Management
Challenges
Business
Applications
Module
III
Development
Processes
Information
Technologies
Foundation
Concepts
Chapter 6
Ap p l i c a t i o n s i n B u s i n e s s a n d M a n a g e m e n t
E n t e r p ri s e e - B u s i n e s s S y s t e m s
Chapter Highlights
Learni ng Object ive s
Section I
Customer-Relationship Management:
The Business Focus
After reading and studying this chapter, you should be
able to:
Introduction
Real World Case: Canada Post, Foster Parents Plan, and
Ernex Marketing Technologies, Inc.: CRM Implementation
What Is CRM?
The Three Phases of CRM
Benefits and Challenges of CRM
Trends in CRM
Section II
Enterprise Resource Planning:
The Business Backbone
Introduction
Real World Case: Indigo Books & Music Inc.: Selecting
and Implementing an ERP System
What Is ERP?
Benefits and Challenges of ERP
Trends in ERP
Section III
Supply Chain Management:
The Business Network
Introduction
Real World Case: Wal-Mart and Mattel: Supply Chain
Management Best Practices
What Is SCM?
The Role of SCM
Benefits and Challenges of SCM
Trends in SCM
Real World Case: Call Centres: CRM Challenges
Identify and give examples to illustrate the following
aspects of customer-relationship management, enterprise resource management, and supply chain management systems:
a. Business processes supported.
b. Customer and business value provided.
c. Potential challenges and trends.
174
● Module III / Business Applications
Section I
Introduction
Customer-Relat ionsh ip Ma nagement:
The Busi ne ss Focus
Today, customers are in charge. It is easier than ever for customers to comparison shop
and, with a click of the mouse, to switch companies. As a result, customer relationships
have become a company’s most valued asset. These relationships are worth more than
the company’s products, stores, factories, Web addresses, and even employees. Every
company’s strategy should address how to find and retain the most profitable customers
possible [9].
The primary business value of customer relationships today is indisputable. That’s
why we emphasized in Chapter 2 that becoming a customer-focused business was
one of the top business strategies that can be supported by information technology.
Thus, many companies are implementing customer-relationship management
(CRM) business initiatives and information systems as part of a customer-focused or
customer-centric strategy to improve their chances for success in today’s competitive
business environment. In this section, we will explore basic CRM concepts and technologies, as well as examples of the benefits and challenges faced by companies that
have implemented CRM systems as part of their customer-focused business strategy.
Let’s start with a real world example.
Analyzing Canada
Post, Foster Parents
Plan, and Ernex
Marketing
Technologies
Multicultural
Aspects of CRM
Read the Real World Case on Canada Post, Foster Parents Plan, and Ernex Marketing Technologies on the next page. We can learn a lot from these organizations’
realization that implementing a CRM solution is tough going—requiring serious
commitment and major organizational change. However, for companies willing to
make that investment, the results are paying off.
Canada has two official languages in which CRM must be conducted, and even
in the United States, statistics show a growing cultural diversity. According to the
U.S. Census Bureau, there are more than 2.4 million Chinese-speakers in
the United States, and four out of five of them prefer to speak Chinese at home.
The number of Korean and Vietnamese speakers is also on the rise.
David Graddol, president of The English Company (UK) Ltd. consultancy in
Milton Keynes, England, has spent years studying the ways in which languages
spread. He says many companies pin all of their hopes on English, creating a culture of isolation that ignores the real problems of managing multilingualism.
Barry McGoldrick of electronics component manufacturer Molex Inc. is
familiar with the challenges. Molex is headquartered in Chicago and has offices
in Toronto, but it is organized into four regions: the Americas, Europe, Far East
North (Japan and Korea), and Far East South, which is the rest of Asia. The
company began a CRM strategy several years ago using an SAP solution to assist
with procurement, customer care, logistics, and marketing fulfilment. Although
Molex has workers scattered around the globe, McGoldrick says the tools for
tracking sales opportunities are offered in only two languages: Japanese and
English. The lack of translation capabilities limits the extent to which Molex
employees globally can share information: “If you’ve got a guy in Japan and he’s
entering a [sales] opportunity and he’s entering the text all in Japanese, it’s not
much use to anyone outside of Japan.”
Gary Moore, vice-president of global business development for mySAP CRM
at SAP AG, says its software supports several languages, and more will likely
follow. “It’s just a question of managing the workload and the cycle with the
resources that you have,” he says [22].
Re a l W o r l d C a s e 1
Ca nada Post, Foster Parents Pla n, a nd Ernex
Market i ng Technologie s:
CRM Implementat ion
A
major thrust of Canada Post in its CRM initiative
has been to make it easier for customers to do
business. Since 1999, Canada Post has reportedly
spent $280 million on “business transformation,” addressing
people, processes, and technology. “It wasn’t a systems implementation, it was a business transformation,” says Cal
Hart, vice-president of product management and business
transformation for Canada Post, based in Toronto. “We have
a better view of the relationship between the customer and
Canada Post.” That includes offering differentiated service
to different customers. “I always want my mom treated well
when she calls Canada Post, but I don’t think she needs to be
treated as well as a customer who spends $100,000 per year.”
Before the project began, Canada Post spent a lot of time
studying CRM at other organizations, says Hart. But even
then, the organization wasn’t fully prepared. “We spent a ton
of time studying other companies.” Specifically, “we needed
to be more sensitive to the amount of change we’re bringing
to customers and staff.” There were challenges involved in
getting customers to adopt new processes, especially if new
benefits weren’t immediately obvious to them. A change
“needs to add value for customers. Saying ‘make all these
changes and we’ll give you a correct bill’ isn’t enough,” says
Hart. “Why is this of benefit to them?”
Canada Post rolled out employee training centres across
the country. “Training is critical,” Hart affirms. Still, staff
wanted to cling to the old ways, but overall, “the front-line
employees embraced this better than we expected. We were
giving them an integrated tool to do their jobs.” Executive
support is mandatory, and it has to be ongoing, says Hart.
That’s why executives at Canada Post meet each Monday
afternoon to review the business transformation.
Hart’s advice to other companies looking at CRM is to
keep the technology “as standard as possible.” Canada Post’s
implementation is based on SAP technology. “It’s all from
SAP or SAP-certified partners, except one piece,” says Hart,
“and that one piece has caused me more grief than the whole
of the implementation. The value will show itself when it
comes time for upgrades.”
Jerry Garcia, global partner for customer interaction at
consulting firm Accenture in Toronto, agrees standardization is critical. A heavily customized implementation will be
difficult to upgrade, he says: “Later on, you’ll pay for it in
maintenance and upgrades.”
When it comes to CRM, “don’t rush into it,” advises
Gerry Wong, CIO at Foster Parents Plan in Toronto. His
organization uses Cognos technology to manage its donor
data. “It helps us define our customers, and how loyal they are,”
says Wong. CRM should “facilitate and create relationships,”
he says. Canadians currently sponsor 115,000 children through
Foster Parents Plan in countries from Tanzania to Bangladesh
to Brazil with monthly donations, as well as gifts and letters.
The operational complexity of the task is significant. Wong
says it’s important to profile customers and to understand their
various points of interaction, whether that’s via mail, phone,
fax, e-mail, or the Web. Foster Parents Plan is working on
integrating all of those systems, as well as its finance and
payment systems. That will be particularly important as the
organization plans to roll out a “self-service” area on its Web
site, he says.
Ernex Marketing Technologies Inc. in Burnaby, British
Columbia, provides real-time marketing solutions for clients
that include Eddie Bauer, Nike, and Radio Shack. “Ernex
helps identify who customers are, and communicates back in
meaningful, targeted ways,” says Malcolm Fowler, executive
vice-president of product marketing. The challenge is
particularly difficult for retailers, he says, compared to other
organizations (such as banks, for instance) that begin their
relationships knowing critical information about their
clients. However, for retailers, the first interaction is generally
at the cash register. “Retailers at the outset don’t know who
their customer is,” says Fowler.
In many cases, loyalty programs can become a CRM
tool, he says. Over time, retailers can capture and understand
buying history and patterns to better market to specific customers. Ernex uses Cognos tools to analyze data. “We enable
programs in real time at the point of sale,” says Fowler,
explaining that retailers can immediately offer service or
promotions when ringing through a purchase, based on an
understanding of a specific client’s history. And while every
customer should be treated well, he says, it doesn’t make
sense to suggest that “the effort an organization should take
with best customer or worst customer should be the same.
That’s the promise of CRM—to be able to react differently
depending on what a customer is spending with the company—
all customers are not equal to the organization.”
His recommendations for adoption of CRM are as follows:
• Establish the program around the core of the
business, core values and beliefs.
• Rally management and organizational support in the
store and behind the scenes.
• Keep it fresh. Tailor the message to individual
customers. Test and conduct research to better
understand your customers.
• Keep it simple. “Complexity is not an asset to loyalty
programs. If you can’t explain in 30 seconds to your
staff how the program works so they get it, your
customers don’t have a hope,” says Fowler.
• Implement a strong point-of-sale strategy. The greatest
interaction with retail clients is when they’re making
purchases, so create a strategy around the point of sale.
• Be upfront with a corporate privacy policy, so
customers understand how you will use the
information they provide.
According to Accenture’s Garcia, there’s often a “big gap”
between corporations’ expectations for return on investment
and what actually occurs. Executives must look beyond
CRM as a technology investment, “as a way to completely
transform business processes. CRM may not reap the financial
rewards at the pace you expect, but if implemented correctly
it will provide business stability and a customer-centric
perspective.” Of note, an Accenture survey reported that
91% of executives said “a greater focus on customer service
and building customer loyalty is critically important, not
only in weathering the economic downturn, but also in
strategically positioning their business for its eventual
upswing.” Garcia outlines some recommendations for a
successful implementation:
• Define the business problem first, then look for the
solution. Don’t put the proverbial cart before the
horse. CRM doesn’t solve everything.
• Understand that CRM is not a tool: It is a new
way of doing business. Expect an overall corporate
change, including training and culture. Many companies
implement technology, “but don’t change the company
to align to the new CRM thinking,” he says. “There’s
a lack of real focus on alignment.”
• Start from the top down—your CRM project needs to
be driven by corporate executives. Don’t leave it up to
IT alone. Offer incentives to all staff to get involved.
“Companies often expect people to change their behaviour,
but they fail to change the compensation or rewards,” notes
Garcia. “The result is the same behaviour as before.”
Case Study Questions
1. Hart’s advice for implementation of CRM is to keep
the technology standard. Do you agree with this
advice? Why or why not?
2. Why do you think participation of senior executives
in the implementation of CRM should be mandatory?
3. What are the pros and cons of CRM system implementation in any organization?
Source: Adapted from Grace Casselman, “CRM Implementation
at Canada Post, Foster Parents Plan, and Ernex Marketing Technologies Inc.,” Computing Canada, January 17, 2003, vol. 29, no. 1.
Chapter 6 / Enterprise e-Business Systems ● 177
What Is CRM?
Managing the full range of the customer relationship involves two related objectives:
one, to provide the organization and all of its customer-facing employees with a single,
complete view of every customer at every touch point and across all channels; and, two,
to provide the customer with a single, complete view of the company and its extended
channels [26].
That’s why companies are turning to customer-relationship management to help them
become customer-focused businesses. CRM uses information technology to create a
cross-functional enterprise system that integrates and automates many of the customerserving processes in sales, marketing, and customer services that interact with a
company’s customers. CRM systems also create an IT framework of Web-enabled
software and databases that integrates these processes with the rest of a company’s
business operations. CRM systems include a family of software modules that provides
the tools that enable a business and its employees to provide fast, convenient,
dependable, and consistent service to its customers. Siebel Systems, Oracle, PeopleSoft, SAP AG, and E.piphany are some of the leading vendors of CRM software.
Figure 6.1 illustrates some of the major application components of a CRM system.
Let’s take a look at each of them.
Contact and Account
Management
CRM software helps sales, marketing, and service professionals capture and track
relevant data about every past and planned contact with prospects and customers, as
well as other business and life cycle events of customers. Information is captured
from all customer touchpoints, such as telephone, fax, e-mail, the company’s Web
site, retail stores, kiosks, and personal contact. CRM systems store the data in a common customer database that integrates all customer account information and makes
it available throughout the company via Internet, intranet, or other network links
for sales, marketing, service, and other CRM applications.
Sales
A CRM system provides sales reps with the software tools and company data sources
they need to support and manage their sales activities and optimize cross-selling and
up-selling. Examples include sales prospect and product information, product configuration, and sales quote generation capabilities. CRM also gives them real-time
access to a single common view of the customer, enabling them to check on all
F i g u re 6 . 1
The major application
components of a customerrelationship management
system.
Marketing and
Fulfilment
Sales
• Cross-sell
• Up-sell
e-Mail
Fax
Customer
Service and
Support
Prospect or
Customer
Telephone
Contact and
Account
Management
Web
Retention
and Loyalty
Programs
Source: Adapted from Ravi Kalakota and Marcia Robinson, E-Business 2.0: Roadmap for Success
(Reading, MA: Addison-Wesley, 2001), p. 180. © 2001 Addison-Wesley Publishing Company,
Inc. Reprinted by permission of Addison-Wesley Longman, Inc.
178
● Module III / Business Applications
aspects of a customer’s account status and history before scheduling their sales calls.
For example, a CRM system would alert a bank sales rep to call customers who make
large deposits to sell them premier credit or investment services. Or it would alert
a salesperson of unresolved service, delivery, or payment problems that could be
resolved through a personal contact with a customer.
Marketing and
Fulfilment
CRM systems help marketing professionals accomplish direct marketing campaigns
by automating such tasks as qualifying leads for targeted marketing and scheduling
and tracking direct marketing mailings. Then the CRM software helps marketing
professionals capture and manage prospect and customer response data in the CRM
database and analyze the customer and business value of a company’s direct marketing
campaigns. CRM also assists in the fulfilment of prospect and customer responses
and requests by quickly scheduling sales contacts and providing appropriate information on products and services to them, while capturing relevant information for
the CRM database.
Customer Service
and Support
A CRM system provides service reps with software tools and real-time access to the
common customer database shared by sales and marketing professionals. CRM helps
customer-service managers create, assign, and manage requests for service by customers. Call centre software routes calls to customer-support agents based on their
skills and authority to handle specific kinds of service requests. Help desk software
assists customer-service reps in helping customers who are having problems with a
product or service, by providing relevant service data and suggestions for resolving
problems. Web-based self-service enables customers to easily access personalized
support information at the company Web site, while giving them an option to receive
further assistance online or by phone from customer-service personnel.
Retention and
Loyalty Programs
• It costs six times more to sell to a new customer than to sell to an existing one.
• A typical dissatisfied customer will tell eight to ten people about his or her
experience.
• A company can boost its profits 85% by increasing its annual customer
retention by only 5%.
• The odds of selling a product to a new customer are 15%, whereas the odds
of selling a product to an existing customer are 50%.
• Seventy percent of complaining customers will do business with the company
again if it quickly takes care of a service snafu [9].
That’s why enhancing and optimizing customer retention and loyalty is a major
business strategy and primary objective of customer-relationship management. CRM
systems try to help a company identify, reward, and market to its most loyal and
profitable customers. CRM analytical software includes data mining tools and other
analytical marketing software, while CRM databases may consist of a customer data
warehouse and CRM data marts. These tools are used to identify profitable and loyal
customers and direct and evaluate a company’s targeted marketing and relationship
marketing programs toward them. Figure 6.2 is an example of part of a proposed
Web-based report format for evaluating Charles Schwab & Co.’s customer retention
performance.
Telstra
Corporation:
The Business
Value of CRM
Australia’s Telstra Corporation provides fixed, wireless, and e-commerce services
to a customer base in 19 countries. In addition, Telstra offers voice, data, Internet,
multimedia, managed communications services, and customer-contact centre solutions globally through its strategic alliances and partnerships. The Melbourne
company is Australia’s largest communications carrier and the clear market leader.
Chapter 6 / Enterprise e-Business Systems ● 179
F i g u re 6 . 2
Customer
Retention
A proposed report format for evaluating the customer-retention performance of
Charles Schwab & Co.
Navigation
Performance
Operations
Environment
Customer-retention
rate
Retention rate by
customer cohort
Percentage of customers
who are active Web users
Competitors’ offers
Household-retention
rate
Retention rate by
customer segment
Percentage of customers
who interact via e-mail
Comparative retention
Average customer
tenure
Customer loyalty
rating
Decline in customer activity
Comparative customer
tenure
Customer satisfaction
by:
• Task
• Touchpoint
• Channel partner
Elapsed time for commonly
performed tasks
Customer
Satisfaction by
Experience customer segment
Satisfaction by
cohort
Satisfaction by
customer scenario
End-to-end performance by scenario
Customer satisfaction
with quality of
information provided
Customer
Spending
Propensity to defect
Accuracy of Web search
results
Percentage of trades
executed with price
improvement
Comparative satisfaction:
Competitors:
• Other online brokers
• Other financial service
firms
• All products and
services
Percentage of e-mails
answered accurately
in one hour
Average revenue per
customer
Revenues per customer Daily log-ins at market
opening
segment
Average profitability
per customer
Profits per customer
segment
Growth in customer
assets
Growth in customer
assets per segment
Customer lifetime
value
Share of portfolio
Revenue trades per day
Total brokerage assets
Growth in brokerage
assets
Percentage increase in
customer assets
Cost to serve by
touchpoint
Source: Adapted from Patricia Seybold, The Customer Revolution (New York: Crown Business, 2001), p. 225.
To succeed in transforming its relationship with its customers, Telstra determined that it needed a CRM solution that would provide both its customer-facing
employees and channel partners a single view of each customer relationship.
The solution would also require the integration of more than 20 core legacy
billing and operations databases across all of its product lines. After exploring
several options, Telstra chose a variety of Siebel Systems products to provide its
e-business solution.
For its initial deployment, Telstra rolled out a Siebel Call Center to more than
250 telesales representatives and 150 telephone account managers in its outbound
call centres, which are geographically dispersed throughout Australia. “This was
where we could most quickly impact our business,” explains Ross Riddoch, general
manager of retail technology products. “We rolled out account, contact, and
opportunity management modules.” This Siebel CRM product was deployed in
approximately three months, on time and on budget.
User acceptance and business benefits quickly followed. “Users found the
Siebel Call Center’s Web-based interface to be extremely intuitive and easy to
use,” says Riddoch. “This enabled us to reduce our training time and get our
users up to speed in record time. Within four months of employing Siebel Call
Center, our account management team doubled its weekly revenue, and we
achieved a three-fold gain in employee productivity” [26].
180
● Module III / Business Applications
The Three
Phases of CRM
Figure 6.3 illustrates another way to think about the customer and business value
and components of customer-relationship management. We can view CRM as
an integrated system of Web-enabled software tools and databases accomplishing a
variety of customer-focused business processes that support the three phases of the
relationship between a business and its customers [9].
• Acquire. A business relies on CRM software tools and databases to help it
acquire new customers by doing a superior job of contact management, sales
prospecting, selling, direct marketing, and fulfilment. The goal of these CRM
functions is to help customers perceive the value of a superior product offered
by an outstanding company.
• Enhance. Web-enabled CRM account management and customer-service
and -support tools help keep customers happy by supporting superior service
from a responsive networked team of sales and service specialists and business
partners. And CRM sales force automation and direct marketing and fulfilment
tools help companies cross-sell and up-sell to their customers, thus increasing
their profitability to the business. The value perceived by customers is the
convenience of one-stop shopping at attractive prices.
• Retain. CRM analytical software and databases help a company proactively
identify and reward its most loyal and profitable customers, to retain and expand
its business via targeted marketing and relationship marketing programs.
The value perceived by customers is of a rewarding personalized business
relationship with “their” company.
Benefits and
Challenges
of CRM
The potential business benefits of customer-relationship management are many.
For example, CRM allows a business to identify and target its best customers—those
who are the most profitable to the business—so they can be retained as lifelong
customers for greater and more profitable services. It makes possible real-time customization and personalization of products and services based on customer wants,
needs, buying habits, and life cycles. CRM can also keep track of when a customer
contacts the company, regardless of the contact point. And CRM systems can enable
F i g u re 6 . 3
How CRM supports the
three phases of the relationship between a business and
its customers.
Customer
Life Cycle
CRM
Functional
Solutions
Acquire
Enhance
Direct Marketing
Retain
Cross-Sell and Up-Sell
Sales Force Automation
Proactive Service
Customer Support
The Internet
Shared
Customer Data
CRM
Integrated
Solution
Partner
Collaborative
Service
Company
Customer
Source: Adapted from Ravi Kalakota and Marcia Robinson, E-Business 2.0: Roadmap for
Success (Reading, MA: Addison-Wesley, 2001), p. 179, © 2001 Addison-Wesley Publishing
Company, Inc., reprinted by permission of Addison-Wesley Longman Inc.; and Craig
Fellentstein and Ron Wood, Exploring E-commerce, Global E-business, and E-societies
(Upper Saddle River, NJ: Prentice-Hall, 2000), p. 192.
Chapter 6 / Enterprise e-Business Systems ● 181
a company to provide a consistent customer experience and superior service and
support across all of the contact points a customer chooses. All of these benefits
would provide strategic business value to a company and major customer value to
its customers [6, 7, 8].
Boise Cascade:
Success in
Customer Service
CRM Failures
Boise Cascade Office Products (BCOP) is a $4-billion subsidiary of paper giant
Boise Cascade and a purveyor to large and midsized businesses of everything from
paper to paper clips to office furniture. A few years ago, the company had its
“eureka” moment. “Here we had tons of data on our customers and were doing
nothing with it,” says senior vice-president of marketing Dave Goudge, the leader
of BCOP’s customer data initiative. “We could distinguish ourselves in an increasingly competitive industry by collecting that data in one place, organizing it, and
then using it to create great customer service.”
Easier said than done. For starters, BCOP’s customer information was buried
in dozens of separate databases that couldn’t speak to one another. Liberating that
data and installing a new customer-relationship management system without disrupting BCOP’s ongoing business would be challenge enough. But the organizational hurdles were higher still. For BCOP to make full use of its data, service
representatives would have to learn to sell, territorial sales reps would have to
share data on their clients, and once-autonomous brands within BCOP would
have to be consolidated.
Still, phase one of the initiative dubbed One Boise went into effect on April 1,
2001, on time and within 1% of the $20 million the firm had budgeted—and life
began to get dramatically easier for BCOP clients. Now when you call to place an
order (or log on—about 18% of sales come via the Web), you key up an identifying number and are soon greeted by name by a rep whose screen shows all of
your most recent BCOP interactions. Based on your past dealings with the company, your call might get special routing—to a specialist in a particular kind of
merchandise, say, or to a Spanish-speaking rep—all before the rep even picks up
the phone.
Lost on the Web site? Click “Need Assistance?” and a pop-up screen asks
whether you would like help by instant message or by phone. Choose the former
and a rep will be on your screen immediately. Choose the latter and the phone
will ring within 30 seconds. “BCOP has taken much of the aggravation out of
ordering supplies,” says Bob Powell, purchasing manager at Citizens Banking
Corp., an $8-billion midwestern U.S. bank [23].
The business benefits of customer-relationship management are not guaranteed and,
instead, have proven elusive at many companies. Surveys by industry research groups
include a report that over 50% of CRM projects did not produce the results that
were promised. In another research report, 20% of businesses surveyed reported
that CRM implementations had actually damaged long-standing customer relationships. And in a survey of senior management satisfaction with 25 management tools,
CRM ranked near the bottom in user satisfaction, even though 72% expected to
have CRM systems implemented shortly [19].
What is the reason for such a high rate of failure or dissatisfaction with CRM
initiatives? Research shows that the major reason is a familiar one: lack of understanding and preparation. That is, business managers rely too often on a major new
application of information technology (like CRM) to solve a business problem,
without first developing the business process changes and change management
programs that are required. For example, in many cases, failed CRM projects
were implemented without the participation of the business stakeholders involved.
182
● Module III / Business Applications
Therefore, employees and customers were not prepared for the new processes or
challenges that were part of the new CRM implementation. We will discuss the topic
of failures in information technology management, system implementation, and
change management further in Chapters 9 and 12.
Gevity HR and
Monster.com:
Failures in CRM
Implementation
No amount of high-level cooperation will protect a CRM project from rank-andfile employees who hate it. Lisa Harris, CIO at HR-services firm Gevity HR based
in Bradenton, Florida, faced rebellion from the staff when she installed Oracle
CRM software that helped solve some customers’ problems online—without the
help of a live operator. Call centre employees felt that the software threatened
their jobs, so they quietly discouraged customers from using it. “Our operators
would say, ‘Wouldn’t you rather call us? I’ll take care of everything you need,’”
Harris says. She stuck with the online CRM, but also belatedly began talking to
employees about the software. She changed their work routines to include more
customer hand-holding and less data entry, which was increasingly done online.
CRM software is complex to install because it often touches many different
legacy systems. Harris says she spent millions of dollars integrating a CRM application in 1997 for a previous employer. But when the project was finished, it took
operators too long to get data on-screen. The company had bogged down the
performance of the new CRM implementation by trying to integrate too many
complex business systems. The project ended up a total failure, she says [2].
And when Monster.com rolled out a CRM program in 1998, it was sure it had
a new moneymaking strategy on its hands. The Massachusetts-based job listings
company had invested over $1 million in customized software and integrated all
of its computer systems in an attempt to boost the efficiency of its sales force.
These CRM applications had been specially developed to allow Monster.com’s
sales representatives instant access to data for prospective customers.
However, the new system proved to be frighteningly slow—so slow, in fact,
that salespeople in the field found themselves unable to download customer information from the company’s databases onto their laptops. Every time they tried,
their machines froze. Eventually, Monster.com was forced to rebuild the entire
system. It lost millions of dollars along the way, not to mention the goodwill of
both customers and employees [19].
Trends in CRM
Increasingly, enterprises must create tighter collaborative linkages with partners,
suppliers, and customers, squeezing out time and costs while enhancing the customer
experience and the total value proposition [21].
Figure 6.4 outlines four types or categories of CRM that are being implemented by
many companies today and summarizes their benefits to a business. These categories
may also be viewed as stages or trends in how many companies implement CRM
applications, and also outlines some of the capabilities of CRM software products.
Most businesses start out with operational CRM systems, such as sales force automation
and customer-service centres. Then analytical CRM applications are implemented
using several analytical marketing tools, such as data mining, to extract vital data
about customers and prospects for targeted marketing campaigns.
Increasingly, businesses are moving to collaborative CRM systems, to involve
business partners as well as customers in collaborative customer services. This
includes systems for customer self-service and feedback, as well as partner-relationship
management (PRM) systems. PRM applications apply many of the same tools used in
CRM systems to enhance collaboration between a company and its business partners,
such as distributors and dealers, to better coordinate and optimize sales and service
Chapter 6 / Enterprise e-Business Systems ● 183
F i g u re 6 . 4
Many companies are implementing CRM systems with some or all of these capabilities.
Types of CRM
Operational CRM
Business Value
• Supports customer interaction with greater convenience through a variety of channels,
including phone, fax, e-mail, chat, and mobile devices
Analytical CRM
• Synchronizes customer interactions consistently across all channels
• Makes your company easier to do business with
• Extracts in-depth customer history, preferences, and profitability information from your
data warehouse and other databases
• Allows you to analyze, predict, and derive customer value and behaviour and forecast demand
• Lets you approach your customers with relevant information and offers that are tailored to
their needs
Collaborative CRM
• Enables easy collaboration with customers, suppliers, and partners
• Improves efficiency and integration throughout the supply chain
• Allows greater responsiveness to customer needs through sourcing of products and
services outside of your enterprise
Portal-based CRM
• Provides all users with the tools and information that fit their individual roles and preferences
• Empowers all employees to respond to customer demands more quickly and become truly
customer-focused
• Provides the capability to instantly access, link, and use all internal and external customer
information
Source: Adapted from mySAP Customer Relationship Management, mySAP.com, 2001, p. 7; and Brian Caulfield, “Toward a More Perfect
(and Realistic) E-Business,” Business 2.0, January 2002, p. 80.
to customers across all marketing channels. Finally, many businesses are building
Internet, intranet, and extranet Web-based CRM portals as a common gateway for
various levels of access to all customer information, as well as operational, analytical,
and collaborative CRM tools for customers, employees, and business partners [3, 9].
Let’s look at a real world example.
Telstra
Corporation:
Expanding the
Scope of CRM
The success of Telstra’s initial implementation of a CRM system led the company
to expand its CRM deployment to target four work streams: sales and account
management, commissions, order fulfilment, and marketing. Based on this strategy,
Telstra is now managing seven concurrent projects and rolling out e-business applications to the majority of its field sales, call centre, telesales, and business partners.
Within its marketing organization, for example, Telstra has deployed Siebel
Marketing and Siebel eAnalytics applications to more than 80 marketing professionals. These CRM applications enable Telstra’s marketing managers to perform
customer segmentation analysis using customer information from across all touchpoints and create targeted campaigns that effectively reach its customers through
call centres, direct mail, and e-mail. They also help Telstra manage, analyze, and
track channel and marketing effectiveness through real-time reporting, enabling
the company to continually refine its marketing efforts across all channels.
To better integrate partners into its channel system, Telstra also is deploying
Siebel eChannel—a Web-based partner-relationship management portal for communication of customer and sales data between Telstra and its many business
partners. By integrating its channel partners into its CRM system, Telstra wants to
ensure that it maintains a seamless view of the customer across all points of interaction between customers, partners, and Telstra customer-facing professionals [25].
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Section II
Introduction
Enterprise Re source Pla nni ng:
The Busi ne ss Backbone
What do Microsoft, Coca-Cola, Cisco, Eli Lilly, Alcoa, and Nokia have in common?
Unlike most businesses, which operate on 25-year-old back-office systems, these market
leaders reengineered their businesses to run at breakneck speed by implementing a
transactional backbone called enterprise resource planning (ERP). These companies
credit their ERP systems with having helped them reduce inventories, shorten cycle
times, lower costs, and improve overall operations [9].
Businesses of all kinds have now implemented enterprise resource planning (ERP)
systems. ERP serves as a cross-functional enterprise backbone that integrates and
automates many internal business processes and information systems within the manufacturing, logistics, distribution, accounting, finance, and human resources functions
of a company. Large companies throughout the world began installing ERP systems
in the 1990s as a conceptual framework and catalyst for re-engineering their business
processes. ERP also served as the vital software engine needed to integrate and
accomplish the cross-functional processes that resulted. Now, ERP is recognized as
a necessary ingredient that many companies need in order to gain the efficiency, agility,
and responsiveness required to succeed in today’s dynamic business environment.
Analyzing Indigo
Books & Music Inc.
Adonix and
Tangerine: French
Firm Sees Canadian
ERP Opportunity
with SMBs
Read the Real World Case on Indigo Books & Music Inc. on the next page. We can
learn a lot about issues that should be considered in selecting and implementing an
ERP system.
Indigo Books & Music Inc. selected mySAP Retail as its IT platform for all retail
operations. The system helps the national retailer perform inventory and category
management, supply chain management, and customer-relationship management
across its entire operation, including its 89 superstores, its 188 mall stores, and its
online division.
Montréal-based software reseller Tangerine (www.tangerinesoftware.com) has
entered into an agreement with France developer Adonix (www.adonix.com) and
will be marketing the 25-year-old company’s ERP solution, X3, on the Canadian
market. The software is directed at the small and medium business [SMB] space,
says Adonix North America CEO Alexandre Attal.
The small and medium business market makes up 99.8% of all businesses in
Canada, 29% of the IT market, and over $12 billion in IT spending, according
to IDC Canada research. ERP solutions have begun attracting the attention of
these businesses for many reasons. Some, like large enterprises, want the software
to aid increasing productivity without having to increase headcount. But SMBs
are more importantly looking for a system able to sustain future growth, so that
future growth can be supported through their IT structure—in this case, an ERP
product that runs their business processes.
“That’s very important, especially for the small guys getting out there,” says
Greg Brown, president of Adonix. “Everyone is very ambitious, always, but there
are businesses out there that have a business model that must see them grow by
a certain percentage year by year. They’re looking for a system they don’t have
to change, a long term [investment] that will aid their growth” [20].
Re a l W o r l d C a s e 2
Indigo Books & Music In c.:
Select i ng a nd Implement i ng a n ERP System
D
oug Caldwell, Indigo Books & Music Inc.’s chief
technology officer, says one of the primary drivers
for standardizing on SAP was the acquisition of
Chapters, finalized in early 2001, which included box stores
bearing the Chapters name, its Pegasus distribution business,
the World’s Biggest Bookstore in Toronto, and SmithBooks
and Coles outlets. Essentially, the business was sliced up into
four divisions with their own cultures and systems. “As we
brought the whole company together, the main focus of
2001 was ‘let’s just get it onto common systems.’”
When it came to the retail locations at the time of the
merger, says Caldwell, it made sense to defer to the 300-some
Chapters stores rather than the 15 Indigo locations for the
purposes of scalability. We implemented a Retek merchandising system back in 1996. “The version of Retek we have
was very customized, to the extent that about 60% of the
code was customized, and they have evolved that product
quite a bit since then,” explains Caldwell. Currently, Indigo
uses Oracle Financials for its reporting capabilities
Indigo made a decision at the executive level in November
2001 that selecting a new IT platform would be a strategic
initiative for 2002, says Caldwell. “Are we going to fix what we
already have, upgrade, or replace?” The first step was to map
how the organization functioned. “Out of that we identified
a lot of what we called negative variances,” says Caldwell,
“things that were broken. That gave us a list of requirements
that we needed to go to the market with.” By February of the
next year, Indigo had a laundry list of what it liked and what
it didn’t like. At that point in time, he says, Indigo hired Cap
Gemini Ernst & Young to aid in the selection process.
One of the challenges particular to the book industry,
notes Caldwell, is that in the larger stores, there are about
100,000 titles to be managed at any given point, and about
25,000 titles in the smaller stores. “When you look at that
across 300 stores, the number of individual store/book combinations you’re managing is in the tens of millions.” Add
the characteristics of each item—availability, demand, and
seasonal variance, for example—and “it’s just a huge amount
of data to try to manage.” The existing Retek system looks at
a one-metre linear section of fiction the same way everywhere, whether it’s at a large Indigo store in downtown
Toronto or a small Coles location on the east coast. “If I’m in
Moncton, I probably want to have [less] fiction than history,”
Caldwell says. “I want to bring in some of the local history.”
But Retek just looks at it as one metre of books—the system
doesn’t care what it is. “The tool was really outdated for the
ways we wanted to merchandise the stores.”
Hence, category management is one of the top functionalities Indigo hopes to pull out of its mySAP deployment, as
well as to improve its supply chain to better forecast what
titles the bookseller needs. “We’d love to be able to share
that with the publishers, to enable them to have better
forecasts in terms of their production runs.” When Indigo
decided to go to market for a solution, Caldwell says, it had
to decide whether it would select one solution to meet all of
its needs or go with a best-of-breed approach. “The challenge we’re faced with right now is the number of interfaces
that need to be maintained,” he explains. “Each store has its
own master file of data. It becomes incredibly challenging to
make sure we have consistent data across the organization. The
design goal definitely was to reduce that as much as possible.”
That didn’t necessarily mean picking an all-in-one answer,
notes Caldwell. Early on, Indigo didn’t even consider dropping
Oracle for its financials—the priority was the merchandise
planning and forecasting, and category management.
The bookseller ended up evaluating four packages,
including SAP and the latest version of Retek, through
one-day demos to the various stakeholders in the Indigo
organization, some 30-odd people, says Caldwell. “In that
evaluation process, we looked at four criteria: category management, inventory management, execution, and customer
support.” Indigo also checked customer references and had
its own IT people look under the covers to gauge exposed
interfaces, upgrade capabilities, stability of the vendor, and
training available. At the end of the day, SAP came out on
top. “Before we made a commitment,” says Caldwell, “we
did what we call a four-day conference room pilot. We actually
took our data, had SAP load it on to its system, and brought
that same core team of 30 people for a four-day ‘down-anddirty’ of what a day in the life of Indigo would be like with
SAP. That gave us a chance to really see how the system
would work with our data. By the end of June, we were able
to say that SAP is the platform we want to go forward with.”
Indigo has just embarked on a three-month blueprinting
phase, says Caldwell, and it has already discovered some
potential improvements to existing processes—for example,
the classification of SKUs [stock-keeping units] themselves.
“If you look at cookbooks, The Joy of Cooking is a standard
staple item book,” he notes. “You always want to have two in
stock in small stores and you may want to have four or five
in stock in a large store. All you need to do is keep it in stock
unless you’re promoting it, so the thinking is to do some
automatic classification of some of those items.” In this model,
The Joy of Cooking would always be replenished automatically
when a copy was sold, without any human intervention.
Case Study Questions
1. What are the challenging aspects of category management at Indigo?
2. Why was detailed analysis of business processes at
Indigo completed before selecting mySAP?
3. What are the challenging aspects of mySAP retail
system implementation at Indigo?
Source: Adapted from Gary Hilson, “ERP at Indigo Books &
Music Inc.,” Computing Canada, January 31, 2003, vol. 29, no. 2.
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● Module III / Business Applications
F i g u re 6 . 5
The major application
components of enterprise
resource planning
demonstrate the crossfunctional approach of
ERP systems.
Production
Planning
Sales,
Distribution,
Order
Management
Integrated
Logistics
Customer/
Employee
Human
Resources
Accounting and
Finance
Source: Adapted from Ravi Kalakota and Marcia Robinson, e-Business 2.0:
Roadmap for Success (Reading, MA: Addison-Wesley, 2001), p. 243. © 2001
Addison-Wesley Publishing Company, Inc. Reprinted by permission of
Addison-Wesley Longman, Inc.
What Is ERP?
ERP is the technological backbone of e-business, an enterprise-wide transaction framework with links into sales order processing, inventory management and control,
production and distribution planning, and finance [9].
Enterprise resource planning is a cross-functional enterprise system driven by an
integrated suite of software modules that supports the basic internal business processes
of a company. For example, ERP software for a manufacturing company will typically
process the data from and track the status of sales, inventory, shipping, and invoicing,
as well as forecast raw material and human resources requirements. Figure 6.5 presents
the major application components of an ERP system. Figure 6.6 illustrates some
of the key cross-functional business processes and supplier and customer information
flows supported by ERP systems.
ERP gives a company an integrated real-time view of its core business processes,
such as production, order processing, and inventory management, tied together by
the ERP application software and a common database maintained by a database man-
F i g u re 6 . 6
Production Materials
Some of the business process flows and customer and supplier information flows supported by
ERP systems.
Manufacturing
Process
Forecast
Requirements
Order-Fulfilment
Process
Delivered Orders
Customer Forecast
Planning Processes
Returns & Repairs
Purchase
Requirements
Procurement
Process
Order Capture
Process
Customer Orders
Source: Adapted from Grant Norris, James Hurley, Kenneth Hartley, John Dunleavy, and John Balls, E-Business and ERP:
Transforming the Enterprise, p. 83. © 2000 by John Wiley & Sons, Inc. Reprinted by permission.
Chapter 6 / Enterprise e-Business Systems ● 187
agement system. ERP systems track business resources (such as cash, raw materials,
and production capacity), and the status of commitments made by the business (such
as customer orders, purchase orders, and employee payroll), no matter which department (manufacturing, purchasing sales, accounting, etc.) has entered the data into
the system [21].
ERP software suites typically consist of integrated modules of manufacturing,
distribution, sales, accounting, and human resources applications. Examples of manufacturing processes supported are material requirements planning, production planning,
and capacity planning. Some of the sales and marketing processes supported by ERP
are sales analysis, sales planning, and pricing analysis, while typical distribution
applications include order management, purchasing, and logistics planning. ERP
systems support many vital human resources processes, from personnel requirements
planning to salary and benefits administration, and accomplish most required financial
record-keeping and managerial accounting applications. Figure 6.7 illustrates the
processes supported by the ERP system installed by the Colgate-Palmolive Company.
Let’s take a closer look at the company’s experience with ERP.
Colgate Palmolive:
The Business Value
of ERP
Benefits and
Challenges of ERP
Colgate-Palmolive is a global consumer products company that implemented the
SAP R/3 enterprise resource planning system. Colgate embarked on an implementation of SAP R/3 to allow the company to access more timely and accurate
data, get the most out of working capital, and reduce manufacturing costs. An
important factor for Colgate was whether it could use the software across the
entire spectrum of the business. Colgate needed the ability to coordinate globally
and act locally. The implementation of SAP across the Colgate supply chain contributed to increased profitability. Now installed in operations that produce most
of Colgate’s worldwide sales, SAP was expanded to all Colgate divisions worldwide
during 2001. Global efficiencies in purchasing—combined with product and packaging standardization—also produced large savings.
• Before ERP, it took Colgate U.S. anywhere from one to five days to acquire
an order, and another one to two days to process the order. After ERP, order
acquisition and processing combined took four hours, not up to seven days.
Distribution planning and picking used to take up to four days; after ERP, it
took 14 hours. In total, the order-to-delivery time was cut in half.
• Before ERP, on-time deliveries used to occur only 91.5% of the time, and
cases ordered were delivered correctly 97.5% of the time. After R/3, the figures
were 97.5% and 99.0%, respectively.
• After ERP, domestic inventories dropped by one-third and receivables outstanding dropped to 22.4 days from 31.4 days. Working capital as a percentage
of sales plummeted to 6.3% from 11.3%. Total delivered cost per case was
reduced by nearly 10% [9].
As the example of Colgate-Palmolive has just shown, ERP systems can generate significant business benefits for a company. Many other companies have found major
business value in their use of ERP in several basic ways [15]:
• Quality and Efficiency. ERP creates a framework for integrating and
improving a company’s internal business processes that results in significant
improvements in the quality and efficiency of customer service, production,
and distribution.
• Decreased Costs. Many companies report significant reductions in transaction
processing costs and hardware, software, and IT support staff compared to the
non-integrated legacy systems that were replaced by their new ERP systems.
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● Module III / Business Applications
F i g u re 6 . 7
Demand
Planning
The business processes and functions supported by the ERP system implemented by the
Colgate-Palmolive Company.
Manufacturing
Planning
Logistics
Planning
Distribution
Planning
Order
Entry
Purchasing
& Accounts
Payable
MRP
Inbound
Inventory
Plant Mgmt.
Manufacturing
& Production
Scheduling
Inventory
Control &
Warehousing
Distribution
& Accounts
Receivable
Customers
Suppliers
Enterprise Resource Planning
Finance and Accounting
Human Resources
Source: Adapted from Ravi Kalakota and Marcia Robinson, E-Business 2.0: Roadmap for Success (Reading, MA: Addison-Wesley,
2001), p. 259. © 2001 Addison-Wesley Publishing Company, Inc. Reprinted by permission of Addison-Wesley Longman, Inc.
• Decision Support. ERP provides vital cross-functional information on business
performance quickly to managers to significantly improve their ability to make
better decisions in a timely manner across the entire business enterprise.
• Enterprise Agility. Implementing ERP systems breaks down many former
departmental and functional walls or “silos” of business processes, information
systems, and information resources. This results in more flexible organizational
structures, managerial responsibilities, and work roles, and therefore results in
a more agile and adaptive organization and workforce that can more easily
capitalize on new business opportunities.
The Costs of ERP
An ERP implementation is like the corporate equivalent of a brain transplant. We
pulled the plug on every company application and moved to PeopleSoft software. The
risk was certainly disruption of business, because if you do not do ERP properly, you
can kill your company, guaranteed [9].
So says Jim Prevo, CIO of Green Mountain Coffee of Vermont, commenting on
the company’s successful implementation of an ERP system. Although the benefits
of ERP are many, the costs and risks are also considerable, as we will continue to
see in some of the real world cases and examples in this text. Figure 6.8 illustrates
the relative size and types of costs of implementing an ERP system in a company.
Notice that hardware and software costs are a small part of total costs, and that the
costs of developing new business processes (re-engineering) and preparing employees
for the new system (training and change management) make up the bulk of the costs
of implementing a new ERP system. Converting data from previous legacy systems
to the new cross-functional ERP system is another major category of ERP implementation costs [15].
The costs and risks of failure in implementing a new ERP system are substantial.
Most companies have had successful ERP implementations, but a sizeable minority
of firms experienced spectacular and costly failures that heavily damaged their overall
business. Big losses in revenue, profits, and market share resulted when core business
processes and information systems failed or did not work properly. In many cases,
orders and shipments were lost, inventory changes were not recorded correctly, and
unreliable inventory levels caused major stock-outs to occur for weeks or months.
Chapter 6 / Enterprise e-Business Systems ● 189
F i g u re 6 . 8
Typical costs of implementing a new ERP system.
Hardware
12%
Software
15%
Re-Engineering
43%
Training and
Change
Management
15%
Data
Conversions
15%
Source: Grant Norris, James Hurley, Kenneth Hartley, John
Dunleavy, and John Balls, E-Business and ERP: Transforming
the Enterprise (New York: John Wiley & Sons, 2000), p. 54.
Companies like Sobey’s Inc., Hershey Foods, Nike, A-Dec, and CIGNA sustained
losses running into hundreds of millions of dollars in some instances. In the case of
FoxMeyer Drugs, a $5-billion pharmaceutical wholesaler, the company had to file for
bankruptcy protection and then was bought out by its arch competitor McKesson
Corp. [9]. Let’s take a look at an example of a more recent failed ERP project.
Sobey’s Inc.:
Failure in ERP
Implementation
SAP AG’s software applications for retailers continue to be stung by a series of
high-profile installation problems that many say illustrate the complexity of trying
to fit an integrated suite of enterprise resource planning (ERP) software into a
retail operation. A major example came late in January 2001, when Canadian
supermarket chain Sobeys Inc. abandoned an $89.1-million SAP Retail implementation. “SAP Retail has insufficient core functionality . . . to effectively deal with the
extremely high number of transactions in our retail operating environment,” said
Bill McEwan, president and CEO of the Stellarton, Nova Scotia–based retail chain.
Sobeys isn’t alone. Jo-Ann Stores, Inc. in Hudson, Ohio, and pet supply
retailer Petsmart, Inc. in Phoenix both attributed low financial results to problems with their SAP Retail roll-outs. Both, however, said they’re pleased with the
system overall. SAP officials continued to defend the capabilities of SAP Retail.
Geraldine McBride, general manager of the consumer sector business unit at SAP
America, Inc., said the German vendor has signed up 264 retailers as customers,
128 of which have gone live. But Greg Girard, an analyst at AMR Research in
Boston, said most of the retailers are running SAP’s financial and human resources
applications, not the SAP Retail core ERP application itself. “I can’t point to a
single happy SAP Retail account in North America,” said Girard.
Canada’s second-largest supermarket chain abandoned the $80-million implementation of SAP AG’s business applications for retailers after a five-day database
and systems shutdown affected the company’s business operations for nearly a
month. McEwan said during a conference that all “growing pains” expected by
the 1,400-store retail chain in the two-year-old project became “in fact, systemic
190
● Module III / Business Applications
problems of a much more serious nature.” McEwan, who inherited the SAP
implementation when he joined Sobeys in November 2000, added that it would
have taken another two years to finish the software rollout.
The system shutdown in December 2000 resulted in “unprecedented” out-ofstock issues with products at many of Sobeys’ corporate-owned stores, McEwan said.
The disruption also forced Sobeys to implement work-arounds for its accounting
department. Sobeys plans to replace the SAP applications with software that can
be installed more quickly and that “will fully meet all the business requirements”
at the company, McEwan said [14].
Causes of ERP
Failures
Reebok and
Home Depot:
Success with ERP
Trends in ERP
What have been the major causes of failure in ERP projects? In almost every case,
the business managers and IT professionals of these companies underestimated the
complexity of the planning, development, and training that were needed to prepare
for a new ERP system that would radically change their business processes and information systems. Failure to involve affected employees in the planning and development phases and change management programs, or trying to do too much too fast
in the conversion process, were typical causes of failed ERP projects. Insufficient
training in the new work tasks required by the ERP system, and failure to do enough
data conversion and testing, were other causes of failure. In many cases, ERP failures were also due to overreliance by company or IT management on the claims of
ERP software vendors or the assistance of prestigious consulting firms hired to lead
the implementation [11]. The following experiences of companies that did it right
give us a helpful look at what is needed for a successful ERP implementation.
SAP Retail is a good ERP product, argues Kevin Restivo, a Canada-based analyst
who works for IDC in Framingham, Massachusetts. But technology is never a
“silver bullet, just part of a larger puzzle” that includes making sure internal business processes are in tune with the software’s capabilities, Restivo said. That’s
especially true given the processing complexities faced by retailers, he added.
In late 1998, Reebok International Ltd. was the first U.S. company to go live
with SAP Retail, which now supports 115 outlet stores run by the Stoughton,
Massachusetts–based footwear maker. Peter Burrows, Reebok’s chief technology
officer, said the SAP ERP system is producing “a very high level of stock accuracy”
in the stores. But the year-long development and installation process wasn’t easy
and required some adjustments as the project went along, Burrows said.
The Home Depot, Inc. recently completed an SAP ERP installation in the
company’s Argentina operations. Gary Cochran, vice-president of information
services, said he made “limited use” of SAP’s consulting services. Instead, Cochran
put together a team of 50 top employees—IT personnel and end-users. Because
of the team’s familiarity with the traditional legacy systems, he said, it didn’t have to
“face some of the configuration issues that have been problematic for other people.
It went so smoothly there was literally no ripple in corporate organization,”
Cochran said [13].
Today, ERP is still evolving—adapting to developments in technology and the demands
of the market. Four important trends are shaping ERP’s continuing evolution: improvements in integration and flexibility, extensions to e-business applications, a broader reach
to new users, and the adoption of Internet technologies [9].
Chapter 6 / Enterprise e-Business Systems ● 191
Figure 6.9 illustrates four major developments and trends evolving in ERP applications
[9, 12]. First, the ERP software packages that were the mainstay of ERP implementations in the 1990s—and were often criticized for their inflexibility—have
gradually been modified into more flexible products. Companies that installed ERP
systems pressured software vendors to adopt more open, flexible, standards-based
software architectures. This makes the software easier to integrate with other
application programs of business users, as well as making it easer to make minor
modifications to suit a company’s business processes. An example is SAP R/3 Enterprise, released in 2002 by SAP AG as a successor to earlier versions of SAP R3.
Other leading ERP vendors, including Oracle, PeopleSoft, and J. D. Edwards, have
also developed more flexible ERP products.
Web-enabling ERP software is a second development in the evolution of ERP.
The growth of the Internet and corporate intranets and extranets prompted software companies to use Internet technologies to build Web interfaces and networking
capabilities into ERP systems. These features make ERP systems easier to use and
connect to other internal applications, as well as the systems of a company’s business
partners. This Internet connectivity led to the development of interenterprise ERP
systems that provide Web-enabled links between key business systems (such as inventory and production) of a company and its customers, suppliers, distributors,
and others. These external links signalled a move toward the integration of internal-facing ERP applications with the external-focused applications of supply chain
management (SCM) and a company’s supply chain partners. We will discuss supply
chain management in Section III.
All of these developments have provided the business and technological momentum for the integration of ERP functions into e-business suites. The major ERP software companies have developed modular, Web-enabled software suites that integrate
ERP, customer-relationship management, supply chain management, procurement,
decision support, enterprise portals, and other business applications and functions.
Examples include Oracle’s E-Business Suite and SAP’s mySAP. Some e-business
suites disassemble ERP components and integrate them into other modules, while
other products keep ERP as a distinct module in the software suite. Of course, the
goal of these software suites is to enable companies to run most of their business
processes using one Web-enabled system of integrated software and databases,
instead of a variety of separate e-business applications. See Figure 6.10 and then let’s
look at a real world example.
F i g u re 6 . 9
Trends in the evolution
of ERP applications.
e-Business Suites
Interenterprise ERP
Web-enabled ERP
Flexible ERP
Source: Adapted from Ravi Kalakota and Marcia Robinson, E-Business 2.0: Roadmap for
Success (Reading, MA: Addison-Wesley, 2001), p. 244. © 2001 Addison-Wesley Publishing
Company, Inc. Reprinted by permission of Addison-Wesley Longman, Inc.
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● Module III / Business Applications
F i g u re 6 . 1 0
The application components of Oracle’s E-Business Suite software product.
ORACLE E-BUSINESS SUITE
Advanced Planning
e-Commerce
Financials
Manufacturing
Procurement
Projects
Training
Business Intelligence
Enterprise Asset Management
Human Resources
Marketing
Product Development
Sales
Treasury
Contracts
Exchanges
Interaction Centre
Order Fulfilment
Professional Services Automation
Service
Source: Adapted from Oracle Corporation, “E-Business Suite: Manage by Fact with Complete Automation and Complete Information,”
Oracle.com, 2002.
Visa International:
Implementing an
e-Business Suite
Despite the innovations brought to global commerce by Visa’s sophisticated consumer payments processing system, Visa International had surprisingly outdated
systems managing some of its most critical internal business processes. “KPMG
did an analysis of our business and found that our internal systems were becoming
a risk to our organization,” said Gretchen McCoy, senior vice-president of Visa
International. “We were in the red zone.”
McCoy found that Visa’s internal systems were unnecessarily complex and
utilized few of the advantages that technology can bring to an enterprise. The financial management infrastructure was fragmented, complex, and costly to maintain.
Data were not standardized, resulting in many different databases making disparate
interpretations of business data. Corporate purchasing, accounts payable, and
asset management were managed manually, resulting in time-consuming delays
and discrepancies. Fragmented internal systems are not unusual in a company that
experiences rapid growth. Visa experienced double-digit growth for 11 consecutive years. Visa chose Oracle E-Business Suite to remedy the problems that come
with a complex and inefficient back office.
The resulting implementation turned Visa’s cumbersome, outdated desktop
procedures into Web-based e-business solutions that met Visa’s demands for all
roles and processes. For example, Oracle Financials automated Visa’s old organization and created a more agile system capable of accounting for the impact of
financial activities on a global scale. Accounts payable was transformed from a
cumbersome manual process into a streamlined system that automatically checks
invoices against outgoing payments and requests review of any discrepancies via
e-mail. And Oracle iProcurement helped automate Visa’s requisitioning and purchasing system by streamlining the entire purchasing process and implementing
a self-service model to increase processing efficiency, said McCoy [17].
Chapter 6 / Enterprise e-Business Systems ● 193
Section III
Introduction
Supply Cha i n Ma nagement:
The Busi ne ss Network
Starting an e-business takes ideas, capital, and technical savvy. Operating one, however,
takes supply chain management (SCM) skills. A successful SCM strategy is based on
accurate order processing, just-in-time inventory management, and timely order fulfillment. SCM’s increasing importance illustrates how a tool that was a theoretical process
10 years ago is now a hot competitive weapon [9].
That’s why many companies today are making supply chain management (SCM)
a top strategic objective and major e-business application development initiative.
Fundamentally, supply chain management helps a company get the right products
to the right place at the right time, in the proper quantity, and at an acceptable cost.
The goal of SCM is to efficiently manage this process by forecasting demand; controlling inventory; enhancing the network of business relationships a company has
with customers, suppliers, distributors, and others; and receiving feedback on the
status of every link in the supply chain. To achieve this goal, many companies today
are turning to Internet technologies to Web-enable their supply chain processes,
decision making, and information flows. Let’s take a look at a real world example.
Analyzing Wal-Mart
and Mattel
Société des alcools
du Québec:
Working Out
Supply Chain Kinks
Read the Real World Case on Wal-Mart and Mattel on the next page. We can learn
a lot from this case about how optimal supply chain management is used in support
of a company’s strategic advantage.
Canadian businesses are still gun-shy about supply chain management technology.
You hear it in the way they dance around the technological issues and focus on
the basic business bottom line. “We have a vision for our company, to have a
technologically enabled fleet and distribution system,” says Yannick Rivard, manager
of delivery services at the Société des alcools du Québec (SAQ), the provincial
liquor board. “But the technology itself wasn’t the goal.”
The goal was to create a system to track every shipment and every truck in
SAQ’s fleet to ensure the safety of drivers on the province’s long rural highways
and make sure the booze keeps flowing to the corporation’s 400 outlets. Every
truck has an onboard computer and GPS; every case of wine is followed from the
warehouse to the customer’s hands. If you need to know if there’s a case of
Château Lafite Rothschild 1964 in transit between Montréal and Trois Rivières,
Rivard can tell you. He uses logistics management software from Waterloo,
Ontario-based Descartes Systems. He just doesn’t use terms such as SCM to
describe it. “I can distribute products without it,” he says. “That isn’t the point.
The point is we can manage our distribution more efficiently, eliminate duplicate
routes, reduce costs, and improve service.”
Rivard’s view is fairly typical of that of Canadian businesses that were burned
when the economic asteroid of 2001 smashed into the e-commerce boom and
sent the economy reeling. “The whole industry and economy went through a
major slowdown in the last two years,” says John Kellett, Canadian general manager
of Descartes Systems. “The trend we’re seeing today is customers who are ready
to take out cost and add services, even if they’re not eager to be on the technological bleeding edge” [5].
Re a l W o r l d C a s e 3
Wal-Mart a nd Mattel:
Supply Cha i n Ma nagement Be st Pract ice s
“B
eing a supplier to Wal-Mart is a two-edged
sword,” says Joseph R. Eckroth Jr., CIO of
Mattel, Inc. (www.mattel.com), based in
El Segundo, California. “They’re a phenomenal channel but
a tough customer. They demand excellence.”
It’s a lesson that the toy manufacturer and thousands
of other suppliers learned as the world’s largest retailer—
Wal-Mart Stores (www.walmart.com)—built an inventory
and supply chain management system that changed the face
of business. By investing early and heavily in cutting-edge
technology to identify and track sales on the individual item
level, the Bentonville, Arkansas-based retail giant made its
IT infrastructure a key competitive advantage that has been
studied and copied by companies around the world.
“We view Wal-Mart as the best supply chain operator of
all time,” says Pete Abell, retail research director at high-tech
consultancy AMR Research in Boston. Abell says he expects
the company to remain in the vanguard: “Wal-Mart is evolving; they’re not standing still.” The company is still pushing
the limits of supply chain management, he says, searching
for and supporting better technology that promises to make
its IT infrastructure more efficient. Radio frequency identification (RFID) microchips, for example, may replace bar
codes and security tags with a combination technology that
costs less money.
Early on, Wal-Mart saw the value of sharing that data
with suppliers, and it eventually moved that information online
on its Retail Link Web site. Opening its sales and inventory
databases to suppliers is what made Wal-Mart the powerhouse it is today, says Rena Granofsky, a senior partner at
J.C. Williams Group, a Toronto-based retail consulting firm.
While its competition guarded sales information, Wal-Mart
approached its suppliers as if they were partners, not adversaries, says Granofsky. By implementing a collaborative
planning, forecasting, and replenishment (CPFR) program,
Wal-Mart began a just-in-time inventory program that
reduced carrying costs for both the retailer and its suppliers.
“There’s a lot less excess inventory in the supply chain
because of it,” says Granofsky.
That efficiency is the key factor in maintaining Wal-Mart’s
low-price leadership among retailers, says Abell. “Their
margins can be far lower than other retailers’ because they
have such an efficient supply chain,” he says. The company’s
cost of goods is 5 to 10% less than that of most of its competitors, Abell estimates.
Wal-Mart’s success with supply chain management has
inspired other retail companies, which are now playing
catch-up, says Abell. “Others are now just starting. They’ve
all had inventory systems, but sharing the data with their
partners hasn’t been easy,” he says. Wal-Mart’s influence has
extended beyond the retail sector. Mattel’s Eckroth says that
he studied Wal-Mart’s supply chain best practices when he
worked at a manufacturing division of General Electric Co.
“[Wal-Mart is] a benchmark company,” he says.
One reason Wal-Mart is studied so closely is that it gets
buy-in from its suppliers to an incredible degree. That’s
because its programs and practices benefit not just the
retailer, but its partners as well, says Eckroth. CPFR, he says
has “blurred the lines between supplier and customer. You’re
both working to the same end: to sell as much product as
possible without either of us having too much inventory.
We’ve learned that if we listen to Wal-Mart, take their
initiatives seriously, and align our strategies with making
them successful, we both can succeed,” he says.
Mattel has learned a lot from working with Wal-Mart
and is bringing those lessons to bear in its relationships with
other channels, says Eckroth. “Getting the supply chain
optimized inside of Mattel is only 50% of the equation,” he
says. “The other 50% is getting tightly linked with every one
of our customers so that we’re reacting as quickly as they’re
giving us data.” Tight links, Eckroth says, will enable Mattel
to tackle the next big business problem—increasing manufacturing efficiency.
“My ability to get information about the sales pace of a
toy and either ramping up or shutting down manufacturing
depends on my having data,” he says. Having sales data on a
daily or hourly basis is necessary to figure out on a micro
level what is selling best where and tailor manufacturing
accordingly. The greatest efficiencies will appear when the
kind of trusting, mutually beneficial relationship Mattel has
with Wal-Mart is duplicated with the rest of the manufacturer’s retail outlets.
“Having that data on a global basis from every one of my
customers allows me to optimize the sales of my products
and the fill rates of my customers,” Eckroth says. “The
theme for the future is that at the end of the day, there can be
a symbiotic relationship between companies.”
Case Study Questions
1. Do you agree that Wal-Mart is “the best supply chain
operator of all time”? Why or why not?
2. What has Mattel learned from Wal-Mart? How well
is Mattel applying this knowledge to its own business?
Explain your evaluation.
3. What can other businesses learn from the experiences
of Wal-Mart and Mattel that could improve their
supply chain performance? Use an example to illustrate your answer.
Source: Adapted from Amy Johnson, “A New Supply Chain
Forged,” Computerworld, September 30, 2002, pp. 38–39.
Chapter 6 / Enterprise e-Business Systems ● 195
What Is SCM?
Legacy supply chains are clogged with unnecessary steps and redundant stockpiles. For
instance, a typical box of breakfast cereal spends an incredible 104 days getting from
factory to supermarket, struggling its way through an unbelievable maze of wholesalers, distributors, brokers, and consolidators, each of which has a warehouse. The
e-commerce opportunity lies in the fusing of each company’s internal systems to those
of its suppliers, partners, and customers. This fusion forces companies to better integrate interenterprise supply chain processes to improve manufacturing efficiency and
distribution effectiveness [9].
So, supply chain management is a cross-functional interenterprise system that uses
information technology to help support and manage the links between some of a
company’s key business processes and those of its suppliers, customers, and business
partners. The goal of SCM is to create a fast, efficient, and low-cost network of
business relationships, or a supply chain, to get a company’s products from concept
to market.
What exactly is a company’s supply chain? Let’s suppose a company wants to
build and sell a product to other businesses. Then it must buy raw materials and a
variety of contracted services from other companies. The interrelationships with suppliers, customers, distributors, and other businesses that are needed to design, build,
and sell a product make up the network of business entities, relationships, and
processes that is called a supply chain. And since each supply chain process should
add value to the products or services a company produces, a supply chain is frequently
called a value chain, a different but related concept we discussed in Chapter 2. In
any event, many companies today are using Internet technologies to create interenterprise e-business systems for supply chain management that help a company
streamline its traditional supply chain processes.
Figure 6.11 illustrates the basic business processes in the supply chain life cycle
and the functional SCM processes that support them. It also emphasizes how many
companies today are re-engineering their supply chain processes, aided by Internet
technologies and supply chain management software. For example, the demands of
today’s competitive business environment are pushing manufacturers to use their
intranets, extranets, and e-commerce Web portals to help them re-engineer their
relationships with their suppliers, distributors, and retailers. The objective is to significantly reduce costs, increase efficiency, and improve their supply chain cycle
times. SCM software can also help to improve interenterprise coordination among
supply chain process players. The result is much more effective distribution and
channel networks among business partners. The Web initiatives of Moen Inc. illustrate these developments.
Moen Inc.:
Web-Enabling
the Supply Chain
In late 1998, faucet maker Moen Inc. started sending electronic files of new
product designs by e-mail. A few months later, it launched ProjectNet, an online
extranet site where Moen can share digital designs simultaneously with suppliers
worldwide. Every supplier can make changes immediately. Moen consolidates all
of the design changes on a master Web file. That way, design problems are
discovered instantly and adjustments can be made just as quickly, cutting the time
it takes to lock in a final design to three days.
Next, the company attacked the cumbersome process of ordering parts from
suppliers and updating them by fax or phone. In October 2000, the company
launched its SupplyNet extranet site that allows parts suppliers to check the status
of Moen’s orders online. Every time Moen changes an order, the supplier receives
an e-mail. If a supplier can’t fill an order in time, it can alert Moen right away so
the faucet maker can search elsewhere for the part. Today, the 40 key suppliers who
make 80% of the parts that Moen buys use SupplyNet. The result: The company
196
● Module III / Business Applications
F i g u re 6 . 1 1
Supply chain management
software and Internet technologies can help companies
re-engineer and integrate the
functional SCM processes
that support the supply chain
life cycle.
Supply
Chain
Life Cycle
Commit
Strategic Sourcing
and Procurement
SCM
Functional
Processes
Schedule
Make
Deliver
Forecast and Demand Planning
Customer Order Fulfilment/Service
Distribution Network and Warehouse Operations
Production
Logistics
Transportation and Shipment
Management
The Internet
Shared
Market Data
SCM
Integrated
Solution
Supplier
Manufacturer
Collaborative
Fulfilment
Retailer
Customer
Source: Adapted from Ravi Kalakota and Marcia Robinson, E-Business 2.0: Roadmap for Success (Reading,
MA: Addison-Wesley, 2001), pp. 280–289, © 2001 Addison-Wesley Publishing Company, Inc., reprinted
by permission of Addison-Wesley Longman, Inc.; and Craig Fellenstein and Ron Wood, Exploring
E-commerce, Global E-business, and E-societies (Upper Saddle River, NJ: Prentice-Hall, 2000), p. 192.
has shaved $3 million, or almost 6%, off its raw materials and work-in-progress
inventories since October.
Moen’s approach is high-speed compared with that of competitors, many of
which still rely on fax machines to do most of their business. The percentage
of companies using the Net to speed the supply chain in the construction/home
improvement field, which includes plumbing, is expected to rise to just 7.7% in
2004, up from 3.2% in 2000, according to Forrester Research. “Moen is a step
ahead of its peers in embracing Internet technologies,” says analyst Navi Radjou
of Forrester Research.
Moen may be ahead of its peers, but there’s plenty of work to do. The most
sensitive task is CustomerNet, the company’s attempt to wire wholesalers, which
account for 50% of the company’s business. Unlike suppliers, who depend on
Moen for most of their business, the company has little sway with wholesalers
that buy plumbing, heating, and other products—not just faucets—from many
manufacturers. Most still order by fax, even though that process causes errors up
to 40% of the time. Moen execs are undaunted. They’re courting wholesalers with
the same methodical determination that has made Moen a Web-smart company [10].
Electronic Data
Interchange
Electronic data interchange (EDI) was one of the earliest uses of information
technology for supply chain management. EDI involves the electronic exchange of
business transaction documents over the Internet and other networks between
supply chain trading partners (organizations and their customers and suppliers). Data
representing a variety of business transaction documents (such as purchase orders,
invoices, requests for quotations, and shipping notices) are automatically exchanged
between computers using standard document message formats. Typically, EDI software
Chapter 6 / Enterprise e-Business Systems ● 197
is used to convert a company’s own document formats into standardized EDI formats as specified by various industry and international protocols. Thus, EDI is an
example of the almost complete automation of an e-commerce supply chain process.
And EDI over the Internet, using secure virtual private networks, is a growing B2B
e-commerce application.
Formatted transaction data are transmitted over network links directly between
computers, without paper documents or human intervention. Besides direct network
links between the computers of trading partners, third-party services are widely used.
Value-added network companies like GE Global Exchange Services and Computer
Associates offer a variety of EDI services for relatively high fees. But many
EDI service providers now offer secure, lower-cost EDI services over the Internet.
Figure 6.12 illustrates a typical EDI system [25].
EDI is still a popular data transmission format among major trading partners,
primarily to automate repetitive transactions, although it is slowly being replaced by
XML-based Web services. EDI automatically tracks inventory changes; triggers
orders, invoices, and other documents related to transactions; and schedules and
confirms delivery and payment. By digitally integrating the supply chain, EDI
streamlines processes, saves time, and increases accuracy. And by using Internet
technologies, lower-cost Internet-based EDI services are now available to smaller
businesses [28, 31].
Telefonica TSAI:
Internet EDI
F i g u re 6 . 1 2
Telefonica is Spain’s largest supplier of telecommunications services, serving the
Spanish-speaking and Portuguese-speaking world with affiliates in Latin America,
Canada, and the United States. Telefonica Servicios Avanzados de Informacion
(TSAI) is a subsidiary of Telefonica that handles 60% of Spain’s electronic data
interchanged (EDI) traffic. TSAI’s customers are supply chain trading partners—
merchants, suppliers, and others involved in business supply chains from design
to delivery.
A typical example of electronic data interchange activities, an important form of business-tobusiness electronic commerce. EDI over the Internet is a major B2B e-commerce application.
Supplier
Purchaser
Request for Quote
Purchase Order, Purchase Order Change, Receiving Notice,
and Payment Advice
Response to Request for Quote
Purchase Order Acknowledgment,
Status Response, Shipping Notice, and Invoice
Payment
Authorization
Deposit
Notice
Payment
Remittance
Notice
Payment Remittance Notice
Electronic Transfer of Funds
Purchaser’s Bank
Payment
Remittance
Notice
Supplier’s Bank
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● Module III / Business Applications
To tap into the sizeable market of smaller businesses that can’t afford standard
EDI services, TSAI offers an Internet EDI service, InfoEDI, based on ECXpert
electronic commerce software. InfoEDI allows transactions to be entered and
processed on the Internet, so smaller trading partners no longer have to buy and
install special connections, dedicated workstations, and proprietary software. Instead,
they can access the EDI network through the Internet via TSAI’s Web portal.
InfoEDI’s forms-based interface lets businesses connect with the InfoEDI
simply by using modems and Web browsers. They can then interact with the
largest suppliers and retailers to send orders, issue invoices based on orders, send
invoice summaries, track status of documents, and receive messages. InfoEDI also
provides a product database that lists all details of trading partners’ products.
Once a trading relationship has been established, each partner has encrypted
access to details of its own products. Because those details remain accessible on
TSAI’s Web server, users need enter only minimal information to create links to
that data, which are then plugged in as needed [31].
The Role of SCM
F i g u re 6 . 1 3
Figure 6.13 helps us understand the role and activities of supply chain management
in business more clearly. The top three levels of Figure 6.13 show the strategic, tactical, and operational objectives and outcomes of SCM planning, which are then
accomplished by the business partners in a supply chain at the execution level of SCM.
The role of information technology in SCM is to support these objectives with interenterprise information systems that produce many of the outcomes a business needs
to effectively manage its supply chain. That’s why many companies today are
installing SCM software and developing Web-based SCM information systems [17].
The objectives and outcomes of supply chain management are accomplished for a business
with the help of interenterprise SCM information systems.
SCM Objectives
SCM Outcomes
What?
Establish objectives, policies,
and operating footprint
Strategic
How much?
Deploy resources to match supply
to demand
Tactical
When? Where?
Schedule, monitor, control, and
adjust production
Do
Build and transport
Operational
Execution
• Objectives
• Supply policies (service levels)
• Network design
• Demand forecast
• Production, procurement, logistics plan
• Inventory targets
• Work centre scheduling
• Order/inventory tracking
• Order cycle
• Material movement
Source: Adapted from Keith Oliver, Anne Chung, and Nick Samanach, “Beyond Utopia: The Realist’s Guide to Internet-Enabled Supply
Chain Management,” Strategy and Business, Second Quarter, 2001, p. 99.
Chapter 6 / Enterprise e-Business Systems ● 199
Until recently, SCM software products have typically been developed for either
supply chain planning or execution applications. SCM planning software from
vendors such as i2 and Manugistics support a variety of applications for supply and
demand forecasting. SCM execution software from vendors such as EXE Technologies
and Manhattan Associates supports applications like order management, logistics
management, and warehouse management. However, big ERP vendors like Oracle
and SAP are now offering Web-enabled software suites of e-business applications
that include SCM modules. Examples include Oracle’s E-Business Suite and SAP
AG’s mySAP [3].
Figure 6.14 gives you a good idea of the major planning and execution functions
and outcomes that can be provided by SCM software as promised by mySAP’s
supply chain management module. Now let’s look at a real world example of an
SCM execution system.
Cardinal Glass:
Supply Chain
Event Management
A few years ago, Cardinal Glass’s legacy systems were making it a weak link in
one of its key customer’s supply chain. The system, a hodgepodge of custom and
purchased applications, caused so many errors that it was “shameful and embarrassing,” says Dan Peterson, director of corporate information systems at the
Minneapolis-based maker of glass products. So when the customer decided that
its products required delivery on a just-in-time basis, with lead times of just hours,
there was no way the existing supply chain management applications could keep
up the pace.
Luckily, Cardinal found that by installing supply chain event management
(SCEM) applications from Minneapolis-based HighJump Software, it could deliver
products at nearly 100% accuracy. “We probably cut the error rate by 90%,”
Peterson says.
SCEM applications let companies see—in real time, or as close as possible—
whether their existing supply chain management (SCM) systems are working. The
applications are attached to an SCM server and get updates on supply chain
activity through middleware connectors. Depending on preset rules and benchmarks,
SCEM software can monitor SCM applications, run simulations of supply chain
scenarios, automatically take control of supply chain processes, or send out alerts
to customers, suppliers, and company management. Anomalies, such as a discrepancy in an order, will trigger appropriate alert and order fulfilment responses,
making the system more sensitive to real-time needs.
Cardinal did contemplate replacing its legacy enterprise resources planning
(ERP) system, but Cardinal officials decided that they needed SCM execution
software. Cardinal wanted to address errors in the system on the fly, he explains—
something traditional supply chain management and ERP systems wouldn’t be
able to do.
At Cardinal, when an order is received, inventory is checked immediately for
availability. If a shortage is detected, the HighJump SCEM system will send alerts
via e-mail to the customer and appropriate Cardinal managers. This speeds up
the supply chain, reducing lead times and meeting their customer responsiveness
goals, says Peterson. There were bottom-line benefits, too. The SCM execution
system cut by about two-thirds the amount of personnel needed to compensate
for errors such as inventory erroneously being marked “in” when it wasn’t there,
or shipments being sent incorrectly [29].
200
● Module III / Business Applications
F i g u re 6 . 1 4
The supply chain management functions and potential benefits offered by the SCM module in
the mySAP e-business software suite.
SCM Functions
SCM Outcomes
Planning
Supply chain design
Collaborative demand
and supply planning
• Optimize network of suppliers, plants, and distribution centres
• Develop an accurate forecast of customer demand by sharing demand and supply forecasts
instantaneously across multiple tiers
• Internet-enable collaborative scenarios, such as collaborative planning, forecasting, and
replenishment (CPFR), and vendor-managed inventory
Execution
Materials management
• Share accurate inventory and procurement order information
• Ensure materials required for production are available in the right place at the right time
• Reduce raw material spending, procurement costs, safety stocks, and raw material and
finished goods inventory
Collaborative
manufacturing
• Optimize plans and schedules while considering resource, material, and dependency
Collaborative
fulfilment
• Commit to delivery dates in real time
• Fulfil orders from all channels on time with order management, transportation planning,
constraints
and vehicle scheduling
• Support the entire logistics process, including picking, packing, shipping, and delivery in
foreign countries
Supply chain event
management
• Monitor every stage of the supply chain process, from price quotation to the moment the
Supply chain performance
management
• Report key measurements in the supply chain, such as filling rates, order cycle times, and
customer receives the product, and receive alerts when problems arise
capacity utilization
Source: Adapted from SAP AG, mySAP Supply Chain Management, mySAP.com, 2002, p. 8.
Benefits and
Challenges of
SCM
Creating a real-time SCM infrastructure is a daunting and ongoing issue and quite
often, a point of failure, for several reasons. The chief reason is that the planning,
selection, and implementation of SCM solutions is becoming more complex as the pace of
technological change accelerates and the number of a company’s partners increases [9].
The real world experiences of companies like Cardinal Glass and the promised outcomes that are outlined in Figure 6.14 emphasize the major business benefits that are
possible with effective supply chain management systems. Companies know that SCM
systems can provide them with key business benefits such as faster, more accurate
order processing, reductions in inventory levels, quicker time to market, lower transaction and materials costs, and strategic relationships with their suppliers. All of these
benefits of SCM are aimed at helping a company achieve agility and responsiveness
in meeting the demands of its customers and the needs of its business partners.
Developing effective SCM systems has proven to be a complex and difficult
application of information technology to business operations, however. So achieving
the business value and customer value goals and objectives of supply chain management, as illustrated in Figure 6.15, has been a major challenge for most companies.
What are the causes of problems in supply chain management? Several stand out.
A lack of proper demand planning knowledge, tools, and guidelines is a major source
of SCM failure. Inaccurate or overoptimistic demand forecasts will cause major production, inventory, and other business problems, no matter how efficiently the rest
Chapter 6 / Enterprise e-Business Systems ● 201
F i g u re 6 . 1 5
Achieving the goals and
objectives of supply chain
management is a major
challenge for many
companies today.
Business Value Goals
Rapid Demand Fulfilment
Collaborative Supply
Chain Planning and
Execution
Interenterprise
Coordination of
Manufacturing and
Business Process
Customer Value Goals
Give customers what they
want, when and how they
want it, at the lowest cost
Effective
Distribution and
Channel Partnerships
Responsiveness and
Accountability
to Customers
Objectives of Supply Chain Management
Source: Adapted from Ravi Kalakota and Marcia Robinson, E-Business 2.0: Roadmap for Success (Reading,
MA: Addison-Wesley, 2001), pp. 273–79. © 2001 Addison-Wesley Publishing Company, Inc. Reprinted
by permission of Addison-Wesley Longman, Inc.
of the supply chain management process is constructed. Inaccurate production,
inventory, and other business data provided by a company’s other information systems
are a frequent cause of SCM problems. And lack of adequate collaboration among
marketing, production, and inventory management departments within a company,
and with suppliers, distributors, and others, will sabotage any SCM system. Even
the SCM software tools themselves are considered to be immature, incomplete, and
hard to implement by many companies who are installing SCM systems [1]. These
problems are spotlighted in the real world example of Solectron Corporation.
Solectron Corp.:
Failures in SCM
SCM theory contends that technologically driven improvements in inventory
management—like “just-in-time” production, direct online sales, and supply chain
management software—will prompt increased efficiency and allow managers to
tailor output to match demand exactly. That, in turn, would increase working
capital, boost margins, and help companies smooth out the ups and downs in the
business cycle.
SCM lesson one is that killer software applications can’t compensate for oldfashioned business judgement. There’s a flaw in the premise that technology can
synchronize every party in the product chain by providing a transparent view of
supply and demand: The forecasts driving the entire flow of work are still concocted by people, not by real-time blips of data from retail shelves. No matter
how mechanized the system becomes, sales managers and CEOs still shoot for
the moon in a boom and don’t share internal market intelligence with outsiders.
The experience of Solectron Corp., the world’s largest electronics contract
manufacturer, is a case in point. In the fall of 2000, company officials say they could
tell a supply glut of telecom equipment was brewing. Each of their big customers,
which include Cisco, Ericsson, and Lucent, was expecting explosive growth for
wireless phones and networking gear. But since Solectron supplies every major
player, it knew the numbers didn’t add up, even under the rosiest scenario.
Nevertheless, the telecom giants told Solectron and other contractors to produce
flat out, assuring them that they would pay for excess materials. But when the
bottom finally fell out and its clients ordered production cutbacks, it was too late
for Solectron to halt orders from all of its 4,000 suppliers. By the spring of 2001,
Solectron was left holding the bag for $4.7 billion in inventory [4].
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The supplier-facing applications arena will see the continued growth of public as well
as private networks that transform linear and inflexible supply chains into nonlinear
and dynamic fulfillment networks. Supplier-facing applications will also evolve along
another dimension: from automation and integration of supply chains to collaborative
sourcing, planning, and design across their supplier networks [21].
Trends in SCM
Figure 6.16 illustrates the trends in the use of supply chain management today as
three possible stages in a company’s implementation of SCM systems. In the first
stage, a company concentrates on making improvements to its internal supply chain
processes and its external processes and relationships with suppliers and customers.
Its e-commerce Web site and those of some of its trading partners provide access
to online catalogues and useful supply chain information, while supporting limited
online transactions.
In stage two, a company accomplishes substantial supply chain management
applications by using selected SCM software programs internally, as well as externally via intranet and extranet links among suppliers, distributors, customers, and
other trading partners. Companies in this stage also concentrate on expanding the
business network of Web-enabled SCM-capable trading partners in their supply
chain to increase its operational efficiency and effectiveness in meeting their strategic business objectives.
In the third stage, a company begins to develop and implement cutting-edge collaborative supply chain management applications using advanced SCM software, fullservice extranet links, and private and public e-commerce exchanges. Examples include
collaborative supply chain planning and fulfilment applications such as collaborative
product design and delivery, and collaborative planning, forecasting, and replenishment
(CPFR). In addition, collaborative marketing sales, and service applications with
trading partners, including customer- and partner-relationship management systems,
may be developed. Companies in this third stage strive to optimize the development
and management of their supply chains in order to meet their strategic customer
value and business value goals [18]. Let’s look at two real world examples.
F i g u re 6 . 1 6
Stages in the use of supply chain management.
Information
Sharing
Product/Sales Data
Sourcing Help
Logistics
Order Fulfilment
Order
Management
Inventory
Management
Resource Allocation
Systems Use and
Integration
Collaborative
Marketing
Sales and Service
SCM Optimization
Collaborative Design
and Delivery
SCM Stage 1
SCM Stage 2
SCM Stage 3
• Current supply chain improvement
• Supply chain, e-commerce loosely
coupled
• Intranet/extranet links to trading
partners
• Supplier network expansion
• Collaborative planning and
fulfilment
• Extranet and exchange-based
collaboration
Source: Adapted from Charles Poirier and Michael Bauer, E-Supply Chain: Using the Internet to Revolutionize Your Business (San Francisco:
Berrett-Koehler Publishers, 2000), p. 79.
Chapter 6 / Enterprise e-Business Systems ● 203
CVS, McKesson,
and MPT:
Web-Based SCM
Integration
CVS is a leading drug retail chain, while McKesson is the largest U.S. distributor of pharmaceuticals, health care products, and medical/surgical supplies, with
annual sales in excess of $20 billion. Better integration with McKesson is a key
strategic move for CVS, as management sees significant potential for improving
sales and margins through its enhanced pricing and promotional forecasting systems.
Supply chain integration helps the retailer move from pull to push promotions
by allowing marketing managers to plan promotions more effectively, using item
history taken from historical point-of-sale data on a store-by-store basis. The
integration with McKesson substantially reduces the amount of time needed to
plan and to stock inventory for individual promotions.
A major objective in the CVS–McKesson chain is to improve business
performance through better supply chain integration. This requires much closer
cooperation between McKesson and CVS, with McKesson taking responsibility
even for CVS stock levels. McKesson monitors CVS’s store-level consumption via
Web extranet links and replenishes the inventory to meet the agreed-on service
levels—true supply chain integration. This cooperative process between supplier
and customer is achieved through seamless interenterprise process integration and
advanced SCM applications that link CVS directly to McKesson’s production
department [9].
Not every supply chain application requires a hefty up-front investment,
however. Modern Plastics Technology (MPT), an injection mould manufacturer
in Port Huron, Michigan, spends just several hundred dollars per month to access
the i-Supply Service Web-based supply chain application from SupplySolution,
Inc. The company had been using electronic data interchange transmissions to
fill its orders and was having a tough time keeping up with unscheduled changes
in orders, says Doug Archer, vice-president of Modern Plastics.
Then a large sealant manufacturer that was one of their customers persuaded
Modern Plastics to connect with its i-Supply Service application. This Web-based
SCM system enables them to see what their customers need on a real-time basis.
Modern Plastics runs 30 to 40 different products through its presses, and i-Supply
now allows management to better plan long production runs or prioritize specific
product runs. Additionally, i-Supply helps MPT accomplish more accurate demand
forecasting and production scheduling [30].
204
● Module III / Business Applications
Summary
• Customer-Relationship Management: The Business
Focus. Customer-relationship management is a crossfunctional enterprise system that integrates and automates many of the customer-serving processes in sales,
marketing, and customer service that interact with a
company’s customers. CRM systems use information
technology to support the many companies that are
reorienting themselves into customer-focused businesses as a top business strategy. The major application
components of CRM include contact and account
management, sales, marketing and fulfilment, customer
service and support, and retention and loyalty programs,
all aimed at helping a company acquire, enhance, and
retain profitable relationships with its customers as a
primary business goal. However, many companies have
found CRM systems difficult to properly implement
due to a lack of adequate understanding and preparation
by management and affected employees. Finally, many
companies are moving toward collaborative CRM
systems that support the collaboration of employees,
business partners, and the customers themselves in
enhancing profitable customer relationships.
its resources, such as cash, raw materials, production
capacity, and people. However, properly implementing
ERP systems is a difficult and costly process that has
caused serious business losses for some companies,
that underestimated the planning, development, and
training that were necessary to re-engineer their business
processes to accommodate their new ERP systems.
However, continuing developments in ERP software,
including Web-enabled modules and e-business
software suites, have made ERP more flexible and userfriendly, as well as extending it outward to a company’s
business partners.
• Supply Chain Management: The Business Network.
• Enterprise Resource Planning: The Business
Backbone. Enterprise resource planning is a crossfunctional enterprise system that integrates and automates many of the internal business processes of a
company, particularly those within the manufacturing,
logistics, distribution, accounting, finance, and human
resources functions of the business. Thus, ERP serves
as the vital backbone information system of the enterprise, helping a company achieve the efficiency, agility,
and responsiveness required to succeed in a dynamic
business environment. ERP software typically consists
of integrated modules that give a company a real-time
cross-functional view of its core business processes,
such as production, order processing, and sales, and
Supply chain management is a cross-functional interenterprise system that integrates and automates the
network of business processes and relationships between
a company and its suppliers, customers, distributors, and
other business partners. The goal of SCM is to help a
company achieve agility and responsiveness in meeting
the demands of its customers and the needs of its suppliers, by enabling it to design, build, and sell its products
using a fast, efficient, and low-cost network of business
partners, processes, and relationships, or supply chain.
SCM is frequently subdivided into supply chain planning
applications, such as demand and supply forecasting,
and supply chain execution applications, such as inventory management, logistics management, and warehouse
management. Developing effective supply chain systems
and achieving the business goals of SCM has proven to
be a complex and difficult challenge for many firms.
But SCM continues to be a major concern and top
e-business initiative, as companies increase their use
of Internet technologies to enhance integration and
collaboration with their business partners, and improve
the operational efficiency and business effectiveness of
their supply chains.
K e y Te r m s a n d C o n c e p t s
These are the key terms and concepts of this chapter. The page number of the first explanation of each is in parentheses.
1. Customer-relationship
management (174)
a. Application components (177)
3. Electronic data interchange (196)
5. Supply chain (195)
4. Enterprise resource
planning (184)
6. Supply chain management (193)
b. Business benefits (180)
a. Application components (186)
a. Application
components (195)
c. Challenges (180)
b. Business benefits (187)
b. Business benefits (200)
d. Trends (182)
c. Challenges (187)
c. Challenges (200)
d. Trends (191)
d. Trends (202)
2. E-business suites (191)
Web
For more resources, log on to the Online Learning Centre at www.mcgrawhill.ca/college/obrien and access
Student Edition.
Chapter 6 / Enterprise e-Business Systems ● 205
Re v i e w Q u i z
Match one of the key terms and concepts listed previously with one of the brief examples or definitions that follow. Try to find
the best fit for answers that seem to fit more than one term or concept. Defend your choices.
1. A cross-functional enterprise system that helps a
business develop and manage its customer-facing
business processes.
11. Failure of order-processing and inventory
accounting systems that are re-engineered to
accommodate a new cross-functional system.
2. A cross-functional enterprise system that helps a
business integrate and automate many of its internal
business processes and information systems.
12. A lack of adequate demand planning knowledge,
tools, and guidelines may cause major overproduction and excess inventory problems.
3. A cross-functional interenterprise system that
helps a business manage its network of relationships and processes with its business partners.
13. Moves toward Web portals and collaborative
systems involving business partners as well as
customers to coordinate sales and service across
all marketing channels.
4. Includes contact and account management, sales,
marketing and fulfilment, and customer-service
and support systems.
5. Includes order management, production planning,
accounting, finance, and human resources systems.
6. Includes demand forecasting, inventory
management, logistics management, and
warehouse management systems.
7. Acquiring, enhancing, and retaining profitable
relationships with customers.
8. Improvements in the quality, efficiency, cost, and
management of internal business processes.
9. Development of a fast, efficient, and low-cost
network of business partners to get products from
concept to market.
10. Resistance from sales and customer-service
professionals who are not adequately involved in
the development of the system.
14. Moves toward more flexible, user-friendly,
Web-enabled software, integrated into e-business
software suites.
15. Moves toward the use of Internet technologies
to integrate and enhance collaboration with a
company’s network of business partners.
16. An integrated system of software modules for
customer-relationship management, enterprise
resource planning, supply chain management,
and other business applications.
17. The automatic exchange of electronic business
documents between the networked computers of
business partners.
18. A network of business partners, processes, and
relationships that supports the design, manufacture,
distribution, and sale of a company’s products.
Discussion Questions
1. Should every company become a customer-focused
business? Why or why not?
7. How can the problem of overenthusiastic demand
forecasts in supply chain planning be avoided?
2. Why would systems that enhance a company’s relationships with customers have such a high rate of failure?
8. What challenges do you see for a company that wants
to implement collaborative SCM systems? How would
you meet such challenges?
3. Refer to the Real World Case on Canada Post, Foster
Parents Plan, and Ernex Marketing Technologies Inc.
in the chapter. What organizations would benefit most
from implementation of CRM? Justify your response.
4. How could some of the spectacular failures of ERP
systems have been avoided?
5. Should companies continue to use EDI systems?
Why or why not?
6. Refer to the Real World Case on ERP at Indigo Books
& Music Inc. in the chapter. What happens if Indigo
experiences inconsistent data across the organization?
9. Refer to the Real World Case on Wal-Mart and Mattel
in the chapter. What other types of organizations could
implement an efficient supply chain such as the one at
Wal-Mart?
10. Should companies install e-business software suites or
“best-of-breed” e-business software components? Why?
206
● Module III / Business Applications
Ap p l i c a t i o n E x e rc i s e s
Complete the following exercises as individual or group projects that apply the chapter concepts to real world business situations.
1. NetLedger/Oracle Corporation: Oracle Small
Business Suite
Web NetLedger Inc., the company that developed
and markets the Oracle Small Business Suite for
the Oracle Corporation, was selected by Time magazine
as one of the five best Web sites in the Managing a
Small Business category of Time’s guide to the best
Web sites for business (NetLedger Inc. news release,
December 9, 2002). Check out NetLedger’s Web site
at www.netledger.com, then click on Products and then
on Oracle Small Business Suite for access to extensive
information on this e-business software suite for small
businesses. See Figure 6.17.
a. What are the business benefits of this suite of online
business software and services?
b. What are the limitations and disadvantages of this
and similar online software applications?
F i g u re 6 . 1 7
The NetLedger Inc. Oracle
Small Business suite.
Source: Courtesy of Oracle Corporation.
c. Would you recommend this suite to a small business
owner? Why or why not?
2. SAP versus Oracle: mySAP versus E-Business Suite
Web Check out the Web sites of SAP’s mySAP
Business Suite (www.mysap.com) and Oracle’s
E-Business Suite (www.oracle.com/applications), the
e-business software suites of these two major ERP, CRM,
and SCM competitors. Review the extensive information
on the features and capabilities of both suites.
a. What are the business benefits offered by such suites?
b. What are the limitations and disadvantages of such
suites compared to individual “best-of-breed”
business application software?
c. Which one of the two suites do you prefer? Give
at least three reasons to support your selection.
Re a l Wo r l d C a s e 4
Call Centre s:
CRM Challenge s
T
he rise of voice over Internet protocol and broadband technology will drive the call centre industry
toward a more distributed working environment,
according to experts at a Call Centre and CRM Solutions
Canada (www.cc-crmcanada.com) conference. In the next
three years, a panel of vendors and customers predicted, call
centres will be making better use of interactive voice response
(IVR), agents will be working from home, and Web-based
training tools will improve the relationship between managers
and call centre agents. They also said customers would
increasingly use self-service applications and “guided selling”
experiences over a company’s Web site. The workstations
used by individual call centre agents, meanwhile, will be
much less complex than they are today, said Patte Seaton,
Bell Canada’s (www.bell.ca) vice-president of customer care,
who oversees the phone company’s 21 call centre locations
across Ontario. “I think, too, with some of the issues people
have with telemarketing, that will also move over to the Web.”
Kevin Hegebarth, director of strategic planning at call
centre software provider Witness Systems (www.witness.com),
said technology is starting to allow the formation of virtual
call centres, where agents are working remotely. “Gone will
be the days where we have 1,000 people working in the same
building,” he said. “With the Web, decentralization will be
almost inevitable. Centralization has its advantages—you
can manage all of the people in the same place—but I think
the industry as a whole is moving away from that.”
In the meantime, however, call centres across the country are struggling to offer consistent levels of service and
provide the kind of customer-relationship management that
earns loyalty and repeat business. Paul McDevitt, senior
vice-president of Avaya Canada (www.avaya.ca), said that
companies need to remember that their customers have a
much greater power of choice in the way they interact with
them—on Web sites, on the telephone or in person. “The
call centre, though, is really the front door,” he said. “In
some cases, it’s the only door.” That’s because when a customer is unable to complete a transaction on a company’s
Web site, the call centre is usually the first place they turn.
Although call centres began as a way of offloading some sales
and complaint follow-up responsibilities, McDevitt said that
enterprises need to start looking at them as data gathering
tools that can help evaluate the company’s performance.
Hegebarth agreed: “You can get competitive information
from your call centre, and you can get information on your
own products from the call centre,” he said. “We need to
take that information and see it proliferate throughout the
enterprise, so that the VP of marketing or the VP of sales
know what they’re saying.”
Case Study Questions
1. What is the major impact of interactive voice
response on business relationships with customers?
Identify pros and cons of IVR technology.
2. What is the significance of virtual call centres?
3. What businesses benefit most from IVR systems?
Explain your choices.
Source: Adapted from Shane Schick, “Hung Up on CRM
Challenges,” ITBusiness.ca, March, 2002.