The real breakthrough of e-commerce development is the B2B e-commerce, ie, the company's e-commerce, is a network business activities engaged in upstream and downstream enterprises, which is the foundation of the network economy. From the number of participating companies, the amount involved, the size of the interactive information will become the subject of e-commerce. In this environment, companies must not only coordinate all aspects of enterprises, procurement, manufacturing, and sales, but also closely cooperate with up and downstream companies including suppliers, underwriters.
The B2B mode e-commerce facilitates the entire supply chain management of the enterprise, which brings a change in the supply chain to reduce transaction costs, shorten the order cycle, improve information management and improve decision-making, and improve the enterprise from quality, cost and response speed. Operating and enhance corporate competitiveness. The B2B e-commerce model brought the change chain of the corporate value chain, which is developed by the Value Chain of Potter. Potter pointed out that any organization can be thought of consisting of a series of related basic behaviors, which correspond to the flow of logistics, information flow and capital flow from the supplier to consumers.
Potter's corporate value chain is a functional department. The process of resources in the enterprise is the process of continuously adding value in various departments of enterprises. However, with the increasing global competition, the rapid changes in customer demand, using labor division, professional collaboration as the foundation-oriented management model is facing severe challenges, it cuts the business process into independent links, The focus of interest is a single task or work, but the single task does not create value to the customer, only the whole process, that is, when all activities are in orderly, you can create value to the customer. Dr. Harvard University of Harvard has pointed out: BPR, Business Process Rengineering, in 1990: The mission of the company is to create value for customers, and can bring value for customers. Enterprise process; enterprise success comes from excellent Process performance, excellent process performance requires excellent process management. The B2B e-commerce model uses customers-centric,-oriented management methods, improved the response to customers, markets, focusing on the overall process optimal system idea, eliminating the repetition of the internal links, invalid labor, let The resource achieves value in each process to achieve the lowest cost and the highest efficiency. B2B brings change of corporate value chain. B2B e-commerce models have existed logistics, information flow, flow flow within the change of corporate supply chain, and there is such a flow relationship between enterprises and enterprises. In the era of increasing work, open cooperation, companies only rely on their own resources to participate in market competition is often passive. Multi-aspects related to the business process must be included in a holistic supply chain so that the value chains within each business are linked through the supply relationship, becoming a higher level, a wider range of supply chains. Supply chain management is to organize this supply and demand network. However, traditional supply chain management is just a horizontal integration. The pre-designated supplier, manufacturer, distributor, retailer, manufacturer, retailer, and customers will only focus on internal contact, flexible, and only Limited to integration of point-to-point. Such cost is high, the efficiency is low, and one link of the supply chain is interrupted, and the entire supply chain cannot be run.
The B2B e-commerce model makes up for the shortcomings of traditional supply chains, but it is not only limited to the interior of the company, but extends to suppliers and customers, and even suppliers, customers and customers, establishing a cross-enterprise collaboration, Cover the whole process of product design, demand forecast, external cooperation, manufacturing, distribution, storage and transportation and customer service. Between the vendors of the same supply chain is no longer zero, but win-win. B2B's e-commerce model brought a change in supply chain management. It uses supply chain management ideas to integrate the industry's upstream industries, with the core manufacturers as the core, lead the industry upstream suppliers, industry downstream dealers (customers), logistics transporters and service providers, retailers, and travel banks vertical Integrated integration constitutes an e-commerce supply chain network, eliminating unnecessary operations and consumption across the supply chain network, promoting supply chain to dynamic, virtual, global networking. It uses the core technology of supply chain management - Customer Relationship Management (CRM), so that the demand party is automatically hosted to make better understanding of customers, providing them with personalized products and services, making resources on the supply chain network Reasonable flow to shorten the delivery cycle, reduce inventory, and reduce costs, improve speed and accuracy by providing self-service transactions, improve speed and accuracy, and improve enterprise competitiveness. B2B e-commerce model promotes three levels of processes in enterprises to flow, information, materials, funds, etc. in the enterprise supply chain can flow, and the process determines the flow rate and flow of various streams. In order to enable the process of enterprises to foresee and respond to changes in internal and external environments, the process of enterprises must ensure the agility of resources. Therefore, we must improve the competitiveness of enterprise supply chain management, necessarily demand reconstruction of the enterprise process. For B2B e-commerce, this change is not limited to the interior of the company, but to include all the relationships between the supply chain, and is the enterprise process reconstruction on the entire supply chain network. The effective implementation of B2B e-commerce model is the key to whether the supply chain is effective inside and outside the enterprise, and the information system of the internal supply chain is combined with the internal business systems within the enterprise such as ERP, CRM. If there is no good ERP, enterprises can't grasp the inventory of all kinds of raw materials and finished products in time, and the online order will not be automatically confirmed, inevitably affect the response speed of the company; if there is no good CRM , Customer requirements and personalized services cannot obtain effective and timely processing, inevitably affect the response speed of the company's end users; this supply chain cannot be effectively connected inside and outside the enterprise. To resolve this issue, you must conduct three levels of enterprise process reconstruction (BPR) on the enterprise: BPR, BPR, and the BPR between the BPR and the enterprise within the functional organization.
1. The BPR inside the functional organization. Enterprise handmade business process will inevitably have a lot of repetitive or invalid business processing links, and various functional management agencies overlap, middle level, and these intermediate management generally only perform some non-creative statistics, summary, filler, etc., many business processing The way the way is no longer suitable for computer information processing. B2B's e-commerce puts all aspects of the company in the network in the network, performing information management, canceling a number of intermediate layers, necessarily brought BPR inside the functional department.
2. BPR between the functional institutions department. Enterprises must realize real e-commerce, not just to achieve online orders, online payment can be. If this is only electronic, and subsequent procurement, production, inventory, order confirmation, the supply chain links cannot be electronized. The whole business is still reflected in efficiency and cost reduction, which requires the internal departments of the enterprise. Perform BPR to achieve information management of the whole process.
