Enhancing Customer Centric Supply Chains

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OpenText GXS sponsored a study which looked at how today's suppliers were dealing with ever complex supply chain related requests from their customers. The study, entitled Enhancing Customer Centric …

OpenText GXS sponsored a study which looked at how today's suppliers were dealing with ever complex supply chain related requests from their customers. The study, entitled Enhancing Customer Centric Supply Chains, was conducted by SCM World and Cranfield University. This presentation discusses some of the key results from the study and then looks at how B2B Managed Services helps to address the challenges faced by customer centric supply chains. Updated May 2014

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  • Today’s customer centric supply chains are becoming incredibly complex.Suppliers are being put under pressure from their customers to adopt new technologies, integrate with key business processes and enter new markets around the world. However many suppliers simply do not have the internal resources to support the ever increasing demands being placed on them from their customers.In addition to customer demands, the global economy is just recovering from a major economic downturn and many companies are trying to reduce costs through restructuring their operations and at the same time remain competitive in the market.If companies are to improve the way in which they support their customers whilst at the same time remaining focused on their core competencies then they will need to ensure that they have a flexible B2B platform to support these activities.
  • Over the past four years GXS has released a number of thought leadership studies to support our B2B outsourcing offering. In 2007 GXS partnered with the Supply Chain Management Forum at Stanford University to get a better understanding of the ROI that companies could realise by outsourcing their B2B infrastructure. On average companies were seeing a 250% ROI on their B2B projects.In 2008 GXS partnered with Hobson and Company to develop a Total Cost of Ownership model so that companies could work out the savings that could be made by outsourcing their B2B infrastructure rather than keeping their B2B inhouse. On average companies were finding a 20%-40% saving by outsourcing their B2B environment.In 2009 GXS partnered with AMR Research to undertake a study to get a better understanding of how companies were running their EPR B2B integration projects today, and one of the most significant statistics to come out of this study was that on average 34% of data feeding ERP systems comes from outside the enterprise.
  • In 2010 GXS partnered with SCMWorld and Cranfield University to get a better understanding of how suppliers are meeting the increasingly complex demands from their customers. The study, entitled Enhancing Customer Centric Supply chains, was led by Professor Martin Christopher, Emeritus Professor of Marketing and Logistics at Cranfield School of Management.The next few slides will discuss some of the results from the study before then going on to describe how the GXS Managed Services environment can help to enhance customer centric supply chains.
  • The study had a very strong response rate with over 880 respondents, from all major geographies around the world, from the industry sectors highlighted on this slide.The respondents were primarily from the manufacturing sector with High Tech companies drawing the highest level of response from all those companies that completed the survey.
  • The study deliberately targeted suppliers who were either manufacturers or distributors to large companies. These companies could either be from a single country or operated plants all around the world.As well as placing numerous and varied demands on their suppliers these large customers also asked their suppliers to adhere to a variety of customised services and their suppliers were expected to integrate themselves to these services as a condition of doing business with them.So today’s suppliers are essentially having to deal with three key complexities here, Regional, Technology and Process based complexities.
  • At the same time it was often the case that the power in the distribution channel was with the supplier rather than the customer. The reason being, that in many markets the customer base was fragmented and the purchasing power of any one single customer was generally low. In the past, certainly in consumer packaged goods (CPG), it was the brand owners who held the power, e.g. companies such as Procter and Gamble, Unilever and Nestle. Today that power has shifted down the channel to the retailer and, increasingly, beyond to the shopper.
  • A supplier in the high tech industry based in Europe manufactures in-car infotainment systems for OEM1 and OEM2.  OEM1 is a car manufacturer based in Tokyo, Japan and OEM2 is based in Detroit, North America.  So this looks at first glance to be fairly straight forward, one supplier supplying two customers, but the demands of these customers is very different.  What I have tried to do in the diagram is to map out the complexity of the supplier’s sell side value chain but I have only focused on three degrees of complexity, regional, technology/standard and industry/process.OEM 1 has recently replaced their inhouse ERP system with a system from SAP. They have asked all their suppliers to exchange business documents using either the HULFT file transfer standard, (this is unique to Japan) or HTTPS.  OEM1 is connected to the Japanese Network Exchange (JNX), a private network for automotive companies based in Japan. OEM1 is a high volume car manufacturer and they  use Just-In-Time (JIT) production techniques which means that supplies must be delivered to their plants within a specified time slot and they require ASNs to be sent through to notify them that goods are enroute to the plant. The OEM needs to send and receive documents in both EDIFACT and XML.OEM2 has slightly more complicated requirements due to the fact that they have manufacturing plants in North America, Mexico and Europe. They have just standardized their global ERP platform on Oracle and they have recently implemented Oracle’s Transport Management System. As OEM2 has additional plants in both Mexico and Europe, there is complexity around supporting invoices and tax compliance in these regions. This company uses the Evaluated Receipt Settlement (ERS) process with their North American operations in order to speed up payments to suppliers. OEM2 is a high end premium car manufacturer and most of their vehicles tend to be built to order. This means that different vehicles need to be assembled on the same production line. They use Supply In Line Sequence (SILS) production techniques to supply components at the right time to the production line depending on which type of vehicle is coming down the line. All major parts or sub-systems are tagged with an RFID tag so that they can keep track of parts movements within their plants.All goods entering North America must now meet the new 10+2 customs compliance standard.  OEM2’s  plants in North America are connected to the Automotive Network Exchange (ANX) and in Europe their plants are connected to the European Network Exchange (ENX).  In North America they would prefer payments to be made through the SWIFT banking network and they are thinking of adopting the EBICS standard for bank payments in Europe. OEM2 has been using OFTP communications in Europe and AS2 in North America but they would like to consolidate on to the new OFTP2 internet standard across all their plants in the near future. Finally, EDI documents should be supplied in both ANSI and EDIFACT standards as required.
  • The rules of competition are changing. Success in the marketplace today requires much more than innovative products and a strong brand identity. It has become increasingly difficult to differentiate the business using the classic ‘4Ps’ of marketing – Product, Price, Promotion and Place. Customers are more demanding, products are often easily cloned or imitated and markets have become ‘commoditized’.
  • To succeed in this challenging environment companies need to go beyond the conventional marketing mix and to recognize that competitive advantage is gained through the strength of the relationships that can be forged with their key accounts. 94% of respondents said that they would have to become more competitive through superior processes and service solutions.
  • As customers have grown larger and more powerful, they have fine-tuned their supply chain to optimize their operations.Each large customer approaches supply chain optimization differently.To minimize inventory some require VMI while others request goods be “drop shipped” directly to the end customerThe result is that suppliers have to support a variety of customized models for their large accountsOver recent years the number and diversity of the requests continue to increase
  • As companies strive for supply chain optimization there have been a number of process innovations which provide competitive advantageOrdering – Enabling the supplier to manage inventory positions through VMI, JIT, Consignment modelsShipping – Reducing manual processing of goods through cross-docking, floor ready merchandise, mixed palletsSettlement – Eliminating the invoice with self-billing or offering accelerated payment to a vendor via supply chain financeOf course, there is no standard for VMI or self-billing or cross-dockingEach OEM or retailer implements these processes slightly differentlyIt should be no surprise then that 90% of respondents indicating an increase in requests for customized, complex services from large accounts
  • Consider the various different shipping models that a consumer products company might need to support for its retail customers:Certain Fast Moving Consumer Goods may need to be shipped directly to a storeOther FMCG products may be routed through a DC, but with a cross-docking approach that requires retailer-specific packagingApparel products typically must be “floor ready” ticketed with prices, staged on hangers before arriving at a retailerIncreasingly, retailers are seeking to reduce their inventory on-hand, by requesting “drop ship” of goods directly to the end-consumerDrop-ship is particularly popular for the growing B2C e-Commerce on-line retailing approach for soft goods, home accessories, movies, CDsMost consumer products manufacturers will have to support 2, 3 or perhaps 4 of these modelsThe result is significantly more complexity for outbound logistics operations
  • Suppliers offer a myriad of technologies to enable customers to place orders. It seems that e-mail and fax predominate but with a significant number of respondents (61%) offering EDI capability or Order Management Portals (55%). So with no dominant approach existing, suppliers must support many different models.
  • Suppliers have to support numerous different approaches to exchange product and price data with customers.The technology diversity adds complexity to the supply chain.Again no dominant approach exists at the moment
  • One of the key findings from the study was that 89% of the respondents said that the flexibility of their B2B ecommerce program enables them to differentiate themselves from their competitors.Whether it is supporting a multitude of different communication protocols, document standards or offering support in different regions around the world, outsourcing the management of a B2B infrastructure can provide the flexibility that these suppliers are looking for.
  • The natural outcome of being “easier to do business with” is a differentiated customer service experience which should lead to revenue growth with large accounts. Almost 88% of respondents agreed (or strongly agreed) with the idea that strong B2B e-commerce capabilities are important for growing business with key accounts.
  • GXS Managed Servicesis our comprehensive portfolio of B2B Services, including Transact, Expert, Direct, and Application services. Expert Operations Services allow you to engage GXS as a partner to help manage the day-to-day operations of your B2B e-Commerce program including mapping, onboarding and technical support. Our Expert Operations service is flexible. GXS can assume responsibility for an entire complex, multi-national B2B program or handle a smaller subset of selected projects, regions or business partner relationships. Includes:B2B (Hardware, Software, Network) infrastructure managementMapping and data translationTrading community implementationTransaction monitoring and reportingTransaction error resolutionCustomer and Trading partner support
  • Now there are a number of challenges associated with exchanging data between suppliers and their customers.In the ideal world suppliers would like to just send simple flat files to their customers but it is not as easy as that,For example exchanging large files can dramatically reduce the speed of a network infrastructure, there are many different formats of data that can be exchanged either via machine to machine or entered via a portal environment. There are many different comms protocols, and the data itself may contain errors that have to reworked before it can be used by a customer
  • Suppliers have to utilise numerous document standards when working with their customers. The problem is complicated still further when suppliers are asked to support their customers in different regions around the world.Many companies use a range of legacy and modern XML based standards and each region in the world may have a slightly different flavour of these document standards.One thing is for sure, today’s suppliers face an uphill battle when trying to engage with customers who use a multitude of different messaging standards.
  • As shown earlier, many suppliers simply do not have the resources to manage a complex B2B environment, let alone maintain numerous document maps or integrate to back office systems such as SAP or Oracle.One of the growing trends in the IT sector over the past couple of years has been the introduction of cloud based services and this is certainly an area that will change the way in which suppliers engage with their customers. Moving application hosting, platform management and application integration to a hosted or Cloud based environment will help to simplify B2B processes and help the industry to consolidate industry standards. From a business perspective cloud based environments will also help to significantly improve competitiveness in the market and most importantly of all reduce costs and improve ROI.
  • New sources of low cost competition mean that the pressure on price will continueContinued concentration of markets means that bigger, more powerful customers will demand more from their suppliersConventional marketing strategies have less effectin a time-sensitive, on-demand worldCompanies will compete as much through superior process and service solutions as through superior productsAs complexity increases, manufacturers must further embrace technologyto sustain high customer satisfaction ratings while maintaining appropriate profit marginsA flexible B2B e-Commerce capability is a critical requirement in devising a strategy for managing complexity
  • This concludes the presentation, thank you for taking the time to watch this webinar.If you should have any questions on how GXS can help to enhance customer centric supply chains, via an outsourced B2B approach, then please contact us via the details shown on this slide.Good Bye

Transcript

  • 1. Enhancing Customer Centric Supply Chains
  • 2. OpenText Confidential. ©2014 All Rights Reserved. 2 Introduction  Today’s customer centric supply chains are becoming incredibly complex  Many suppliers do not have the internal resources to support new customer driven technologies and business processes  Many suppliers are having to find new ways to support their customers in order to remain competitive in the market  Suppliers require incredibly flexible B2B platforms to service these customer demands
  • 3. Research Findings Validate ROI 3rd Party Validation OpenText Confidential. ©2014 All Rights Reserved. 3 ROI Study by Stanford University TCO Study by Hobson & Company ERP Study by AMR Research Customer-Centric Study by SCMWorld Average of 245% ROI from B2B Outsourcing B2B Outsourcing Value Study conducted by Stanford University – Global Supply Chain Management Forum Average of 20- 40% Savings from B2B Outsourcing Total Cost of Ownership Study and Financial Model conducted by Hobson & Company 84% of ERP Projects are Delayed due to B2B Issues ERP Projects Create Significant Opportunities by AMR Research 88% Believe B2B e-Commerce Strengths are Key to Growth ERP Projects Create Significant Opportunities by AMR Research Managed Services Trends Study by Stanford University 96% Reported that Managed Services Added Significant Value to their Overall B2B Integration Programs B2B Managed Services Value & Trends Study conducted by Stanford University – Global Supply Chain Management Forum
  • 4. Fourth Study – Enhancing Customer-Centric Supply Chains Study Led by Professor Martin Christopher SCM World Speaker Faculty Member Emeritus Professor of Marketing and Logistics at Cranfield School of Management OpenText Confidential. ©2014 All Rights Reserved. 4
  • 5. Demographics – Primarily Manufacturing OpenText Confidential. ©2014 All Rights Reserved. 5 High Tech & Electronics (19%) Food & Beverage (11%) Pharmaceutical & Biotech (8%) Industrial Parts & Equipment (7%) Aerospace & Defense (5%) Automotive Parts & Vehicles (5%) Medical & Surgical Supplies (4%) Apparel & Footwear (3%) Note: The remaining 38% of survey respondents did not specify an industry
  • 6. Demographics - Global Perspective Europe 36% Over 800 Supply Chain Professionals Responded Globally OpenText Confidential. ©2014 All Rights Reserved. 6 Asia Pacific 14% North America 28% Latin America 2% Middle East & Africa 6% Global 14%
  • 7. Customization in the Supply Chain
  • 8. Customer-Centric Supply Chains Large Customers Large Customers OpenText Confidential. ©2014 All Rights Reserved. 8 Supplier (Manufacturer) Supplier (Distributor) Point of Sale Inventory Positions Sales Forecast Cross-Docking Floor-Ready Merchandise Mixed Pallets Inventory Position Consumption Production Forecast Vendor Managed Inventory Late Stage Configuration Evaluated Receipts Settlement Demand Planning Demand Planning Custom Services Custom Services
  • 9. From the Customer Backwards Large Multi- National Customers OpenText Confidential. ©2014 All Rights Reserved. 9 Small, Localised Customers Community of Large and Small Suppliers Standardization One Size Fits All Large Suppliers Customer-Centric Approach Custom For Large Accounts
  • 10. B2B Requirements Across Today’s Supply Chains are Complex AS2 OpenText Confidential. ©2014 All Rights Reserved. 10 ANX ENX SILS Just-in-Time Kanban Industry/Process Complexity Regional Complexity NA 10+2 Customs Mexico E-Invoicing EMEA E-Invoicing Technology & Standards Complexity SAP ERP Oracle ERP HTTPS X.25 Barcode Labelling Oracle TMS OFTP RosettaNet ANSI EDIFACT SWIFT EBICS ASNs ERS / Self-Billing VDA HULFT
  • 11. Overview of Study Results
  • 12. OpenText Confidential. ©2014 All Rights Reserved. 12 How Do You Differentiate? 65% of Respondents Agreed that There is a general trend towards ‘commoditization’ in our markets Product differentiation has become weaker Place Promotion Price Product The Traditional 4Ps of Marketing
  • 13. The New Competitive Advantage OpenText Confidential. ©2014 All Rights Reserved. 13 Customer Service Process Place Promotion Price Product 94% of Respondents Agreed that Increasingly companies will compete as much through superior processes and service solutions as through superior products
  • 14. OpenText Confidential. ©2014 All Rights Reserved. 14 Complexity from Customers 73% Agreed 0% Disagreed Examples of New or Customized Processes  Custom Packaging  VMI  ASN  Drop Ship  Self Billing In the past three years the number of requests from large customers for new or customised supply chain processes have 0% 20% 40% 60% Increased Significantly Increased Moderately Stayed the Same Decreased Moderately Decreased Significantly
  • 15. The “Customized” Supply Chain OpenText Confidential. ©2014 All Rights Reserved. 15 VMI Open Account Wire Transfer Postponement & Late Stage Configuration JIT Floor Ready Merchandise Cross-Docking Evaluated Receipts Settlement Supply Chain Finance Schedule Assignment Auctions Reverse Direct Store Delivery Mixed Pallets Direct-to-Consumer e-RFQ SILS Corporate Social Call Responsibility Off Supplier Managed Inventory 90% of Respondents Agreed that Our customers increasingly demand customized service solutions & packages
  • 16. Which of the following shipping scenarios do your customers require? Select all that apply. OpenText Confidential. ©2014 All Rights Reserved. 16 Shipping Models 0% 20% 40% 60% 80% 100% Distribution Centre Retail Store Manufacturing Plant Drop Ship to Business Drop Ship to Consumer No Dominant Approach Exists Suppliers Must Support Many Different Models
  • 17. Order Management Technology Which of the following technologies do you offer customers to place orders? Select all that apply. 0% 20% 40% 60% 80% 100% OpenText Confidential. ©2014 All Rights Reserved. 17 Source: 107 High Tech Respondents – SCM World Study – Enhancing Customer Centric Supply Chains - September 2010 E-Mail EDI Fax Portal Phone XML Punchout No Dominant Approach Exists Suppliers Must Support Many Different Models
  • 18. Product & Price Sync Technology Which of the following methods do your customers require to share product catalog and pricing information? Select all that apply. OpenText Confidential. ©2014 All Rights Reserved. 18 0% 20% 40% 60% 80% Spreadsheet EDI Portal GDSN Other Standard No Dominant Approach Exists Suppliers Must Support Many Different Models Source: 54 Food & Beverage Respondents – SCM World Study – Enhancing Customer Centric Supply Chains - September 2010 No Dominant Approach Exists Suppliers Must Support Many Different Models
  • 19. Differentiating with B2B E-Commerce 89% of Respondents Agreed that Flexibility of our B2B e- Commerce program enables us to differentiate from competitors on service OpenText Confidential. ©2014 All Rights Reserved. 19 Supplier Scorecard On-Time Delivery ASN Timeliness Correct Carrier Authorised Substitutions Barcode Label ASN Accuracy Perfect Orders Overall Score 0 5 10 2008 2009 2010 Perfect Imperfect
  • 20. Growing Revenues & B2B E-Commerce OpenText Confidential. ©2014 All Rights Reserved. 20 Revenue from Top 10 Accounts 2010 2011 2012 2013 2014 92% of Respondents Agreed that Strength of our B2B e- Commerce program is important to growing our business at key accounts
  • 21. Complexity – Challenge or Opportunity? OpenText Confidential. ©2014 All Rights Reserved. 21 Technology Capability Process Flexibility Low High Low High Complexity Masters can turn customisation into opportunity Laggards will struggle with customer service and cost structure Technology Masters will excel in scenarios with high automation potential Process Masters will excel in scenarios with high process customization 84% state Supply Chain Complexity Will Increase in Next 3 Years  Opportunity to differentiate based upon process excellence and superior service  Sustainable differentiation that cannot be easily replicated  Requires ability to leverage technology for advantage
  • 22. How B2B Managed Services can Enhance Customer-Centric Supply Chains
  • 23. OpenText™ Managed Services Over Two Decades of B2B Innovation & Global Experience OpenText Confidential. ©2014 All Rights Reserved. 23 Recognized #1 global integration provider  Pioneer, change agent & visionary leader  Largest base of 800+ Managed Services customers worldwide Most extensive industry experience  Retail, CPG, Manufacturing, Automotive, Hi-Tech, Telecom, Financial Services Unique service competencies  Global, B2B integration cloud  Broad mapping/translation services for any document type  B2B Enterprise Community Management—Active Community  B2B Expert Operations working for your success
  • 24. What is B2B Managed Services? Automate and Streamline e-Commerce Transaction Activities OpenText™ Managed Services is the management of your day-to-day B2B operations by a trusted, experienced partner OpenText Confidential. ©2014 All Rights Reserved. 24 Includes:  B2B infrastructure management (hardware, software, network)  Integration, mapping and data translation  Transaction monitoring, reporting, error resolution  Partner onboarding and community management
  • 25. What is OpenText™ Managed Services? Strategic Partnership to Manage Your Day-to-Day B2B Operations Comprehensive B2B Managed Services portfolio:  Global B2B infrastructure management (hardware, software, network)  Multi-level data security (Internet, private network, application OpenText Confidential. ©2014 All Rights Reserved. 25 protections and business partner validation)  Current/emerging transport and communications protocols support  ERP integration, mapping and data translation  Transaction monitoring, reporting, error resolution  Partner onboarding and community management  Global proactive program management and multi-language service desk support
  • 26. Why OpenText™ Managed Services? OpenText™ Solutions Enable Better Business Outcomes OpenText Confidential. ©2014 All Rights Reserved. 26  Top-line revenue growth ─ Enable global business expansion ─ Improve time-to-market ─ Grow B2B programs ─ Gain a competitive edge  Reduce operating costs ─ Improve profit margins ─ Scalability on-demand: infrastructure, services, personnel ─ Refocus valuable IT resources ─ Future proof B2B technology
  • 27. Challenges with Data Sharing Suppliers Retailer OpenText Confidential. ©2014 All Rights Reserved. 27 Very Large Files 1GB+ choking the IT infrastructure Many Different Formats EDI, CD, Vendor Portal Many Different Protocols AS2, FTP/S, S/FTP, Proprietary MFT Speed of Data Availability Hours, Days, Weeks, Months Data Fields Vary Between 10-1000 fields available Poor Data Quality Before use – cleansing required Incomplete Data Set Missing stores or days of sales Retailer Fees Some demand compensation
  • 28. Supporting a Customer’s Communication Requirements OpenText Confidential. ©2014 All Rights Reserved. 28 Customers need the flexibility for suppliers to connect to them using any type of communication protocol via any regional network anywhere in the world.  Managed Services provides mediation between any communication protocol and provides interconnectivity to numerous private B2B networks around the world
  • 29. B2B Must Support Many E-Commerce Standards…. OpenText Confidential. ©2014 All Rights Reserved. 29
  • 30. Supporting a Customer’s Messaging Standards Requirements OpenText Confidential. ©2014 All Rights Reserved. 30 Customers need to be able to exchange any type of business document with their suppliers, irrespective of the country or industry they may be working in.  Managed Services provides extensive any-to-any mapping services and can provide support for formats used by ERP systems such as SAP and Oracle.
  • 31. Improving Quality and Compliance of Information Sent to a Customer OpenText Confidential. ©2014 All Rights Reserved. 31 Customers need their suppliers to send accurate B2B documents to them so that they can be fed into back office systems with minimal or no rework.  Managed Services can check the quality of information contained within a B2B document, according to predefined business rules, and can raise an alert if an error is found.
  • 32. Improving Community On-Boarding to Win New Customer Contracts OpenText Confidential. ©2014 All Rights Reserved. 32 Customers need their suppliers to be in a position to start immediately on new supply contracts, irrespective of where the goods are to be delivered to.  Managed Services provides a comprehensive community on-boarding service to allow trading partners of any size or technical capability to be able to connect to a B2B Platform.
  • 33. Communicate With a Customer via a Highly Available B2B Infrastructure OpenText Confidential. ©2014 All Rights Reserved. 33 Customers need to be assured that B2B documents can be exchanged with them 24/7 and there will be no downstream interruption to business systems or production lines.  Managed Services operates across a high, 99.95%, available, B2B infrastructure with two data centres with built in redundancy, disaster recovery and fail-over capabilities.
  • 34. Proactive Monitoring of Customer Related B2B Transactions OpenText Confidential. ©2014 All Rights Reserved. 34 Customers need to be assured that transactions coming in from suppliers are flowing correctly and are being converted into the appropriate formats as and when required.  Managed Services provides proactive monitoring of all transactions so that if a problem is detected it can be resolved before the customer or supplier is impacted.
  • 35. Provide a Flexible/Scalable B2B Platform for a Customer OpenText Confidential. ©2014 All Rights Reserved. 35 Customers need their suppliers to be able to support their operations anywhere in the world, irrespective of time zone, language spoken or culture.  Managed Services offers a fully flexible and scalable B2B infrastructure that can support a customer’s B2B requirements across any time zone, language or local business convention.
  • 36. Pushing Complexity to the Cloud OAGi SAP IDOC OFTP OpenText Confidential. ©2014 All Rights Reserved. 36 Galia/VDA ANSI EDI Tradacoms Cloud-Based B2B e-Commerce Service ASN E-Invoicing CPFR XML AS2 Data Sync E-Marketplace Customer A Customer B Customer C Manufacturer’s ERP Systems RosettaNet Fax-to-EDI EDIFACT E-Mail SANNA Zengin Consider having a Cloud-Based B2B e-Commerce Provider Manage Customer-Specific Requests
  • 37. Conclusions
  • 38. How Managed Services Enhances Customer Centric Supply Chains  Supports a Customer’s Communication Requirements  Supports a Customer’s Messaging Standards Requirements  Improves Quality and Compliance of Information Sent to a Customer  Improves Community On-Boarding to Win New Customer Contracts  Communicates With a Customer via a Highly Available B2B Infrastructure  Proactively Monitors of Customer Related B2B Transactions  Provides a Flexible/Scalable B2B Platform for a Customer OpenText Confidential. ©2014 All Rights Reserved. 38
  • 39. In Summary, Complexity will Grow; Service and Flexibility Will Differentiate OpenText Confidential. ©2014 All Rights Reserved. 39  New sources of low cost competition mean that the pressure on price will continue  Continued concentration of markets means that bigger, more powerful customers will demand more from their suppliers  Conventional marketing strategies have less effect in a time-sensitive, on-demand world  Companies will compete as much through superior process and service solutions as through superior products  As complexity increases, manufacturers must further embrace technology to sustain high customer satisfaction ratings while maintaining appropriate profit margins  A flexible B2B e-Commerce capability is a critical requirement in devising a strategy for managing complexity
  • 40. Mark Morley | mmorley@opentext.com Copyright © OpenText Corporation. All rights reserved. twitter.com/opentext facebook.com/opentext linkedin.com/company/opentext W www.opentext.com