...Collaborative Commerce (c-commerce): The use of digital technologies that enable companies to collaboratively plan, design, develop, manage, and research products, services, and innovative EC applications. “Collaborative commerce will entail moving core business processes such as product development and customer acquisition onto the Web” “Collaborative Commerce: A means of leveraging new technologies to enable a set of complex cross-enterprise business processes allowing entire value chains to share decision-making, workflow, capabilities, and information with each other.” “We define c-Commerce as: ‘the online business-to-business interactions between two or more parties, focused on the exchange of knowledge and the mutual interconnection of business processes in order to optimize value creation.” Essentials of Collaborative Commerce Collaborative relationships results in significant impact on organizational performance. Major benefits are: cost reduction, increased revenue, and better customer retention As a result of: * fewer stock outs * less exception processing * reduced inventory throughout the supply chain * lower materials costs * increased sales volume * increased competitive advantage C-commerce activities are often conducted between and among supply chain partners. For example ORBIS a small Australian company that uses a hub to communicate among all its business partners. Hub is the central point of control for an e-market. A single...
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...current issue and full text archive of this journal is available at www.emeraldinsight.com/0957-4093.htm An integrative framework for supply chain collaboration Togar M. Simatupang School of Business and Management, Bandung Institute of Technology, Bandung, Indonesia, and Framework for supply chain collaboration 257 Ramaswami Sridharan University of Wollongong in Dubai, Dubai, United Arab Emirates Abstract Purpose – This paper proposes an integrative framework for supply chain collaboration which is based on the reciprocal approach. Design/methodology/approach – A reciprocal approach is adopted to capture the interaction phenomenon of different features of collaboration in attaining overall supply chain performance. Findings – A collaborative supply chain framework is composed of five connecting features of collaboration, namely collaborative performance system, information sharing, decision synchronization, incentive alignment, and integrated supply chain processes. Research limitations/implications – Further research could be carried out to capitalize the framework for diagnosing and improving supply chain collaboration. Practical implications – The proposed framework enables the chain members to scrutinize key features of supply chain collaboration before and during collaborative initiatives. Originality/value – Previous research on supply chain collaboration mainly assume the unilateral phenomenon of collaboration that focuses on a single feature such as information...
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...Collaborative Transportation Management – An Enhancement in Supply Chain Process Maaz Abdul Suboor 023041156 ENM 603 Operations Management National University Jeffery Appel 09/28/2014 Introduction Chen (2010) reported that the recent idea in the areas of transportation, logistics and supply chain management is the concept of supply chain collaboration. The supply chain management plays a crucial role in the success of any business and due to more global competition, most business organizations are engaging in a collaborative supply chain. Inaccessibility of tracking information and improper control of transportation resources leads to ineffective and unreliable delivery that affects the supply chain of the business. The supply chain collaboration is a preliminary approach to avoid inefficiencies in the supply chain, as it integrates the trading partners or the entire supply chain. Collaborative Transportation Management Sutherland, Joel (2003) reported that a recent extension of the Supply Chain Collaboration conceptual framework is Collaborative Transportation Management (CTM). The main purpose of CTM is to minimize or eradicate inefficiencies in the transportation process for example, reduce delivery time, update inventories, provide space (3PLs), and avoid errors through collaboration of suppliers, manufacturers, and third party logistic providers (3PLs). CTM not only combines the trading partners, but also brings profit to the entire supply...
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...RISK MANAGEMENT FOR COLLABORATIVE SOFTWARE DEVELOPMENT MOJGAN MOHTASHAMI is a Ph.D. candidate at the School of Management of Rutgers University and a lecturer at New Jersey Institute of Technology (NJIT). She can be reached at mojgan@oak.njit.edu. THOMAS MARLOWE is a professor of mathematics and computer science at Seton Hall University. He received Ph.D.s from Rutgers in 1975 and 1989. VASSILKA KIROVA received a Ph.D. in computer science from NJIT. Her areas of interest include specification and software productivity and quality. She can be reached at kirova@bell-labs.com. FADI P. DEEK is professor and dean of the College of Science and Liberal Arts at NJIT. His research interests include software engineering and learning systems. Mojgan Mohtashami, Thomas Marlowe, Vassilka Kirova, and Fadi P. Deek Collaborative software development involving multiple organizational units, often spanning national, language, and cultural boundaries, raises new challenges and risks that can derail software development projects even when traditional risk factors are being controlled. This article presents a framework that can be used to manage collaborative software development projects, based on an extended set of risk management principles. Three risk factors — trust, culture, and collaborative communication — are discussed in depth. OLLABORATIVE SOFTWARE DEVELOPment (CSD) entails multiple teams, working for multiple organizational units within the same or different companies, and no clear...
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...Intelligence Unit published a paper titled “The role of trust in business collaboration”, one of a several papers produced since 2006 as a part of ongoing research sponsored by Cisco Systems. The paper focused on the need for different levels of trust in different business environments. Although each of those environments was commonly deemed “collaborative”, there was in fact a distinct difference between the level of trust required and the degree of collaboration. More importantly, trust was shown to be a key success factor in collaboration. These findings may seem unsurprising on the surface, but they became far more notable when combined with other results from that research. Particularly, few “collaborations” were seen as completely successful, few people actually trust very highly many of the people with whom they work and the term “collaboration” is most often used today to describe activities that are, in fact, quite mundane. What happens, then, when companies are pursuing complex and ambitious collaborations with lofty aspirations like innovation, margins and returns to shareholders? Furthermore, how do companies collaborate successfully on such ventures in an increasingly global economy and when knowledge is at a premium? The Economist Intelligence Unit and Cisco decided to join forces again to explore the kinds of culture, processes and information technology (IT) required for effective collaborations in 2stcentury business. The Economist Intelligence Unit’s editorial team executed...
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...delivering on a daily basis on those needs. A second most important principle both organizations applied is the “one-stop shop” format, delivering on the “at the end of the day, in every industry there is an integrator” prophecy. IDEO took the perspective to a superior level: it integrated and seamlessly aligned its business strategy, its innovative market proposition that went beyond the “specialist” approach of traditional consultancies, with its processes, capabilities, human capital and architecture to create the ultimately innovative business proposition culture. Refuting the traditional mindset of “predefined series of orderly steps”, the idea of design/ ecosystem/ integrative thinking encapsulates the very essence of a human-centered product development disruptive strategy. What is incommensurably striking about IDEO is the degree to which the “integrated culture supported business nodes”, those elements of the informal organization, support the successful delivery of its business strategy. As IDEO “develops everything with the end user’s daily usage in mind”, its human-centered business proposition pervades its interdisciplinary culture. Both its business strategy and organizational culture anchor that the “lone genius...
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...Annual Report: KPJ HEALTHCARE BERHAD (2011) Vision, Mission and Core Values Vision * The preferred healthcare provider KPJ vision is to become the preferred healthcare provider. The aim for KPJ to set this vision is because they wanted their clients to choose KPJ as their lifelong companion on its healthcare journey. Besides that, they also wanted to help their client, take care of them in every way in their healthcare needs. Mission * Deliver quality healthcare services KPJ’s mission is to deliver quality healthcare services serves to provide coordinated medical services to all customers across a continuum of care. This is way KPJ always strengthen its commitment to provide customers highest standards services and treatment through teamwork and unity between the Medical Consultants and the clinical as well as non-clinical staff. Core Values * Ensuring safety * Delivering service with courtesy * Performing duties with integrity * Exercising professionalism at all times * Striving for continuous improvement Introduction KPJ Healthcare Berhad (KPJ) leading healthcare service provider in Malaysia and operating 20 private specialist hospitals in Malaysia and two hospitals in Jakarta, Indonesia. Since the opening of the first hospital in Johor Bahru in 1981, KPJ has now served the community for three decades. Today, KPJ has its staff strength of 8,992 employees who support the medical services provided by 860 Medical Consultants specializing in...
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...Collaboration and Innovation at Proctor & Gamble Proctor & Gamble is the largest manufacturer of consumer products in the world. P&G has a reputation for developing successful brands and maintaining their popularity with unique business innovations. Beauty Care, Household Care, and Health and Well-being are the three main units of business operations at P&G. Each of these business units are further subdivided into more specific units. P&G has three main focuses as a business in each division. First, it needs to maintain popularity of its existing brands. Second, it must extend its brands to related products by developing new products under those brands. Third, it must innovate and create new brands entirely from scratch. Much of P&G’s business is built around brand creation and management. To effectively run P&G’s business operations, it is critical that they facilitate collaboration between researchers, marketers, and managers. This is the reason that P&G has been actively implementing information systems that foster effective collaboration and innovation. In early 2000, P&G was in disarray and the company’s share price had fallen by nearly 50 percent, wiping out $85 billion in market capital (Lash, 2012). Despite spending heavily on research & development, productivity had plateaued and the company’s innovation success rate was around an unsatisfactory 35 percent (Lash, 2012). When A.G. Lafley became P&G’s CEO in 2000, he recognized that collaboration would be the key...
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...Chapter 2 Global E-Business and Collaboration 75 Collaboration and Innovation at Procter & Gamble CASE STUDY L ook in your medicine cabinet. No matter where you live in the world, odds are that you’ll find many Procter & Gamble products that you use every day. P&G is the largest manufacturer of consumer products in the world, and one of the top 10 largest companies in the world by market capitalization. The company is known for its successful brands, as well as its ability to develop new brands and maintain its brands’ popularity with unique business innovations. Popular P&G brands include Pampers, Tide, Bounty, Folgers, Pringles, Charmin, Swiffer, Crest, and many more. The company has approximately 140,000 employees in more than 80 countries, and its leading competitor is Britain-based Unilever. Founded in 1837 and headquartered in Cincinnati, Ohio, P&G has been a mainstay in the American business landscape for well over 150 years. In 2009, it had $79 billion in revenue and earned a $13.2 billion profit. P&G’s business operations are divided into three main units: Beauty Care, Household Care, and Health and Well-Being, each of which are further subdivided into more specific units. In each of these divisions, P&G has three main focuses as a business. It needs to maintain the popularity of its existing brands, via advertising and marketing; it must extend its brands to related products by developing new products under those brands; and it must...
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...promotions better and avoid frustrating consumers with out-of-stock situations in the store. Situation • Procter & Gamble realized it needed a “consumer-driven supply network” to stay ahead in the consumer packaged goods industry. Retailing’s “first moment of truth” is a key focus area for P&G. When the shopper reaches the shelf, is the product there? • Discoveries • • Links between supply chain and CRM processes are critical. Business leads, technology follows. But the technology must be proven, practical and scalable. Even with immature solutions, it is possible to get rapid payback on streamlined demand and fulfillment processes for critical products. A harmonized ERP applications backbone is a basic requirement. • • Recommendations • Secure management support before you start redesigning your supply network. Don’t let politics condemn the initiative to failure. Leverage the value IT can bring in connecting demand and supply side business processes. Simplify your applications architecture to allow collaborative business processes and cope with changes in network alliances. • • Dig Deeper • • • Related Research from GartnerG2 Gartner Core Research Methodology Maria Jimenez with Derek Prior “Research has shown retailers lose 11% of sales GartnerG2, a new service from Gartner, Inc., helps strategists guide and grow their businesses. due to out-of-stocks, and that same-brand substitutions win back less than 25% of a manufacturer’s...
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...SCOPE 2.2 RESPONSE 3. DRAFT AGREEMENT 4. COMPANY INFORMATION 4.1 QUESTION: COMPANY NAME 4.2 QUESTION: YEAR FOUNDED 4.3 QUESTION: PUBLIC / PRIVATE 4.4 QUESTION: NUMBER OF EMPLOYEES 4.5 QUESTION: ORIGIN, EVOLUTION AND GROWTH (BRIEF DESCRIPTION) 4.6 QUESTION: FINANCIAL PERFORMANCE RESULTS LAST 2 FISCAL YEARS (PROFIT & TURNOVER) 4.7 QUESTION: WEBSITE URL 4.8 QUESTION: CONTACT INFORMATION (NAME, POSITION, E-MAIL, PHONE NUMBER) 4.9 QUESTION: OFFICE LOCATIONS AND STAFFING LEVELS 4.10 QUESTION: DESCRIBE YOUR SUPPORT HOURS 4.11 QUESTION: DESCRIBE THE COMPANY VISION AND STRATEGY 5. FUNCTIONAL AND BUSINESS REQUIREMENTS 5.1 OVERVIEW 5.2 VISIBILITY AND REPORTING 5.3 WORKFLOW AND COLLABORATIVE BUSINESS PROCESS AUTOMATION 5.4 WORKFLOW AND COLLABORATIVE BUSINESS PROCESS AUTOMATION 6. BUSINESS REQUIREMENTS 6.1 BUSINESS PROCESS OPTIMIZATION 6.2 SOFTWARE FLEXIBILITY AND NEUTRALITY 6.3 SOLUTION/SERVICES DECOUPLED 6.4 PROFESSIONAL SERVICES SUPPORT 6.5 REFERENCE IMPLEMENTATIONS 6.6 3RD PARTY/CONSULTING SUPPORT 1. INTRODUCTION 1.1 Introduction O&G is one of the world's largest petroleum and petrochemicals groups. Main activities include exploration for and production of crude oil and natural gas; gas, power and renewables; refining, marketing, supply and...
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...Management Information Systems Chapter 2 COMPONENTS OF A BUSINESS * A business is a formal organization whose aim is to produce products or provide services for a profit – that is, to sell products at a price greater than the costs of production. * ORGANIZING A BUSINESS: BASIC BUSINESS FUNCTIONS * The decision of what to produce is called a strategic choice because it determines your likely customers, the kind of employees you will need, the production methods and facilities needed, the marketing themes, and many other choices. * The five basic entities in a business with which it must deal are: suppliers, customers, employees, invoices/payments, and, of course, products and services. * BUSINESS PROCESSES * The actual steps and tasks that describe how work is organized in a business are called business processes. * A logically related set of activities that define how specific business tasks are performed. * Also refer to the unique ways in which work, information, and knowledge are coordinated in a specific organization. Manufacturing & Production | * Assembling the product * Checking for quality * Producing bills of materials | Sales & Marketing | * Identifying customers * Making customers aware of the product * Selling the product | Finance & Accounting | * Paying creditors * Creating financial statements * Managing...
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...the school community and have a deeper understanding of successful models of school, family, business, community, government, and higher education partnerships. I have grown to believe in the proposition that families have the best interests of their children in mind. As written by Singleton and Linton (2006), a leader should exercise the passion, practice, and persistence necessary to address racial achievement gaps, all of the members of the school community need...
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...People, Information, Money or any other such resources that must be managed for profitable business operations. Define and describe brief information of the resources defined. Supply chain management (SCM) is the management of the flow of goods. It includes the movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption. Interconnected or interlinked networks, channels and node businesses are involved in the provision of products and services required by end customers in a supply chain. Supply chain management has been defined as the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally. SCM draws heavily from the areas of operations management, logistics, procurement, and information technology, and strives for an integrated approach. Commonly accepted definitions of supply chain management include: • The management of upstream and downstream value-added flows of materials, final goods, and related information among suppliers, company, resellers, and final consumers. • The systematic, strategic coordination of traditional business functions and tactics across all business functions within a particular company and across businesses within the supply chain, for...
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...Overview of the the papers: Slide 2: Let me start off the presentation by giving you a brief about the papers. Understanding the adoption of clusters by SMES Collaborative strategy consulting model Aligning collaborative. Slide3: Understanding the adoption of clusters by smes. Slide4: Collaborative strategy consulting services model Slide 5: Aligning collaborative business processes Slide 6: The common issues that can be noticed from all the three papers are : Slide 7: Before we go ahead with possible solution there are different terms that came across the 3 papers Cluster: It can be defined as the interconnected businesses, suppliers and associated institutions in a particular field. SME: Small and medium sized enterprises. They are the businesses whose personnel numbers fall below certain limits. SMB: small and medium sized business or small and mid sized business. Often these two terms can be bit confusing . A business with 100 or fewer employees is generally considered small while the one with 100-999 is considered to be medim-sized.. CSP: BP: RWF: COSMOS: API: Slide 8: In collaborative networks there is a wealth of knowledge available and at the same time there is a need to consolidate this knowledge through a frame work that provides models, guide lines and tools for supporting collaborative process Slide 10: Strategic level could comprise problems like network design, decision system design, partner selection , product design Tactical level...
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