Business-to-business e-commerce: an innovative tool for food chain management

A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished goods, and the distribution of the final goods to customers. The management of food chains, particular of fresh produce chains, need to achieve two goals: (a) create efficient physical flows of products by minimising logistics cost, and reducing lead times (b) run an effective value chain by safeguarding mutual gains for all members of the chain, building trust between suppliers and buyers and at the same time maintaining quality for end consumers. Food chain management was always at a loss for tools to leveraging its efforts on achieving value for chain members and eventually the end-consumers. Although food industry, both in USA and Europe, has experimented with various alternative solutions to this multimillion chain management, yet more can be expected. Business-to-business e-commerce (B2B) appears to be an innovative tool that meets the high standards of the industry and the potential growth. This study examines the uses of B2B in food industry to give chain management solutions. It reviews the uses of B2B and, in particular, highlights the applications of B2B by small agribusiness in order to forge their ring in food chains. It builds upon communication in supply chain. It describes contracting as an example how B2B e-commerce can advance supply activities and reports the development of a B2B olive oil supply chain application. It concludes that B2B can be a strong leverage for food chain management to achieve its goals and produce value for the members of the chain and the end consumers

Conceptual design of an e-marketplace for small and medium enterprises in the Turkish machinery industry

This paper reports on the results of a study carried out in the Turkish machinery industry. The purpose of the study was to identify the benefits the sector can seize from e-business and to develop a conceptual framework for potential e-business applications. We analysed the current state of e-business use in the machinery industry in order to understand the future requirements and application opportunities and to come up with a conceptual e-business design that would suit both the needs and the characteristics of the sector. The study included those companies, which are members of the Machine Manufacturers’ Association (MMA) in Turkey. Information about the existing applications and future requirements was obtained from the results of a survey conducted among the member companies. Statistically adequate number of responses was obtained to make the results representative of the machine industry. Web sites of the member companies were also reviewed for further information gathering. Results indicated that most of the companies are Small and Medium Enterprises(SME) and it would be better for them to carry out certain operations through an e-market specifically designed for the sector. The proposed conceptual e-market design is based on the characteristics of the industry emerging from the survey

Exploring The Antecedents Of Successful E-business Implementations Through ERP : A Longitudinal Study of SAP-based Organisations 1999-2003

This research was carried out between 1999 and 2003 on the use of e-business applications in ERP-based organisations. A composite research method based on structured case studies was developed for this study. It combined the application of case methods by Carroll et al. (1998], Klein and Myer (1998), and Eisenhardt (1989). This was used to provide a focused, yet flexible structure, as a dynamic approach to case study interpretive research. The research method used three distinct models at three progressive stages of the study, to provide a multi-faceted view of each case. This composite case-based method was developed to maintain the balance between research rigour and relevance. A pilot case study of nine Australian SAP sites helped ground the theory of the study. This was followed by three stages of study of eleven international cases within a diverse industry context. The method revealed the antecedents of e-business success using the findings from case analyses against three separate research models B2B interaction, e-business change, and virtual organising. A final conceptual framework was developed as new theory of e-business transformation. The theory views e-business transformation as realising the benefits from virtual organising within complex B2B interactions by utilising the facilitators of successful e-business change. The research demonstrates that successful e-business transformation with ERP occurs when value propositions are realised through integration and differentiation of technologies used to support new business models to deliver products and services online. The associated management practice evolves through efficiency from self-service, effectiveness through empowerment towards customer care, and value enhancement from extensive relationship building with multiple alliances. The new theory of e-business transformation identifies the stages of e-business growth and development as a comprehensive plan that should assist managers of ERP-based organisations in migrating their company towards a successful e-business organisation. The detailed analysis of the findings offers a foundational per11pectlve of strategies, tactics and performance objectives for e-ERP implementations. The strength of the theory lies in the synthesis of multiple case analyses using three different lenses over three separate time periods. The triangulation of the three research frameworks provides a method for study at appropriate levels of complexity. It is evolutionary in nature and is content driven. Other researchers are urged to apply similar multi-viewed analysis

Exploring the Antecedents of B2B e-Marketplace Success: A Perspective from a Global Mining Company

This paper presents the results of a preliminary study into the antecedents for B2B e-marketplace success. A confirmed model of e-business transformation was used to examine the participation of a large global buyer organisation and develop detailed case study analyses. The study confirmed the validity of the e-business change model but further identified those factors which were fundamental to successful B2B e-marketplace implementation. This provided the basis to understand the specific dependencies within the model and the performance indicators for success

e-Business in supply chain management

E-business is concerned with the use of the Internet to link companies with their suppliers, customers and other trading partners. As a business concept, it has evolved significantly since its introduction in the 1990’s in parallel with the rapid rate of development of information technology (IT) during this period. Supply chain management (SCM) is fundamentally concerned with integration of activities both with and between organisations. IT plays a crucial role in SCM as a key enabler of supply chain integration (SCI). This chapter sets out the role of e-business concepts in the context of the supply chain challenges faced by firms. It specifically explores the role of e-procurement as an example of how e-business concepts have been applied to one key SCM activity, namely purchasing and procurement. In this context, the chapter examines the nature and evolution of e-marketplaces and goes on to identify key adoption drivers and benefits based on recent research. This research identifies key adoption drivers and benefits but also recognises that there are many barriers that ongoing research needs to address if the potential of e-business is to be fulfilled

Semantic and Syntactic Matching of Heterogeneous e-Catalogues

In e-procurement, companies use e-catalogues to exchange product infor-mation with business partners. Matching e-catalogues with product requests helps the suppliers to identify the best business opportunities in B2B e-Marketplaces. But various ways to specify products and the large variety of e-catalogue formats used by different business actors makes it difficult. This Ph.D. thesis aims to discover potential syntactic and semantic rela-tionships among product data in procurement documents and exploit it to find similar e-catalogues. Using a Concept-based Vector Space Model, product data and its semantic interpretation is used to find the correlation of product data. In order to identify important terms in procurement documents, standard e-catalogues and e-tenders are used as a resource to train a Product Named Entity Recognizer to find B2B product mentions in e-catalogues. The proposed approach makes it possible to use the benefits of all availa-ble semantic resources and schemas but not to be dependent on any specific as-sumption. The solution can serve as a B2B product search system in e-Procurement platforms and e-Marketplaces

New technologies for e-commerce

Today electronic commerce (e-commerce) has changed the way of doing business, and contributes significantly to economic activity. In any case, e-commerce is not a static field but it is always evolving in order to support new and more complex real world processes. The agriculture sector is expected to undergo significant transformation as a result of new business models being adopted through ecommerce. Examples of the adoption of new technologies in agriculture are provided with a view to demonstrating the benefits that can be achieved. The first part I expound the basics of e-commerce and e-markets. After I describe potential benefits to agriculture from adoption of e-commerce. The last part I describe the ecommerce 2.0, what is a prospect evolution of e-commerce

Are Hubs the Centre of Things? eProcurement in the Automotive Industry

Organizations are being confused by simplistic, technology-driven models of e-business that allegedly enhance competitive and co-operative capability. Re-examining the perceived wisdom of electronic markets finds shallow, overlapping networks competing for membership, isolated pockets of collaboration and irregular flows of revenue, resembling an ad-hoc arrangement of spokes rather than a hub structure. This paper develops a classification that highlights the link between inclusive/exclusive hub membership and the buyer-supplier relationship as part of planning eprocurement strategy. Three automotive case studies show that introducing electronic hubs without IS-related, industry-level planning simply speeds up the mess