1. Instructor: Safaa S.Y. Dalloul
E-Business
Level 2
Instructor: Safaa S.Y. Dalloul
Try to be
the Best
E-Commerce
Business to Business

2. Elements of Lecture
B2B
B2B Models
Sell-Side
Buy-Side
Collaborative Commerce

3. Types of B2E E-Commerce

4. Buy-Side: One-from-Many, E-procurement
A unique feature of B2B which is not found in B2C. it's the buy-side marketplace and its use for procurement.
Purchasing in organizations is done by purchasing agents, also known as buyers.
There are two types of purchasing: direct and indirect.
Buy-Side: One-from-Many, E-procurement

5. Buy-Side: One-from-Many, E-procurement
Direct materials also called production materials, go directly to the manufacture or assembly of a product or the creation of a service.
The characteristics of direct materials are
Their use is scheduled,
They are usually not self items,
They are usually purchased in large volume
And after negotiation and contracting.
Buy-Side: One-from-Many, E-procurement

6. Buy-Side: One-from-Many, E-procurement
Indirect materials are usually used in maintenance, repair and operations activities and are known as MROs or nonproduction materials.
Buy-Side: One-from-Many, E-procurement

7. Procurement Management
It refers to the coordination of all the activities pertaining to purchasing goods and services necessary to accomplish the mission of an enterprise.
Approximately, 80 percent of an organization's purchased items, mostly MROs, constitute 20 percent of the total purchase value.
Procurement Management

8. Procurement Management
Is Procurement Management efficient always?
Procurement Management

9. Procurement Management
A large portion of corporate buyers' time is spent on non-value-added activities such as data entry, correcting errors in paperwork, expediting delivery, or solving quality problems.
As a result, buyers don't have sufficient time to pay their attention to properly deal with the purchasing high-value direct materials.
Procurement Management

10. Procurement Management
There are many other potential inefficiencies in procurement, and not only for MROs.
These range from delays to paying too much for rush orders. The major reason is that the traditional process is inefficient.
And to correct the situation companies reengineer their procurement systems using innovative management.
Procurement Management

11. Goals for Procurement Reengineering
Reengineering of procurement has been attempted for decades, usually by using some information technologies.
But the real opportunity lies in the use of e-procurement.
Goals for Procurement Reengineering

12. Goals for Procurement Reengineering
By automating and streamlining the laborious routines of the purchasing function, purchasing professionals can focus on more strategic purchases, achieving the following goals:
Goals for Procurement Reengineering

13. Goals for Procurement Reengineering
Increasing purchasing agent productivity.
Increasing the productivity of purchasing agents.
Lowering purchase prices through product standardization.
Improving information flow and management
Minimizing the purchases made from noncontract vendors
Improving the payment process.
Goals for Procurement Reengineering

14. Goals for Procurement Reengineering
Establishing efficient, collaborative supplier relations.
Ensuring delivery on time, every time.
Reducing the skill requirements and training needs of purchasing agents.
Reducing the number of suppliers.
Streamlining the purchasing process, making it simple and fast
Streamlining invoice reconciliation and dispute resolution
Goals for Procurement Reengineering

15. Goals for Procurement Reengineering
E-procurement is relatively easy to implement. An immediate benefit that e-procurement can bring about is in the purchase of MRO items. But, improvement can be made for direct materials as well.
All existing manual processes of requisition creation, requests for quotation, invitation to tender, purchase order issuance, receiving goods, and payment can be streamlined and automated.
Goals for Procurement Reengineering

16. Goals for Procurement Reengineering
To implement such automated support, the people involved in procurement need to use not only internal workflow, group-ware, and the internal marketplace but also must collaborate with the suppliers web sites.
And here the intranets and extranets are recommended.
Goals for Procurement Reengineering

17. Group Purchasing and Bartering
Group purchasing: The aggregation of orders from several buyers into volume purchases so that better prices can be negotiated.
Group Purchasing and Bartering

18. Group Purchasing and Bartering

19. Group Purchasing and Bartering
Bartering Exchange: An intermediary that links parties in a barter; a company submits its surplus to the exchange and receives points of credit, which can be used to buy the items that the company needs from other exchange participants
Group Purchasing and Bartering

20. Collaborative Commerce
A web based system is used for communication, design, planning, information, sharing and information discovery.
These activities are usually conducted between and among supply chain partners.
There are many varieties of c-commerce ranging from joint design to forecasting.
Collaborative Commerce

21. Collaborative Commerce
Collaboration can be done both between and with organizations.
For example, a collaborative platform can help in communication and collaboration between headquarters and subsidiaries of franchisers and franchisees by providing , message boards and chat rooms, and online corporate data access around the globe no mater what the time zone.
Collaborative Commerce

22. Any Question