E Commerce

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By HENRY EHRENREICH and FRANS SPAEPEN (Eds.)

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Although these new perspectives have constituted a revolution in business management in and of themselves, today’s merger of SCM and the Internet has added a radically new dimension that has changed completely the nature of supply chain theory and practice. The driver of this dramatic change, which some have described as a virtual “tsunami-like change,”6 is to be found in the Internet’s capability to act as an effective medium enabling the integration and synchronization of all supply chain information and processes.

Supply Chain Systems Integration The impact of e-SCM is measured by the depth and breadth of connectivity existing among channel members. Integrative IT tools such as XML, Java, integrated operating platforms, component-based e-business applications, wireless communications, and others, are now providing leading-edge companies with the real-time information and interoperable networks necessary to eliminate channel inventory buffers and improve customer service. 5. Collaborative Relationships Beyond transaction efÞciencies, e-information provides for new avenues for the development of collaborative strategies and networked business planning.

Today academics, consultants, and practitioners alike have come to understand that the capacity of companies to continuously reinvent competitive advantage depends on the ability to look outward to their supply chains in the search for resources to engineer the right blend of competencies that will resonate with their own organizations and core product and process strategies. In fact, perhaps the ultimate core competency an enterprise may possess today is not to be found in a temporary advantage it may hold, for example, in an area of product design or market brand, but rather in the ability to continuously assemble and implement market-winning capabilities arising from collaborative alliances with supply chain partners.

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