IEEM 5352 E-Enterprise Integration

1. IEEM 5352E-Enterprise Integration Introduction -- Modern Enterprises and the Changing Nature of Works Amy Trappey, IEEM, NTHU

2. Objective of Course • This course introduces the modern integrated enterprises. The focus is on the managerial and technical aspects of creating and managing modern ICT enabled, integrated and smart (intelligent) enterprises. It is clear that enterprises have been in rapid transition toward virtual enterprises with value chain integration. Information systems are being realigned around business processes, and business-to-business (B2B) electronic commerce has become a key competence that business cannot survive without. This course provides such understanding by focusing on aspects of managing this complex changing processes, from strategic planning, modeling, to introduction of enterprise application and integration technology. Amy Trappey, IEEM, NTHU

3. Extended Enterprises – enhance the value of enterprises. • Customers – revenue value mutual!! • Suppliers – create products/sales value • Partners • Contractors and Subcontractors • Temporary Partners • Others -- ? University (own some intillectual properties, IPs, and know-hows, which can be applied to industry. Thus, we like to be considered as an extended part of any enterprises that we can help.) • What benefit the university will get? Mutual benefit!! Amy Trappey, IEEM, NTHU

4. Illustration of the Extended Enterprise 整合性企業資訊系統 (ERP) 大廠 Prime/OEM Business-to-Consumer Business-to-Business Logistic Issues 中小企業供應者 Suppliers SMEs 消費者 Customers/ Consumers 整合性企業資訊系統 (ERP) ¬Fulfillment/Shipment Physical goods – products, parts, components shipping, logistic management Non-physical – transform, transfer, and share data, information and intelligence Example: order, on-line (product/software) order

5. Some EI Problems to be Solved • Why is it difficult to implement integrated and smart(intelligent) solution? • How to effectively implement reengineering efforts? • What is a successful management plan? • How does management and technologist work together successfully? Amy Trappey, IEEM, NTHU

6. Our Schedule and Topics Amy Trappey, IEEM, NTHU

7. Historical perspective for Enterprise Integration • The view from the late 1980s • Michael S. Scott Morton, The Corporation of the 1990’s: Information Technology and organizational Transformation, Oxford Univ. Press, NY, 1990. • The view from the mid 1990s • Arno Penzias, Harmony: Business, Technology and Life After Paperwork, Harper Business, NY, 1995. Amy Trappey, IEEM, NTHU

8. The view from the late 1980’s • ICT (Information Communication Technology) is enabling fundamental changes in the way work is done. • ICT is enabling the integration of business functions at all levels within and between organizations. • ICT is causing shifts in the competitive climate in many industries • ICT presents new strategic opportunities for organizations that reassess their missions and operations. • Automate – factory automation! • Informate: Automated processes yield information as a by-product. • Transformation (content!!!) Amy Trappey, IEEM, NTHU

9. The view from the late 1980’s • Successful application of IT will require changes in management and organizational structure. • A major challenge for management in the 1990s will be to lead their organizations through the transformation necessary to prosper in the globally competitive environment. • Management • Structure • Strategy • Technology • Individuals & roles Amy Trappey, IEEM, NTHU

10. The view after 1990s • Time-ordered periods of development • The quantity era • The quality era • The Harmony era Amy Trappey, IEEM, NTHU

11. Advance planning emphasis Mechanical technology Economic of Scale Hierarchical organizations Value from volume Technology islands Environmental exploitation Customer feedback emphasis Programmable control Economic of speed Team-based organization Value from performance Technology overlaps Environmental concern Quantity Vs. Quality Era of Quantity Era of Quality *creativity Amy Trappey, IEEM, NTHU

12. Customer feedback emphasis Programmable control Economics of speed Team-based organization Value from performance Technology overlaps Environmental concern Personalization emphasis Direct information access Economics of convenience (ubiquitous) Architectural organization Value from coherence Technology merger Environmental renewal Quality Vs. Harmony Era of Quality Era of Harmony Amy Trappey, IEEM, NTHU

13. The Key: Integration with intelligence • The transition to harmony shifts the locus of value from individual products to integrated customization service. • Each customer and supplier becomes a partner in value creation by participating in “design” at the “point of order” through interaction with optional offers. • Business intelligence and smart decision support for virtual enterprise Amy Trappey, IEEM, NTHU

14. Questions We Like to Address • What are the details of the integration process? • How are enterprises integrating their internal processes? (internal) • How are enterprises integrating with suppliers and customers? (external) • What are the tools, technologies, methods that are used to achieve EI? Amy Trappey, IEEM, NTHU

15. Lecture Notes and Resources • URL  http://www.ebc.nthu.edu.tw • KM  Online Courses 製商整合教材電子化企業整合 • Professor Amy Trappey’s office hour  Wed. 14:00 – 17:00 • TA: Penny and Jimmy office hourThur. 14:00 – 16:00 Amy Trappey, IEEM, NTHU