1. 1 Supply Chain Management to optimise the Digital Value Chain

2. 2 Within the scope of the TEDIP-Survey and on the basis of digital libraries!

3. 3 Diploma thesis: Elisabeth Bergner

4. 4 Content 1.1Definition of the Network Economy 1.2Value Chain 1.3Digital Value Chain 1.4Definition of the digital Supply Chain 1.5E-Supply Chain Management 2Digital library 2.1The Value Chain of the digital library 2.2Services offered by the digital library 2.3Models of service provision 2.4Charging service provision 2.5Cost Model for the digital library

5. 5 knowledge objectsA digital library decide on opening a new business segment, namely to assemble and to distribute knowledge objects in the context of customised scheduled multi- media based documents on certain topics. The aim of the presentation is to get an idea of what is meant by digital supply chain in this context. Starting position 1.1Definition of the Network Economy

6. 6 Network Economy TEDIPWhat investigates TEDIP? Economic mechanism of action of the digital economy that is the digital supply chain. In order to form the basis of E- Business and E-Commerce. What is the point? -Focus on digital knowledge objects and their relating effects. 1.1Definition of the Network Economy

7. 7 Value Chain The value chain represents the value activity of the enterprise. The value chain analyses the potential for cost reduction and differentation. The value chain is different for each enterprise. There is a relation to the ressourced based view. 1.2Value Chain

8. Procur ement Service provisionSALE Trans-sectoral planning and controlling. Optimisation of planning and controlling. Procure ment Service provisionSALE Procure ment ServiceprovisionSALE ServiceprovisionSALE Service provisionSALE Trans-organisational planning and controlling. Procure ment ServiceprovisionSALE

9. 9 Digital Value Chain The information of the physical value chain are prepared and are available by the information- system. Single physical processes of the value chain are sustained through digital value chain processes. Additional values are generate the basis of digital value chain processes. New business models and services are generated in the digital value chain. 1.3Digital Value Chain

10. 10 Critisism of the value chain It is difficult to distinguish between the different value activities of the value chain. The restriction of the generic strategies Structur-Behaviour-Result Paradigma „Inside-out“ und „outside-in“ Dynamic of the market or solid structur of the market 1.2Value Chain

11. 11 SCM Definition of Supply Chain Management: –Value Chain Management –Management of a Value-Network 1.4E-Supply Chain Management

12. 12 Ultimate customer Supplier of the supplier Service provision supplier Customer Plan | Market procure| handling | distribute Informations-, Information, Service and Payment Flow Quelle: A.T.Kearney, 1994. author publishers Digital Library UniversityPublishers StudentsReaders AssemleKnowledgeObjects 1.4Definition of the digital Supply Chain/ 2 Digital Library

13. 13 Optimisation through supply chain management (SCM) Optimisation through the introduction of Value Chains in an enterprise Optimisation through enhancement of present Value Chains 1.5 E-Supply Chain Management

14. 14 Orientation Strategical Operational Internal - Strategies to start up with processes - for service provision - Outsourcing or inhousing - Quality Management - Quality assurance - Purchase order quantity - Optimise process - Systems for planning, and controlling orders. Marketview - Develop a SCM – mission statement - Procurement- and Distribution strategies - Supplier- und customer management - Develop a SCM – Controlling – und Benchmarking-System - Internet presentation - Procurement- and Sales market research - Supplier evaluation and – assortment - Procurement Collaboration - Supplier and Customer Structur policy - Agreement of SCM – Strategies with business partners - Legal definition of the collaboration - Enhance business processes together with the collaboration partners - Manage organisational and technical interfaces - to business partners Communication strategies in consideration of special technical systems.

15. 15 Process Optimisation Building material and information flows between the enterprises of a Value Chain is a good starting point for the optimisation and survey.Building material and information flows between the enterprises of a Value Chain is a good starting point for the optimisation and survey. Process optimisation leads through lower costs or enhanced service provision of the chain.Process optimisation leads through lower costs or enhanced service provision of the chain. Costreduction is the consequence of optimizing other categories: Quality, Marketing, Collaboration, Scheduling and Controlling.Costreduction is the consequence of optimizing other categories: Quality, Marketing, Collaboration, Scheduling and Controlling. Introducing Information Technologie for example, ECR (Efficient Consumer Response) makes it possible to reduce cycle time through the whole value chain.Introducing Information Technologie for example, ECR (Efficient Consumer Response) makes it possible to reduce cycle time through the whole value chain. 1.5 E-Supply Chain Management

16. 16 Supply Networks Virtual Network 1.Collaboration 2.Core competence (Outsourcing) 3.Interorganisational systems for digital Supply Chain Collaboration Distinction to the value chain: „Transaction still mainly occur between two partners at one time“ 1.5E-Supply Chain Management

17. 17 Global Information Network Electronic Advertising MARKET Research Electronic Ordering Electronic Markets Electronic Payments Information Services Electronic Communication Suppliers  Sales/Order Proc  Inventory Mgmt.  Service Planning  Distribution Mgmt.  Payment Systems  Database Systems  Transaction  Network Interface Suppliers  Sales/Order Proc  Inventory Mgmt.  Service Planning  Distribution Mgmt.  Payment Systems  Database Systems  Transaction  Network Interface Supply Chain Database Demand Forecast Sales Data Inventory Data Service Data Distribution Data Supply Chain Database Demand Forecast Sales Data Inventory Data Service Data Distribution Data Service -Sales/Order Proc. -Inventory Mgmt -Service Plan -Distribution Mgmt -Payment Service -Database Systems -Transaction --Network Interface Service -Sales/Order Proc. -Inventory Mgmt -Service Plan -Distribution Mgmt -Payment Service -Database Systems -Transaction --Network Interface Distributers -Sales /Order Proc. -Inventory Mgmt. -Service Plan -Purchasing -Distribution Mgmt. -Payment Systems -Database Systems -Transaction -Network Interface Customers (Readers, Journals) Customer Service Database Order Status Data Customer Service Database Order Status Data = Orders and Payments SUPPLY CHAIN NETWORK

18. Trans-organisational planning and controlling of a virtual library Library I Library II Library III

19. Trans-organisational planning and controlling of a virtual library Library I Library II Library III

20. Trans-organisational planning of a virtual library Library I Library III Publisher Publisher

21. 21 Value Chain Shorten inherent waiting time in the system: no bundling of publications Single copy for specific target group IT influences VC. 2.1The Value Chain of the digital library

22. 22 Services of the digital library Resourcing: -Digitale books and journals -Metadata -Search and Profilservices Digital service: -Interlending -Konvertation -Print orders 2.2Services offered by the digital library

23. 23 Service Models Activ supply Passive supply Activ collection

24. 24 Cost models for the digital library Single subscription Licences for user groups Costs per demand Costs per accomplishment Costs per document Costs per supply Costs per time (for non discret services)

25. 25 Process-Cost-Management Where use Activity Based Costing? Activity based Budgeting Activity based Performance Measurement Activity based calculating The aim is to calculate the product price  Target Costing

26. 26 Value Chain - Survey The value chain is very important for the cost management. The three elements of the survey are: 1.Strategical position 2.Analysis the cost drivers 3.Analysis the value chain 1.2Value Chain

27. 27 Charging Service known Users anonymous Users Cooperation among digital libraries

28. 28 Supply Chain Collaboration Costs and Benefists Performance Measures Results System Implemenation and Integration Cost Process Coordination and Integration Cost Data Translation and Intgeration Cost Partnership Instability Cost Total Cost of Ownership of System Switching Cost Partnership Opportunity Cost Cycle Time Reduction Process Cost Reduction Supply Chain Cost Reduction Net Benefit Of SCM

29. 29 TCOWith TCO (Total Cost of Ownership) and Interorganisational Cost Management (IOCM) the Interorganisational Cost Management (IOCM) are two areas that cover the Supply Chain Costing. It is important is to divide the determination for costs in the following three parts. Direct costs Costs of the proceedings Transaction costs Through this division you are able to come up to the requirements of the value chain.

30. 30 Costs levels of the value chain Direct costs Proceeding costs TRANSACTION COSTS Direct costs Proceeding costs ENTERPRISE 1 ENTERPRISE 2

31. 31 Transaction costs The starting point of the critisim is cost accounting, that is not able to represent costs thereby incurred outside the service provision. Transactions costs of procurement and sale cost accounting could be extended by transaction costs and collaboration costs. Transactions costs can only be limited connected with present financial instruments. Criticism: Devision into direct and indirect costs!

32. 32 Assignability of transaction costs Nevertheless of critisism there are starting points to introduce transaction costs due to the following reasons: Align transaction costs with the value chain Strategic position is possible Structural cost drivers can be integrated Customers are the starting point.

33. 33 Process costs within the value chain SCORSCOR Model for the VC (Top Down) Activity based Costing is bottom up Begin with the level of the costs centers and analyse these activities. Then comprimise them to processes. Standardised process definition in the enterprise has the advantage, that due to process description and the relating cost data of an enterprise, these cost data and process description could be compared. Different indirect costs.

34. 34 Distribution P l a n n i n g CUSTOMERCUSTOMER Procurement Service SCORSCOR Process Cost center 1Cost center 2Cost center 3 Activities 1.11.21.32.13.33.23.12.2 Distribution

35. Library I Library II Publisher Publisher P l a n n i n g Procurement Supply Service Cost centers Library II Cost centers Library I Cost centers Publisher Cost centers Publisher Activity 1.1 1.21.3 Activity 2.12.22.3 Activity 3.13.23.3 Activity 4.14.24.3 Processes

36. 36 Literature/ URL http://silmaril.smeal.psu.edu/misc/supply_chain_intro.html 13-01-2003. http://www.otp.orghttp://www.otp.org Abruf 7.12.2002 http://www.mastercard.com/set http://www.graphics.uni-bonn.de/dfgspp.v3d2 Abruf 5.12.2002 http://www.milicent.digital.com Abruf 4.12.2002 http://www.hrl.il.ibm.com/mpay Abruf 3.12.2002 http://www.digicash.com Abruf 2.12.2002 http://www.cybercash.de Abruf 2.12.2002 http://elektra.informatik.tu-muenchen.de Abruf 1.12.2003

37. 37 Literature/ URL http://medoc.informatik.tu-muenchen.de http://www.global-info.org http://link.springer.de http://opera.iiie.org http://ist.unibw- muenchen.de/Lectures/WT2002/DigiBib/Frank/PraesentationDigitaleB ibliotheken.pdf http://www.dlib.org/dlib/december02/soergel/12soergel.html http://www.cni.org/regconfs/1997/ukoln-content/repor~24.html http://www.firstmonday.org/issues/issue7_5/lynch/index.html http://www.fiz-karlsruhe.de/pressroom/getinfoe02.html http://www.bl.uk/services/publications.html

38. 38 Literature/ URL Andersen Andersen http://www.business.auc.dk/evolution/esapapers/welcome.html McLaren McLaren et.al.: Supply Chain collaboration alternatives.S349. http://www.emeraldinsight.com/1066-2243.htm

39. 39 literature/ TEDIP Report Keszi,R;Makó,C: Keszi,R;Makó,C: Outsourcing as An Indicator of Regional Competitiveness in the E-Economy. A Methodological Attempt to Analyse 18-Countries Data of EMERGENCE Project

40. 40 H.Bullinger H.Bullinger:Optimierung der Abläufe, in:ZWF Jahrg.97,(2002) Boutellier, R.,Locker,A Boutellier, R.,Locker,A.:Beschaffungslogistik: mit praxiserprobten Konzepten zum Erfolg, München-Wien, Hanser, 1998. The third ACM Conference on Digital Libraries, Pittsburgh, 1998. Horvàth und Partner(Hrsg.): Horvàth und Partner(Hrsg.): Qualitätscontrolling/Ein Leitfaden zur betrieblichen Navigation auf dem Weg zum Total Quality Management, Stuttgart, 1997. Wildemann, H.:,. Wildemann, H.:,Supply Chain Management und E- Technologien in: Reihe BWL aktuell, Klagenfurt,2001. Ziegenbein,K.: Ziegenbein,K.:Controlling in: Kompendium der praktischen Betriebswirtschaft, Hrsg.: Olfert, K., Leipzig, 2002.

41. 41 Literature /periodicals Houlihan, J.: Houlihan, J.:International Supply Chain Management in: International Journal of Physical Distribution and Logistics Management, Vol.15, No.1, p.22-38, 1985. Jones,T.and Reilly,D Jones,T.and Reilly,D.: Using Inventory for Competitive Advantage through Supply Chain Management in: International Journal of Physical Distribution and Lgoistics Management, Vol. 15, No.5, p.16-22, 1985. in ZWF: Jahrg.95(2000)7-8, Prozessoptimierung, S.349. McLaren, Head et.al: McLaren, Head et.al:Supply Chain collaboratives: understanding the expected costs and benefits. http://www.emeraldinsight.com/1066-2243.htm Abruf 10.12.2002