Konsep B2B

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 Tujuan pembelajaran

Memahami konsep dan karakteristik

B2B
Menggambarkan tipe model B2B
Menggambarkan karakteristik
marketplace sell-side dan buy side

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Konsep dan Karakteristik EC B2B

Definisi EC B2B
Suatu transaksi bisnis yang dilakukan secara
elektronik melalui jaringan Internet, Extranet,
Intranet, private network (Contoh EDI).
Suatu Transaksi dapat dilakukan antara bisnis
dan anggota supply chain-nya, seperti melakukan
antar bisnis.
Suatu bisnis bisa suatu organisasi, umum atau
swasta, untuk kepentingan profit / non profit
Karakteristik B2B adalah perusahan yang
melakukan otomatisasi proses jual-beli / trading

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Konsep dan karakteristik EC B2B

Ukuran dan isi pasar

Diperkirakan tumbuh dari $1.1 juta di
2003 sampai $10 juta di 2005
Persentase of Internet-based B2B dari
2.1% di 2000 sampai 10% di 2005
Private and public e-marketplace
Private—one-to-many mode
Public—many-to-many mode

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Konsep dan Karakteristik EC B2B

Bagaimana B2B bisa berjalan ?

Bisa Secara langsung antara pembeli/buyer dan
penjual/seller melalui perantara / intermediary online.
Intermediary dapat berupa organisasi, orang, atau sistem
elektronik
Biasanya Melalui supply chain dengan atau tidak melalui
perantara-perantara/ intermediaries

Tipe transaksi B2B

Spot buying / pembeli spot—berdasarkan pembelian
barang dan jasa pada pasar harga/market price yang
ditentukan oleh dynamic supply dan permintaan pasar
/demand. Penjual dan pembeli biasanya tidak saling kenal.
Contoh stock exchange dan commodity exchange (minyak
gula,jagung)
Strategic sourcing/sumber strategik—melibatkan kontrak
jangka panjang biasanya berdasarkan negosiasi antara
penjual dan pembeli.

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 Figure 6-1
B2B Supply Chain

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Konsep dan Karakteristik EC B2B

Hubungan Supply chain

Saling berhubungan subproses dan aturan-aturan
mendapatkan material
memroses produk dan jasa
Menuju distributor
Dibeli oleh pelanggan
Proses Traditional diatur melalui transaksi kertas
Aplikasi B2B menawarkan keuntungan
competitive untuk supply chain management
(SCM)

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Konsep dan karakteristik EC B2B
Entitas B2B
Selling company / Perusahaan penjual—
perspektif manajemen marketing
Buying company / perusahaan pembeli—
perspektif manajemen pengadaan
Electronic intermediaries / perantara
elektronik—optional third party directory
service provider (scope of service may be
extended to order fulfillment)
Trading platforms—pricing and negotiation
protocol (auctions, reverse auctions)

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Konsep dan Karakteristik EC B2B
Payment services—mechanism for
transferring money to sellers
Logistics providers—logistics to complete
transaction (packaging, storage, delivery)
Network platforms—Internet, VAN, intranet,
extranet
Protocols of communication—EDI or XML
Back-end integration—connecting to ERP
systems, databases, functional applications

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 Konsep dan Karakteristik EC B2B

Information processed in B2B

Product Inventory
Customer Supply chain
Supplier Competitor
Product process Sales and marketing
Transportation Supply chain
process and
performance
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Konsep dan Karakteristik EC B2B
Electronic intermediaries in B2B
Pelanggan dan bisnis bisa saling berbagi
perantara/intermediaries
Bisnis dapat menggunakan intermediaries yang
berbeda dengan supplier yang berbeda
Keuntungan model B2B
Menghilangkan sistem yang menggunakan kertas
Mempercepat waktu siklus
Mengurangi kesalahan
Meningkatkan produktifitas karyawan
Mengurangi biaya
Meningkatkan pelayanan pelanggan dan
manajemen partnership / kerjasama
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 Model B2B

Company-centric models
Sell-side marketplace (one-to-many), satu
perusahaan melakukan semua penjualan
Buy-side marketplace (many-to-one), satu
perusahaan melakukan semua pembelian
Many-to-many marketplaces—the exchange
Buyers and sellers meet to trade
Trading communities
Trading exchanges
Exchanges

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 Model B2B

Other B2B models and services

Tujuan penjualan / selling
Tujuan pembelian / buying
Integrator Value chain
Service provider Value chain
Information brokers

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Arsitektur Sell-Side Marketplace

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 Sell-Side Marketplaces:
One-to-Many
Successful cases
Dell IBM
Intel Cisco

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 Sell-Side Case:
CISCO Connection Online (CCO)

Benefits—saves the company $363

million per year in:
Technical support
Human resources
Software distribution
Marketing material

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Cisco Connection Online (CCO) (cont.)

Benefits to Cisco
Reduced operating costs for order taking
Enhanced technical support and customer
service
Reduced technical support staff cost
Reduced software distribution costs
Lead times reduced fro 4-10 days to 2-3 days

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Cisco Connection Online (CCO) (cont.)

Benefits to customers
Quick order configuration
Immediate cost determination
Collaboration with Cisco staff

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 Buy Side: One-from-Many,
E-Procurement

Purchasing agents (buyers)

Direct purchasing
Use of material is scheduled
Not a shelf item
Indirect purchasing
MROs
Nonproduction materials
Inefficiencies in procurement
management of indirect materials
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 Figure 6-3
A Traditional Purchasing Process Flow

Source: ariba.com, February 2001.

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 Figure 6-4
Buy-Side B2BMarketplace Architecture

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 Procurement Revolution at GE
TPN at GE Lighting Division
Purchasing was inefficient—too many
administrative transactions
Process for each requisition took 7 days
Complex and time-consuming
Could only send out bids for 2 or 3 suppliers
Trading Process Network (TPN)—electronic bids
Entire process takes 7 days (for suppliers to
bid)
2 hours to send information to suppliers
Evaluate and award bids same day

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Procurement Revolution at GE (cont.)

Benefits to GE
Involvement in procurement process
Labor declined 30%
Material costs declined 5%-20%--wider
base of suppliers online
Redeployment
60% of the staff
Sourcing department concentrates on
strategic activities instead of
paperwork, etc.
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Procurement Revolution at GE (cont.)

Benefits to GE
Time to identify suppliers, prepare a request for
bid, negotiate a price, and award the contract
Was 18-23 days
Now 9-11 days
Invoices automatically reconciled reflecting
modifications
GE procurement departments share
information about their best suppliers across
the world

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Procurement Revolution at GE (cont.)
Benefits to buyers
Worldwide supplier partnerships
Current business partners
Strengthen relationships
Streamline sourcing process
Rapid distribution of information
Transmit electronic drawings to multiple
suppliers
Decrease sourcing cycle time
Quick receipt and comparison of pricing bids
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Procurement Revolution at GE (cont.)

Benefits to suppliers
Increased sales volume
Expanded market reach, finding new buyers
Lowered administration costs for sales and
marketing activities
Shortened requisition cycle time
Improved sales staff productivity
Streamlined bidding process

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Procurement Revolution at GE (cont.)

Deployment strategies
Start EC in one division and slowly go to all
divisions
Use the site as public bidding marketplace
to generate commission income to GE

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 B2B Infrastructure

Server to host database and applications

Software for executing sell-side (catalogs)
Software for conducting auctions and
reverse auctions
Software for e-procurement (buy-side)

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 B2B Infrastructure (cont.)

Software for CRM

Security hardware and software
Software for building a storefront
Telecommunications networks and
protocols

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 Extranet and EDI

Secure interorganizational networks

Traditional EDI limits accessibility of
small companies
Internet-based EDI offers wide
accessibility to companies around the
world

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 Figure 6-7
Intelligent Agent-Based Commerce

B2B
Agent
s

Source: J. K. Lee and W. Lee (1997).

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