B2B e-business
64157 電子商務模式設計與應用
國立中山大學企管所
2002 Spring, Week 3-3
黃光彩 博士
太世科網路行銷公司
TASKCO Corporation
Info@taskco.com
886-2-8772-2583
太世科公司
2002/03/16
1
CONFIDENTIAL
dot.Bomb has gone off
Shut Downs
2000
Q1 / 2001
Major Internet Companies
222
147
Major E-Commerce Companies
120
63
Major Access Providers
18
16
Major Content Sites
61
44
COM
Source: webmergers.com
2
CONFIDENTIAL
The Evolution of the Internet
Phase One:
Portals Everywhere
Goal: Presence
Phase Two:
Simple Transactions
Goal: Revenue
Phase Three:
Digital Economy
Goal: Profit
3
CONFIDENTIAL
E-Business
paradigms
are changing
New Paradigm
Old Paradigm
 B2B / Reduce Costs
.com / At All Costs
Presence
 Personalization
Wired
 Wireless
4
CONFIDENTIAL
4
What’s accelerating the
evolution of the new paradigms?
 Lack of .com payoff
 New wave of applications
 Users demand interactive Web
sites… across many devices,
form factors and user interfaces
 The wireless Internet
Web content leads commerce.
5
CONFIDENTIAL
5
The Edge Of The Network
Applications
Platforms
Broadband
Where access
Appliances
meets
infrastructure
to deliver pervasive,
personalized content
and commerce
Content
Wireless
6
CONFIDENTIAL
6
Question?
What
has become the principal driver of e-
business investment among major corporations?
7
CONFIDENTIAL
CIO survey — March, 2001
Cost cutting has become the principal driver of
e-business investment among major corporations.
38%
40%
35%
25%
30%
20%
25%
20%
15%
10%
5%
0%
Cost
Control
Source: AMR Research, 2001
CRM
8
Boosting
Revenue
CONFIDENTIAL
B2B / Reducing Costs:
 Adopting efficient B2B model
 Industry E-Marketplace participation
 Collaboration
B2B
.com / At All Costs




Internet Euphoria
Poor business models
Not concerned enough about profit
Fastest possible route, little attention
to site architecture with scalability
.com
9
CONFIDENTIAL
cost savings from Web-based Sales Model
$500+
$65
<$5
Onsite Call
* Source Gartner
Call Center
10
Web-based
CONFIDENTIAL
cost savings from E-Procurement
Time
&
Money
Purchase
Order Cost
Average
Mid-size
Company
Impact
70% of time and money can be
saved through online purchasing.*
Manual processing = $121, compared with only $33
for an online purchase**
Trimmed $2 million from its
procurement costs *
* Source: Gartner - March, 2001
** Source: Aberdeen Group - March, 2001
11
CONFIDENTIAL
increased use of the Internet for
Purchasing
71% of companies
using the Internet for purchasing
— up from 61% last quarter
Currently transacting
9% of total procurement
via the Internet
Source: The National Association of Purchasing Management (NAPM) & Forrester Research, 2001
12
CONFIDENTIAL
12
B2B E-Commerce Is Multi-e-Channel
US Business-to-Business
E-Commerce (Billions)
E-Markets lead growth
$6,000
Web EDI
$5,000
EDI Direct
Over Web
$4,000
Internet
E-Markets (XML)
$3,000
Extranets
$2,000
EDI via
Internet ETNs
$1,000
EDI via
VANs
$0
1998 1999 2000 2001 2002 2003 2004
13
CONFIDENTIAL
B2B Value Driver
Risk
B2B is
Here!
The Integrated
e-business
Integrated processes
including partners
and suppliers
Maximum
gain
Enable Webbased
transactions
Real functional
benefit
Provide access to
transactional data
via the Web
Publish
information
on the Web
Some value
Low return
Reward
14
CONFIDENTIAL
Today’s Situation
 Majority of the human resource is used to manage 75 %
suppliers who are not automated *
 Initial investment to set up a 1-to-1 connection with EDI
is too high for the majority of the suppliers to bear
($50 – $100k)
EDI
EDI
25%
 Not every supplier uses
ERP/MRP systems
Suppliers
Phone
 Fax, phone or e-mail
are error prone & costly
to manage
75%
Fax
e-mail
Source: Merrill Lynch
15
Supplier A
Supplier B
Supplier C
CONFIDENTIAL
Supply Chain Opportunity
Supply Chain Opportunity
11% -15% cost per Transaction
Total = about 10% of GDP (US $921bn)
Best-of-class
companies can reduce
overall supply chain
costs by 6 to 8%
Transportation
58%
11-15%
of
Revenue
30%
Inventory
Warehousing
8%
Administration
3%
Source: PRTM
16
CONFIDENTIAL
% of efficiencies
History of Operational Efficiencies
“IRP” Industry Resource Planning
ERP
I-OPS Industry Operating System
MRP
Intra Company
1980
1990
Inter Company
2000
17
CONFIDENTIAL
The Network Effect of Marketplaces
Without a Marketplace
Sellers
Without a Marketplace
Without a Marketplace
Buyers Sellers
Buyers Sellers
Buyers
E-Procurement
E-Commerce
Sellers
Market
place
18
Buyers
CONFIDENTIAL
Global Mega e-Marketplaces
Pantellos: Mega-E-Marketplace for Utilities Industry
• Hosted $100 million worth of auctions last month, yielding 20% cost savings for buyers
Sesami.net: Horizontal E-Marketplace in Japan
• Processing $400 per month in transactions with 1500 buying organizations
• Hosting integrated payment, logistics and value-added services for buyers
Simplexis: E-Marketplace for Education Industry
• Purchase order costs reduced from $150 to $25
• Order delivery time reduced from 2-3 weeks to 1-2 days
Covisint
• Driving to be the industry operating system for the automotive industry, offering a
complete suite of applications and collaboration tools built around the
automotive product lifecycle.
• At the end of Q1, they completed their first million dollar WEEK in throughput on the
e-marketplace.
• DaimlerChrysler has conducted 27 events for online purchasing of nearly 500 parts
using the Covisint exchange. The estimated material cost savings on parts purchased in
those auctions exceeded 17 percent.
Siemens SPLS
• Private e-marketplace (click2procure)
• 75% reduction in processing costs, yielding a $25 cost reduction in requisition
processing
• 60% reduction in requisition-to-fulfillment cycles from one week to under 48 hours
• Estimated yearly savings of $3.6 million in product costs alone
19
CONFIDENTIAL
Example of e-marketplace customers
West LB: Regional e-marketplace in Germany
E-difica: A construction e-marketplace in Spain
Medicforma: E-Marketplace focused on the
European medical community
Eutilia: E-Marketplace run by Europe’s leading
utility companies
NAVSEA: E-Marketplace for Naval Sea Systems
Command, will connect to Exostar
ChinaEB: First Regional E-Marketplace in China
Japan e-Market: E-Marketplace for the energy and
utility industries in Japan
GoFish: E-Marketplace for the seafood industry
20
CONFIDENTIAL
Three Business Models
Business model
Description
Example
Net market makers
Venture funded start-up
operating a public
exchange
• eSteel
• Plasticsnet
Consortia
Group of like players,
typically focused on
purchasing or selling
• Covisint
• Converge
• Banyan
Trade
(Philipines)
• Com2B
(Taiwan)
Private exchanges
Supply chain or channel of
a single large player
• Cisco
• Dell
21
CONFIDENTIAL
B2B 2000
Marketplace liquidity numbers
Net market makers
Consortia
Altra
Market Place
20
1
Covisint
Houston St. Exchange
1
GNX
Telcobuy
Private exchanges
Intercontinental
Exchange
NECX
Automated Power
exchange
US$ Billions in
2000
3.00
1.5
0.66
0.85
0.61
Predominantly auctions
Enron
300
Intel
10.5
Cisco
9.5
IBM
8.8
Dell
6.1
Onvia*
0.18
FedEx
5.6
Vertical Net*
0.15
UPS
5.4
Virtual Chip*
Exchange
0.13
Ingram
Micro
3
Free Markets*
0.11
Nortel
2.4
SciQuest*
*
**
Median 1 transaction/month
Oct. 2000
Tech
Data
0.08
Annualized, based on Q3 00 data (Source:
NMM.com)
Data for 2001
Source : Company websites, ZDNet, Giga, McKinsey analysis
22
1.7
Predominantly
Web sales
B2B
2000
CONFIDENTIAL
The net market maker shakeout driven by lack of
VC funding & incumbent skepticism
Cumulative number of Net
Market Makers
Sample of 40 NMMs
Examples
Repositioned as a
narrowly focused
software/service
provider
1,000
-70%
12%
25%
300
30
Jan 1999
Jan 2000
63%
300
Jan 2001
Jan 2002
Merged with another
exchange (startup,
CBVM or private)
 Converge and NECX
 Bidcom and Cephren
 Logistics.com and
QuoteShip.com
 MyAircraft.com and
AirNewCo
Source : Gartner Group, McKinsey B2B database, McKinsey analysis
23
•
•
•
•
•
•
PlasticsNet
AviationX
SciQuest
MRO.com
Celarix
Partminer
Closed shop
•
•
•
•
Biz Buyer
Industrial Vortex
Food USA
Chemdex
CONFIDENTIAL
B2B 2000
Most Consortia progress slower than planned
Planned
Actual
Consortia killers
Broad array of
10-20 services
•
•
Only auctions are live
Slow, expensive integration to
ERP
•
Prioritizing now could
split up strategic
alignment of members
Gain ~25% of incumbent
spend
•
•
3-5 suppliers in indirect goods
2-3% user adoption within
buying organization
•
Slow consortia
progress favors go-italone ventures
•
Running out of cash; most
need second round from
incumbent participants
Hard to convince talent to join
risky ventures
•
Incumbents focused on
near-term bottom line;
eB2B lower priority
Become independently
profitable company and
IPO
•
24
CONFIDENTIAL
B2B 2000
KSF: Clear focus on customer value creation
Net market makers
Consortia
Private Exchanges
Select fragmented market
• Limit board size and put in
place independent operational
management team
• Ensure incumbent has
dominant position
Ensure incumbents adopt
as standard
• Enable user adoption and
integration of key processes
into legacy systems
• Create win-win scenario
to attract business
partners
Focus on narrow slice of
distinctive functionality
• Drive supplier adoption
• Focus on bottom-line
impact
Relentless focus on value
The Focus
25
CONFIDENTIAL
on Value
B2B shift to win-win value creation levers
B2B of 2000
B2B of 2001/2
•
Match-making or transaction
execution
•
Collaborative end-to-end value chain links
such as design, sourcing, and sales/marketing
•
One-off, arms-length
•
Long-term, partnership-focused, value chain
integration
•
Competitors in consortia
•
Supply chain partners
•
•
Market efficiency
Process standardization/
automation
•
•
•
Collaborative process improvements impacting
Non price levers of total cost of ownership
Costs in multiple aspects of value chain
Functionality
Types of interactions
Participants
Source of value
The
26
Focus on
CONFIDENTIAL
Value
“e-Marketplace Value?”
Cost Reduction
Automation of Business Processes
Broadening of Customer/Supplier Reach
Greater Accuracy
Increased Productivity
Improved Customer Relationship
New Revenue
Standardization
Don’t Know
20
%
16
%
16
%
12
%
6%
36
%
42
%
54
%
2%
% of 50 Global 2,000 Companies Involved in eBusiness
(multiple responses accepted)
27
CONFIDENTIAL
e-Marketplace Constituents
Independent Trade
Exchanges
Operators
Industry Consortia
Private Exchanges
e-Market
Constituents
Participants
Buyers
Sellers
Business
Enablers
Technology
Operating
28
CONFIDENTIAL
e-Marketplace operators
eMarket
Operators
Independent Trading
Exchanges
E-Market
Definition




Examples







Industry
Consortia
Emerged first as intermediaries
matching buyers and sellers
Often partnering with existing
industry players for liquidity
Open access to the marketplace
Focus to date on matching
buyers and sellers, expanding
reach, transparency

AltraEnergy
ChemConnect
Chipcenter
NECX
PlasticsNet
Questlink
VerticalNet











Private
Exchanges
A group of companies in the same
industry join together
Typically interested in bringing
together all industry participants
Focuses on deep integration
between trading partners

Covisint (automobile)
e2Open (hi-tech)
Converge
Exostar (Aerospace & Defense)
Global Retail Exchange
Omninexus (Plastics)
ForestExpress
Rail Exchange
Transora (GMA members)




29


Between a company and existing
trading partners
Limited access to the
marketplace
Focuses on deep integration
between trading partners
Cisco.com
DELL.net
GE Trading Partner Network
Walmart
CONFIDENTIAL
public & private Marketplaces
Public e-Market
Industry consortium,
3rd party organization
Generate & capture
additional revenues
External market
making
Separate,
independent entity
Content, community,
commerce, collaboration
Topic
Private Exchange
Individual company
Ownership
Intent / Goal
Focus
Organizational
Model
Offerings
30
Reduce operational cost,
enhance customer
relationships
Internal optimization
Part of an existing
commercial organization
Connectivity, convenience,
consolidation, coordination
CONFIDENTIAL
Value Proposition
eCollaboration
High
Supply chain
Complexity / Community
B
2:Process Integration
S X B
eCommerce
S X B
Supply
chain
Demand
chain
community-oriented services
partnerships/alliances
Demand chain
eOperational
Execution
Supply
chain
S
3: Collaboration
visibility into internal processes/systems
Demand
chain
1: Order
Regular Trans. = $125 to $175
Online Trans. = $10-$15
부가가치
31
High
CONFIDENTIAL
eMarket Value Proposition
Market




Improve transparency of pricing and product availability
Facilitate transaction execution
Document transactions electronically
Organize fragmented markets
Supplier




Increase buyer discovery
Lower selling costs
Improve market intelligence
Dispose of excess material
Buyer




Increase supplier discovery
Lower procurement costs
Aggregate volume
Measure supplier performance
32
CONFIDENTIAL
e-Marketplace Lesson Learned
 Demonstrate value early
 Create incentives for commitment and
participation
 Offer more than just commerce
 Ensure integration throughout the trading
network
 Build effective partnerships and alliances
 Be flexible to adapt to changing market demands
 Hire and empower an independent management
team

“ Critical Mass & Liquidity”
33
CONFIDENTIAL
Key differentiation for e-Marketplace
•Personalization
/Privatization
•Value
Proposition
•Business
Process
Standards
•Trusted
Environment
•Business
Model
•Aggregation/
Collaboration
34
34
CONFIDENTIAL
Issues
35
•
OPEN MEMBERSHIP
•
EQUAL ACCESS
•
CONFIDENTIAL
•
NON-EXCLUSIVE
•
STANDARDS-BASED
•
GLOBAL
35
CONFIDENTIAL
An Architecture
Member Community
Enterprise Relationship Portal
Member Services
Trade
•Auctions
•Market Making
•Catalog
•Finance
Transport
•In transit visibility
•Rating/Routing
•Compliance
Transact
•One Connection
•Non-EDI Suppliers
Trend
•VMI Hubs
•Demand/forecast
visibility
Team
•Contents Mgmt.
•BOM & part Validation
•Cross enterprise design
collaboration
Integrate
B2B Layer
Member Community
36
36
CONFIDENTIAL
Value Range
2-7%
Manufacturing
Costs
Service Offerings
Teaming
Trend
2-3% Inventory
Carrying Costs
Transact
0.5-1%
Procurement
Spend
Transport
2-3% Logistics
Spend
Knowledge
Information
Enabler
Trade
1-2% Open
Market Spend
Today
Tomorrow
37
CONFIDENTIAL
Trade
• Online trading (negotiations and auctions)
• Offline trading
• Global logistics and fulfillment
 Business models
 Quotation, Auction, Reverse Auction, Structured negotiation
 Real-time market
 Time-to-market
38
38
CONFIDENTIAL
Transport
• Transportation visibility
• VMI hub aggregation
• Freight aggregation
• Warehouse management
• SMI visibility
• Reverse logistics
 Collaborative Logistics Solution
 End-to-end, Inventory alerting
 Industry wide Network & VMI hub
 Integration
39
39
CONFIDENTIAL
What is Logistics?
Logistics is defined as that part of the supply chain process that
plans, implements, and controls the efficient, effective flow and
storage of goods, services, and related information from the
point of origin to the point of consumption in order to meet
customer’s requirements. Council of logistics Management
LOGISTICS world-wide :
• over US $1 trillion per year
LOGISTICS in High-Tech :
• $50B spent yearly on Logistics
• $20B of High-Tech inventory is in-transit
• 30-50 million inbound and outbound shipment transactions yearly
40
CONFIDENTIAL
Transact
• View order status
• View invoice details
• Create change orders
• Cancel POs
• Receive advance ship notifications • Create advance ship notifications
(ASNs)
 Speed, CM, VMI
 Supply Chain Partner Integration
 Shipping information integration
41
41
CONFIDENTIAL
Trend
• Supply chain planning
• Supply chain collaboration
• Forecasting collaboration
• Distribution planning
 Forecast
 Multiple Supply Chains, Inventory Visibility
 Partner, Real-time monitoring & alerting
42
42
CONFIDENTIAL
Teaming
• Content management
• BOM & part validation
• Cross enterprise design collaboration
 Design Team & Sourcing
 Online Collaboration
 Online Design Review
43
43
CONFIDENTIAL
Knowledge
• The Knowledge Marketplace
• Information services
• Member rating
• Business intelligence
• Pricing and transaction history • Knowledge management
 Knowledge Management & Intellectual Property
 Real time Market Access, Innovation & Collaboration
44
44
CONFIDENTIAL
Connection
• Connect kits
• Self profiling
• Certified SI partners
• MyMarket
• Methodologies
• Single log-on
• Opportunity assessment
 Supply Chain Partner Integration & Interface
 Real-time information Sharing, Supply Chain Visibility
 Single log-on and personalization
45
45
CONFIDENTIAL
Trend for Business Perspective
Growing Stages of
B2B e-Commerce Model
B2B Commerce Model is evolving Buyer-Centric Model by basic EDI technology to eMarketplace Model, which can transact through On-line.
 Delicate Technology,
Various Standard
 Inefficient Operation Cost
 Buyer needs to access each
Supplier Sites
(Lack of Searching information)
* Source : Morgan Stanley
46
 Reduce Procurement Cost
 Enlarge Sales Opportunities
 Community and Strengthen the
transparency of Market
CONFIDENTIAL
Trend for Business Perspective
Via e-Hub which lead end-to-end integration, individual e-Marketplace will finally get
the integrated structure of Market-to-Market linkage.
H1
V1
V2
H2+H3
V1
V3
V1
H1
V2
M&A
M2M
V2
H2
V3
V1
H1
V3
H1
H3
H2
e-Marketplace
V2
H2
V3
e-Hub
47
CONFIDENTIAL
Trend for Technological Perspective
XML is expected to be selected as basic-tools of web standardization due to the simple
structure, the convenience of development and expansion capability.
XML – Features
• Separation of structure and
expression
• General-purpose
•
Easily learned
SGML / HTML / XML
SGML 1)
HTML 2)
XML
complexity
high
low
low
difficulty
difficult
easy
easy
Data-sharing
yes
no
yes
spec
complex
simple
simple
expansion
yes
Nonstandard
expansion
yes
perspective
CALS
• Highly expandable
• Easily generated from DB
•
Standard Not dominated by
Microsoft or Netscape
• Vendor-free
As Web-standard
Notes:
SGML 1) : developed in 1960s, selected as standard language in
1986(ISO8879)
HTML 2) : developed in 1990, simple and easily usable
48
CONFIDENTIAL
Trend for Technological Perspective
XML can make business process more effective and simple. It helps to integrate
multi-enterprise business and multiform business process.
Practical usage of XML
e-Marketplace
XML / EDI
 Linkage of eCatalogue and
XML/EDI
 flexible definition on
standard and
management tool
 Integration of B2B
support function
 Low cost
e-Catalog
 Organized
documentation
 Add flexibility to
information
management
EAI
XML
1)
 Business application
integration
 Automated expression
of complex structure
Mobile(WAP)
 Definition of Mark-up
language for mobile
internet environment
 Browser and Gateway
for Mobile Internet
49
Notes:
EAI
1)
: Enterprise Application Integration
CONFIDENTIAL
Trend for Technological Perspective
Many institutes and Companies are trying to gain the initiative over XML standard,
which is still under discussions. But ebXML is emerging as the strongest suggestion.
Trend on XML Standard
Foundation
technology
Controlling body
Appropriate to
Status
Likely maturity
date
2001
XML
W3C
All companies
XML 1.0 Developed XML
Schema and XML Query
under development
Frameworks:
BizTalk
Microsoft
Small and
medium-sized
enterprises
Draft 2.0 underdevelopment
2002
ebXML
OASIS &
UN/CEFACT
Global 2,500
Began in Sep. 1999
Planned to complete ver. 1.0
within 18 months
2002
xCBL
Commerce One
Marketplaces
and Global 2,500
procurement
xCBL 2.0 Final Stage
Focused on more specific field
than others
2002
Process
description
languages
BPMI.org
Global 2,500
Began in Aug. 2000
2003
* Source:Forrester Research
50
CONFIDENTIAL
Trend for Technological Perspective
Among various standards, ebXML which is the strongest suggestion to be standard
will reintegrate communities without against the current standards.
Community A
BusinessBusiness
Business
Business
Business
Community A
YourCompanyML
BusinessBusiness
Business
Business
Business
IFX
cXML
Business
Business
CBL
ebXML
Community B
?
BusinessBusiness
Business
Biz Talk
RosettaNet
YourSupplierML
Community
C
Community C
Community
D
YourVendorML
YourIndustryML
51
CONFIDENTIAL
Market Forecast 2001
In year 2001, around e-Business the principle that only the fittest can survive is
going to prevail and the gap between the fit and those not fit will be larger.
CCO 1) : Chief Customer Officer
 Restructuring .com companies and
the alliance with offline
 Enforcement of CRM
-. Utilize eCRM
-. Key role of CCO
-.Restructuring .com companies
-. Business Model mixed with online and offline
Specialization on eMarketplace and
expert CEO
-. specially focused eMarket(fashion, machinery
etc)
-. CEO as an expert for related business
New Issues
 Mobile internet business
-. M-commerce related application service & solution
-. Bluetooth, mobile SI
SCM in manufacturing company
Collaborative commerce
-. led by Major supplier and large wholesaler
-. Profitable for all business partners
-. C-commerce in automobile,electronics,beverage
-. B2B market based on government support
 Economic slump
 Bankruptcy of .com companies
 Lack of profitability of .com
 Major issues in year 2001: E-Business
 Gaps between e-Business leading
Companies and the other companies
*Source : The Electronic Times
52
CONFIDENTIAL
B2B Market Forecast
In B2B Market, not only new start-ups but also Brick and Mortars cannot be an
exception against Market trend. Therefore, for optimal strategy, each company must
focus on their specialized business chances and co-work with other companies in
other activities.
B2B Market model expected to be boomed till 2005
1. Market focused on Product Transaction
 Trend of main Product transaction in B2B market
B2B
Companies
must
concentrate
their cores on
simplyspecialized
Business
chances
 include Services and Futures transaction as well
2. Market focused on Business Service
 support the companies’ business process
 Logistics, Financial Services, MRO support service
3. Market focused on Integrated Service
 connection of multi-enterprise process
 connection of process can make huge business chance
Private Marketplace == Extranet
53
CONFIDENTIAL