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B2B E-Commerce @ MIT

B2B E-Commerce @ MIT. CSG, 10/6/1999 Lorraine Rappaport <ljr@mit.edu> 617.253.0749. MIT E-Commerce Initiatives. SAPweb - web requisitioning front-end to SAP VIP Card - MIT issued credit card with approvals in SAP

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B2B E-Commerce @ MIT

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  1. B2B E-Commerce @ MIT CSG, 10/6/1999 Lorraine Rappaport <ljr@mit.edu> 617.253.0749

  2. MIT E-Commerce Initiatives • SAPweb - web requisitioning front-end to SAP • VIP Card - MIT issued credit card with approvals in SAP • Online credit card processing - allowing internal merchants to sell on the web • ECAT - electronic catalog procurement with preferred suppliers

  3. ECAT History • First version of ECAT (Electronic Catalog) introduced in 1995 as part of supplier consolidation effort • Office Depot, VWR Scientific, and BOC Gases built online catalogs for MIT with our pricing and product restrictions • Required separate authorization mechanism • Difficult to scale to community and other vendors • Required non-standard, problematic desktop software • Requisitioning not integrated with SAP; no approvals

  4. ECAT2 Implementation • First implementation with NECX (rolled out in February, 1999) • BOC Gases and Office Depot go live in June, 1999 • VWR now in pilot testing • Check out: http://web.mit.edu/ecat and http://web.mit.edu/sapweb

  5. ECAT2 Model Components • Utilizes vendors’ standard public sites with MIT pricing • Fully integrated with SAP for authorizations, commitments, payments • Uses SAPweb requisitioning front-end to SAP • Digital certificates for authentication • Based on OBI (Open Buying on the Internet) standard for transmitting vendor shopping baskets • Utilizes EDI to format and send POs and invoices

  6. ECAT2 Design

  7. Advantages of the Model • Modular enough to swap out components as technology changes (e.g. XML???) • SAPweb and SAP interfaces are familiar • Takes full advantage of vendors’ value-added services (e.g., VWR MSDS sheets, other vendors’ “extras”) • Allows procurement staff to focus on vendor relationship management

  8. Disadvantages of the Model • Multiple vendor sites - different capabilities, different navigation • Many components to maintain • Not scalable to all vendors • Batch processes within SAP and at vendor sites mean that orders are not quite real time

  9. But, is it successful? • Daily traffic averages 100 orders per day • Smooth transition from ECAT(1) • Now focusing on converting paper requisitioners • Dollar savings could be calculated at $250K-$500K/year + additional savings from preferred partnerships

  10. Coming Attractions • Extending ECAT2 model to other vendors • Extending ECAT2 model to internal providers • Enhancements wish list: • Cross-catalog search capability? • Electronic funds transfer?

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