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How ISs have been How ISs have been developed?developed?
Focus – own business– later, exclusive alliances
Emphasis – first, on functional automation– then, on personal productivity– later on process/value chain efficiency– finally, closing the deals – next step, customer contact life-cycle and active
learning
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Archetypes and Value ChainArchetypes and Value Chain
Infrastructure
Management / Personnel administration
R&D and Innovations
Purchasing
Inbound
logistics
Production Outbound
logistics
Marketing&
Sales
Service
Value-added
Support activities/functions
Basic activities/functions
1.1. 2.2.
3.3.
4.4.5. ???5. ???
More difficult to find generic solutions the closer to business one gets!
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The components of The components of Complex, Integrated Complex, Integrated
Systems Systems (c.f. Porra, 1999)(c.f. Porra, 1999)
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Balancing between strategy, Balancing between strategy, processes & components processes & components (Allen & Frost, (Allen & Frost,
1998)1998)
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Choices Choices for for
EC-site EC-site develop-develop-
mentment(Turban et al., 2002)(Turban et al., 2002)
… … componentscomponents/categories/categoriesacross all across all levelslevels ( (i.e., i.e., thematic thematic prioritiespriorities). The ). The components components consist of consist of detailed detailed factors factors relevant to relevant to business business models. models.
The set of The set of factors may factors may vary vary depending on depending on the case studythe case study
Special Special attention is attention is paid to capital paid to capital marketmarket
ThematicThematicprioritiespriorities
TechnicalTechnical
Generic business Generic business model frameworkmodel frameworkconsisting of…consisting of…
Decide the performance criteria– Compare for best practices on the field– Use it for goal setting
Definition:“Benchmarking is the process of continuosly measuring
and comparing an organization againsta business leaders anywhere in the world to get information that will help the organization to take action to improve its performance”
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Performance criteriaPerformance criteria
In respect to competitors– Profitability– Productivity– Quality– Time– Quality of Worklife
Forecasting, and Replenishment)– Continuous improvement in the networked environment
by evaluating operational, result improvement measures
The data source (where does the data reside) Frequency of measure Level of measure (e.g., SKU, category, department, etc.) Specific SKU’s to be included in the CPFR process Agreement on the definition of each measure, and the
method of calculation – a standard minimum metrics program should include at
least one from each area : Customer Service, Inventory, and Forecast Accuracy
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Inteorganizational Inteorganizational systems require standard systems require standard operative, result oriented operative, result oriented measures for evaluating measures for evaluating
the effects the effects
It is more about It is more about productivity (tuottavuus) productivity (tuottavuus)
and payoff (kannattavuus) and payoff (kannattavuus) than of usefulness than of usefulness
(hyödyllisyys), (hyödyllisyys), as we bring as we bring market mechanism into market mechanism into
the networkthe network
(example from VICS, (example from VICS, 1997; ks. 1997; ks.
http://www.cpfr.org)http://www.cpfr.org)
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Tarvitaan arvioitavat Tarvitaan arvioitavat tavoitteet tavoitteet (Kettunen & Simons, 2002)(Kettunen & Simons, 2002)
Kauppapaikan kriteereitä II/IIKauppapaikan kriteereitä II/II the ‘readiness to use’ is of lesser importance
– more important for the sellers than the buyers The marketplace operator must ensure that the
– product criteria are clear, – the product descriptions are complete and – the product requests are authentic– the buyer and seller should be able to contact each
other directly– the number of items is sufficient
– items being offered on the site fulfill certain objective quality criteria
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Kuka onkaan asiakas?Kuka onkaan asiakas?Kuluttajako?Kuluttajako?
Käyttäytymistä ohjaa rationaalisuuden (hinta, vaiva) lisäksi– mieltymykset– muoti– arvostukset, yms.
eivät säännöt kuten byrokratiassa ei voiton maksimointi kustannusten minimointi
rationaliteetti kuten kilpaillussa yritystoiminnassa
=> logiikka on outoa systeemin- ja pelien suunnittelijoille
=> kuluttajalla aina vaihtoehto
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Model of trust for electronic commerce (MoTEC; Egger, 1998)
Miten suunnitella ja saada tehtyä kompleksinen, mutta suorituskykyinen ja merkityksellinen järjestelmä?– Ks. ITKE54:n kehittämismenetelmät ja –työkalut
elektronisessa liiketoiminnassa Miten integroida nuo kompleksiset järjestelmät
toimijaverkostossa?– Ks. ITKE50 yritysmuodostelmat (yritysten välisten
järjestelmien integrointiin) elektronisiin kauppapaikkoihin Miten ottaa huomioon ‘irrationaalinen ihminen’
– Ks. ITKE59 Asiakaskäyttäytyminen lumetodellisuudessa ja EU-lainsäädännöstäkin pitäisi vähän tietää