e-procurement............ what works, what not.... september 2002© michael klemenpage 1...
TRANSCRIPT
September 2002 © Michael Klemen Page 1
e-procurement............ what works, what not ....
E-procurement - beyond disruption: what works , what not
Michael KlemenKrems, 11.09.2002
September 2002 © Michael Klemen
e-procurement............ what works, what not ....
CollaborativeInteraction
ReactiveReporting
ProactiveNotification
ConnectionScope
APPLICATION PARADIGMSource: Gartner Group
Cyber-Market
TraditionalTradingPartners
Enterprise
Domain1995
Value/SupplyChain1995-2000
C-Commerce2000-2004
Introduction1.
Business Application EvolutionConclusions
5
Fallstudie
4.
Demo
Vortrag
3.
Status
2.
September 2002 © Michael Klemen Page 3
e-procurement............ what works, what not ....
„...only a few times in history have interaction costs radically changed. One was railroads, then the telephone and telegraph. We are going through another one right now.“
Source: Business2.0
Introduction1.
Conclusions
5
Fallstudie
4.
Demo
Vortrag
3.
Status
2.
September 2002 © Michael Klemen Page 4
e-procurement............ what works, what not ....
UnternehmeneProcurement eCommerce
LIEFERANTEN KUNDENEinkauf Verkauf
Intern
•eProcurement
•Auktionen
•Web-basierte Einkaufsunterstützung
•eMarketplaces
•ePortale
•eSupply Chain Mgmt
•Collaboration/Groupware
•Sales Force Automation
•Work Flow
•eControlling
•eMarketing
•eCustomer Relationship Management
•Shops und Kataloge
•Web Publishing
•ePortale
Source: Die Presse
The e-business world
Introduction1.
Conclusions
5
Fallstudie
4.
Demo
Vortrag
3.
Status
2.
September 2002 © Michael Klemen
e-procurement............ what works, what not ....
Mainframe-Quality of Services
Full-Service Supplier
Long Life-Cycle
Low-Cost-Introduction
Productivity
Newest Functionality
Fast ChangingApplications
TraditionalApplications
Legend: Maximum value 100 %
Source: Gartner Group/CW
The split enterprise
Introduction1.
Conclusions
5
Fallstudie
4.
Demo
Vortrag
3.
Status
2.
September 2002 © Michael Klemen Page 6
e-procurement............ what works, what not ....
Before 2000 companies pushed products through the channel to waiting customers.
After 2000 customers pull products and services through on demand.
By 2010 most buyers will be connected, completing the Customer-Led Revolution.
20001990 2010
Old Worldof business management
New Worldof e-commerce
Supply-Driven Customer-Led
Source: Futurize Your Enterprise / David Siegel
A unique transition
Introduction1.
Conclusions
5
Fallstudie
4.
Demo
Vortrag
3.
Status
2.
September 2002 © Michael Klemen Page 7
e-procurement............ what works, what not ....
‘90-‘96 ‘97 ‘98 ‘99 ‘00 ‘01 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 ‘08
Visibility
Year
Peak of inflatedExpectations
Slope ofEnlightenment
TechnologyTrigger
Trough ofDisillusionment
Plateau ofProductivity
Source: Gartner Research
InternetWeb
Dot-ComStarts
U.S. IPOs1997/1998
U.S. Xmas1998
EuropeanIPOs 1999 Dot-Com Share Fallout
Investor Disillusionment
Brick-and-Mortar Failures
Dot-Com Shakeout
Business Disillusionment
„True“ E-Business Emerges
Optimised E-Business
Post-InternetBusinesses
Era on NLOs
2006 to 2008E-Business Ends„e“ is Best
Forget the gold rush: work hard for the gold
Introduction1.
Conclusions
5
Fallstudie
4.
Demo
Vortrag
3.
Status
2.
September 2002 © Michael Klemen Page 8
e-procurement............ what works, what not ....
How e-biz works today
Introduction1.
Conclusions
5
Fallstudie
4.
Demo
Vortrag
3.
Status
2.
September 2002 © Michael Klemen Page 9
e-procurement............ what works, what not ....
• Community• Collaboration• Commerce Lifecycle• Content• Presentation• Enterprise Application Integration• Security• Systems Management / Open Standards & Technologies
The anatomy of the e- b2b solution
Source: IBM Understnding B2B e-business Solutions
Introduction1.
September 2002 © Michael Klemen Page 10
e-procurement............ what works, what not ....
Community: I can meet and interact with people like me
Continuity: I can go from one session to the next easily, no matter how much time has elapsed.
Convenience: I can get what I‘m looking for quickly and intuitively.
Customization: I want to see what I want, I don‘t want to see what I don‘t want - most of the time.
Source: Futurize Your Enterprise / David Siegel
The eight C´s of the web
Introduction1.
September 2002 © Michael Klemen Page 11
e-procurement............ what works, what not ....
Commerce: The web makes transactions easier.
Content: I want very deep content, and I want to be able to mine it to get what I‘m looking for.
Commitment: I want to know that you will help me in the future. If you don‘t have, what I‘m looking for, you‘ll go get it for me.
Control: I want to control our relationship. I want to turn it on or off, and anything you do with my information should be with my permission.
Source: Futurize Your Enterprise / David Siegel
The eight C´s of the web
Introduction1.
September 2002 © Michael Klemen Page 12
e-procurement............ what works, what not ....
ERP legacy~15 systems
ERP non-SAP~25 systems,
different versions
Technical systems
Trading
CollaborativeEngineering
e-Sales
SAP R/3~30 systems,
Versions 3.1I - 4.6B
E-Procurement10 units
SAP MarketsEnterprise Buyer
Professional Edition
In times like these ...
...how to capitalize on existing IT investments ?
... through integration of heterogeneous systems !
Today inside a company
Source: Courtesy SAP
Status2.
Conclusions
5
Fallstudie
4.
Demo
Vortrag
3.
September 2002 © Michael Klemen Page 13
e-procurement............ what works, what not ....
Customer
Distributor
ContractManufacturer
Raw Material
Parts Provider
Subcontractor
OEM
EDI
INTERNET
MSExcelMS
Excel
15,000 interfaces
Development cost:~ 75,000 USD / interface
Costs of ownership: ~ 10,000 USD / year / interface
Overall:
150 Mio. USD / year
Challenge: Cost of Integration
The cost of integration – customer reality
Source: Courtesy SAP
Status2.
Conclusions
5
Fallstudie
4.
Demo
Vortrag
3.
e-procurement............ what works, what not ....
Anwendungen und Systeme im e-business
Marketing HR
Direct Sales
Expenses
Financials Supply Chain
Requisitions
ExchangesService
Channel Sales
Web Marketing
? ?
?
?
? ?
?
??
?
?
Source: Courtesy ORACLE
Status2.
Conclusions
5
Fallstudie
4.
Demo
Vortrag
3.
September 2002 © Michael Klemen Page 15
e-procurement............ what works, what not ....
The Commerce One Solution
EnterpriseBuyer™
Enterprise Buyer™ MarketSite™
Interoperable
3rd PartyBuying
Applications
3rd PartySelling
Applications
3rd PartySelling
Applications
ERPConnectors
ERPConnectors
Legacy Systems (EDI)Multiple Std’s
XML,EDI,BizTalk
MarketSite Operating EnvironmentMarketSite Operating Environment
Business Services Framework
Builder
Platform
Connectivity Security Management
Marketplace ApplicationsMarketplace Applications
Pro
cu
rem
en
t
Au
cti
on
Dyn
am
ic P
ricin
g
Lif
e-c
ycle
C
ollab
ora
tion
Su
pp
ly C
hain
Collab
ora
tion
Cata
log
/Con
ten
t
Ord
er
Man
ag
em
en
t
An
aly
tics
Ad
d-i
nA
pp
licati
on
s
Source: Courtesy C1
Status2.
Conclusions
5
Fallstudie
4.
Demo
Vortrag
3.
September 2002 © Michael Klemen Page 16
e-procurement............ what works, what not ....
PortalInfra-structure
ExchangeInfra-structure
SAP Web Application Server
mySAP Technology Enterprise Portals
mySAP Enterprise Portals
Exchange
mySAP Exchanges
SRM
mySAPSRM
HR
mySAPHR
SCM
mySAPSCM
CRM
mySAPCRM
PLM
mySAPPLM
FIN
mySAPFinan-cials
BI
mySAPBI
3rd
Party,
...
September 2002 © Michael Klemen
e-procurement............ what works, what not ....
Oracle eBusiness Footprint
CommonInfrastructure
CommonServices
Database
Business Applications
InternetApplication
server
eBusiness SuiteeBusiness Suite
9i9i
Business IntelligenceBusiness Intelligence
Directory SecurityDirectory Security Scheduling RoutingScheduling RoutingTransactions MessagingTransactions Messaging
iASiAS
AnalyticalApplications
eB
usi
ness
Pla
tform
Applic
ati
ons
Development ToolsDevelopment Tools Application Framework(includes Foundation)
Application Framework(includes Foundation) WorkflowsWorkflows
Source: Courtesy ORACLE
September 2002 © Michael Klemen
e-procurement............ what works, what not ....
Von der Komplexität ...
UNIXMainframes NTHeterogene Netzwerke
Abteilung Abteilung Niederlassung
LAN WAN IntranetExtranet Internetverschiedenste Standards und Protokolle
SoftwareInstallation
DatenSicherung
AufrüstungUmrüstung
Source: Courtesy ORACLE
Status2.
September 2002 © Michael Klemen
e-procurement............ what works, what not ....
… zu Einfachheit und Kostenreduktion Abteilung Abteilung Niederlassung
Data Center
Data ServerApplication Server
Eine Infrastruktur:Eine Infrastruktur: INTERNETINTERNET
Browser
SoftwareInstallation
DatenSicherung
AufrüstungUmrüstung
Source: Courtesy ORACLE
Status2.
September 2002 © Michael Klemen
e-procurement............ what works, what not ....
Business IntelligenceBusiness Intelligence
eBusiness PlatformeBusiness Platform
Common Application Architecture & SchemaCommon Application Architecture & Schema
Interaction ChannelsInteraction Channels
eBusinessPlatform
Business Applications
AnalyticalApplications
eBusinessFoundation
CRMCRMSCMSCMERPERP
E-c
om
mE-c
om
mCRMFoundation
Interaction
Channels
Procurement
Oracle eBusiness Suite
PurchasingPurchasing iProcurementiProcurementPurchasingIntelligencePurchasingIntelligence
iSupplierPortal
iSupplierPortal
InventoryInventory SourcingSourcing ExchangeMarketplace
ExchangeMarketplace
SupplierSchedulingSupplier
Scheduling
Source: Courtesy ORACLE
September 2002 © Michael Klemen
e-procurement............ what works, what not ....
Order FulfillmentOrder ManagementInventory ManagementAdvanced PricingConfiguratoriStoreRelease ManagementReceivablesMobile Supply Chain ApplsWarehouse Management
Product DesignProduct Development ExchangeProject ContractsProject AccountingSourcing
ManufacturingDiscrete Manufacturing Bills of Material & EngrWork in ProcessCost ManagementInventoryQualityProject ManufacturingFlow ManufacturingShop Floor MgmtProcess ManufacturingLab. & Formula MgmtProduction ManagementProcess Costing & QualityProcess InventoryRegulatory Management
PlanningSupply Chain PlanningDemand PlanningAdv Supply Chain PlngConstraint-based OptimizationGlobal ATP ServerManufacturing SchedulingInventory OptimizationSupply Chain Exchange
ProcurementSourcingiProcurementPurchasingSupplier SchedulingPayablesiSupplier PortalExchange Marketplace
SCM - a view on Procurement & E-sourcing
Source: Courtesy ORACLE
Status2.
Conclusions
5
Fallstudie
4.
Demo
Vortrag
3.
September 2002 © Michael Klemen Page 22
e-procurement............ what works, what not ....
• Fallstudie des BMOE im Sommer 2002• E-sourcing at work in Österreich• Was E-Business noch kann ...
Fall Studie4.
Conclusions
5
September 2002 © Michael Klemen Page 23
e-procurement............ what works, what not ....
Kaufen Sie richtig ein ? EinkaufsInitiative des BMÖ
Der BMÖ lädt Sie herzlich ein, sich an einer Initiative zu beteiligen um eSourcing und eProcurement risikolos auf die Probe zu stellen. Eine EDV-technische Systemintegration ist nicht erforderlich.
Start: 24.6.2002
Nutzen Sie die Einkaufsinitiative des BMÖ
Details auf www.bmoe.at / Thema der Woche
Das Beste: Die Teilnahme ist für BMÖ-Mitglieder kostenfrei.
September 2002 © Michael Klemen Page 24
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Die Nutzenpotenziale von kollaborativen Ausschreibungen:
• Profitieren Sie von günstigeren Konditionen auf Grund von Bedarfsbündelungen (e.g. Ihr Bedarf von 100 Stück im Bereich HP Toner bringt Ihnen günstigere Konditionen, wobei hingegen Ihr Bedarf von 1000 Tonerkartuschen im Bereich Lexmark anderen günstigere Konditionen beschert.)
• Nutzen Sie die Option bei besonders wettbewerbsfähigen Bietern spezielle Teile Ihres Bedarfes zu decken, ohne dadurch die Konditionen für andere Produkte Ihres Beschaffungsvolumens zu verschlechtern
• Die Losbildung und das Regelwerk sind durch SourcingOnDemand so gestaltet, dass diese auf den Spezialisierungsgrad, sowie auf das Produktsortiment der Bieter abgestimmt sind
Die Besonderheiten von SourcingOnDemand:
• Keine Kosten
• Nach erhaltener unverbindlicher Kommunikation des Bedarfes werden wir Ihnen unsere Preisvorstellungen (Maximalpreise) zur Bestätigung vorlegen.
• Einladung der passenden Bieter zu den einzelnen Ausschreibungen
• Bündelungsmaxime: jeder Einkäufer muss durch Bündelungen zu einem Vorteil gelangen
• Regelmässige Ausschreibungsrunden für von Ihnen gewählte Produktsparten des indirekten Materials
• Automatisierung des Prozesses auch für andere Produkte des indirekten Materials möglich
September 2002 © Michael Klemen Page 25
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Prozess
Akquise von bedarfsstarken Einkäufern
Akquise von wettbewerbsfähigen Lieferanten
Lieferanten-informationen, Sortimentsauskunft
Bedarfserfassung
„go live“
Kumulieren der Nachfrage
Bündelung der Nachfrage zu Ausschreibungslosen
Prüfung der Marktpreise bzgl. dem aggregierten Volumen.
Kommunikation der zu erwartenden Marktpreise an die Einkäufer.
Einkäufer erteilen rechtswirksame Bestätigung
Bieter werden auf die Plattform geladen
Ausschreibungslose werden auf der Plattform veröffentlicht.
RFQ
• Dynamic Reversed Auction
Vergabe
• Evaluierung und Aufbereitung der Ergebnisse
• Kommunikation an Einkäufer
• Kommunikation an Bieter
• Vergabe des Auftragvolumens
RFIAkquisition
September 2002 © Michael Klemen Page 26
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Bitte geben Sie Ihren Benutzernamen und Ihr Passwort ein und klicken anschließend auf „LOS“!
September 2002 © Michael Klemen Page 27
e-procurement............ what works, what not ....
Bitte klicken Sie auf „Verhandlungen“!
September 2002 © Michael Klemen Page 28
e-procurement............ what works, what not ....
Bitte klicken Sie auf Ihre gewünschte Bedarfsanfrage! Sie können wählen, ob Sie nach Druckern oder nach Tonerbezeichnungen Ihre Anfrage abgeben möchten.
September 2002 © Michael Klemen Page 29
e-procurement............ what works, what not ....
Geben Sie Ihren Zielpreis (obere Preisgrenze) ein!
Geben Sie Ihren Bedarf in Stück ein!
Um Ihren Bedarf zu speichern, klicken Sie bitte „OK“!
Optional, zu statistischen Zwecken: Bitte geben Sie Ihren bisherigen Einkaufspreis ein!!
September 2002 © Michael Klemen Page 30
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September 2002 © Michael Klemen Page 31
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September 2002 © Michael Klemen Page 32
e-procurement............ what works, what not ....
Was E-Business noch kann
Fall Studie4.
Conclusions
5
September 2002 © Michael Klemen Page 33
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September 2002 © Michael Klemen Page 34
e-procurement............ what works, what not ....
E-OrderManagement
BusinessCommunityIntegrators
E-Marketplace
Value TrustNetworksBusiness
Integration
Evol
utio
n
All components of a complete e-Marketplace solution.
Each fulfills a business need and can exist independently, but the highest level of optimization requires all components working as a Value Trust Network
Low Optimization High
Hub to Hub
Point to Hub
Point to Point
Source: W:Raisch The eMarketplace, 2001
Conclusions5.
The Evolution of value trusted networks
September 2002 © Michael Klemen Page 35
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Vielen Dank