Information Providers - business moving at the “speed of now,” users require On Demand access to information anytime and anywhere. Businesses run on information, both structured data and unstructured content. Content, which can represent up to 85% of the information and organization processes, includes formats such as documents, images, e-mail, instant messages, digital media, HTML, and XML-based Web content. The challenge is to securely capture, organize, store, and deliver this unstructured information. Media Network Providers: are transforming their business models, driving services with rich content. Communications services underpin much of how the world operates today, and the explosion of mobile devices and capabilities is now making it possible for people to access content and services from anywhere, anytime. These new ways of working, socializing and using information are only possible with the combination of 3G mobile and high-speed communications services. New Media Content Providers: includes Digital, Networked Information, Computerized DVD, Blu-ray Disc and Communications Technologies in the emerging Telemedia marketplace. Key customer segments include: Content Owners, Distributors, Aggregator, Integrated Operations (Fixed/Mobile), Mobile Operators (Pure Play), Home Broadband Providers, ICT Providers: BT Cable, Wireless, MCI, AT&T, Wireless, Internet Service Providers and Search Engine companies. Technology Service providers that can feed the global appetite for new, fast, personalized services by efficiently and effectively managing the complex networks, explosion of information, and deployment of new technologies driven by consumers demands to drive repurposed content, and distributing across multiple platforms and distribution channels. Advertising Providers A shift beyond advertising is a result of consumer adoption of new distribution formats, advertiser spend shifts, game-changing new entrants and ongoing digital migration. Content owners, media distributors and agencies can pursue different paths to enable this shift, but must combine both insights and cross-platform integration. Regardless of path pursued, focus on new capabilities in the areas of innovation, collaboration, insights and workflow are required to take advantage of the opportunities enabled by the shift beyond advertising. i.e. Suppliers and Suppliers’ Suppliers. - Increasing competition among players operating in different markets. - The necessity for traditional operators to co-operate with companies previously in other fields. As a result, convergence touches not only the telecommunication sector, but involves a wider range of activities at different levels, including the manufacturer of terminal equipment, software developers, media content providers, ISPs, etc.
TIME TO MARKET is critical for companies. Shaving weeks off a product launch or new marketing campaign, getting resources up to speed and grounded for action, can mean millions of dollars in gained opportunity in many industries. Many companies turn to customer relationship management (CRM), marketing automation tools and campaign management solutions. But these solutions fall short in helping companies exploit the exponential growth of developing, repurposing and moving content associated with product and brand marketing thru the multiple distribution channels and platforms involved. Managing this content effectively is critical to go-to-market success. ADVERTISING IS A HUGE PIECE OF THIS. Traditional print and online channels have already created a large challenge for global organizations to manage valuable content. New channels such as cell phones, PDAs and podcasting are sure to only add to the complexity - not to mention that these new digital media types are increasingly expensive to produce and manage. STORAGE AND REPURPOSING CONTENT FROM PRODUCTION TO PLAYOUT IS AT THE EYE OF THE TORNADO. As broadcasting moves to high-definition television, for example, more storage expansion appears inevitable. Fox Broadcasting Co. says a typical National Football League game in high-definition eats up 115 gigabytes of storage, more than three times what conventional TV takes.
For global enterprises, branded digital media content - product documents, multimedia, brand-related photography, graphics, presentations, video - is core to business process, and critical to marketing success. Managing the digital media supply chain from creation to delivery to the Enduser can have a dramatic impact on a business agility and ROI. As companies gain greater control of this content, with the ability to distribute it on-demand. both within the enterprise and out to external audiences, the value of digital media greatly increases Once the content/product/service is created, normally in any industry the supply chain goes to work. However, increasingly there is evidence of Mediahub enabling IBM’s SOA Enterprise Service Bus to handle rich media content and impact the Content production.
Telecos are harnessing media content to generate revenue thru Partnerships, Acquisitions, and actually becoming content providers. Telcos look upon content providers as source of revenue from network access. They are reinventing some existing business processes or cannibalizing existing revenue to address anyhow, anywhere, anytime services. Telemedia provides a platform for developing multi-channel content, multi-distribution channels, service and billling strategies. Understanding where VoIP, IPTV, podcasting, triple/quad play and other converged technologies impact the value chain and uncovering trends within converged markets of web, mobile, TV and media, providing industry insight into the next gen development and practical guidance on how to optimize the platform capacity and technical advances. Digital Content Creation is the creation and modification of digital content, such as animation, audio, graphics, images or video, as part of the production process before presentation in its final medium. This large field encompasses many segments such as 3D graphic, audio editing, compositing, authoring, etc. There are other terms available such as creative media or multimedia production, but they also apply to processes not done digitally, such as drawing paintings by hand or producing in the sense of financing a project. DCC best describes the software used in connection with output produced by the user and the DCC industry as a whole
GE Proof of Concept to playout multi-content, multi-platform, multi-distribution channels completed for 2.5G (wireless data for mobile B2B) Still rolling out across value chain to Tower Operators with 2.5G Technology deployments to grow sector. Ubiquitious Video (Access from anywhere) Although Broadcast Engineers not too excited about this, TV Broadcasting is now digital (Analogue Spectrum will be turned off Feb 19, 2009) 1100 Licenses FCC auctioning off Jan 2009. This is a big part of the Wireless Sector. GE watching this closely to see who will be the players.
Telemedia provides the Platform for: Developing Multi-Channel Content, service and billing strategies. Understanding where VoIP, IPTV, Podcasting, triple/quad Play and other converged technologies impact the Supply Chain Uncovering trends within converging markets of web, mobile, TV & media Providing industry insight to next generation of development and practical guidance on how to optimize platform capacity and technical advances within business processes and rich media content production.
Australia’s National Screen & Sound huge AV Collection/Archives, preserves and makes the collection available to all audiences. Rights Management is a large part of this when it comes to digital content delivery. MAVIS: Catalogues the national collection. (Merged Audio Visual Information System) was bought by Yahoo in 2008. MAVIS was also sold to Norwegian National Library and US Library of Congress. Also, sold to Bundes Archive (Germany’s National Archive) Using computer equipment to digitize and archive analogue material. Collecting/Archiving material (already digitized) Making the Collection available readily, cheaply using new digital communications technology and doing Internet delivery in conjunction with Partners. Has developed model for delivery of Archive content over Internet. Has Built Digital archiving/delivery infrastructure and integrated this with eCommerce and Digital Supply Chain Management Systems.
New Media Supply Chain 01.24.09
THE Green, Lean, Intelligent, Digital, Enterprise SUPPLY CHAIN DJ Everette “Ideas Without Implementation Are Useless” – Peter Drucker GBS Supply Chain Management Practice
OBJECTIVE Exploration of the revolution in the traditional supply chainCONTENTS•New Media Digital Convergence•Digital Media as the Organizing Principle•New Digital Media Supply Chain Management Opportunities•Examples of Early Adopters with New Digital Media Supply ChainProjects underway•Summary/Recommendations for Action•Benefits: cost savings, improved efficiencies, increased innovation•Glossary GBS Supply Chain Management Practice
Companies with Converging Business Models Link to The Internet & Push to the Edge NEW MEDIA ContentInformation Providers Providers: includes Digital,-business moving at the Networked Information,“speed of now,” users Computerized DVD, Blu-rayrequire On Demand access Disc and Communicationsto information anytime and Technologies in the emerginganywhere. Telemedia marketplace.Media NetworkProviders: are Advertising Providers Atransforming their shift beyond advertising is abusiness models, driving result of consumer adoption INTERNET of new distribution formats,services with richcontent.These new ways advertiser spend shifts,of working, socializing game-changing new entrantsand using information and ongoing digitalare only possible with migration.the combination of 3G Advanced Technologiesmobile and high-speed Providers :Mobile, TV, Computer,communications Terminal equipment, softwareservices. developers, media content providers, ISP’s, etc. GBS Supply Chain Management Practice
TIME TO MARKET is critical for companies. Shaving weeks off a product launch or new marketingcampaign, getting resources up to speed and grounded for action, can mean millions of dollars ingained opportunity in many industries. ADVERTISING IS A HUGE PIECE OF THIS. Applications: i.e. IBM’s Smart SOA Widget STORAGE AND REPURPOSING CONTENT FROM PRODUCTION TO PLAYOUT IS AT THE EYE OF THE TORNADO. GBS Supply Chain Management Practice
A NEW LOOK AT DIGITAL MEDIA & IBM’s SUPPLY CHAIN MANAGEMENTSERVICES IS STRATEGICALLY IMPORTANT TO IBM.For global enterprises, branded digital media content - product documents, multimedia,brand-related photography, graphics, presentations, video - is core to businessprocess.Managing the digital media supply chain from creation to delivery to the Enduser canhave a dramatic impact on a business agility and ROI. IN ORDER TO DO SO, A RE- EVALUATION OF TRADITIONAL SCM SOLUTIONS IS REQUIRED GBS Supply Chain Management Practice
SCM WORKING AT A TRANSACTIONAL/PHYSICAL LEVEL TODAY –DIGITALCONTENT NEEDS TO BE INTEGRATED INTO E-E PROCESSES Supply Chain Planning: PLM: • Demand mgmt and • Virtual product introductions communication Supply Chain Enterprise • Market planning • Inventory management Applications: • Portfolio & pipeline management • ERP selection • Telematics Product • Sales & operations planning Lifecycle • Collaboration or CPFR • ERP implementation • After sales service • APS implementation • ERP integration Managemen • ERP extensions t • Application Supply Management Services / Chain Supply Outsourcing Program Management Enterprise Chain Application Planning Logistics: s • Performance Supply improvement Chain • Collaborative fulfillment Strategy • Inventory management • WMS implementation Procurement: • TMS implementation Procureme • Strategic sourcing Logistics Change Management nt • Supplier enablement Supply Chain Strategy: • Supplier • Scenario planning Supply Chain Operations: integration • Business model design Supply • Revenue & pricing optimization • E-procurement • Governance (global, regional and local) Chain • Extended order mgmt • Leveraged • Network and infrastructure optimization • Enterprise asset mgmt Operations procurement • Customer service strategy development • Supply chain architecture • Transformation roadmap development services • Mfg execution systems IBM’s Traditional Supply Chain Consulting and Systems IntegrationServices today excludes Consideration of Digital Media Paradigm shift. GBS Supply Chain Management Practice
CONSIDER THE WORLD ENVIRONMENT AND IBM TODAY DIGITAL MEDIA IS THE INFORMATION ORGANIZATION PRINCIPLE Aggregation& Device Production & Content Online Portal Transportation Management & Licensing Packaging Distribution* Provisioning & Delivery Support Telco buying Online Portal & Telcos Major Studios Distributors of Telcos skills Search: Google, manage dominate/Telco content dominate, but Yahoo, MSN, subscribers has no experience include web- increasing eBay, Amazon, and based competition. MySpace defending providers like This also Rhapsody/You dominate this includes billing this turf, space) Telcos which they *Includes more than just Online – Tube/Apple companies and have ceded by control ie.Satellite, wireless mobile iTunes/ Zune. technology divesting Yellow fully. transmission. providers, as Pages, but can well as be recovered. Network Operators. GBS Supply Chain Management Practice
Illustrative Only. The New Digital Media Supply Chain EXISTING APPLICABLE SOLUTIONS FROM 2008 COMMS SECTOR INDUSTRY MAPS •Product Lifecycle •Multi-Channel Management •Supply Chain Visibility: (IS09) Supply Chain Management ERPELEC (MCM): (IS05) Sales Management: (ISO1) •Supply Chain Collaboration Transformation/ Service after Innovation Mgmt •Virtual Command Center (VCC) Supplies Supply Chain Visibility Sales •Digital Workflow Transformation (CS04) •Digital Consumer (CS20) Web-Centric Business Innovation; Ad Sales •News, Sports, Program Production; Broadcast Mgmt System, Transformation; Intellectual Property Management, CustomerM&E Enterprise Media Library; Multi-Channel Content Preparation, Post Care/Billing; Business Intelligence/Consumer Analytics Production and Backoffice Transformation: F&A, SCM and HCM. Production & Aggregation& On Demand Device Licensing Content Online Portal Transportation & Management & Packaging Distribution* Provisioning Delivery Support SOA MEDIAHUB ENABLED •Partner Integration •Content Services •Network Provisioning: •Service & Network •Customer Experience/BI (AIS, S&C) Partner Mgmt (CS12) (AIS, (CS10) (AIS, S&C, CRM) Lifecycle Mgmt: (SCM, Mgmt, (CS13) Service On-boarding, MediaTELCOM S&C) Digital Media Resource Mgmt, Activation, S&C, AIS) Network Quality Management, VoIP aware content Management Customer Service Lifecycle Management: Management, Performance ingestion, exposure Workflow Provisioning: Order support processes for Management, Network of network enablers (transcode, DRM, Management, Planning & planning, construction, Management and Security Storage & *Includes Online, Wireless, Satellite, Design, Partner maintenance and Management Cataloging and various other distribution Management Order network inventory. platforms linked to Internet FulFillment IMS: e-business Hosting Services (ebHS), SO Managed Midrange Server, Cognos/BI Informed Enterprise Asset Management and Services, Delivery Partner Services (DPS), Application on Demand (AoDE&U Decision making (part of Business process optimization Infrastructure on Demand (IoD), Internet Security Services (ISS), Remote SAFE) Management Infrastructure Services (RMIS), Akamai, Scale-out File Services (SoFS) ,Digital Media Event Hosting GBS Supply Chain Management Practice
PREVIOUS IBM ACTIVITIES LENDING CREDIBILITY TO THIS POSITION •2004-6? Convergence Team – JoAnne Taylor – Responsibilities to explore the merger of solutions M&E/Telco. Based on funding, but got cut, but has many case studies to demonstrate the need, duplication of effort and working at cross purposes within the various industries. •Consolidated E-E SCM thinking underway: 2000 – Present - Peter Guglielmino, Rick Dorion, Rick Koopman, Allan Parrish, John Hoehn, Amy Ayers, with high level discussions with Joe Selle. •SPDE /Mediahub – Value Proposition Deck developed. SPDE not grounded in open standards environment. Mediahub fits well in this environment. •Integration of SOA/Mediahub into Telco/M&E Solutions •Global SME’s focused on M&E – Deeply knowledgeable about customer needs indicate valid. CURRENT GAMING EVENTS: February Panel, Burbank CA entitled: “Creating Efficiencies in the Digital Supply Chain: From Development to Deployment” Developing, testing and deploying a game is a considerable process that requires partners to communicate effectively through not only the production process but also through the product lifecycle. Steve Canepa/Panelist HISTORICAL PROBLEM: No Owning Organization in infrastructure to support •See Examples Following – Demonstrating market needs are E-E and IBM is working on projects from a Supply Chain perspective. GBS Supply Chain Management Practice
Example: Sony Pictures Entertainment – SPE Digital Backbone (DBB)IBM is participating and recently respondedto an RFI from SPE -vision for the DigitalBackbone (“DBB”) program at SPE is to useautomated processes and technology to knittogether several siloed work groups that existtoday and develop a contemporary andeconomically viable digital end-to-end process.This new ‘backbone’ will be used by numerousSPE divisions and will be expected tosignificantly enhance productivity, flexibility andprofitability of nontheatrical distributionoperations. SPE’s new DBB environment canhelp the company become more agile andresponsive in addressing the rapidly changingdemands of the global distribution environment,the need to reduce labor costs for repetitiveand non-creative tasks, the need for greatercollaboration and integration both within andexternal to SPE and the challenge of fierceglobal competition In today’s challengingfinancial environment investments intechnology cannot be made just fortechnology’s sake, but that real economic Rick Dorion, David Jensen, Allan Parrish, Doug Korte working this.benefits must be delivered to SPE. GBS Supply Chain Management Practice
Example: MTV NETWORKS SUPPLY CHAIN Tony Drummond For one client, IBM mapped a “future vision” digital workflow… Flexible, Scalable Environment •Business process not constrained by technology •Choreography for business process – flexible, easily modified to fit new business models •Abstract Service model offers straight forward technology substitutions for best- in-breed evolution •Transparency enhances process monitoring and performanceWorkflow improvements provide a solid platform for additional managementrevenue growth and operational efficiency GBS Supply Chain Management Practice
Example: WBHEG Global Supply Chain Efforts UnderwayWarner Brothers – Home Entertainment Group was developed for all businessunits involved in digital delivery of entertainment to consumers, according toKevin Tsujiharo, President of this new division.This is an ongoing Transformation Project moving WBHEG into the Digital E-EBusiness, according to Charles (Chuck) L. Dages, Sr. VP EmergingTechnologies.“As we increasingly see the use of digital cameras on the front end by filmmakers an digital distribution through Broadband, DVD, Blu-ray, & HDTV andknowing that there are pockets already digitized seen in most major productionand editing processes. This new initiative enables global distribution overexisting and new platforms. “Warner was working with HP (as IBM’s DAM was not considered flexible enoughand they chose to use a high performance storage system at the time). Rick Dorion/Bill Maloney GBS Supply Chain Management Practice
Example: GE Technology POC – New Media Supply Chain John Havens: VP Business Development – GE Commercial FI “Business Models are changing the way people consume media.” Premise: New Technologies (Servers, Routers, HW) drive change as they end up in Service Providers Supply Chains. Satellite GE TECHNOLOGY VALUE CHAIN POC TOWER 2.5G Wireless Broadband OPERATORS Data Mobile BROADCAST (Supporting PDA Cells) Carriers – PLC Internet Equipment GBS Supply Chain Management Practice
Example: BHARTI TELEMEDIA Direct-To-Home (DTH) arm of Bharti Airtel “We provided the implementation of a service delivery platform. Bharti was already a proponent and ‘believer’ of a virtualized architecture. IBM didn’t have to sell them on the concept, but only describe it… This is a Supply Chain Management Process, but we don’t call it that” – Peter Guglielmino GBS Supply Chain Management Practice
Example: Screen Sound Australia National S&S ArchiveAustralia’s National Screen & Sound huge AV Collection/Archives, preservesand makes the collection available to all audiences. Rights Management is alarge part of this when it comes to digital content delivery. On Site Exhibitions Audio Broadband Ingest Delivery SANS Storage Video Area LAN Ingest Network Delivery Stills Ingest MAVIS Internet Delivery GBS Supply Chain Management Practice
RECOMMENDATION – NEXT STEPS• SCM Practice should address this new world imperative and invest resources to create a cross- industry revised Digital Media Supply Chain Consulting Service as a new revenue stream, using Digital Media as the organizing principle.• SCM should incorporate SOA/Mediahub into SCM Solution implementations to create E-E flexibility, speed, agility and improved business processes, not just for M&E but for all industries, as we move into the Digital Age, as well as increased emphasis on AutomationWF and Hosting Content Push.• SCM should leverage all appropriate sensors/actuators, intelligent Solutions & Cognos/BI analytics within the integrated Enterprise. Corporate directives for Smarter Planet long term strategy should be embedded in SCM Solutions now.• Special consideration should be given to documentation of manual processes via WBI or other appropriate software, especially within the M&E context, but applicable to all Comms Sector.• Traditional Supply Chain Management within IBM should be redefined to include not just business processes, but Content Production & Repurposing (DAM/MAM, etc.) media concerns, as well as escalating Need for Speed/Storage issues for all industries.• IBM’s Research should be leveraged in Nanotechnologies/Halographic Storage Solutions to capitalize on the growing need globally, cross industry.• Showing a rapid return on any investment, and quantifying the savings should be built into the New Digital Media Supply Chain from start-finish. Metrics should be collected as part of BAU.• An SCM Sales Kit should be developed for M&E which Identifies Pain Points from the collective verticals and maps them to Partners/ Technologies/and ID’s why IBM has unique position here. GBS Supply Chain Management Practice
RESULTS APPLY TO ALL GLOBAL INDUSTRIES IN THIS NEW DIGITAL AGE •Improves process efficiencies. Ingest and store high resolution content digitally and managemove it seamlessly through post production and distribution across multi-channel platforms and multi-distribution channels. •Supports new revenue streams. Enable new business models leveraging digital studio content •Inspires innovation. Exploit technology, including client technology, to innovate digital workflows and inspire creativity •Promotes collaboration. Drive enterprise-wide operational efficiencies through participation and collaboration •Enhances customer services and relationships. Continue to deliver world-class servicing to internal and external customers •Speeds customer on boarding. Provides a compelling service to incent customers to accept client content in digital rather than physical form GBS Supply Chain Management Practice
A BUSINESS CASE FOR THE DIGITAL MEDIA SUPPLY CHAIN For global enterprises, branded digital media content - product documents, multimedia, brand-related photography, graphics, presentations, video - is core to business process, and critical to marketing success. Managing the digital media supply chain from creation to delivery can have dramatic impact on business agility. As companies gain greater control of this content, with the ability to distribute it on-demand both within the enterprise and out to external audiences, the value of digital media greatly increases. Traditional print and online channels have already created a large challenge for global organizations to manage valuable content. New channels such as cell phones, PDAs and podcasting are sure to only add to the complexity - not to mention that these new media types are increasingly expensive to produce and manage. Integrating Digital Media Supply Chain solutions enable enterprises to control these costs, maximize the value of rich media assets and manage the digital rights to this content. These software applications handle the collection, management, and distribution of digital media. And today, many global corporate marketing organizations have adopted these solutions for their high return on investment. To make the business case, you need to understand the range of cost factors related to managing and sharing digital media. These often revolve around the time knowledge workers must spend manually performing many of the tasks that can be automated through intelligent software (i.e. DAM). Specifically, such cost factors can include time spent searching for appropriate content, recreating and duplicating digital media files, licensing and rights-management activities, handling requests for file conversions and fulfillment, maintaining archives and other administrative tasks. GBS Supply Chain Management Practice
MEASURING ROI OF THE DIGITAL MEDIA SUPPLY CHAIN: When measuring ROI, a critical consideration is total cost of ownership (TCO): •For an on-premise solution, the TCO includes the costs of hardware, software, support, professional services and ongoing administration of the system. If separate business units can utilize the same solution for different applications, TCO is reduced by leveraging the knowledge and/or infrastructure gained through the first deployment. Each additional implementation, therefore, should account for a progressively lower TCO. •For an outsourced or hosted solution, while there are no direct equipment costs, you must factor in the ongoing monthly or annual fees. A significant benefit of a hosted model is faster deployment, which may allow you to take advantage of a market opportunity sooner, enable an accelerated product launch and realize increased revenue as a result. For example, if an internal deployment is delayed 12 to18 months due to infrastructure or other concerns and your ROI model proves returns are possible in six months, it makes sense to outsource and begin earning those returns sooner, even if the upfront costs are slightly higher. •Hard cost savings, business process efficiency improvements and the ability to take advantage of rapidly emerging market opportunities are contributing factors to ROI Understand that as digital media technology and usage evolve, there will be unexpected opportunities to derive additional value from your digital assets - and, by extension, from the solution itself. We need to capture metrics that demonstrate these points. GBS Supply Chain Management Practice
GLOSSARY OF TERMS:A Content Delivery Network or Content Distribution Network (CDN) is a system of computers networkedtogether across the Internet that cooperate transparently to deliver content most often for the purpose ofimproving performance, scalability, and cost efficiency, to end users.NEW MEDIA includes Digital, Networked Information, Computerized DVD, Blu-ray Disc and Communications Technologies in theemerging Telemedia marketplace. Key customer segments include: Content Owners, Distributors, Aggregator, IntegratedOperations (Fixed/Mobile), Mobile Operators (Pure Play), Home Broadband Providers, ICT Providers: BT Cable, Wireless, MCI,AT&T, Wireless, Internet Service Providers and Search Engine companies.BUNDLING: refers to the sale of a number of services combined in a single price package, usually excluding the possibility thatcustomers can obtain a single service without taking or paying for the other services in the bundle. Bundling of services can helpgenerate economies for the supplier through, for example, reduction in service marketing charges, customer acquisition costs, billingcharges, duplication of effort (time, money, energy) or danger of cannibalization of our existing marketshare. For the client bundlingoften has the advantage in that prices are lower compared to having to subscribe to each service individually, however customersmay not want all the services offered in a bundle. A client who does not want IPTV services may be obliged to pay for these serviceswhen subscribing to certain triple play bundles. At the same time a bundle, while nominally offering a better price than purchasingthe same services separately, is also difficult to assess when trying to compare prices across a range of different offers. A serviceprovider may also use a service in the bundle to cross-subsidize other services using this to obtain an unfair market advantage.Bundling may also make it difficult for regulators to define markets, assess market power, and therefore understand whether or notdominance exists in a given market. to depict the shift to higher network speeds using broadband, the migration from the PSTN to an IP-“NGOSS”:The term is generally usednetwork, and a greater integration of services on a single network, and often is representative of a vision and a market concept. NGN, also definedas “broadband managed IP networks”, includes next generation “core” networks, which evolve towards a converged IP infrastructure capable ofcarrying a multitude of services, such as voice, video and data services, and next generation “access” networks, i.e. the development of high-speed local loop networks that will guarantee the delivery of innovative services. OSS is SWG approach.SOA/MEDIAHUB FRAMEWORK is full suite of WebSphere® products to create the SOA platform, including WebSphereApplication Server, WebSphere Process Server and WebSphere Message Broker, which together form the architecture’sintegration layer – the means by which different applications are made visible to one another and are able to pass data back andforth. By linking all of the company’s applications in this way via the SOA’s Enterprise Service Bus, information could be sharedand processed across the entire company seamlessly. Serves business processes alone or, it provides a flexible platform forpotential future uses such as management of the media itself GBS Supply Chain Management Practice