2. 2
Prentice Hall, 2002
Tujuan pembelajaran
Memahami konsep dan karakteristik B2B
Menggambarkan tipe model B2B
Menggambarkan karakteristik
marketplace sell-side dan buy side
3. 3
Prentice Hall, 2002
Konsep dan Karakteristik EC B2B
Definisi EC B2B
Suatu transaksi bisnis yang dilakukan secara elektronik
melalui jaringan Internet, Extranet, Intranet, private
network (Contoh EDI).
Suatu Transaksi dapat dilakukan antara bisnis dan
anggota supply chain-nya, seperti melakukan antar
bisnis.
Suatu bisnis bisa suatu organisasi, umum atau swasta,
untuk kepentingan profit / non profit
Karakteristik B2B adalah perusahan yang melakukan
otomatisasi proses jual-beli / trading
4. 4
Prentice Hall, 2002
Konsep dan karakteristik EC B2B
Ukuran dan isi pasar
Diperkirakan tumbuh dari $1.1 juta di 2003
sampai $10 juta di 2005
Persentase of Internet-based B2B dari 2.1%
di 2000 sampai 10% di 2005
Private and public e-marketplace
Private—one-to-many mode
Public—many-to-many mode
5. 5
Prentice Hall, 2002
Konsep dan Karakteristik EC B2B
Bagaimana B2B bisa berjalan ?
Bisa Secara langsung antara pembeli/buyer dan penjual/seller
melalui perantara / intermediary online. Intermediary dapat
berupa organisasi, orang, atau sistem elektronik
Biasanya Melalui supply chain dengan atau tidak melalui
perantara-perantara/ intermediaries
Tipe transaksi B2B
Spot buying / pembeli spot—berdasarkan pembelian barang dan
jasa pada pasar harga/market price yang ditentukan oleh dynamic
supply dan permintaan pasar /demand. Penjual dan pembeli
biasanya tidak saling kenal. Contoh stock exchange dan
commodity exchange (minyak gula,jagung)
Strategic sourcing/sumber strategik—melibatkan kontrak jangka
panjang biasanya berdasarkan negosiasi antara penjual dan
pembeli.
7. 7
Prentice Hall, 2002
Konsep dan Karakteristik EC B2B
Hubungan Supply chain
Saling berhubungan subproses dan aturan-aturan
mendapatkan material
memroses produk dan jasa
Menuju distributor
Dibeli oleh pelanggan
Proses Traditional diatur melalui transaksi kertas
Aplikasi B2B menawarkan keuntungan competitive untuk
supply chain management (SCM)
8. 8
Prentice Hall, 2002
Konsep dan karakteristik EC B2B
Entitas B2B
Selling company / Perusahaan penjual—
perspektif manajemen marketing
Buying company / perusahaan pembeli—
perspektif manajemen pengadaan
Electronic intermediaries / perantara
elektronik—optional third party directory
service provider (scope of service may be
extended to order fulfillment)
Trading platforms—pricing and negotiation
protocol (auctions, reverse auctions)
9. 9
Prentice Hall, 2002
Konsep dan Karakteristik EC B2B
Payment services—mechanism for
transferring money to sellers
Logistics providers—logistics to complete
transaction (packaging, storage, delivery)
Network platforms—Internet, VAN, intranet,
extranet
Protocols of communication—EDI or XML
Back-end integration—connecting to ERP
systems, databases, functional applications
10. 10
Prentice Hall, 2002
Konsep dan Karakteristik EC B2B
Product
Customer
Supplier
Product process
Transportation
Inventory
Supply chain
Competitor
Sales and marketing
Supply chain process
and performance
Information processed in B2B
11. 11
Prentice Hall, 2002
Konsep dan Karakteristik EC B2B
Electronic intermediaries in B2B
Pelanggan dan bisnis bisa saling berbagi
perantara/intermediaries
Bisnis dapat menggunakan intermediaries yang
berbeda dengan supplier yang berbeda
Keuntungan model B2B
Menghilangkan sistem yang menggunakan kertas
Mempercepat waktu siklus
Mengurangi kesalahan
Meningkatkan produktifitas karyawan
Mengurangi biaya
Meningkatkan pelayanan pelanggan dan manajemen
partnership / kerjasama
12. 12
Prentice Hall, 2002
Model B2B
Company-centric models
Sell-side marketplace (one-to-many), satu perusahaan
melakukan semua penjualan
Buy-side marketplace (many-to-one), satu perusahaan
melakukan semua pembelian
Many-to-many marketplaces—the exchange
Buyers and sellers meet to trade
Trading communities
Trading exchanges
Exchanges
13. 13
Prentice Hall, 2002
Model B2B
Other B2B models and services
Tujuan penjualan / selling
Tujuan pembelian / buying
Integrator Value chain
Service provider Value chain
Information brokers
16. 16
Prentice Hall, 2002
Sell-Side Case:
CISCO Connection Online (CCO)
Benefits—saves the company $363 million
per year in:
Technical support
Human resources
Software distribution
Marketing material
17. 17
Prentice Hall, 2002
Cisco Connection Online (CCO) (cont.)
Benefits to Cisco
Reduced operating costs for order taking
Enhanced technical support and customer
service
Reduced technical support staff cost
Reduced software distribution costs
Lead times reduced fro 4-10 days to 2-3 days
18. 18
Prentice Hall, 2002
Cisco Connection Online (CCO) (cont.)
Benefits to customers
Quick order configuration
Immediate cost determination
Collaboration with Cisco staff
19. 19
Prentice Hall, 2002
Buy Side: One-from-Many,
E-Procurement
Purchasing agents (buyers)
Direct purchasing
Use of material is scheduled
Not a shelf item
Indirect purchasing
MROs
Nonproduction materials
Inefficiencies in procurement management
of indirect materials
22. 22
Prentice Hall, 2002
Procurement Revolution at GE
TPN at GE Lighting Division
Purchasing was inefficient—too many administrative
transactions
Process for each requisition took 7 days
Complex and time-consuming
Could only send out bids for 2 or 3 suppliers
Trading Process Network (TPN)—electronic bids
Entire process takes 7 days (for suppliers to
bid)
2 hours to send information to suppliers
Evaluate and award bids same day
23. 23
Prentice Hall, 2002
Procurement Revolution at GE (cont.)
Benefits to GE
Involvement in procurement process
Labor declined 30%
Material costs declined 5%-20%--wider
base of suppliers online
Redeployment
60% of the staff
Sourcing department concentrates on
strategic activities instead of paperwork,
etc.
24. 24
Prentice Hall, 2002
Procurement Revolution at GE (cont.)
Benefits to GE
Time to identify suppliers, prepare a request for
bid, negotiate a price, and award the contract
Was 18-23 days
Now 9-11 days
Invoices automatically reconciled reflecting
modifications
GE procurement departments share information
about their best suppliers across the world
25. 25
Prentice Hall, 2002
Procurement Revolution at GE (cont.)
Benefits to buyers
Worldwide supplier partnerships
Current business partners
Strengthen relationships
Streamline sourcing process
Rapid distribution of information
Transmit electronic drawings to multiple suppliers
Decrease sourcing cycle time
Quick receipt and comparison of pricing bids
26. 26
Prentice Hall, 2002
Procurement Revolution at GE (cont.)
Benefits to suppliers
Increased sales volume
Expanded market reach, finding new buyers
Lowered administration costs for sales and
marketing activities
Shortened requisition cycle time
Improved sales staff productivity
Streamlined bidding process
27. 27
Prentice Hall, 2002
Procurement Revolution at GE (cont.)
Deployment strategies
Start EC in one division and slowly go to all
divisions
Use the site as public bidding marketplace to
generate commission income to GE
28. 28
Prentice Hall, 2002
B2B Infrastructure
Server to host database and applications
Software for executing sell-side (catalogs)
Software for conducting auctions and reverse
auctions
Software for e-procurement (buy-side)
29. 29
Prentice Hall, 2002
B2B Infrastructure (cont.)
Software for CRM
Security hardware and software
Software for building a storefront
Telecommunications networks and
protocols
30. 30
Prentice Hall, 2002
Extranet and EDI
Secure interorganizational networks
Traditional EDI limits accessibility of small
companies
Internet-based EDI offers wide accessibility
to companies around the world
