Collaboration not a new Idea

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The Brave New World
OF
COLLABORATIVE COMMERCE
Oswald Siu, Mohan Joseph, Daniel Szue Division
of Commerce City University of Hong Kong
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?

• Demolishing in-between walls enterprises,
  manufactures, vendors, suppliers, services etc

Networked Business Consumer-to-Consumer Beehive
Community
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C-Commerce

• Leverages new technologies
• Facilitates x-enterprise business processes

• Allows entire value chain to share
• decision-making, workflow, capabilities
• and information with each other
• - Deloitte Consulting

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Simply Stated

• in C-Commerce
• information, processes/profits liabilities are
  shared between trading partners
• in the supply demand chain
• enabling everyone to do business, add value
  effectively less cost/time

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C-COMMERCE Gaining Momentum ! Importance of
C-Commerce to businesses within next 12 months
- Deloitte Research - 2002
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Profit moves from E to C

• E was BIGProfitable ?
• C is BIGGERProfit Bound

• 2 trillion profit to be had if every org.
• participates in c-commerce
• - Paul Strassman, Renowed IT Economist

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e-Commerce failedantagonistic, not collaborative

• WHEREAS C-Commerce
• Enables new improved capabilities
• Enhances performance of entire value chain

• Setting roadway for
• Working together
• Competing as entire value chain, not alone

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• Simplify business, Embrace Virtual Enterprise
• be agile with tight loose collaboration
• retain core, outsource others
• Drive efficacy efficiency, focus on
• time to Market
• customer satisfaction
• Value
• People, Value Chain Partners
• Tacit Knowledge Capital
• Take Technology as an ENABLER

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Business Transformation

• Operational Strategic Transformation
• Dell, Wal-Mart, Cisco, HP, Charles Schwab, Nortel
  
• Strategic transformation
• Sophisticated business models
• Transforming value chains
• Streamline operations
• E-Procurement and other techniques
• Reduce overheads

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KM in C-Commerce

• KM the paradigm for collaboration
• collaborative knowledge network
• Knowledge sharing
• the right people with the right skills and
  knowledge at the right time
• Info-media Framework
• linking networks, incorporating suppliers,
  customers, stakeholders

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Multi-entry

• Collaboration at Individual/Unit
• not necessarily
• Enterprise Level
• Collaboration may be
• Structured or Unstructured

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Achieving Collaborative Fit

• Endowed Fit
• Pull- Technology, Philosophy, Shared Objective
• Drivers
• Environmental Turbulence Diversity
• Skill Resource gaps
• Increased Complexity
• Constraints
• Access to markets

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Technology
ROLE
AND
CHOICE
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Implementing Monitoring Collaboration

• Auto Process Workflow
• Internal Integration, Organizational Design
• Establish Infrastructure
• Customer-centric Databank
• Enable Sharing via Messaging
• Inter-enterprise Application Integration

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Supplier Relationship ManagementCollaborative
Tools

• Inter-enterprise Optimization of
• Value Chain -- Commerce One, SAP
• Intra-enterprise Optimization of
• Supply Chain -- Manugistics
• Create Share
• Demand forecasts
• Production plans -- i2

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Knowledge Management Collaborative Tools

• Messaging, Scheduling Microsoft Exchange
• Document Sharing Lotus Notes
• Project Timeline Introspect
• Data Repositories SAP (Top Tier)
• Enterprise Portal - Plumtree, Citrix

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Product Life-cycle Management Collaborative
Tools

• Sharing SDRC
• Bills of Materials Parametric Dassault
• Design Update

• Communicate on
• Projects Management
• Project Updates

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• New services or Capabilities
• Increased value to Customers
• Increased Transaction Revenue
• Enhanced Productivity
• Improved Speed, Compressed Sales Cycle
• Reduced Cost, Minimized Service Activities
• Reduces Content Costs
• Provides Valuable User Data for Mining

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PitfallsObstacles

• Technology Bound
• Shotgun Approach
• Partner Risk
• Enterprise Inward Culture
• Mistrust
• Lack of Empowerment
• Disputes

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Case Studies
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