BPR Book Chapter 7

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BPR Book Chapter 7

  1. 1. Designing Collaborative Supply Chain Processes for e-Business
  2. 2. Topics <ul><li>Misalignments and collaborative opportunities in supply chains </li></ul><ul><li>Redesigning supply chain processes </li></ul><ul><li>Rosettanet example </li></ul>
  3. 3. Misalignments & Collaborative Opportunities <ul><li>Supply Chain </li></ul><ul><ul><li>Links a set of enterprises through processes that provide products and services to business customers </li></ul></ul><ul><li>Enterprise-centric View </li></ul><ul><ul><li>Focuses on process within the enterprise and how they interface with partners </li></ul></ul>
  4. 4. Misalignments & Collaborative Opportunities <ul><li>Extended-enterprise View </li></ul><ul><ul><li>Extend view to customer’s customers and supplier’s suppliers </li></ul></ul><ul><li>Singular Thread View </li></ul><ul><ul><li>Usually a single product view </li></ul></ul><ul><li>Industry View </li></ul><ul><ul><li>Multiple enterprises, multiple products </li></ul></ul>
  5. 5. Speed Loop for Supply Chain Reduction in plug-and-play misalignments Reduction in information coordination misalignments Reduction in knowledge sharing misalignments Increase in collaborative value opps Better performance of supply chain Better performance of enterprises in supply chain Learn faster thru processes Execute business processes faster Reconfigure business processes faster
  6. 6. Plug-and-Play e-Process Misalignments <ul><li>Not able to properly interface with processes in other enterprises </li></ul><ul><ul><li>Two enterprises can not plug-and-play quickly </li></ul></ul><ul><ul><li>Particularly problematic when the rate of product introduction is high </li></ul></ul><ul><ul><li>Standards based interfaces (Web services) </li></ul></ul><ul><ul><li>Proprietary interfaces </li></ul></ul>
  7. 7. Information Coordination Misalignment <ul><li>Difficulty in synchronizing information exchange and coordination. </li></ul><ul><li>Processes not synchronized </li></ul><ul><li>Delays processes </li></ul><ul><li>Nonautomated and nonstandard interfaces </li></ul>
  8. 8. Knowledge Sharing Misalignment <ul><li>Limits the extent of collaborative knowledge around a process </li></ul><ul><li>Inhibits ability to improve the performance of the supply chain </li></ul><ul><li>Competitive concerns prevent some knowledge sharing </li></ul><ul><li>Example: Product returns: </li></ul><ul><ul><li>Reverse logistics </li></ul></ul><ul><ul><li>Need for a common RMA (Returned Materials Authorization) </li></ul></ul>
  9. 9. Redesigning Supply Chain Processes (Outside – in) <ul><li>Step #1: Scoping the Supply Chain Process </li></ul><ul><li>Step #2: Identify Partner Interface Processes within the Supply Chain Process </li></ul><ul><li>Step #3: Designing the To-Be e-Business Partner Interface Processes </li></ul><ul><li>Step #4: Estimating and Articulating Expected Impacts Due to PIPs </li></ul><ul><li>Step #5: Agreeing on and Disseminating the Partner Interface Process Specs. </li></ul>
  10. 10. Tiered Supply Chain (Scoping) Sourcing suppliers Manufactures & assemblers Wholesale distributors Resellers Business customers Supply chain process reach
  11. 11. Partner Interface Processes
  12. 12. Process redesign
  13. 13. Rosettanet Example <ul><li>Background </li></ul><ul><ul><li>30 IT companies form the RosettaNet Consortium </li></ul></ul><ul><ul><li>Mission: </li></ul></ul><ul><ul><ul><li>Design, adopt, promote, and facilitate the deployment of open common electronic business interfaces between business partners in the IT-industry supply chain. </li></ul></ul></ul><ul><ul><li>Set of industrywide e-Business interoperability standards </li></ul></ul>

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