more efficient business
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
EE constellation characteristics
EE constellation driver
– Two driving partners
– Separate legal entity (AUTEV AG) as market and customer
interface
– shareholders from the AUTEV partner pool
EE constellation
members
– Independent, regional SMEs from different branches with
specific competences
AS-IS situation
– Established legal framework
– Common marketing, sales and service activities under the
AUTEV label
– Plans: realisation of more efficient procurement, operation
and infrastructure processes
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
The AUTEV AS-IS EE constellation and business
AUTEV
partner SME 1
AUTEV
partner SME 2
…
AUTEV
partner SME n
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
High-level business objectives
Business mission
AUTEV AG offers to its customers the power and all-inclusive
services of bigger enterprise and but keeps the flexibility of
small business units.
The AUTEV competence centre master implementation of
customer-specific solutions, using innovative and powerful
products.
Partners auf AUTEV AG are regional, innovative, independent
Small and Medium Sized Enterprises (SMEs).
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Business strategies
Strategic business areas
Core competences of the AUTEV AG are:
– System engineering for buildings;
– Information and communication technologies;
– Industrial technologies;
– Environment technologies.
Business guidelines
AUTEV AG attends its customers during the whole project life
time; from products/service identification, to implementation
and service and maintenance management. Process oriented
quality standard DIN EN ISO 9001:2000 is basis for the
project work.
The competitive advantages of AUTEV are customerorientation, flexibility, and innovative solution.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
AUTEV test case
e-business status
• Very different partner e-business statuses
• In-house e-business competences
e-business plans
(A) Supporting business processes
A.1: collaborative project management, monitoring and controlling
regarding internal flow of goods, financial flow (procurement,
budget, cost charging, and revenues) and time
A.2: reengineering of internal financial process by use of common
accounting system for more efficient, cross-company financial
process
(B) Value chain processes
B.1: implementation of an AUTEV wide CRM system
B.2: strengthening of the commerce process: marketing/sales
strategy refinement, strategy-based value chain optimisation
(from distributor to final customer) and use of ICT in
marketing/sales and service
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
e-volution application area: e-commerce of complex ICT solutions
Value
chain
marketing/
sales
procurement
engineering
service
COMPLUS
SERVICE
Extended
Enterprise
E–Business
System server
Central
DB-Server
Private and
public
organisations
AUTEV AG
Location: TGZ
ICT
infrastructure
(AUTEV ebusiness
portal)
AUTEV AG
Customers
SQL-Server Skyrix-Server
E–Business
System client
Location: TGZ
AUTEV partners
E–Business
System client
AUTEV partners
Location: Kirchmöser
E–Business
System client
SQL-Server
Internet
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
Supplier
E–Business
System client
AUTEV partner
Location: Rathenow
E–Business
System client
SQL-Server
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e-volution - roadmap for e-business implementation in Extended Enterprise
AUTEV test case
Expectations
• Methodological support for the planned commerce process reengineering
• Support for the development and assessment of marketing/sales
and service strategies
• Decision support for regional implementations, adaptations or
extensions
E-volution activities
• Training to the e-volution methodology and toolkit to interested
managers of AUTEV partners
• Enabling access to the e-volution toolkit software to support
representative operation, even at the single company level
• Assessment of the e-volution methodology and toolkit, based on
provided assessment procedure
• Provision of help in the drafting of a public report to be used for
dissemination and promotion of the German IRG test case activities
after completion of the test case
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Phases and status of inter-enterprise collaboration in AUTEV EE
Communication
establishment
• Definition of enterprise role in the
network
• Project coordinator, customer coordinator, network
coordinator, development partner, production partner,
service partner, quality manager, infrastructure
manager
• Definition, i.e. personalisation of
responsibilities and assignment of
resources
• Agreement on communication
procedures
Stabilisatio
n of
collaborati
on
• Stabilisation of
collaboration and definition
of coordination
mechanisms
• Benefits, IPR handling, penalties,
costs/profit assignment
• Definition of interenterprise processes and
workflows
Business
partner
integration
• Extension of enterprise
boarders
• Information sharing and
ICT-integration and sharing
• Business process and
workflow integration
• Cultural and social
integration
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e-volution - roadmap for e-business implementation in Extended Enterprise
Module 1: Definition of strategic EE business objectives
Start first
module
Enterprise
business
vision definition
Enterprise
business vision
defined
Enterprise
business
mission
definition
Enterprise
business mission
defined
Enterprise
business
objective
definition
Enterprise
business
objective defined
Extended Enterprise status:
 AUTEV is a legal but virtual entity made of SMEs
(shareholders) from the engineering, automation,
handicraft and human resource service sectors
 System of business objectives is already defined on the
individual and extended enterprise levels
 No need for AUTEV enterprises to run this module
 AUTEV managers confirm the need for clear and
consistent system of business objectives as basis for
collaborative, integrated and strategic business activities
in the EE
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Module 2: Organisation Analysis
Start
Organisational
module
e-business
ability analysis
EE benefit
analysis
e-business
ability analysed
EE benefit
analysed
Core
competence
analysis
Core
competence
analysed
Need for SEWS
Analysis
identified
Strategic Early
Warning System
analysis
SEWS
analysed
Market analysis
Extended Enterprise status:
 Individual and common EE benefits are clear and agreed
 Individual e-business abilities are clear, common ICT
infrastructure designed for collaborative business
 Systematic strategic early warning system analysis on
agenda only for mid of 2005, method and know-how
transfer now
 Strengths and weaknesses are clear
 Methodology, methods and tool presentation and selected
use within the scope of running activities
 Core competence analysis for selected development of
competences done
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
Strength-Weakne
ss definition
Strengths-Weakn
esses defined
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e-volution - roadmap for e-business implementation in Extended Enterprise
Module 3: Market analysis
Start Market
Module
Extended Enterprise status:
 Internally running market analysis regarding
requirements and potentials for innovative product
and service solutions
 Interest in methodological and tool support
structured market analysis: market segmentation,
attractiveness assessment, strategic target market
search
Market
segmentation
analysis
Need for
Competitor
analysis
Need for
Consumer
Purchase criteria
analysis
Competitor
analysis
Consumer
purchase
criteria analysis
Competitors
analysed
Consumer
purchase
criteria analysed
 Identification of strengths and weaknesses
Market
attractiveness
assessment
Organisation
analysis
Market
segmentation
analysis
Need for analysis
of existing
market
SEWS
analysed
Sensivity
analysis
Need for new
target market
search
Sensivity
is analysed
Product defined
Organisation
analysis
Core
competence
analysed
 Methodology, methods and tool presentation and
selected use within the scope of running activities
Need for new
target market
search
Target market
search
No further
Project funded by the European
Community under
the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
Analysis needed
Target market
found
Opportunity-Thre
at
definition
Opportunity-Thre
at
defined
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e-volution - roadmap for e-business implementation in Extended Enterprise
Module 4: Strategy formulation
Start synthesis
EE model
formulation
Ereignis
E-business
strategy
formulation
Extended Enterprise status:
 EE model is defined and reconfigured based on order
specifications
 Ideas for extension of enterprise boarders, information
sharing, ICT-integration and sharing but no strategies yet
 Need to distinguish between first movers and followers,
advanced, standard and poor users
e-business
startegy
formulated
E-business
strategy
assessment
and selection
 Methodology, methods and tool presentation and individual
use within the scope of decision preparation about future
collaborative e-business inside AUTEV
e-business
strategy selected
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Realised activities within the scope of project IRG
 Presentation and transfer of the e-volution methodology
(Modules 1-4) and software tool-kit to interested managers
of AUTEV partners (based on the training material with
reference to the AUTEV partners’ situation and needs)
 access to the e-volution toolkit software to support real
business operations
 Support by the consortium in the testing phase through the
provision of skilled personnel to the test case, on site in the
premises of the test case
 Assessment of the e-volution methodology and tool-kit by
based on provided assessment procedure
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Achieved results & feedback
Results for the
test case
• Methodology and selected method transfer
• Know-how transfer to support current running e-commerce project
• Selected use of methods and tools within the scope of running activities
• Core competence analysis (Module 2)
• Markets segmentation and assessment (Module 3)
• Commitment for common next steps based on methodological approach AUTEV and IAF keep in contact (common project)
Feedback
• Industrial requirements and e-volution concept are confirmed, software support
is always welcome
• Special interest in methodological and tool support structured market analysis
• Methods and tools are usable for target group SME
• Acceptance of the software tools is different, ASP-approach is OK
• Integration strategy for ERP-systems is needed, especially for (MarketAnalyser)
• Further EE problems also on cultural and management level
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case Greschalux
e-business status
• on demand e-commerce (B2C)
• e-work flow management (B2B)
e-business plans
• e-commerce, i.e. e-shop with product catalogue and product
configurator in 2005/2006 and ex-tended e-marketing;
• e-SCM
• IT-supported offer management in the network;
• e-procurement over the Internet and Supplier Relationship
Management (SRM);
• Offer management as extension of the INDIA work flow system
for automated product compilation, product cost calculation and
e-procurement;
• Extension of the existing Management Information System
(MIS)
• e-Customer Relationship Management
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
The Greschalux EE value chain process model
EE value chain process model (AS-IS)
Customer
order
Marketing
& Sales
Product
ion
Assembly
planning
Assembly
planning
Assem
bly at
custom
er
locatio
n
Marketing
Customer Product
ion
& Sales order
Assembly
planning
order
Invoicin
g
EE value chain process model (TO-BE)
Assembly
planning
Inv
oici
ng
Service
and
maintena
Mainten
nce
ance
acquisitio
Serv./maint.
n
Assem
bly at
custom
er
locatio
n
Inv
oici
ng
Service and
maintenance
order
acquisition
Maintena
nce
Serv./maint.
order
Invoicin
g
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
Legend
Partners
Greschalux
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e-volution - roadmap for e-business implementation in Extended Enterprise
Greschalux Activities I/III
1. Methodological support for the just started internal e-commerce (marketing & sales)
LAURA project
o methodological support of the reengineering of the process
o first project management activities documented and processed in the newly
designed project management tool
 first experiences in using network supporting project management tool at
Greschalux and two of their biggest partners
 enlargement of the tool to meet the requirements of project management in EE
environment much better
 improvement of the transparency of the entire project and single activities and
their status
2. Support for the development and assessment of marketing & sales business strategies
o work with the organisation analyser (module) starting till December 2004 with
 analysing the processes marketing and sales
 involvement of all involved and relevant process participants (Greschalux
(marketing and sales department), partners (CEOs), some customers)
 gathering of information following the organisation analyser methodology
 combination, compression and discussion of final results in physical meetings
o Meetings: 10.11.04; 24.11.04; 08.12.04
o common definition of a redefined ecommerce based marketing and sales strategy
Supervised by partner M-BIS
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Greschalux Activities II/III
3.
4.
Decision support on what modules need to be realized with priority
o
use of the organisation analyser support this decision making process
o
involvement of employees of Greschalux and relevant employees of the five
biggest subcontractors
o
physical meetings: 15.12.2004; 15.01.2005
o
decision made which modules have to be realised which what priority
Decision support for regional implementations, adaptations or extensions
o
5.
refer to point 3
Technological decision support (part of the ERP system/ special application)
o
use of the organisation analyser support this decision making process
o
involvement of employees of Greschalux and relevant employees of the five
biggest subcontractors as well as two IT-Manager of the Holding CRH
(Netherlands)
o
decision was made in the physical meetings on 08.02.2005; 15.02.2005
Supervised by partner M-BIS
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Greschalux Activities III/III
6. Testing and evaluation of prototype solutions
− lab tests at real system application simulation a M-BIS and interview functionality of the organisation analyser is used to evaluate the
prototypes
− tests are going on
7. Organisational changes and newly defined processes related to the strategy implementation
− process redesign did start after the definition of the new strategy and its realisation
− process was supported by the use of the project management tool
Feedback from Greschalux and their partners
− feedback was positive because all relevant persons could be implemented in the decision making process but with reduced time
consumption by travelling and doing meetings
− the used methodological support was given from the beginning to the end, from the strategy definition til the operational realisation of
single implementation processes
− the acceptance and usability of the organisation analyser was good for all involved user except the administrator
o the administration was done from one programmer of M-BIS and one manager of Greschalux with the aim to teach and
integrate project management abilities in the newly defined eCommerce based structure of the EE
o the usability for the administrator was too complex which caused

too long learning phase

time losses by using the system

sometimes misunderstandings
Supervised by partner M-BIS
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
IRG test case
business scenario
IMBAL CENTER is a family owned company, located in the South
of Italy and involved in the production and management of wood
packaging. It offers to its customers innovative value added
services such as:
– the management of the empty packages,
– the withdrawal and recovery of the already used packaging,
– the design of customised pallets according to the customer’s
specific needs for the revision and reengineering of logistic
processes.
According to this approach the main strategy that Imbal Center is
trying to pursue is to differentiate its offer towards the final
customer: in fact products are not very complex and therefore
margins not very high, moreover competitors pressures always
stimulate the management to increase the internal efficiency in
order to stay in the market.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
–
IMBC EE main players
–
–
FBR which is mainly involved in the production of wood
straight bobbin for telecommunications cable. This line of
product, together with specific semi finished products, are
responsible for the 70-80% of the turnover, whereas the
remaining 30% derives from the selling of wood product. The
straight bobbin market is characterised by a low number of
competitors and a cyclic trend, this is the reason by which the
company is very interested to leverage on semi finished
products (all the items for straight bobbin assembling) in order
to have a higher number of potential customer. This company
has a stable relationship with Imbal Center, offering specific
services for the procurement of raw materials mainly from
European countries (Germany and Austria) and selling some
wooden parts.
CED Romano mainly involved in the administrative and
financial services, is a long term partner of Imbal Center.
LGM recently joined, it offers commercial services and specific
support in the suppliers selection and rating.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
–
Imbal Center shares information on
production schedule and available
inventory with FBR, integrating the eprocurement process.
–
Supplies procurement lead time ranges
from three to six months, so the
integration of this process enable Imbal
Center to reach relevant benefit.
–
FBR, thanks to the long term
experience in this industry, has a wide
knowledge of the sourcing market which
implies a significant efficiency during
the purchasing process.
–
High quality intra extended enterprise
processes are enabled by the
certification ISO 9000 reached by all the
member.
SERVICE
SERVICEON
ONPARTS
PARTS
RAW
RAWMATERIALS
MATERIALS
OPERATIVE
OPERATIVE
PROCESSES
PROCESSES
COMMERCIAL
COMMERCIAL
SERVICES
SERVICES
ADMINISTRATIVE
ADMINISTRATIVE&
&
FINANCIAL
FINANCIALSERVICES
SERVICES
IMBAL CENTER
INFRASTRUCTURE
INFRASTRUCTURE&
&
TELCO
TELCOCOMPANIES
COMPANIES
LEEM
FBR
CED ROMANO
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
–
Problems and benefit
–
Most of the IMBAL CENTER customers, are big player of the infrastructure
and Telco industries, so one of the problems that the company faces is the
high flexibility requested and the following punctuality of the deliveries. This
issue is now faced by defining carefully the size of the available inventories
and at the same time trying to ask the customers for a plan of their needs. It
is in the intension of the management to start a closer collaboration with
some first level customers in order to share information on production plan.
In particular Imbal Center is now setting up a project with one of the main
customer for remote inventory management: it is trying to become the sole
supplier of wood packaging and therefore manage for this customer the
inventory of all the items of delivered products. This could allow Imbal
Center to considerably increase its own turnover (because this potential
agreement means higher quantity of sold products) offering added value
services, the remote inventory control, enabled by a direct electronic
connection with this customer.
Within the EE, even if the ICT equipment is not the state of the art,
information on administrative and financials issues are shared by using a
simply but effective mini ERP, which has been now enriched by adding
several modules dealing with operations/production. The locations (all these
SMEs are in the same industrial district) of these SMEs allows frequent face
to face meeting useful to increase the internal collaboration.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
–
Strategy and goals for
the future
–
–
Synergy on the supplier’s side (FBR purchasing process allows high savings) customers
delivery of final products are shared) gives high benefit, whereas on the customer’s side,
even if specific value added services are available, there is not a structured approach
within the EE.
In fact the two companies which are involved in the operative processes are now
defining a unique selling proposition in order to have a wider and completed products
portfolio, being the product they offer to the market complementary and made by the
same raw materials. In order to offer the customer value added services on the web the
two companies are intentioned to modify their own web sites, with the creation of a
single enterprise portal allowing automated orders entry and catalogue browsing by the
customers.
These projects (Imbal Center is intentioned to implement) represent an opportunity but
at the same time a threat:
•
•
–
–
an opportunity because the management see the importance of the e-business solutions in
order to support the differentiation strategy they are carrying on;
a threat because of the high amount of funds requested by these projects.
They are therefore interested to take part in the e-volution project in order to receive a
deep knowledge of e-business strategy methodology which can contribute to validate or
not the management ideas about the e-solutions they are interested to implement. In
fact the identified projects (the potential e-solution that aim to support the business) are
not the outcomes of a structured approach but of an imitative strategy that not always
become the winning strategy.
The possibility to test a web based tool supporting strategic decision within the EE,
represents another important reason that convinced Imbal Center to join, few months
ago, the IRG groups and now to participate in e-volution project as test case in order to
apply the principles of a collaborative e-business strategy.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
Activities performed
- Visit by UNISA at IMBC premises in order to identify
production process specificity and internal
organisation
- Workshop finalised to identify:
- IMBC markets and products
- IMBC EE structures: identification of partners (FBR,
CED ROMANO and LGM) and internal relationships
- Workshop finalised to explain MM functionalities and
subsequent data collection to feed e-Vo Market
Module
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
– Defining Products and Market areas
–
Data about PM areas are
inserted in the MM software;
–
The manager Romano, among
the PM areas available,
chooses:
–
•
Consumer - wood pallet
•
Food – wood pallet
The selected check box identify
the PM areas chosen: the ones
on which the PM assessment
analysis will be carried on.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
– PM Matrix data
–
Financial data about the
two chosen PM areas
are displayed in matrix
for a synthetic view;
•
Turnover
•
Contribution Margin
•
Contribution Ratio
Figures above are from, Year 2003
Financial figures for the
Consumer Market as a
whole;
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
– EE position visualisation
–
–
The Questionnaires’ answers provides by the manager
Romano allows to identify a specific position on the
matrix aside:
•
Wood Pallet-Food, the violet bubble;
•
Wood Pallet-consumer, the red bubble;
The table in the bottom provides details for each PM
areas: the competitive assessment represents the
bubble’s abscissa, whereas the attractiveness identify
the vertical position of the bubble.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
– Sensitivity analysis matrix
–
The feedbacks received by Imbal
Center led UNISA to implement
the Sensitivity Analysis:
questions related with the Wood
Pallet - Consumer PM area were
modified in order to analyse the
impact on the bubble position
inside the matrix;
–
The starting point of the PM area
is in the “stay on the current
position” area whereas the
arriving point is in the “invest in
order to increase the market
share” area;
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
– Intermediate OT Analysis data insert
–
At the end of the PM
assessment analysis the
manager can insert
intermediate opportunities
and threats for the PM areas
under consideration:
•
Products
sold
are
not
complex, therefore it is easy
to enter the business (low
enter barriers);
•
Low margins on products:
seen from customers as a
commodity;
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
– EE Data viewing
The Purchasing criteria
analysis is carried out for
the PM areas chosen: in
this case Wood Pallet –
Consumer PM area is
shown.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
– Competitors data view
For the competitor basas (this
name is not real due to privacy
reasons) the same Purchasing
criterias were analysed and
assessed and then compared
with the ones of Imbal Center.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
– Comparison
–
The comparison was made
by selecting IMBC values
together with competitors
best in class values:
•
The histogram on the right
show the same assessment
for “Prices compared to
quality” criteria, whereas
competitor
“Delivery
precision” is better than
IMBC.
•
No data has been collected
for competitor “product
selection
and additional
services criteria”.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
IRG test case – Imbal Center (Italy)
– OT Analysis final data view
The intermediate OT analysis of
each functionality are at the end of
the analysis grouped in order to
make them available for the manager
in a synthetic view.
It is possible to download the OT list
in a csv format for specific needs or
analysis.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Italian IRG test case IMBAL CENTER (IMBC)
-
Results
-
Achieved results &
feedback
-
Opportunity and Threats identification:
-
To offer added value services for IMBC main
customers in order to increase margins (i.e.:
Stock management and pallet recycle)
-
Final sold products not very complex, low
barriers for new entrants
Feedback
- Offered suggestions regarding usability/friendliness:
GUI improvement
-
Needs for a quick revision and simulation of the
questionnaire answers: sensitivity analysis
-
Efficient retrieval of market information: information
selector and integration with the CSP
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Greek IRG test case Planatech
IRG test case
business scenario
Planatech S.A.
• Rigid inflatable boat (RIB) manufacturer.
• Specialized in high quality/price product range.
• SME (19 employees).
• Driver of a vertical Extended Enterprise, together with 3
suppliers (Tyligadas Bros SA, Costas Hronis, NEOTEX
SA) and a subcontractor (Navimarine S.A.).
e-Business scenario:
• Development of e-Business infrastructure for the on-line
notification of suppliers for needed raw materials, for
delivery scheduling and for the on-line update of price
and part lists.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Greek IRG test case Planatech
Activities performed
•
Training of Planatech’s technical manager (Mr.
Protopsaltis) to the e-volution methodology and toolkit.
•
Configuration of Strategy Builder software with the EE
parameters and provision to the EE members as an
ASP service.
•
Usage of the e-volution SB software to support real
business operations.
•
On-site and phone support to interested EE members
for the application and usage of e-Volution methodology
and software.
•
Assessment of the e-volution methodology and
software tools.
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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e-volution - roadmap for e-business implementation in Extended Enterprise
Greek IRG test case Planatech
•
Achieved results &
feedback
Results
•
Configuration of the SB software tool with the Planatech’s EE
parameters.
•
Provision of the SB and of the Content Service Provider to
Planatech’s EE managers for usage as an ASP service.
•
Testing and evaluation of the e-Volution tools.
•
Feedback
•
The feedback from the Planatech’s test case helped the
consortium to the improvement of the Strategy Builder from the
stand-alone to the web version.
•
The web interface of the SB was further improved to permit
intuitive usage.
•
Further needs for training in the implementation of the
methodology. Request for localized (e.g. Greek) training material
Project funded by the European Community under the ‘Competitive and Sustainable Growth’ Programme (1998-2002)
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