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Ch6 (#6) - Discussion Board

Ch6 (#6) - Discussion Board. Discuss and compare all the mechanisms that aggregators of group purchasing can use.

anthony-dunn
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Ch6 (#6) - Discussion Board

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  1. Ch6 (#6) - Discussion Board • Discuss and compare all the mechanisms that aggregators of group purchasing can use. • Companies can use the internal aggregation and external aggregation.Internal aggregation relies on the company to create a critical mass of purchases across several operating divisions to make group purchasing worthwhile. This system provides a company with a large degree of control over when purchases are made and the specific items purchased. This system only works for very large firms. • External aggregation allows smaller firms to work with others to create a critical mass for purchases. This system relies on several independent firms, and therefore the individual firms may not have the level of control that one large internal aggregator would have.

  2. Case 6.1: BigBoxx (p.224) • Direct sales from catalogs • Bigboxx.com (bigboxx.com), based in Hong Kong, is a B2B retailer of office supplies • no physical stores and sells products through its online catalog • three types of customers: • large corporate clients • medium-sized corporate clients • small office/home offices (SOHO) • offers more than 10,000 items from 300 suppliers

  3. Example: BigBoxx (cont.) • The company’s portal is attractive and easy to use • Has a tutorial that instructs users on how to use the Web site • Once registered, the user can start shopping using the online shopping cart • Users can look for items by browsing through the online catalog or by searching the site with a search engine

  4. Example: BigBoxx (cont.) • Users can pay by cash or by check (upon delivery), via automatic bank drafts, by credit card, or by purchasing card. • Users will soon be able to pay through Internet-based direct debit, by electronic bill presentation and payment, or by Internet banking

  5. Example: BigBoxx (cont.) • Using its own trucks and warehouses, Bigboxx.com makes deliveries within 24 hours or even on the same day • Delivery is scheduled online

  6. Example: BigBoxx (cont.) • Value-added services for customers • check item availability in real time • track the status of each item in an order • promotions and suggested items based on customers’ user profiles • customized prices • control and central-approval features • automatic activation at desired time intervals of standing orders for repeat purchasing • a large number of Excel reports and data

  7. Questions • 1. Enter bigboxx.com and staples.com and compare their offerings and purchase processes. (Take the tutorial at bigboxx.com.) What support services are provided? • Both companies offer online Web sites that sell a variety of office products to businesses. It appears that Staples.com offers more computer-related equipment, but that Bigboxx.com offers a wider overall product selection. Staples.com appears to supply a North American market whereas Bigboxx.com appears to supply Hong Kong and the Asian market.

  8. Questions (cont.) • 2. One day, customers may be used to buying office supplies online. They may then try to buy directly from the manufacturers. Will Bigboxx.com then be disintermediated? • These firms will probably not be victims of disintermediation because they provide a valuable role acting as a catalog integrator. Because they aggregate the products of so many different manufacturers, they make the purchasing process significantly easier for businesses.

  9. Real-World Case: Eastman Chemical Makes Procurement a Strategic Advantage (p. 251) 1. Enter commerceone.com and find information about the capabilities of BuySite and MarketSite. How do the two applications differ? Answers will vary. Note, CommerceOne has renamed their product suite. 2. Why did Eastman Chemical start first with e-procurement rather than with the sell-side? You may want to visit eastman.com to learn more about the company. The company was focused on reducing the cost of MRO purchases to make operations more efficient.

  10. Real-World Case: Eastman Chemical Makes Procurement a Strategic Advantage (p. 251) 3. In July 2000, Eastman Chemical introduced an EC project that enables buyers to participate in Eastman’s private online price negotiations using LiveExchange from Moai (moai.com). Explain how the software works and why it is referred to as “dynamic commerce.” The software allows different groups to participate in product negotiation. It is “dynamic commerce” because the addition of new purchasers can dramatically affect pricing and availability for products. 4. Which of the problems cited in this case can be solved by other EC applications? Relate your answer to Commerce One products. Student answers will vary.

  11. Case 6.3: Desktop E-Procurement at Schlumberger (p.236) 1. Describe the benefits of the new systems over the old system. The system allows the company to aggregate and prenegotiate order costs, while saving time in the purchasing process. 2. Describe how the e-procurement system operates. The system lists a variety of products from several vendors that have been preapproved (aggregated and prenegotiated) for employees to purchase. 3.Summarize the benefits of e-procurement to the company. The company saves money on products purchased and saves time in the purchase process.

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