Transcript Betydningen av IT for effektive logistikkprosesser

Betydningen av
IT for effektive
logistikkprosesser
Magne Solberg, Nordisk IT direktør
Ementor ASA
Ementor ASA
 Ementor
– Nordic leading ICT player
– outsourcing – technology – consulting
– 21 offices Nordic
 Supply chain
– Infrastructure solutions – appr. 2,5
BNOK revenue
– Vendor dependent - 160’ SKU
– 80% of all transactions electronically
 Actual
– Restructuring – from national to Nordic
– New common ERP & ebusiness
solutions – consolidation of 40
applications
Revenue
Employees
Offices
Norway
2215
1 000
6
Denmark
1576
700
2
Sweden
562
350
6
Finland
348
250
7
4663
2 300
21
Total
Norwegian industry - characteristics
 Norway
– Physical - outer part of Europe & rest of “supplier and market world”
– Import & export – basis for most industry & service
 International industry - characteristics
– Oil, gas, salmon, aluminum… raw materials for export
• Statoil, Hydro, PanFish…
– Industrial Engineering
• AkerKværner, Umoe…
– Technology
• Kverneland, Tomra, Tandberg, Nordic Semiconductor..
– Consumer Goods – import & export; outsourced production
• Varner, REMA, Elkjøp…
 Financial services & Public sector
– Transactions, information, tax, health, information & reporting…
Information, financial & physical logistics are critical to succeed!
Value configuration - companies create value
based on different process configurations
 Value chain
– Traditional – Porter
– Repetitive production, consumer goods
 Value shop
– Unique delivery based on customer needs
– Hospitals, engineering, lawyars…
 Value network
– Critical mass – customers in network
– Telecommunication, brokers…
ICT is enabler – not possible to deliver without.
E-business is More Than E-commerce
E-Commerce is what you do …
… E-Business is what you are.
Jasbir Dhaliwal, PhD.
Norwegian School of Management BI
Facts: The EU Business Report
 Based on a conceptual
framework developed by OECD
 Carried out among 13.000
companies in the EU
e-Basis
• ICT infrastructure
• Broadband
• Use of e-mail and www
• Intranet, extranet, LAN and WAN
e-Business Activities
 The framework is interesting in
itself, due to its attempt to view
the development of e-business
in a holistic perspective
 E-business is evaluated based
on three levels:
EU Business Report 2003: www.ebusinesswatch.org/marketwatch/resources/E--Business-2003.pdf
• Integration of the companies internal processes
• Procurement, Production, Marketing and Sales
• E-Cooperation with other companies
• Integrated e-business processes
e-Impact
• Impact on the individual company
• Impact on industry specific value chain
The EU Business Report; KEY FINDINGS
“The Real e-Business Revolution … is probably taking place in
the B2B-arena”
 There are a significant increase in all areas from 2002-2003
 Industry and company size determine the companies level of ematurity (ICT and electronics, bank, insurance, media + large and
medium sized companies)
 The impact of e-market places are reduced – companies have direct
relations
 Reduced transaction costs, improved relations to customers,
improved efficiency of internal business processes and variation of
the number of active vendors are seen as areas where electronic
integration and online sales have a positive influence
EU Business Report 2003: www.ebusinesswatch.org/marketwatch/resources/E--Business-2003.pdf
The B2B eCommerce Opportunity is Great
 Gartner Group estimates B2B
e-commerce of non-financial
goods and services to reach
$7,29 trillion in 2004. This
indicates a yearly compounded
growth rate of 119%.
10000
9000
8000
7000
6000
5000
4000
3000
2000
1000
0
1999
2000
2001
2002
2003
2004
2005
 The Yankee Group estimates it
to $2,78 trillion in 2004, and
Forrester research to $2,7
trillion
 The growth will continue
Liautaud, Bernard, e-Business Intelligence – turning information
into knowledge into profit, McGraw-Hill.
Technology opportunities
Business Intelligence
Technologies
•DataWarehousing
•Data Mining
•Machine Learning
& Induction
•OLAP Engines
•Analytical Simulation
•Enterprise Modeling
•Neural Network
& Fuzzy Logic
E-Commerce
Applications
•B2C & B2B
•C2C & C2B
•MRO Portals
•Horizontal Portals
•Vertical Portals
•CRM
New Capabilities
•Global Integration
•Real-time Control
•Intelligent Optimization
•Collaborative Planning
•Enterprise Modeling
•Demand Management Capabilities
Practice of
E-Supply Chain
Management
Impact
Traditional
Technologies
•WMS
•Wireless
•EDI
•ERP
•MRP/DRP
Contextual
Factors
• Physical Process Flow
• Relationship with IT, Marketing / Sales
• Direct Customer Contact
• Changes in Work processes
• Performance Issues / improvements
• Intra-Logistics Relationships
ERP II and the Transparency Imperative
The Transparency Imperative: Visibility throughout the
value chain to enterprise data and processes
Drivers
• Multienterprise Collaboration
• Compliance
• Competitive Advantage
• Security Concerns
• Outsourcing
ERP II Strategy Delivers:
• Single View of the Data
• Single Source for Processes
• Single Source of Technology
• Enterprise Collaboration
At Issue:
• Complete View of All Enterprise Data
• Multienterprise Processes
• Enterprise Execution of Processes
• Technology “Lock-in”
Proven E-Commerce Applications in SCM
B2B
B2C
C2C
Auctions/Trading Hubs
eMarket- places
Auctions/Trading
Portal (ownership)
Delivery mechanisms
Returns
Supply Chain Collaboration
Reverse logistics
Time Sensitivity
Logistics integration (tracking)
Value-added services
Back-end integration
Real-time inventory mgmt
Each transaction is a new
SKU
Complex logistics
E-commerce
CRM
Purchasing (MRO) Portals
Horizontal/Vertical Portals
Mass Customization
Buyer or Supplier Control
Unified supply chain view
Personalization
Due Diligence in Purchasing
Surplus eMarketplace
Customer service applications
Demand tracking &
management
Industry specific
One to one electronic catalogs
Longer term contracts but
short term changes
Collaboration - Competition
Logistics Synergies/Savings
Proven BI Applications In e-Supply
Chain Management
Financial
Investment
Evaluation
Demand Forecasting
& Management
Insurance
Marketing
Risk Evaluation
Customer Profiling
Premium Calculation
Packaging / CrossSelling
BI Systems
Inventory
Management
Surveillance
Planning
Location Analysis
Asset Forecasting
Quality Assurance
Detection
Portfolio
Management
Fraud Detection
Distribution Network
Design
Ementor’s Digital Interface Towards the
Customers is the Crucial Point
Vendors
Partners
Customers
Vendors
Customers
Vendors
Customers
Vendors
Customers
Vendors
Partners
Expand the Value Chain …
Customers
Content of Offering
 E-shop / e-commerce
– Products, services,
licenses, solutions, SLAs
 Customer Specific Information
 Asset Management
– SW-licenses, HW, etc
 Scanning Services
– needs analysis, TCO
 Complaint / Deviation
Management
 Integration across value chain
Summary
 Efficient SCM processes are dependent on modern IT infrastructure
 Need analyze: What are your value configuration & value proposition
 Inter- & intraorganizational integration necessary; physical, financial &
information logistics
 Technology opportunity exists – how to utilize, and where to invest is
the question
 Make your decision on a business case – 5 years perspective
“Well done is by far
better than well said”.
It’s tough to make predictions,
especially about the future.
Yogi Berra
Key Points
 Business intelligence is making knowledge management
possible in SCM-EC.
 E-Commerce is transforming SCM practice
 The focus on knowledge and the real-time connectivity of ecommerce requires integration of the three logistics flows
(physical, informational, and financial).
 Every new technology provides newer process reengineering
opportunities. Some new technologies have major impact.
 Convergence requires a new approach to supply chain
management – killer application
Rationales for implementing e-Business
 Lowering costs
 Increasing revenue
 Customer or partner demands
(e-commerce portal)
 Internal process improvement /
efficiency
 Customer specific services
 Basis for customer loyalty
program
 Leveraging the investment in
enterprise resource planning
(ERP) systems
 Improving internal
communication
Remember the different views:
 B2B: reduction of transactions
costs
 B2C: price (and delivery time)
The shortcomings:
 Dialog and knowledge
(supplementing)
 Transaction (complementing)
E-business in Relation to Value Chain
New Forms of e-Commerce will Transform the
Business Landscape
 There is a surprisingly high
level of interest in the adoption
of new technologies to reduce
costs, improve services and
thereby overcome the impact of
global economic recession.
The findings are based on the study
“The unexpected Europe”, which is
an in-depth analysis of executive
attitudes toward e-commerce. The
study draws on interviews with 840
executives in 25 countries.
60
 New forms of e-Commerce
includes Wireless commerce,
Voice commerce, Television
commerce, Silent commerce.
Now
Within three years
50
40
30
20
10
0
Ferguson, Glover T, Accenture Outlook Point of View, January 2002
Wireless
commerce
Voice
commerce
Television
commerce
Silent
commerce
Fig.: Plans to adopt new
forms of e-commerce
(percent of executives)