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From e-Transformation To c-Transformation: C-Commerce Enabling Strategy. 박 기한 박사 Entrue Consulting Partners. 목차. Ⅰ. Introduction to c-Transformation Ⅱ. Components of c-Transformation Ⅲ. Case Study: Cisco Systems’ e-Hub

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Presentation Transcript
slide1

From e-Transformation

To c-Transformation:

C-Commerce Enabling Strategy

박 기한 박사

Entrue Consulting Partners

slide2

목차

Ⅰ. Introduction to c-Transformation

Ⅱ. Components of c-Transformation

Ⅲ. Case Study: Cisco Systems’ e-Hub

Ⅳ. Realization of Collaboration

change is the only constant

Old World

New World

Centralized

Distributed

Organizational Size

Organizational Value

Positional Power

Informational Power

Company

Customer

Four Walls Mentality

Extended Company

Vertical Integration

Core Competency Focus

Labor vs. Management

Employees and Partners

Predictability

Responsiveness and Flexibility

Change is the Only Constant

Source: Cisco Systems

slide4

Industry Shifting: EMS

IBM과 HP 등 실리콘밸리의 첨단업체 및 SONY, Hitachi 등 일본의 선진 업체들은 각각의 Value Chain을 Restructuring하여 강점을 가진 분야를 특화 시키고, 그 이외에는 전략적 파트너쉽을 통한 Outsourcing에 주력하는 추세를 보이고 있습니다.

What is our

Core Competency?

Electronics Manufacturing Service

BPO

재무/회계

PD

생산

물류

SVC

R&D

MKT

4PL

Competitiveness through Partnership!!

 BPO: Business Process Outsourcing

 4PL: 4th Party Logistics

slide5

Industry Shifting: Convergence

경쟁 환경에 있어서의 산업간 경계, 채널간 경계, 제품간 경계가 사라지고 있습니다.

Industry Convergence

Industry를 초월한 경쟁자의 등장 가속화

(ex: Telematics 산업에서 현대자동차와

SKT의 경쟁)

산업/제품간 경쟁구도의 변화

Product Convergence

  • 상이 제품간 경쟁의 가속화
    • - 전화: 음성 Data 영상
    • - PC : Data 영상 음성
    • - TV : 영상 Data 음성

Channel Convergence

개인과 기업을 Internet으로 연결하는 Channel의 통합

(ex: PC/Mobile/Cable TV를 통합한

Broadband Portal의 등장)

slide6

e-Transformation as a Strategic Differentiator

Internet Infrastructure에 기반한 자사 Business Process의 Revolution 및 Value Added Business Model의 창출은 기업의 경쟁력 강화에 기여해 왔습니다.

e-Transformation of a Company

Process Revolution

Brick and Mortar Business

Brick and Click Business

New Business Model

slide7

What Happened to the Enterprise Walls

이러한 개별 기업들의 e-Transformation 노력은 기업 내 업무 프로세스의 효율화를 가져왔으나, Supply-Chain 관점에서의 기업 간 Transaction Cost는 여전히 높습니다.

e-Transformed Company A

e-Transformed Company B

Intranet

EAI

Enterprise Portal

Inner

Enterprise

Walls

Supply-Chain

Information Flow

Material Flow

Inter

Enterprise

Walls

Fragmented Processes !!!

Distribution

Center

Supplier

Manufacturer

Customer

slide8

Not the Size, But the Speed Does Matter

Dynamic하게 급변하는 환경 하에서 생존하기 위해서는 기업 내 조직 간의 정보 흐름 뿐만 아니라 거래하는 기업 간 정보 흐름의 가속화와 이에 따른 신속한 의사결정이 중요합니다.

Enterprise Revolutionary Path

Optimizing

Enterprise

Workforces

Collaborative High Speed

Business Decision Making

High Speed of Inner-Enterprise

Information Flow

But, Bounded Rationality

Streamlining

Inter-Enterprise

Information Flow

Low Speed of Inner-Enterprise

Information Flow

slide9

Networked Supply Chain

Supply-Network 상의 기업들은 인터넷을 통해 정보를 공유함으로써 불확실성을 최소화 할 수 있으며, 이에 따라 고객의 요구사항을 만족시키기 위한 협업을 수행하는 동시에 각자의 비용 최소화와 생산성 향상을 도모해야 합니다.

Not a Chain

but a Fabric of Relationships

Enterprise

Supported by

S e a m l e s s

Connectivity

Retailers

Partners

Manufacturers

Collectively Actingto Meet the Customer’s Needs

Internet

Resellers

Customers

Individual

Cost Savings & Productivity Gains

Suppliers

Distribution

Source: Cisco Systems

slide10

Level of Collaboration

기업간 Collaboration은 단순 Transaction data의 교환을 위한 Interface Level, 다양한 유형의 정보를 교환할 수 있는 Integration Level, Extended Enterprise를 추구하는 Outsourcing Level로 발전하고 있습니다.

Level of Collaboration

Outsourcing Level (BPO, 3PL, EMS + )

Integration Level(B2Bi, eAI)

Extended Enterprise

(Strategic Partnership)

Interface Level (EDI, e-mail)

Seamless Connection

Our Process,

Your Company !!!

Electronic Communication

slide11

collaborative-Transformation

이와 같은 다양한 수준의 협업을 실현하기 위해서는 Supply-Network 상의 기업들이 필요에 따라 신속하게 서로의 Business Process를 연결시키고, 또 해체할 수 있는 유연한 협업 체계가 필요하며, 기업들의 이러한 역량 확보 활동을 collaborative-Transformation으로 정의합니다.

collaborative-Transformation

“자사의 Value Chain 상에서 요구되는 Collaboration Level을 정의하고, 이를 위해 선정된 전략적 Partner와의 Business Process 통합을 가능하게 하는 IT Planning 및 Implementation 활동”

Enterprise C

Enterprise B

Enterprise A

경영

지원

인사

재무

회계

전략

PD

생산

물류

SVC

R&D

MKT

Extended

Enterprise

경영

지원

인사

재무

회계

전략

PD

생산

물류

SVC

R&D

MKT

slide12

목차

Ⅰ. Introduction to c-Transformation

Ⅱ. Components of c-Transformation

Ⅲ. Case Study: Cisco Systems’ e-Hub

Ⅳ. Realization of Collaboration

slide13

cXML

ebXML

xCBL

eCo

BizTalk

RosettaNet

1999.3

Ariba

2001.5

UN/CEFACT

OASIS

1996

CommerceOne

1998.8

CommerceNet

1999.5

Microsoft

1998.2

Leading co

Transaction Protocol Standardization

다수의 기업 간에 다양한 유형의 정보를 신속하게 교환하기 위해서는 기업간의 거래에 있어서 Transaction Protocol의 표준화가 고려되어야 합니다.

기업간 Transaction Protocol의 표준화 노력

  • Messaging
  • Trading
  • Partner
  • Reg/Rep
  • Business
  • Process
  • Core
  • Component
  • Messaging
  • Documents
  • Messaging
  • cXML
  • Documents
  • Procurement
  • Purchase
  • Order
  • Registry
  • Messaging
  • Documents
  • Inf. Items
  • Semantics

(Electronics)

(Semiconductor)

  • Core
  • component

1996

1998

1999

2000 +

( Source: KIEC ebXML workshop 2001 )

slide14

Infra & Interface Standardization

기업 내부의 다양한 정보들을 파트너들과 교환하기 위해서는 Open Standard Technology 및 Protocol에 기반한 기업 내 Infra 및 외부와의 Interface 표준화가 필요합니다.

Standard Infra & Interface Components

Application Database

Packaged Application

(ERP, CRM … )

In-House “Legacy” Application

DB Interface

Packaged Interface

Custom Interface

JDBC

J2EE CA

J2EE CA

Integration Backbone(Middleware - EAI, B2Bi)

Integration

Controller

Web Service

RosettaNet

BPM

Custom/Packaged Interface

External Standard Interface

Rules

Base

Partner’s

System

External Site

Source: Cisco Systems

slide15

Shared Applications

표준 Transaction Protocol을 통해 교환되는 Data를 가공하여 Information화 시키고, 이를 필요로 하는 Employee 및 Partner들에게 효과적으로 제공하기 위한 웹 기반의 다양한 어플리케이션들이 필요합니다.

연구

개발

B2E

(Employee)

마케팅

구매

B2C

(Customer)

B2B

(Supplier)

생산

영업

경영

지원

e-Procurement

e-Manufacturing

Workforce

Optimization

e-HR

e-Learning

KM

Financial

Management

e-Sales &

Customer Care

Web Foundation (Open Standard)

slide16

목차

Ⅰ. Introduction to c-Transformation

Ⅱ. Components of c-Transformation

Ⅲ. Case Study: Cisco Systems’ e-Hub

Ⅳ. Realization of Collaboration

slide17

“Higher Peaks…

Lower Valleys…

Faster Transitions”

High Tech Landscape

  • Trend to Outsourced

Manufacturing

  • Dynamic and Complex

Trading Communities

  • Increasing Velocity of

Orders and Information

  • Globalization? Globalization!
  • Disruptive Technologies

Source: Cisco Systems

slide18

Outsourced Manufacturing: Benefits

Repair /

Business

Strategic

Design

Technology

PCBA

BTO

CTO

NPI

Marketing

Development

Refurbish

  • Flexible Capacity for Demand Variation
  • Access to Global Markets
  • Focus Resources on “Core Competencies”
  • Improved Asset Utilization
  • Overall Cost Reduction
  • Increased Velocity through the Supply Chain
  • NPI: New Product Introduction
  • PCBA: Printed Circuit Board Assemblies
  • BTO: Build-To-Order
  • CTO: Configure-To-Order

Source: Solectron

slide19

Outsourced Manufacturing: Challenges

Key Challenges

Common Impacts

  • Parts Shortages
  • Information Delays and

Distortion between Levels

in the Supply Chain

  • Planning Activities are not

Synchronized and Closed Loop

  • Long Lead Times
  • Lower than Acceptable

On-time Shipments

  • High Levels of Forecast

Variability

  • Frequent Expediting
  • Lack of Visibility to

Exception Conditions

  • No Inter-Enterprise

Process Optimization

  • Excess Inventory

“Mission Critical Activity without Visibility or Control”

Source: Cisco Systems

slide20

Prescription vs. Collaboration

Two Possible Approaches to Managing Outsourcing Partners…..

Specify Desired Outcomes

Specify Process

Manage by Exception

Micro-Manage

Optimize End-End Metrics

Optimize Local Metrics

PRESCRIPTION

COLLABORATION

Measure to Commitments

Measure to Requests

Maximize Total Value

Maximize “My” Value

Win-Win

Zero-Sum

… Collaboration Builds Long-term Value

Source: Cisco Systems

slide21

The Networked Supply Chain: eHub Model

New Model

Characteristics

  • Private Information Exchange

Distributor

  • Central Point for All Cisco Supply Chain

Information

- Planning

- Execution

- Product Data

- Expandable for Other Processes

Component

Carrier

Cisco

  • Leverages Internet “Exchange” Technology

and Open Standards

  • Supplements and Enhances

Existing Execution Systems

3PL

CM

  • Manages Supply/Demand Mismatches
  • Open to All Cisco Supply Chain Partners
  • CM: Contracted Manufacturer

Source: Cisco Systems

slide22

eHub Data Flow and Transformation

INPUT – RN PIPs

OUTPUT

  • Forecast data
  • Overdue Action

Alerts

  • Supply Commit data
  • Supply/ Demand

Mismatch Alerts

Cisco

Cisco

  • Demand data

CM

  • Forecast Change

Impact Alerts

CM

  • Supply data
  • PO data
  • Partner Data

Mismatches

Distributor

Distributor

  • Sales Order Data
  • Planning and

Material Reports

Supplier

Supplier

  • Inventory data
  • Product Master Data
  • Ad-hoc Reports

Automated Sharing of Key Data, Transformed into Information Allowing More

Collaborative and Efficient Management of Extended Supply Chain Activities

  • RN: RosettaNet
  • PIPs: Partner Interface Processes

Source: Cisco Systems

slide24

Cisco Connected Supply Chain

  • 16 CM Sites
  • 1 Distributor
  • 26 Suppliers
  • 13 In-Progress
  • 15 @ Kick-off

Foxconn

NA

CA

MX

TN

FL

TX

MX

MX

PN

PN

NC

CA

RN

RosettaNet(8)

RN

IN-PROGRESS

FCI

Pulse

Viking

AMD

Celestica THAI

Bel Fuse

Intel

Samsung

Power One

Unimicron

Excellight

Merix

Hitachi Ltd

RN indicates transition to RosettaNet

Source: Cisco Systems

slide25

Benefits of Collaboration

  • Reduction in End-End Cycle Time
  • Removal of Redundant and

Non-Value Added Activity

  • Reduction in Overall

Process Cost

  • Tighter Process Integration/

Optimization

  • Improved Working Relationships
  • Long-term Value Creation

Source: Cisco Systems

slide26

PRISM

eLogistics

eHUB

Cisco Collaborative Activities

Build

Ship

Design

Source

Plan

Buy

  • End-End Supply Chain Visibility
  • Collaborative Planning
  • Supply Demand Alignment
  • Inventory Optimization
  • Design Library
  • Consolidation
  • Part Content Mgmt
  • Product Change Notices
  • Engineering Change
  • Notices
  • Global Fulfillment
  • via 3PL Network
  • Shipment Status
  • Visibility
  • Merge-In-Transit
  • Capability
  • Transportation
  • Optimization

Manufacturing Connection Online (MCO)

Source: Cisco Systems

slide27

Key Enablers

Today

Clear Process Definition and Supporting Culture

Integrated Technical Architecture (e.g. MCO)

Industry Standard Communication Protocols

RosettaNet ebXML

  • Tomorrow
  • Web Services (XML, SOAP, WSDL),
    • Rapid, Low Cost Connections
    • Ad hoc System and Process Integration
  • XML: Extensible Markup Language
  • SOAP: Simple Object Access Protocol
  • WSDL: Web Service Description Language

Source: Cisco Systems

slide28

목차

Ⅰ. Introduction to c-Transformation

Ⅱ. Components of c-Transformation

Ⅲ. Case Study: Cisco Systems’ e-Hub

Ⅳ. Realization of Collaboration

slide29

Roadmap for Effective Collaboration

Business Needs의 발굴에서 시작하여 실제 어플리케이션의 구축에 이르는 c-Transformation의 단계적인 수행절차는 다음과 같습니다.

Define Data/Content Requirements

Create IT Infra- structure

Connect Partners

Select Appropriate Partners

IdentifyBusiness

Need

Create Incentives/ SLAs

Platform for

Collaboration

DeliverScalableApplications

DefineApplicationRequirements

Staff with Your Top Cross-Functional Resources !

Source: Cisco Systems

  • SLAs: Service Level Agreements
business meets it
Business meets IT

IT의 역할은 과거 Business 전략의 지원 도구에서 벗어나 c-Transformation을 가능하게 하는 Business Enabler로서의 역할을 수행해야 하며 이를 위해 IT/Business Alignment가 필요합니다.

IT Enables New Capabilities and Roles

IT Supports and Drives Business Strategy

Trusted

Advisor

Value

Creation

Outcome Defined

  • Business Partnership
  • Enterprise Architecture
  • Internet Capabilities
  • IT an Integral part of the Business
  • Effective Use and Leverage of Technology and “Virtual” Resources

Proactive

Business

Value

Output Defined

  • Operations Review Process
  • SDLC processes
  • Metrics Focus on Cycle Time, Productivity, Service Quality
  • Supports and Enhances Business Strategy

Reactive

Input Defined

  • CFP Model
  • Standards Policies
  • Supports Business Strategy
  • IT seen as a Support Process

Self Defined

  • IT Independent of Business
  • Governance Limits
  • IT seen as a “High” Cost, Non-Value Add
  • Focus on Technical Performance

Time

2000 +

Source: Cisco Systems

iterative planning process

3 Months

6 Months

9 Months

12 Months

15 Months

  • Language
  • Inventory
  • Design

B - B

  • Product Configuration
  • Delivery Dates
  • Planned Outages
  • Ticket Entry
  • Network Diags
  • Contract Man.
  • Product Catalog
  • Ticket Status
  • Lead Times
  • On-line Billing
  • Network Configuration
  • On-line Ordering
  • On-line Charging

B - C

  • Product Catalogue
  • On-line Payment
  • Shipping & Track
  • Unified Fronted
  • Catalogue
  • Alarms
  • Career Development
  • Job Scout
  • Purchase Order
  • Expenses
  • Line Manager
  • Time & Leave Capture

B - E

  • Project Finance Auth.
  • Financial Project
  • Web Directory
  • Benefits
Iterative Planning Process

급변하는 환경에 대응하기 위해서는 지속적이고 반복적인 IT Planning 활동을 통해 c-Transformation을 실행에 옮겨야 합니다.

On-going Activities (Every 90 Days)

  • Identify Business Collaboration Needs
  • Think In Supplier / Customer / Employee’s Shoes
  • Identify Friction Points & Solutions
  • Update Implementation Roadmap for Each Area

연구

개발

B2E

(Employee)

구매

마케팅

B2C

(Customer)

B2B

(Supplier)

영업

생산

경영

지원

prioritization with business impact

Finance

Risk

Human Resources

Productivity

Factor

Time

Early Mover

Advantage

Hit Rate

Strategic Fit

Frictionless

Execution

Prioritization with Business Impact

과제 우선순위의 선정은 자사의 Business에 미치는 Impact와 실행 가능성을 모두 고려하여 단기간에 성과를 낼 수 있는 과제가 선정되어야 합니다.

Business Impact

Employee Services - (Aggregate)

E-Commerce

Billing

Project Finance Auth.

Secure Customer Access

Order Status

Secure Customer Transaction

Financial Project Reporting

On-line Configuration of Services

Network Configuration

Ticketing Status

Product Catalogue

Web Directory

Personalisation

Unified Fronted

Purchase Order Requests

On-line Ordering

Expenses

Catalogue

HIGH

Inventory

Alarms

Benefits

On-line Charging

On-line Payment

Security

Line Manager

HIGH

On-line Billing

Single Log-on

MIS

Business Impact

Career Development

SLA Info.

Pricing Tools

Shipping & Tracking

Business Impact

3 Months

Business Impact

Design

Call-back

Job Scout

3 Months

6 Months

Language

LOW

6 Months

9 Months

LOW

LOW

9 Months

12 Months

9 Months

12 Months

LOW (Hard)

HIGH (Easy)

LOW (Hard)

HIGH (Easy)

LOW (Hard)

HIGH (Easy)

Ease of Implementation

12 Months

Ease of Implementation

Ease of Implementation

Ease-of-Implement

Source: Cisco Systems

fast etransformation methodology
Fast eTransformation Methodology

Entrue Consulting Partners와 Cisco IBSG가 제공하는 Fast eTransformation 방법론은 정기적인 Business Unit 중심의 Workshop을 통해 Customer, Supplier 및 Employee 관점에서 Collaboration Impact가 큰 과제를 선정하여 이를 신속히 추진합니다.

PHASE I. 4 to 6 Weeks

PHASE II. 12 to 20 Weeks

IBSG and Entrue Consulting Involvement (Possibly in stage 5, 6 also)

BPR / SI / Implementation

Top-down

5

1

Initiate Fast

eTransformation

Methodology

2

Define

& Identification

4

NR Survey

& NR Result Analysis

Finalizing

Initiatives

6

Analysis

& Design

3

Entrue/Cisco

Workshop

7

Bottom-up

Build

& Migration

1

2

3

4

5

6

7

  • Set up project team
  • Interview with CEO/CIO
  • Agree on time planning
  • Analyze industry characteristics
  • Plan survey
  • Execute survey
  • Analyze survey results
  • Produce a survey report
  • Visioning
  • Friction points and solutions on B2B / B2E / B2C
  • Value creation & priority matrix
  • Roadmap for e-Biz initiatives
  • Create top-down initiatives
  • Combine both initiatives and finalize initiatives
  • Agree on the scope of each initiative
  • Identify & assess
  • Analyze
  • Design
  • Build
  • Implement
  • Survey user’s acceptance
fast etransformation methodology1
Fast eTransformation Methodology

자사와 협력사 현업의 주도적인 참여 하에 과제가 선정되고 컨설턴트의 지원을 통해 이를 신속하게 추진하는 Fast e-Transformation 방법론은, 전략적 정합성 및 단기적 성과를 보장함으로써 효과적인 기업의 c-Transformation을 지원합니다.

90 Days의 정기적 Workshop과

이행과제 Follow up을 통한

지속적인 성과 창출

단기적 계획과 실행, 정기적인 모니터링과

Feedback체계를 통해 궁극적으로

장기적인 IT혁신을 가속화 함

현업의 필요에 따른 Project의

추진이므로 구축된 시스템의

활용도 및 Financial Impact가 증가됨

자사 및 협력사 현업들의 Workshop을 통한

Friction Point와 Solution의 도출

선정 과제에 대한

중요성과 시급성이 명확하고

성과 지표에 따른 IT 구현이 구체화됨

State of the art Technology의

적용을 통한 IT Trend의 반영

slide35

http://www.entrue.com

Thanks for your attention

From e-Transformation To c-Transformation:

C-Commerce Enabling Strategy

박기한 박사

gihanpark@lgcns.com

Entrue Consulting Partners