E-BUSINESS PRESENTATION

BYARPIT AGRAWAL

ARTI SHARMAASHISH SRIVASTAVA

ASHISH VERMAASHISH KUMAR PAL

Constructing the e-Business Architecture: Enterprise Apps

The e-Business design built on an application architecture has become a boardroom topic

as more companies than ever integrate application to streamline operations and

compete in the e-commerce arena.

3 Best practices of e-Business architecture

• To create a clear map of the company’s strategy for the next 2 years for to use it to manage all aspects of the company’s application development activities.

• To generate a seamless application strategy, one that leaves no holes for customers to complain.

• To collect,interpret,and assimilate good information about the technical and marketplace uncertainties.

Application design and business design are now irrevocable linked.

According to Bill Gates,” Virtually everything in business today is an undifferentiated commodity, except how a company manages its information. How you manage information determines whether you win or lose.”

Modern business designs are constructed from well-integrated modular building blocks called enterprise applications,which provide common platform for apps in a given functionality,such as ERP,CRM,SCM.These enterprise apps from the backbone of the modern enterprise.

TRENDS

NEW CUSTOMER CARE OBJECTIVES

Integrated application architecture is key to serving the customer seamlessly.

Practicing the fundamentals of fast,error-free services.

Seamless buying and fulfillment is important because as the novelty of e-tailing fades.

HOW DOES INTEGRATED FULFILLMENT WORK?

When an order is placed on the web-site, co. uses an integrated packing and shipping system via an online connection to the order management system.

This system monitors the in-stock status of each item ordered, processes the order, and generates warehouse selection tickets and packing slips.

Once picking and packing are done, the package is sent via ups to the consumer.

NEW COMPETITIVE CONDITIONS

Deregulation and the growing demand for better customer service began to strain the limits of its existing apps.

Pending regulatory changes leading to a far more deregulated and competitive environment forced the company to reevaluate its business processes, especially its customer service functions.

FAST MOVING COMPETITORS

Companies forced to scrutinize their existing application architecture after an M&A transaction.

They also have to determine whether they are capable of competing with new entrants.

And have to quickly find out completely flexible and scalable e-business architecture which allows them to enhance customer service and develop apps more quickly.

PROBLEMS CAUSED DUE TO LACK OF INTEGRATION

• Focusing too much on efficiency and cost cutting• Rehashing competitors ideas• Pursuing drawn-out • Frequently reorganizing - - weak executive involvement• too much emphasis on outside consultants for execution - bleeding-edge technology for incremental benefits

• Greater inefficiencies due to longer wait times for information - without automated link to current inventory data, the customer sales representative can’t tell customer in a timely manner whether the item ordered is available in the warehouse, is scheduled to be manufactured, and if

scheduled for manufactured, when it would be available.

• Increase human errors due to manual exchange of data - Without or lack of information system, each of the processes is disaggregated. The disaggregated processes need manual exchange of date. During the exchange, data would be error or accuracies.

• Increase costs due to a large number of manual management - without information system integration, a customer service process would be referred to the following processes: warehouse, factory, accounting, marketing, credit department, even the purchasing or vendor. But if this process were integrated, all of the steps would be determined in a matter second. So disaggregation will increase costs due to a large number of manual management.

• Lack of documentation of business process –

– Slower response to issues– Increased development time– Lost Revenue– Knowledge Loss

THE NEW ERA OF CROSS FUNCTIONAL INTEGRATED APPLICATIONS

• To understand the evolution of business applications we can go through the following process:

Stage 1:TASK

ORIENTED APPLICATION

ORDER ENTRY)

Stage 2:FUNCTIONAL APPLICATION(LOGISTICS)

Stage 3:INTEGRATED

CROSS FUNCTIONAL

APPLICATIONS(CUSTOMER

CARE)

SUPPLY CHAIN MANAGEMENT

• Integration of supplier, distributors, and customer logistics requirements into one cohesive process

MARKET DEMAND

RESOURCE & CAPACITY

CONSTRAINTS

REAL TIME SCHEDULING

SUPPLYCHAIN

MANAGEMENT

ENTERPRISE RESOURCE PLANNING

• Enterprise resource planning (ERP) integrates internal and external management information across an entire organization, embracing finance/accounting, manufacturing, sales and service, etc.

• ERP systems automate this activity with an integrated software application.

• Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders.

FORECASTING & PLANNING

PURCHASING & MATERIAL

MANAGEMENT

WAREHOUSING & INVENTORY

MANAGEMENT

FINISHED PRODUCT

DISTRIBUTION

ACCOUNTING/FINANCE

ENTERPRISERESOURCEPLANNING

CUSTOMER RELATIONSHIP MANAGEMENT

• Customer relationship management (CRM) is a widely-implemented strategy for managing a company’s interactions with customers, clients and sales prospects.

• It involves using technology to organize, automate, and synchronize business processes—principally sales activities, but also those for marketing, customer service, and technical support.

CUSTOMER RELATIONSHIP MANAGEMENT

SALES

SERVICESMARKETING

E-PROCUREMENT SYSTEM

• E-procurement is the business-to-business or business-to-consumer or Business-to-government purchase and sale of supplies, Work and services through the Internet as well as other information and networking systems, such as Electronic Data Interchange and Enterprise Resource Planning.

E PROCUREMENT

CUSTOMER EQUIPMENT

OFFICE SUPPLIES

BUSINESS TRAVEL

SERVICE PROCUREMENT

MRO PROCUREMENT

ENTERPRISE APPLICATION INTEGRATION

• Enterprise Application Integration is defined as the use of software and computer systems architectural principles to integrate a set of enterprise computer applications.

FRONT OFFICE CRM APPS (CUSTOMER SERVICE,FIELD

SERVICES)

BACK OFFICE ERP APPS (DISTRIBUTION,FINANCE ,

SCHEDULING,MANUFACTURING)

BUSINESS INTELLIGENCE(BI),DECISION SUPPORT SYSTEM(DSS),AND KNOWLEDGE

MANAGEMENT(KM)

• BI,DSS and KM apps enable both active and passive delivery of information from large scale databases, providing enterprise and managers with timely answers to mission critical questions.

• The objective of these apps is to turn the enormous amounts of available data into knowledge that companies can use.

BUSINESS INTELLIGENCE

SYSTEM

BUSINESS ANALYTICS

DATA CAPTURING AND

WAREHOUSING

DECISION SUPPORT SYSTEMPUSH BASED

WIRELESS/MOBILE COMMUNICATIONS

INTEGRATED APPLICATION FRAMEWORKS

VARIOUS APPLICATION FRAME WORK ARE INTEGRATED TO FORM A INTEGRATED APPLICATION FRAMEWORK .

AN INTEGRATED PROCESS VIEW INFUSE SUPPORT AREA ,SUCH AS FINANCE AND HUMAN RESOURCE ,MANUFUCTURING AND ORDER FULFILLMENT.

ENTERPRISE RESOURCE PLANNING

ADM

INIS

TRAT

IVE

CO

NTR

OL

HRM

/E-P

ROCU

REM

ENT

FIN

ANCE

/ACC

OU

NTI

NG

/AU

DIT

ING

MAN

AGEM

ENT

CON

TRO

L

CUSTOMER RELATIONSHIP MANAGEMENT

BUSINESSINTELLIGENCE

ENTERPRISEAPPLICATIONINTEGRATION

SUPPLY CHAIN MANAGEMENT

SUPPLY CHAIN MANAGEMENT

EMPL

OYE

ES

STAK

EHO

LDER

S

BENEFIT OF INTEGRATED APPLICATION FRAMEWORKS

IT ASSISTS MANAGERS IN IDENTIFYING NEAR TERM AND LONG –TERM INTEGRATION OPPORTUNITIES ,BASED ON PREDEFINE STRATEGIES.

IT HELPS MANAGERS GRASP THE BIG PICTURE ,SO THEY CAN SET PRIORITIES.

MANAGERS HAVE A CLEAR IDEA OF WHAT STEPS TO TAKE AND WHAT DECISIONS TO MAKE.