Collaboration
Scenarios
Collaborative Business Process Management
International Collaboration
2012 Instructors: Yvonne Lederer-Antonucci, Ph.D., Widener University, USA
Prof. Dr. Peter Loos, Saarland University, IWi at DFKI, Germany
M.A. Armella-Lucia Vella , Saarland University, IWi at DFKI, Germany
M.Sc. Julian Krumeich , Saarland University, IWi at DFKI, Germany
Collaboration point of presence web site: http://www2.widener.edu/~yantonucci/collaboration
BACKGROUND
Goals
The goals of the collaboration between the School of Business Administration, Widener
University, Chester, USA and the Institute of Information Systems at DFKI, Universität
des Saarlandes (Saarland University), Germany, is to introduce students to interorganizational business processes and business process management, outsourcing,
and international workflow issues.
Participants
Each participating team will be representing a company within one of the attached
scenarios described, either a client enterprise or an outsourcing provider enterprise.
There are several scenarios as outlined in table 1 below. Each scenario involves a B2B
relationship between a client enterprise and an outsourcing provider enterprise. Each
project team within a University will be assigned one of the 4 scenarios as outlined in
table 1 below.
Therefore, each of the Widener University project teams will be paired with a
corresponding project team at the Saarland University to represent one of the
scenarios.
Therefore, each of the working groups from Widener University, representing the
Client Enterprises, will be paired with a corresponding working group from
Saarland University who is representing an Outsourcing Provider of that scenario
– the 2 groups within a scenario will make up a collaborative BPM (coBPM) team for
that scenario. Although you will be working in a collaborative BPM team, your grade will
be mostly determined upon your participation within your working group.
Scenarios Written in 2009 by Prof. Yvonne Lederer-Antonucci, Ph.D., Widener University, USA and
Prof. Dr. Peter Loos, Saarland University, Germany
1
Table 1: Scenario Assignments
School of Business Administration,
Widener University, Chester, USA
School
Instructor(s)
Prof. Dr. Yvonne L. Antonucci
process
Team 1: Car Manufacturing/Warehouse
Management
Team 2: Individual Manufacturing/Advertising
Team 3: Car Rental/Reservation
Client Enterprise
Institute of Information Systems,
DFKI, Saarland University, Germany
Prof. Dr. Peter Loos M.A. ArmellaLucia Vella and M.Sc. Julian
Krumeich
Outsourcing Provider Enterprise
GIA (Give It Away Merchandising
Company)
GAWM (German Automotive
Warehouse Management)
IAC (Individual Advertisement
Company)
HHC (Happy Holiday Cars)
ICR (International Car Reservation)
ACM (American Car Manufacturer)
General description of the tasks to be performed by each project team
As a member of one of the coBPM teams, your task is to negotiate, model and specify
implementation requirements for a service outsourcing process between a service
requester (“client”) and a service provider (“partner”) of your particular scenario.
The process of the partner can be treated as a “black box” by the client; however, if you
feel confident enough you are encouraged to extend the given scenario (e. g. by giving
intermediate status reports or allow for different levels of service quality).
You will have to deliver a documentation of your case – process models,
interoperability/service contracts and a description of the workflow implementation, in
both a paper version and an electronic version.
You will be required to meet specified milestones (see table 2) that require the teams to
collaborate using the established collaboration web site. The goals of these milestones
are to negotiate and create a project plan, outline the tasks, responsibilities, potential
obstacles and deliverables for each week.
The students from both Universities must also determine the information that is
necessary for the inter-organizational process in addition to any other interorganizational issues or activities. Student groups will present progress of milestones at
each of their perspective universities.
This year we are adding the opportunity for the German and US students to ‘meet’ the
professors and instructors from both Saarland and Widener in an online virtual session!
In order to accommodate time and schedule differences we have arranged 2
dates/times for you to choose from. They are as follows:
Scenarios Written in 2009 by Prof. Yvonne Lederer-Antonucci, Ph.D., Widener University, USA and
Prof. Dr. Peter Loos, Saarland University, Germany
2
Wednesday May 16: 9am- 10am EDT - 3pm for Germany
Saturday May 19: 9am-10am EDT - 3pm for Germany
Come prepared with a headset – connect to LIVE session and make sure you have the
appropriate Java plug in. [note: session URL will be provided to you via your email]
Table 2: Collaboration Milestones – Summer 2012
Interaction Phases – Milestones
Due by
May 23
Due by
May 30
1. Introduction of team members.
2. How are the groups going to communicate? Develop a project plan draft and send to
corresponding team, come up with a road map – what will be finished and when, with
deadline date in mind.
a. Plan at least 2 Skype, Adobe Connect (or similar) real-time chat sessions
during this project… this does not have to be with the entire team, at least one
person from the Widener team and at least one person from the Saarland
team. You need to consider time difference. *a summary of the meeting(s)
MUST be posted on the forum.
b. Have Company Web site set up for a point of presence.
3. Finalize project plan - how are teams going to communicate with each other
(negotiation completed) – have a portion of the Company Web site set up for a point
of presence just for this project - post the project plan to the joint company web site
(can just attach a document) - start analyzing the process and determining how
organizations will interact in the process. - develop e-Business Scenario in ARIS
format, send to counterparts [database is to be backed up and sent so that
counterparts can restore the ARIS database].
Due by
June 6
4. e-Business Scenario in ARIS format - finalized, send to counterparts and posted on
web site [database is to be backed up and sent so that counterparts can restore the
ARIS database]. Begin developing EPC process model in ARIS format - negotiate
inter-organizational process interaction with counterparts.
Due by
June 13
5. Send a Draft process model in ARIS format [database is to be backed up and sent
so that counterparts can restore the ARIS database]. Finalize expectations of how
organizations will interact in process and what information will be shared. Negotiate
and determine what portion of the process is expected to be outsourced. Begin
negotiating Service and Interoperability contract - how will organizations' process
interface.
Due by
June 20
6. Detailed EPC Process model complete and sent to counterparts and posted on web
site. Model sent in ARIS - database is to be backed up and sent so that counterparts
can restore the ARIS database (post on web site). Negotiations of process model
completed. Start to design an implementation plan (if it were to be implemented–
how – document the issues). (As part of implementation interoperability – design
web screen interfaces). Send draft of the Service and Interoperability contract to
your collaboration counterparts.
Scenarios Written in 2009 by Prof. Yvonne Lederer-Antonucci, Ph.D., Widener University, USA and
Prof. Dr. Peter Loos, Saarland University, Germany
3
7. Service/interoperability description complete – post on web site.
IT implementation – plan complete with web screen interfaces designed. Negotiate
and discuss the functionality of each others’ process and interoperability.
Due by
June 27
8.
Due By
July 11th
for Saarland
July 16th
for Widener
9. Project presentations.
Saarland will be presenting July 13th
Widener must present July 16th
Scenario Description
Car Manufacturer – Warehouse Management
SCENARIO OVERVIEW
The American Car Manufacturer (ACM) has been in business since 1967 providing
standard and custom manufactured vehicles to customers worldwide. ACM has become
known for their high quality and reliable vehicles as well as their devotion to satisfying
customer requests. In recent years ACM has found that managing the world market for
quality parts is the key to producing affordable high quality vehicles. In order to remain
competitive in a challenging world economy ACM has recently outsourced its
warehouse management for parts from overseas to the German Automotive Warehouse
Management (GAWM). For ACM it is absolutely necessary that the needed parts for
manufacturing are delivered just in time for production. The aim is to keep the local
stock at ACM as small as possible. Each day ACM provides a production based order to
GAWM for parts needed either in 4 weeks (delivery by ship) or parts urgently needed
(air delivery). These production orders are based on customer standard orders or
special orders. GAWM has to check whether the parts are in their own stock or if they
need to be ordered from a local supplier that has been previously approved by ACM.
GAWM does not produce anything but just manages the order management and
logistics for parts from overseas to organizations such as ACM. The usual case is that
GAWM orders the parts based on the list given by ACM and sends those parts by ship
to USA. For urgent needed parts, GAWM maintains a small warehouse to send those
parts as far as possible. If an urgent needed part is not in stock, the corresponding
supplier has to be contacted. The supplier will send the part directly via air delivery to
ACM. Invoices of the supplier are paid by GAWM who adds a certain percent before
sending a monthly invoice to ACM. If an ACM approved supplier does not have a
needed part, GAWM will do a supplier search (for an additional fee) for ACM who in turn
requires a quality check/approval of that supplier. GAWM wants to be informed about
major steps in the supply chain (for example GAWM would like to know when a part in
GAWM stock is available, when the part leaves the stock etc.) This type of information
would prevent stock outs of standard parts and allow GAWM to reduce response time in
satisfying ACM requests.
In this scenario, Widener University students will play the role of ACM and Saarland
University students will play the role of GAWM.
Scenarios Written in 2009 by Prof. Yvonne Lederer-Antonucci, Ph.D., Widener University, USA and
Prof. Dr. Peter Loos, Saarland University, Germany
4
PROCESS DETAILS
ACM has built a reputation for manufacturing high quality vehicles and responding to
special order requests. Their clientele varies from the average customer to high end
buyers of custom vehicles. Over the years ACM has built relationships with several
parts manufacturers around the world. Recently they have realized the management of
warehouses overseas is not only necessary but also costly to do it themselves. For
these reasons they have ventured into an outsourcing relationship with GAWM. Since
GAWM is located in Germany it has the advantage of a central European location. ACM
has several relationships with parts manufacturers in that region. Currently ACM is in
negotiations with GAWM to analyze and integrate their processes. ACM’s goal is to
have GAWM manage the purchase and storage of the high quality parts from their
overseas suppliers. The goal is to keep ACM parts inventory low and have parts
delivered JIT for vehicle orders.
ACM customers consist primarily of car dealers with the occasional direct customer who
contacts and orders from their web site. ACM has a customer order process that
involves two types of vehicle orders:
(1) Standard orders, represent orders for the standard vehicle models that ACM
sells. These models have a defined set of parts and list of preferred parts
manufacturers (mostly located overseas).
(2) Custom orders are those orders with special customer requests. These
requests typically involve one or more special parts. While ACM has a list of
preferred parts manufacturers for these special parts, occasionally there may be
a special part required where a parts manufacturer has not been identified as yet.
It is imperative that the parts used by ACM are of high quality. Therefore ACM requires
a quality approval of part suppliers. This approval involves evaluation of part recall data
in addition to the supplier’s market reputation. If a part supplier is new to ACM then this
information must be provided to ACM so they can approve or reject the part supplier. If
a supplier is rejected then another suitable part supplier needs to be found to fulfill a
part order. Every six months ACM will review the quality and reputation of each of their
parts suppliers and update their approved supplier list accordingly.
Scenarios Written in 2009 by Prof. Yvonne Lederer-Antonucci, Ph.D., Widener University, USA and
Prof. Dr. Peter Loos, Saarland University, Germany
5
Scenario Description
Individual Manufacturing
SCENARIO OVERVIEW
The Give It Away Merchandising Company (GIA) produces give away items for
advertising purposes. They have customers around the world with production only in the
USA. GIA’s core business is manufacturing. GIA will take orders from customers and
place the customer’s logo on the ordered give away item. Recent demand for their
products has made it difficult for GIA to efficiently respond to customer demand and
services. For this reason GIA is negotiating an outsourcing relationship with the
Individual Advertisement Company (IAC) to deal with end customers. The IAC provides
several services to include the offering of various give away items on their webpage and
an advising service to their local end customers in helping them select appropriate give
away items based on their events and/or services. IAC provides the entire order
process and invoicing with the end customer. Therefore the IAC is charging a 20%
service fee to GIA per order. The giveaway items can be either delivered by ship (4-6
weeks) or by plane (3-7 days). The express choice is twice expensive as the delivery by
ship. The end customer must pay in advance to IAC who in turn transfers 80% of the
sum to GIA. As soon as IAC receives the amount invoiced, they inform the GIA about
the new order. GIA provides information to IAC for each order (such as how long the
production will take) The IAC also does the customs declaration for every order.
In this scenario, Widener University students will play the role of GIA and Saarland
University students will play the role of IAC.
PROCESS DETAILS
Give It Away (GIA) Merchandising Company has developed a high quality reputation as
being the premier merchandising manufacturer. They have customers around the world
with production only in the USA. Due to their core business of manufacturing, GIA wants
to outsource the whole customer service to the German Individual Advertisement
Company (IAC). IAC’s core business is to deal with the end customer and satisfy their
individual needs.
A customer can place his order to IAC via the official Website (Mail), telephone or either
Fax. A customer order can be either a standard order or a special order. In both types of
orders the merchandise article(s) chosen by the customer would have the customer’s
logo added to the items.
In a standard order, the customer logo is just attached (printed, stitched, etc) to the
ordered merchandise items. The logo is automatically sized to the standard order size
and placed on the pre-defined area of the merchandise. In these orders the customer
Scenarios Written in 2009 by Prof. Yvonne Lederer-Antonucci, Ph.D., Widener University, USA and
Prof. Dr. Peter Loos, Saarland University, Germany
6
cannot change their logo size or change the logo location on the merchandise. The
customer logo is supplied to IAC via an electronic form making sure the logo file is in an
agreed format (e.g. jpg or other agreed upon format. Standard orders can always be
made and are produced without a technical check. (e.g. customer chooses product type
1 in white, customer logo is supplied and printed on defined place)
In some cases a customer may ask for a special order. These orders allow the
customer to change standard order parameters such as the size of the logo, the location
of the logo on the merchandise, and various merchandise configurations such as a
different color, etc. Since these special designs vary from the “standard” products, a
technical feasibility check is required (e.g. a customer wants product type 1 is a color
that is not available in the standard version such as magenta and also wants the logo
placed in a different location.) This type of order is known as an individual
merchandising article. In these cases IAC contact GIA to discuss whether the desired
production is possible and ask for cost estimation. IAC then in turn will contact the
customer with this information, who then decides whether to place the order or not.
Once a customer order reaches IAC, they must contact GIA to check the needed time
for production. This will usually be via E-Mail, in urgent cases however IAC will contact
GIA by telephone. The customer has the choice between shipping by plane (3-7 days)
or by ship (4-6 weeks). The express choice (airplane) is twice as expensive as the
delivery by ship. As soon as IAC knows the exact time of production it will forward this
information to the customer who can decide to place the final order or cancel it. In case
of an order IAC will then invoice the customer for the payment and forward the order
details to GIA. IAC will also do the customs declaration for the orders. This happens by
forwarding the customers address, information and value of the purchased goods to the
customs authority via E-Mail.
After finishing the customer order, GIA will write an invoice to IAC which will be about
80% of the entire sum (20% are retained by IAC as a service fee). Negotiation must
occur to decide if an invoice has to be written after every order or if once a month would
be sufficient.
Scenarios Written in 2009 by Prof. Yvonne Lederer-Antonucci, Ph.D., Widener University, USA and
Prof. Dr. Peter Loos, Saarland University, Germany
7
Scenario Description
Rental Cars – Customer process
SCENARIO OVERVIEW
The Happy Holiday Cars (HHC) is an American car rental company. Having several
locations across the USA, they offer cars from their own car pool throughout the USA.
For regions where the HCC does not have established offices and/or cars available,
they cooperate with other car rental companies. Recent market analysis has indicated a
large German population of travelers to the US. In order to capture this German market
and to satisfy German customer needs the HHC is negotiating an outsourcing
relationship for its reservation and customer service with the International Car
Reservations (ICR). ICR will provide HHC the car reservation and the invoicing of the
customer for customers traveling to the USA. Based upon customer requests, ICR
forwards the desired car to HCC who in turn checks whether the car is available in the
desired location (either within their own car pool or at a pool of a cooperation partner). If
a car is not available, HHC will locate another cooperative partner or will have the car
delivered from another site. The mission of HCC is to achieve 100% customer
satisfaction in a timely manner. The location of a suitable car must be done as quickly
as possible in order to maintain high quality customer response One possible method
to decrease the time of locating a suitable car is to integrate ICR and HHC systems,
allowing ICR to perform this check themselves (this is still under negotiation).
In this scenario, Widener University students will play the role of HHC and Saarland
University students will play the role of ICR.
PROCESS DETAILS
HHC is a car rental agency with locations across the USA. They have developed a high
quality reputation as being the premier rental company. HHC has an inventory of
various vehicles but also has a network of co operations with other car rental companies
to provide vehicles that HHC does not have available. HHC has found an increase of
travelers to the US from Germany, providing a new potential stream of revenue. HHC
lacks the local presence in Germany to build this market and therefore has contacted
ICR to do the reservation and customer service of this market.
ICR has offered to handle all German customer interactions for HHC for a fee! ICR will
promote the rental of US cars to German travelers to US. They will handle all inquiries
of these customers. When a customer requests a US car rental, ICR will contact HHC
and send the appropriate information such as the type of car, pick up location/date/time,
drop off location/date/time, etc. HHC will then find and reserve the desired vehicle either
from their own car pool or from a cooperating car rental company. ICR will then invoice
the customer for a down payment. As soon as ICR gets a receipt of payment, ICR will
Scenarios Written in 2009 by Prof. Yvonne Lederer-Antonucci, Ph.D., Widener University, USA and
Prof. Dr. Peter Loos, Saarland University, Germany
8
send a reservation confirmation to the customer. At this time HHC will write an invoice
to ICR for the booked car. ICR charges HHC 10% of each successful reservation done
with ICR.
Scenarios Written in 2009 by Prof. Yvonne Lederer-Antonucci, Ph.D., Widener University, USA and
Prof. Dr. Peter Loos, Saarland University, Germany
9