E-Business Supply Chain - Oracle Software Downloads | …download.oracle.com/global/kr/seminar/2001/scm.pdf · · 2004-02-17lCRM Apps, Common Platform lIndustry-specific Apps, Engines

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E-Business Supply Chain

윤 석 태2001년 5월 8일

A very different approach.For very different results.

2

“We cannot solve problems by using the same kind of thinking we used when we created them.” – Albert Einstein


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Technology: Key Business Driver Today

Wireless

Ease of Use

Bandwidth

Processing Speed

Compatibility

Connectivity

AvailabilityJava/XML

Application

Service

Providers

Intranet

Information Portals


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E-Business


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E-Commerce와 E-Business

ØE-Commerceü단순히 인터넷을 이용하여 물건이나 서비스를

사고 파는 행위

ØE-Businessü인터넷이나 유사한 미디어를 이용하여

비즈니스를 수행하는 것ü즉, 기존의 정보기술과 신 정보 기술들을

활용하여 기업의 가치사슬(Value Chain)에연결되어 있는 구성원들과 상호작용하고, 거래하고, 협업하는 행위


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폭발적인 E-Business 성장

Source: "The Real Numbers behind 'Net Profits 2000”, Copyright 2000, ActivMedia, Inc.

E-Business 예상 매출1999 to 2005 (US $ Billions)


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• 시장 영역이 극적으로 확대되거나 제거된다.

• 거래처리 비용이 극적으로 감소한다.

• 시장정보의 투명성이 크게 향상된다.

• 가격 구조가 보다 효율적으로 개선된다. (i.e. auction/exchange)

• 시장 유동성이 증가한다.

• 시장 영역이 극적으로 확대되거나 제거된다.

• 거래처리 비용이 극적으로 감소한다.

• 시장정보의 투명성이 크게 향상된다.

• 가격 구조가 보다 효율적으로 개선된다. (i.e. auction/exchange)

• 시장 유동성이 증가한다.

E-Business: 중대한 변화들을 주도

거시적으로, 시장과 경쟁 환경에 중대한 영향을 미친다.

• 경쟁의 기본 개념이 바뀐다.

• 시장 진입장벽이 낮아진다.

• 새로운 서비스의 제공이 가능해진다 .

• 서비스 시장의 비용이 극적으로 개선 될 수 있다.

근본적으로 인터넷과 웹 관련 기술들은 시장에 커다란 영향을 미치고 있다.


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E-Business의 발전 방향

lMarketing Information

l Brochures

lMarketing Information

l Brochures

l Intranet Apps

l Interactivity

l Personalization

l Basic Search

l Linked Sites

l Intranet Apps

l Interactivity

l Personalization

l Basic Search

l Linked Sites

l e-Commerce

l EDI Support

l Communities

l SCP Apps

l ERP Front End

l Customer Self-service

l e-Commerce

l EDI Support

l Communities

l SCP Apps

l ERP Front End

l Customer Self-service

l SC Optimization

l CRM Apps, Common Platform

l Industry-specific Apps, Engines

l Functional App

l Customer Integration

l Real-time ATP

l Advanced Personalization

l SC Optimization

l CRM Apps, Common Platform

l Industry-specific Apps, Engines

l Functional App

l Customer Integration

l Real-time ATP

l Advanced Personalization

Incr

easi

ng

Bu

sin

ess

Val

ue

E-Business Integration

1996-1999Presence

1997-2000Interaction

1998-2003Transaction

2000-2005Transformation

Source: Gartner Group

… toward Business Transformation


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Customers

Employees

Partners/Suppliers Enterprise

Value Chain에 대한 E-Business의 영향

•Customer relationship management

•Collaboration•Enablement

•Self-Serve•e-Mail•Knowledge

Management•Integration

•Production•Logistics•Distribution•Collaboration

•Production•Collaboration•Sales•Marketing•Service

InternalProcessesInternal

Processes

Businessto

BusinessBusiness

to

Business

BusinesstoConsumer

BusinesstoConsumer

CollaborationCollaboration

BusinesstoBusiness

BusinesstoBusinessExchangesExchanges

Digital Marketing

Digital Marketing


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협업과 통합: 조직간, 기업간의 장벽 제거

ManufacturingDistributionFinancials

Human Resources

Suppliers Enterprise Customers

Supply Chain Management

Supply Chain Management

ElectronicProcurementElectronic

Procurement

StockManagement

StockManagement

IntegratedForecastingIntegrated

Forecasting

Quality Systems Management

Quality Systems Management

ElectronicCommerceElectronicCommerce

CustomerService

CustomerService

InteractiveMarketing

InteractiveMarketing

DemandMarketingDemand

Marketing

OrderManagement

OrderManagement

Businesses can now create an integrated supply chain which links the enterprise to both customers and suppliers, enabling customized bundled services to be created real time.


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기술적인 도전 과제

Ø공급자, 경쟁자, 고객 시스템들과의 통합Ø24x7 운영 체계Ø예상치 못한 신기술 출현에 대한 대응Ø front-office and back-office applications의

통합Øe-business 전략을 수용 할 수 있는 기술적인

능력Ø무선으로 Data를 주고 받을 수 있는 Bandwidth


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1990’s : ERP Systems에 의한 내부 조직간의 장벽 제거

Credit

ProductionDistributionBilling

Service Engineering

ERP


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2000’s: 인터넷과 통합을 통한 기업간의 장벽 제거

Credit

ProductionDistributionBilling

Service Engineering

ERP

ProductionBilling

Service Credit

Distribution

Engineering

ERP


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E-Supply Chain


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순차적인순차적인 Supply ChainSupply Chain 유기적으로유기적으로 결합된결합된 Supply ChainSupply Chain

Supply ChainSupply Chain에서에서 Value NetworkValue Network으로의으로의 혁신혁신

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기업간 의사소통의 장벽은 전통적으로 Supply Chain 성과 향상의 제약이 되었다그 결과, 과잉재고가 발생하고 시스템이 경직 되었다.

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•실수요 고객의 수요정보는 Supply Chain을통해 왜곡되고 지연되어 왔다.

•예측하지 못한 고객 수요에 대응하기 위해불필요한 재고를 보유해 왔다.

•여러 곳에서 Data가 중복 입력 되었다.

•고객으로부터의 신제품 요구정보는개발부서에 적시에 전달되지 못했다.

•증가하는 Outsourcing 활동들과 함께, 즉각적인 고객수요에 대한 대응을 위해서는회사 대 회사의 경쟁보다는 Supply Chain 간의경쟁이 필수적으로 일어 나게 된다. 이는기업간의 신속한 정보교환의 필요성을 증가시키고 있다.

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고객과고객과 공급자간의공급자간의 협업은협업은 Supply Chain Benefit Supply Chain Benefit 향상에향상에 크게크게 기여기여 할할 것이다것이다. . 그러나그러나 효과적인효과적인 협업을협업을 달성하기달성하기 위해서는위해서는 Supply Chain Supply Chain 상의상의 이해이해 당사자들의당사자들의자발적이고자발적이고 적극적인적극적인 참여와참여와 정보공유정보공유 능력능력, , Supply Chain Supply Chain 전체에전체에 대한대한 성과지표성과지표 설계설계 및및운영운영 과과 경제적인경제적인 이익을이익을 공유공유 할할 수수 있는있는 제도가제도가 필요하다필요하다..

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•인터넷에 의해 기업간의 협업이 가능해지고, 기업개념 확장(가상기업)의 실현이 용이 해졌다.

•확장된 기업의 개념은 공급자, 제조업체, 소매상이 모여서 최적화된 Business Process를 통해 고객과 자본주에게 가치를제공하게 된다.

•확장된 기업 모델은 각 참여 기업들간의 주요Business Process상의 거래처리를 용이하게해주는 미래 기업 모델의 실현을 가능케 한다.

•E-Business는 확장된 기업 개념의 참여기업들간의 연결에 중대한 역할을 하며, 진정한의미의 고객 중심 Business로의 발전을 가능케해준다.

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E-Business는 정보기술을 활용하여 고객에서부터 공급자에 이르기까지통합화, 효율화 그리고 의사소통 능력의 향상을 가능케 해준다.

Today

Tomorrow

What Is E-Business?

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••인터넷에인터넷에 의해서의해서 기업간의기업간의 연결을연결을 위한위한

비용이비용이 대폭대폭 절감된다절감된다..

••모든모든 규모의규모의 기업기업 이해이해 당사자들은당사자들은 이젠이젠경제적으로경제적으로 상호상호 합의된합의된 Communication Communication 표준에표준에 의해의해 정보를정보를 공유공유 할할 수수 있게있게 되었다되었다..

••고객과고객과 공급자공급자 사이의사이의 협업협업 및및 정보공유는정보공유는보다보다 우수한우수한 제품을제품을 적은적은 비용으로비용으로 빠르게빠르게

만들만들 수수 있도록있도록 해준다해준다..

••협업은협업은 서비스수준과서비스수준과 지속적인지속적인 비즈니스를비즈니스를향상향상 시킨다시킨다..

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Private Exchange

Ø Horizontal Exchange

Ø Vertical Exchange

Ø Private Exchange

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Source: Adapted from MSDW Internet Research

Time 1997 19981996 1999 2000

Suppliers

Buyers

B

B

BB

B

Information Distribution

S

EDI Networks

SSSS

B

Closed, expensive, non-scalable

B

B

BB

B

S

Website Sales

Information on-line, sales off-line

Information, configuration, and Order-taking

Buyer Solutions

SS SS

B

Catalogs, procurement workflow

B2B e-Marketplaces

SS

SS

B2BB

BB

B

Aggregation of many-to-many transactions

Time

S

B

기술발달에 따른 전자상거래의 변천

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“We don’t see any reason to have another hand in the till. Why do you want anyone to stand between you and your supplier?”

- Joe HoganVP GE Medical Systems

The “… market will be dominated by private e-markets”

- USBancorp Piper Jaffrey

Giga estimates that as many as 1,000 private exchanges will be up and running in five years

“ When you’re a high-volume guy like us, (public) exchanges don’t add any value. We are the exchange,”

- James Vanderslice,Vice Chairman, Dell

“ Why let another party get between us and our customers?”

- James BierkampTrane Co.

"We will see public marketplaces consolidate down to a few hundred, but we could see thousands, even tens of thousands of private trading networks,"

- Charles PhillipsMorgan Stanley Dean Witter“While we see much promise for

public trading exchanges, we also see a need for private exchanges in everyone’s future supply chain”

- Larry LamideAnalyst, AMR

“… our vendor partners are among our keys to success, and that exchanging information with them creates a unique synergy that allows both companies to be successful.”

- Wal-Mart

Next B2B - "private" network collaborative commerce

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Why E-Business?Survey Results


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Proc

urem

ent &

Supp

ly

E-Supply Chain

Scheduling

Manufacturing

Engineering

Sale

s &

Mar

ketin

g

Fleets

ConsumersDealers

e-Procurement

Exchanges

e-Supply Chain

Tier N

N

N

P

P

P - Production / N - Non-Production

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e-Business Opportunities

-Yields potentially largest savings viasynchronization of Supply Chains via…

• reduced inventories• reduced cycle time• improved quality

e-Supply Chain

Trade Exchange- Provides revenue from transaction fees- Increased shareholder value (IPO, etc.)

e-Procurement- Lowers transaction cost of purchase- Aggregated buy, catalogs, and auctions

Value

Eff

ort

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e-Supply Chain

e-Supply Chain is a new way for the entire organization to coordinate the entire supply base

Proc

urem

ent &

Supp

lyScheduling

Manufacturing

Engineering

Sale

s &

Mar

ketin

g

Fleets

ConsumersDealers

Tier N

N

N

P

P

P - Production / N - Non-Production

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Collaboration with design partners

SupplierCollaboration

Consumers andChannelsDesign Partners

CustomerManagement

Product LifecycleManagement

Supply ChainManagement

Inter ProcessPlanning

Strate

gicPlanning

Collaboration with Suppliers

Personalization, Valid configurations, real availability, multi-

enterprise fulfillment

Collaboration with customers

Intelligent Demand Fulfillment

Customer processes linked to intelligent

fulfillment processes

Customer-driven product design

E-Business collaboration relationship

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성공적인 구축전략


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구축 전략

Ø Integrated Solution (Oracle) vs. Best-Of-Bread Solutions (SAP)

Ø E-Business (e-Supply Chain) implementation without ERP implementation

Ø Big-Bang vs. Phased Approach

Ø Change Leadership

Ø Consulting Partners

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Deloitte Consulting Recognized as an E-Business Market MakerDeloitte Consulting Recognized as an E-Business Market Maker

E-Business ESP Magic Quadrant for Large Service Providers, North America

Source: Gartner, E-Business ESP Magic Quadrant: A Look at Large Providers November 7, 2000, authors: F. Karamouzis and L. Scardino

Ability to Execute

Completeness of Vision

Evolving Visionaries

Challengers Market Makers

IBM

EDSCSC

AMS

Unisys

CGE&Y

PwCKPMG

DC

AC

As of 10/00

DC = Deloitte Consulting

q In a 2000 Gartner research report, Deloitte Consulting was categorized as a “Market Maker” for its ability to execute and completeness of vision as an e-business consultant

q “Market Maker” is the highest designation in the report and was based largely on extensive reference checking and client interviews

q Gartner defines “Market Maker”as external service providers that “demonstrated leadership through their positioning with new and existing client bases. They have made tangible and substantiated investments in their strategy and have penetrated new markets. The providers in the Market Maker segment have embarked on many innovative relationships that extend their reach beyond the traditional consulting role.”

Disclaimer: The Magic Quadrant is copyrighted November 2000 by Gartner Group, Inc. and is reused with permission. Gartner’s permission to print its Magic Quadrant should not be deemed to be an endorsement of any company or product depicted in the quadrant. The Magic Quadrant is Gartner’s opinion and is an analytical representation of a marketplace at and for a specific time period. It measures vendors against Gartner-defined criteria for a marketplace. The positioning of vendors within a Magic Quadrant is based on the complex interplay of many factors. Well-informed vendor selection decisions should rely on more than a Magic Quadrant. Gartner Research is intended to be one of many information sources and the reader should not rely solely on the Magic Quadrant for decision-making. Gartner expressly disclaims all warranties, express or implied of fitness of this research for a particular purpose.

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Deloitte Consulting Listed as an IT Strategy, Planning and Architecture Leader

IT Strategy, Planning and Architecture Magic Quadrant (Large Service Providers, North America) q In a 2001 Gartner research report, Deloitte

Consulting was categorized as an IT Strategy, Planning and Architecture “Leader.”

q “Leaders are performing well today, have a clear vision of market direction and are actively building competencies to sustain their leadership position in the market…Gartner's Magic Quadrant process involves primary research with direct client references supplied by each service provider as well as the service provider's representation of its organization. The analysis involves a weighting of both sources of information with a heavy emphasis on direct feedback from clients.”

q Gartner defines “Leaders” as “those that have made significant strides in developing reusable frameworks, adaptive architectural points of view and solution sets to address consistent requirements across their client base.”

Abilityto

Execute

Completeness of Vision

Niche Visionaries

Challengers Leaders

AMS

CGE&YPwC

KPMG

DC

Accenture

Unisys

CSCIBM

As of 01/01

DC = Deloitte Consulting

Source: Gartner, IT Strategy, Planning and Architecture Magic Quadrant January 4, 2001, author: L. Scardino.

Disclaimer: The Magic Quadrant is copyrighted January 2001 by Gartner Group, Inc. and is reused with permission. Gartner’s permission to print its Magic Quadrant should not be deemed to be an endorsement of any company or product depicted in the quadrant. The Magic Quadrant is Gartner’s opinion and is an analytical representation of a marketplace at and for a specific time period. It measures vendors against Gartner-defined criteria for a marketplace. The positioning of vendors within a Magic Quadrant is based on the complex interplay of many factors. Well-informed vendor selection decisions should rely on more than a Magic Quadrant. Gartner Research is intended to be one of many information sources and the reader should not rely solely on the Magic Quadrant for decision-making. Gartner expressly disclaims all warranties, express or implied of fitness of this research for a particular purpose.

Documents

E-Business Supply Chain - Oracle Software Downloads | …download.oracle.com/global/kr/seminar/2001/scm.pdf · · 2004-02-17lCRM Apps, Common Platform lIndustry-specific Apps, Engines