From e-Transformation
To c-Transformation:
C-Commerce Enabling Strategy
박 기한 박사
Entrue Consulting Partners
목차
Ⅰ. Introduction to c-Transformation
Ⅱ. Components of c-Transformation
Ⅲ. Case Study: Cisco Systems’ e-Hub
Ⅳ. Realization of Collaboration
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy
1
Change is the Only Constant
Old World
New World
Centralized
Distributed
Organizational Size
Organizational Value
Positional Power
Informational Power
Company
Customer
Four Walls Mentality
Extended Company
Vertical Integration
Core Competency Focus
Labor vs. Management
Employees and Partners
Predictability
Responsiveness and
Flexibility
Source: Cisco Systems
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy
2
Industry Shifting: EMS
IBM과 HP 등 실리콘밸리의 첨단업체 및 SONY, Hitachi 등 일본의 선진 업체들은 각각의 Value
Chain을 Restructuring하여 강점을 가진 분야를 특화 시키고, 그 이외에는 전략적 파트너쉽을
통한 Outsourcing에 주력하는 추세를 보이고 있습니다.
What is our
Core Competency?
BPO
재무/
회계
Electronics Manufacturing Service
R&D
PD
생산
MKT
물류
SVC
4PL
 BPO: Business Process Outsourcing
 4PL: 4th Party Logistics
Competitiveness
through Partnership!!
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy
3
Industry Shifting: Convergence
경쟁 환경에 있어서의 산업간 경계, 채널간 경계, 제품간 경계가 사라지고 있습니다.
Industry Convergence
Industry를 초월한 경쟁자의 등장 가속화
(ex: Telematics 산업에서 현대자동차와
SKT의 경쟁)
산업/제품간
경쟁구도의
변화
Channel Convergence
개인과 기업을 Internet으로 연결하는
Channel의 통합
(ex: PC/Mobile/Cable TV를 통합한
Broadband Portal의 등장)
Product Convergence
상이 제품간 경쟁의 가속화
- 전화: 음성 Data 영상
- PC : Data 영상 음성
- TV : 영상 Data 음성
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy
4
e-Transformation as a Strategic Differentiator
Internet Infrastructure에 기반한 자사 Business Process의 Revolution 및 Value Added Business
Model의 창출은 기업의 경쟁력 강화에 기여해 왔습니다.
e-Transformation of a Company
Process Revolution
Brick and Mortar Business
Brick and Click Business
New Business Model
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy
5
What Happened to the Enterprise Walls
이러한 개별 기업들의 e-Transformation 노력은 기업 내 업무 프로세스의 효율화를
가져왔으나, Supply-Chain 관점에서의 기업 간 Transaction Cost는 여전히 높습니다.
e-Transformed Company A
e-Transformed Company B
Intranet
EAI
Enterprise Portal
Inner
Enterprise
Walls
Supply-Chain
Information Flow
Material Flow
Inter
Enterprise
Walls
Supplier
Manufacturer
Distribution
Center
Customer
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy
6
Not the Size, But the Speed Does Matter
Dynamic하게 급변하는 환경 하에서 생존하기 위해서는 기업 내 조직 간의 정보 흐름 뿐만
아니라 거래하는 기업 간 정보 흐름의 가속화와 이에 따른 신속한 의사결정이 중요합니다.
Enterprise Revolutionary Path
Collaborative High Speed
Business Decision Making
Optimizing
Enterprise
Workforces
High Speed of Inner-Enterprise
Information Flow
But, Bounded Rationality
Low Speed of Inner-Enterprise
Information Flow
Streamlining
Inter-Enterprise
Information Flow
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy
7
Networked Supply Chain
Supply-Network 상의 기업들은 인터넷을 통해 정보를 공유함으로써 불확실성을 최소화 할 수
있으며, 이에 따라 고객의 요구사항을 만족시키기 위한 협업을 수행하는 동시에 각자의 비용
최소화와 생산성 향상을 도모해야 합니다.
Not a Chain
but a Fabric of Relationships
Enterprise
Supported by
Retailers
Seamless
Partners
Connectivity
Manufacturers
Internet
Collectively Acting
Customers
to Meet the Customer’s Needs
Resellers
Individual
Cost Savings & Productivity Gains
Suppliers
Distribution
Source: Cisco Systems
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy
8
Level of Collaboration
기업간 Collaboration은 단순 Transaction data의 교환을 위한 Interface Level, 다양한 유형의
정보를 교환할 수 있는 Integration Level, Extended Enterprise를 추구하는 Outsourcing Level로
발전하고 있습니다.
Level of Collaboration
Outsourcing Level (BPO, 3PL, EMS + )
Integration Level(B2Bi, eAI)
Extended Enterprise
(Strategic Partnership)
Interface Level (EDI, e-mail)
Seamless Connection
Electronic Communication
Our Process,
Your Company !!!
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy
9
collaborative-Transformation
이와 같은 다양한 수준의 협업을 실현하기 위해서는 Supply-Network 상의 기업들이 필요에
따라 신속하게 서로의 Business Process를 연결시키고, 또 해체할 수 있는 유연한 협업 체계가
필요하며, 기업들의 이러한 역량 확보 활동을 collaborative-Transformation으로 정의합니다.
collaborative-Transformation
“자사의 Value Chain 상에서 요구되는 Collaboration Level을 정의하고, 이를 위해
선정된 전략적 Partner와의 Business Process 통합을 가능하게 하는 IT Planning 및
Implementation 활동”
Enterprise C
Enterprise B
Enterprise A
경영
지원
인사
재무
회계
전략
R&D
PD
생산
MKT
물류
SVC
인사
재무
회계
전략
R&D
PD
생산
MKT
물류
SVC
Extended
Enterprise
경영
지원
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 10
목차
Ⅰ. Introduction to c-Transformation
Ⅱ. Components of c-Transformation
Ⅲ. Case Study: Cisco Systems’ e-Hub
Ⅳ. Realization of Collaboration
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 11
Transaction Protocol Standardization
다수의 기업 간에 다양한 유형의 정보를 신속하게 교환하기 위해서는 기업간의 거래에 있어서
Transaction Protocol의 표준화가 고려되어야 합니다.
기업간 Transaction Protocol의 표준화 노력
ebXML
BizTalk
cXML
eCo
RosettaNet
xCBL
1996
CommerceOne
1998.2
Leading co
(Electronics)
• Core
component
(Semiconductor)
1996
1998.8
CommerceNet
• Registry
• Messaging
• Documents
• Inf. Items
• Semantics
1998
1999.3
Ariba
• Messaging
• cXML
Documents
• Procurement
• Purchase
Order
1999.5
Microsoft
• Messaging
• Documents
1999
2001.5
UN/CEFACT
OASIS
• Messaging
• Trading
Partner
• Reg/Rep
• Business
Process
• Core
Component
2000 +
( Source: KIEC ebXML workshop 2001 )
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 12
Infra & Interface Standardization
기업 내부의 다양한 정보들을 파트너들과 교환하기 위해서는 Open Standard Technology 및
Protocol에 기반한 기업 내 Infra 및 외부와의 Interface 표준화가 필요합니다.
Standard Infra & Interface Components
Packaged Application
(ERP, CRM … )
Application
Database
In-House “Legacy”
Application
Packaged
Interface
DB Interface
Custom
Interface
J2EE CA
JDBC
J2EE CA
Integration Backbone (Middleware - EAI, B2Bi)
Web Service
RosettaNet
External Standard
Interface
Custom/Packaged
Interface
External Site
Partner’s
System
Integration
Controller
BPM
Rules
Base
Source: Cisco Systems
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 13
Shared Applications
표준 Transaction Protocol을 통해 교환되는 Data를 가공하여 Information화 시키고, 이를
필요로 하는 Employee 및 Partner들에게 효과적으로 제공하기 위한 웹 기반의 다양한
어플리케이션들이 필요합니다.
구매
B2B
(Supplier)
e-Procurement
e-Manufacturing
생산
Workforce
Optimization
연구
개발
마케팅
B2E
(Employee)
경영
지원
e-HR
영업
B2C
(Customer)
e-Learning
KM
Financial
Management
e-Sales &
Customer Care
Web Foundation (Open Standard)
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 14
목차
Ⅰ. Introduction to c-Transformation
Ⅱ. Components of c-Transformation
Ⅲ. Case Study: Cisco Systems’ e-Hub
Ⅳ. Realization of Collaboration
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 15
High Tech Landscape
 Trend to Outsourced
Manufacturing
 Dynamic and Complex
Trading Communities
 Increasing Velocity of
Orders and Information
 Globalization? Globalization!
“Higher Peaks…
Lower Valleys…
Faster Transitions”
 Disruptive Technologies
Source: Cisco Systems
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 16
Outsourced Manufacturing: Benefits
Business
Strategic
Technology
Development Marketing
Design
NPI
PCBA
BTO
CTO
Repair /
Refurbish
 Flexible Capacity for Demand Variation
 Access to Global Markets
 Focus Resources on “Core Competencies”
 Improved Asset Utilization
 Overall Cost Reduction
 Increased Velocity through the Supply Chain
Source: Solectron
* NPI: New Product Introduction
* PCBA: Printed Circuit Board Assemblies
* BTO: Build-To-Order
* CTO: Configure-To-Order
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 17
Outsourced Manufacturing: Challenges
Key Challenges
Common Impacts
 Information Delays and
Distortion between Levels
in the Supply Chain
 Parts Shortages
 Planning Activities are not
Synchronized and Closed Loop
 Long Lead Times
 High Levels of Forecast
Variability
 Lower than Acceptable
On-time Shipments
 Lack of Visibility to
Exception Conditions
 Frequent Expediting
 No Inter-Enterprise
Process Optimization
 Excess Inventory
“Mission Critical Activity without Visibility or Control”
Source: Cisco Systems
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 18
Prescription vs. Collaboration
Two Possible Approaches to Managing Outsourcing Partners…..
Specify Desired Outcomes
Specify Process
Manage by Exception
Micro-Manage
Optimize Local Metrics
PRESCRIPTION
COLLABORATION
Optimize End-End Metrics
Measure to Commitments
Measure to Requests
Maximize Total
Value
Maximize “My” Value
Zero-Sum
Win-Win
… Collaboration Builds Long-term Value
Source: Cisco Systems
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 19
The Networked Supply Chain: eHub Model
New Model
Characteristics
 Private Information Exchange
Component
Distributor
Carrier
Cisco
 Central Point for All Cisco Supply Chain
Information
- Planning
- Execution
- Product Data
- Expandable for Other Processes
 Leverages Internet “Exchange” Technology
and Open Standards
CM
3PL
 Supplements and Enhances
Existing Execution Systems
 Manages Supply/Demand Mismatches
 Open to All Cisco Supply Chain Partners
* CM: Contracted Manufacturer
Source: Cisco Systems
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 20
eHub Data Flow and Transformation
INPUT – RN PIPs
OUTPUT
 Forecast data
 Overdue Action
Alerts
 Supply Commit data
Cisco
 Supply/ Demand
Mismatch Alerts
Cisco
 Demand data
CM
 Supply data
 Forecast Change
Impact Alerts
CM
 PO data
Distributor
Distributor
 Partner Data
Mismatches
 Sales Order Data
 Inventory data
Supplier
 Product Master Data
Supplier
 Planning and
Material Reports
 Ad-hoc Reports
Automated Sharing of Key Data, Transformed into Information Allowing More
Collaborative and Efficient Management of Extended Supply Chain Activities
Source: Cisco Systems
* RN: RosettaNet
* PIPs: Partner Interface Processes
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 21
eHub Home Page – Control Center
Source: Cisco Systems
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 22
Cisco Connected Supply Chain
• 16 CM Sites
• 1 Distributor
• 26 Suppliers
• 13 In-Progress
• 15 @ Kick-off
Foxconn
NA
TN
MX
TX
PN
NC
CA
FL
MX
PN
CA
MX
RN
RN
IN-PROGRESS
AMD
Bel Fuse
FCI
Pulse
Viking
Intel
Samsung
Power One
Excellight
Merix
Unimicron
Hitachi Ltd
Celestica THAI
RN indicates transition to RosettaNet
Source: Cisco Systems
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 23
Benefits of Collaboration
 Reduction in End-End Cycle Time
 Removal of Redundant and
Non-Value Added Activity
 Reduction in Overall
Process Cost
 Tighter Process Integration/
Optimization
 Improved Working Relationships
 Long-term Value Creation
Source: Cisco Systems
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 24
Cisco Collaborative Activities
Design
Source
PRISM
• Design Library
Consolidation
Plan
Buy
• Product Change Notices
• Engineering Change
Notices
Ship
eHUB
eLogistics
• End-End Supply Chain Visibility
• Global Fulfillment
via 3PL Network
• Collaborative Planning
• Part Content Mgmt
Build
• Supply Demand Alignment
• Inventory Optimization
• Shipment Status
Visibility
• Merge-In-Transit
Capability
• Transportation
Optimization
Manufacturing Connection Online (MCO)
Source: Cisco Systems
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 25
Key Enablers
Today
Clear Process Definition and Supporting Culture
Integrated Technical Architecture (e.g. MCO)
Industry Standard Communication Protocols
RosettaNet ebXML
Tomorrow
Web Services (XML, SOAP, WSDL),
Rapid, Low Cost Connections
Ad hoc System and Process Integration
Source: Cisco Systems
* XML: Extensible Markup Language
* SOAP: Simple Object Access Protocol
* WSDL: Web Service Description Language
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 26
목차
Ⅰ. Introduction to c-Transformation
Ⅱ. Components of c-Transformation
Ⅲ. Case Study: Cisco Systems’ e-Hub
Ⅳ. Realization of Collaboration
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 27
Roadmap for Effective Collaboration
Business Needs의 발굴에서 시작하여 실제 어플리케이션의 구축에 이르는 c-Transformation의
단계적인 수행절차는 다음과 같습니다.
Create
Define
Data/Content IT InfraRequirements structure
Identify
Business
Need
Select
Appropriate
Partners
Create
Incentives/
SLAs
Define
Application
Requirements
Connect
Partners
Platform for
Collaboration
Deliver
Scalable
Applications
Staff with Your Top Cross-Functional Resources !
Source: Cisco Systems
* SLAs: Service Level Agreements
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 28
Business meets IT
IT의 역할은 과거 Business 전략의 지원 도구에서 벗어나 c-Transformation을 가능하게 하는
Business Enabler로서의 역할을 수행해야 하며 이를 위해 IT/Business Alignment가 필요합니다.
IT Enables New Capabilities and Roles
IT Supports and Drives Business Strategy
Value
Creation
Proactive
Business
Value
Output Defined
Reactive
Input Defined
Self Defined
• IT Independent of
Business
• Governance Limits
• IT seen as a “High”
Cost, Non-Value Add
• Focus on Technical
Performance
Source: Cisco Systems
• CFP Model
• Standards
Policies
• Supports
Business
Strategy
• IT seen as a
Support Process
• Operations Review
Process
• SDLC processes
• Metrics Focus on
Cycle Time,
Productivity, Service
Quality
• Supports and
Enhances Business
Strategy
2000 +
Trusted
Advisor
Outcome Defined
• Business Partnership
• Enterprise
Architecture
• Internet Capabilities
• IT an Integral part of
the Business
• Effective Use and
Leverage of
Technology and
“Virtual” Resources
Time
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 29
Iterative Planning Process
급변하는 환경에 대응하기 위해서는 지속적이고 반복적인 IT Planning 활동을 통해
c-Transformation을 실행에 옮겨야 합니다.
On-going Activities (Every 90 Days)
 Identify Business Collaboration Needs
 Think In Supplier / Customer / Employee’s Shoes
 Identify Friction Points & Solutions
 Update Implementation Roadmap for Each Area
3
Months
연구
개발
구매
마케팅
B2C
(Customer)
영업
생산
경영
지원
9
Months
•Product Configuration
B2E
(Employee)
B2B
(Supplier)
6
Months
12
Months
•Inventory
15
Months
•Language
B-B
•Design
•Delivery Dates
•Ticket Entry
•Product Catalog
•Planned Outages
•Network Diags
•Ticket Status
•On-line Billing
•Contract Man.
•Network Configuration
•Lead Times
•Product Catalogue•On-line Ordering
•Unified Fronted
•On-line Payment •On-line Charging
•Catalogue
•Shipping & Track
•Career Development
•Purchase Order
•Alarms
•Job Scout
•Project Finance Auth. •Expenses
•Web Directory
•Line Manager
•Financial Project
•Benefits
•Time & Leave Capture
B-C
B-E
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 30
Prioritization with Business Impact
과제 우선순위의 선정은 자사의 Business에 미치는 Impact와 실행 가능성을 모두 고려하여
단기간에 성과를 낼 수 있는 과제가 선정되어야 합니다.
Business Impact
EmployeeE-Commerce
Services - (Aggregate)
Frictionless
Execution
Hit Rate
Billing
Business Impact
Business Impact
Business Impact
Productivity
Factor
HIGH
HIGH
LOW
Early Mover
Advantage
Project
Finance
Auth.
Secure Customer
Access
Order
Status
Secure
Customer
Transaction
Financial
Project
Reporting
On-line
Configuration
of
Services
Network Configuration
Ticketing Status
Product Catalogue
Web Directory
PersonalisationPurchase
UnifiedOrder
Fronted
Requests
On-line Ordering
Expenses
Catalogue
Inventory
Benefits
Alarms
On-line
Charging
On-line
Payment
Line Manager
On-line Billing
Security
Single
Log-on
MIS
Career Development
SLA Info.
Pricing
Tools
Shipping
& Tracking
3 Months
Design
Call-back
Job Scout
3 Months
6 Months
6 Months
9 Months
Language
LOW
LOW
12 Months
12 Months
LOW (Hard)
LOW
LOW(Hard)
(Hard)
HIGH (Easy)
HIGH (Easy)
HIGH (Easy)
Ease of Implementation
Ease of Implementation
Ease of Implementation
Strategic Fit
Finance
Human
Resources
Time
Months
99 Months
12 Months
Risk
Ease-of-Implement
Source: Cisco Systems
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 31
Fast eTransformation Methodology
Entrue Consulting Partners와 Cisco IBSG가 제공하는 Fast eTransformation 방법론은 정기적인
Business Unit 중심의 Workshop을 통해 Customer, Supplier 및 Employee 관점에서 Collaboration
Impact가 큰 과제를 선정하여 이를 신속히 추진합니다.
PHASE I.
4 to 6 Weeks
PHASE II. 12 to 20 Weeks
IBSG and Entrue Consulting Involvement (Possibly in stage 5, 6 also)
1
Initiate Fast
eTransformation
Methodology
2
Top-down
NR Survey
& NR Result Analysis
4
BPR / SI / Implementation
5
Finalizing
Initiatives
Define
& Identification
3
Entrue/Cisco
Workshop
6 Analysis
& Design
Bottom-up
7 Build
& Migration
1
2
3
4
5 6
• Set up project
team
• Plan survey
• Visioning
• Identify & assess
• Execute survey
• Friction points
and solutions
on B2B / B2E /
B2C
• Create top-down
initiatives
• Interview with
CEO/CIO
• Agree on time
planning
• Analyze
industry
characteristics
• Analyze survey
results
• Produce a
survey report
• Value creation &
priority matrix
• Roadmap for eBiz initiatives
• Combine both
initiatives and
finalize initiatives
• Agree on the
scope of each
initiative
7
• Analyze
• Design
• Build
• Implement
• Survey user’s
acceptance
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 32
Fast eTransformation Methodology
자사와 협력사 현업의 주도적인 참여 하에 과제가 선정되고 컨설턴트의 지원을 통해 이를
신속하게 추진하는 Fast e-Transformation 방법론은, 전략적 정합성 및 단기적 성과를
보장함으로써 효과적인 기업의 c-Transformation을 지원합니다.
90 Days의 정기적 Workshop과
이행과제 Follow up을 통한
지속적인 성과 창출
자사 및 협력사 현업들의 Workshop을 통한
Friction Point와 Solution의 도출
선정 과제에 대한
중요성과 시급성이 명확하고
성과 지표에 따른 IT 구현이 구체화됨
단기적 계획과 실행, 정기적인 모니터링과
Feedback체계를 통해 궁극적으로
장기적인 IT혁신을 가속화 함
현업의 필요에 따른 Project의
추진이므로 구축된 시스템의
활용도 및 Financial Impact가 증가됨
State of the art Technology의
적용을 통한 IT Trend의 반영
From e-Transformation to c-Transformation : C-Commerce Enabling Strategy 33
http://www.entrue.com
Thanks for your attention
From e-Transformation To c-Transformation:
C-Commerce Enabling Strategy
박기한 박사
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Entrue Consulting Partners
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