From Business-to-Business Software Startup to SAP's Acquisition

2019 ◽  
pp. 1038-1049
Author(s):  
John Wang ◽  
Jeffrey Hsu ◽  
Sylvain Jaume
Keyword(s):  
Supply Chain ◽  
The Internet ◽  
Business Network ◽  
Competitive Industry ◽  
Business Software ◽  
Startup Company ◽  
Integrated Platform ◽  
Business To Business

Through its cloud-based source-to-pay business network, SAP Ariba provides an integrated platform and interface to help companies manage their supply chain. In this chapter, the authors examine how Ariba, a small startup company formed during the internet boom of the '90s, was able to overcome hardships, survive market and industry downturns, and continue to thrive and survive in such a competitive industry. The authors also review major events, innovations, and decisions that helped the company to grow and succeed rather than to fail like its many competitors.

From Business-to-Business Software Startup to SAP's Acquisition

2018 ◽  
pp. 5388-5397
Author(s):  
John Wang ◽  
Jeffrey Hsu ◽  
Sylvain Jaume
Keyword(s):  
Supply Chain ◽  
The Internet ◽  
Business Network ◽  
Competitive Industry ◽  
Business Software ◽  
Startup Company ◽  
Integrated Platform ◽  
Business To Business

Through its cloud-based source-to-pay business network, SAP Ariba provides an integrated platform and interface to help companies manage their supply chain. In this chapter, we examine how Ariba, a small startup company formed during the Internet boom of the 90s, was able to overcome hardships, survive market and industry downturns, and continue to thrive and survive in such a competitive industry. We will also review major events, innovations, and decisions that helped the company to grow and succeed rather than to fail like its many competitors.

The Potential of B2B Commerce for Competitive Advantage

2005 ◽  
pp. 102-124
Author(s):  
Ronan McIvor ◽  
Paul Humphreys
Keyword(s):  
Supply Chain ◽  
Electronic Commerce ◽  
Competitive Advantage ◽  
The Internet ◽  
Interaction Patterns ◽  
Network Problems ◽  
Considerable Impact ◽  
Levels Of Service ◽  
Business To Business ◽  
Closed Network

This chapter examines the implications of business-to-business (B2B) commerce for the buyer-supplier interface. Innovations in electronic commerce have a key role to play in managing inter-organizational networks of supply chain members. The evidence presented in this chapter illustrates that the Internet represents a powerful technology for commerce and communication at the buyer-supplier interface. Internet technologies are having a considerable impact on the communication patterns at the buyer-supplier interface. It is shown how electronic commerce technologies have the potential to create competitive advantage through radically changing the structure and interaction patterns at the buyer-supplier interface. The chapter identifies a number of areas where electronic commerce technologies can make a contribution to the creation of competitive advantage. While the Internet offers ways for organizations to communicate and trade more effectively with their suppliers, and gives consumers higher levels of service and sophistication, it also poses major challenges to those within organizations who have to manage it. It is argued that closed network problems and the nature of buyer-supplier relations present major impediments to electronic commerce achieving its full strategic potential at the buyer-supplier interface.

ARIBA

2010 ◽  
pp. 541-551 ◽  
Author(s):  
Zhongxian Wang ◽  
Ruiliang Yan ◽  
James Yao
Keyword(s):  
The Internet ◽  
Competitive Industry ◽  
Startup Company

Ariba services major corporations, and provides services to smaller companies as well. In this chapter, the authors will examine how Ariba, a small startup company during the Internet boom of the 90’s was able to overcome hardships, survive market and industry downturns, and continue to thrive and survive in such a competitive industry. The authors will also review major events and innovations that helped the company to grow and succeed rather than to fail.

Supply-Chain Challenges for B2B eCommerce with Examples from the Chemical Industry

2002 ◽  
pp. 132-146
Author(s):  
ManMohan S. Sodhi
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Chemical Industry ◽  
The Internet ◽  
Chain Management ◽  
Customer Expectations ◽  
Business To Consumer ◽  
Business To Business

In this chapter, I examine supply-chain-related challenges that eMarketplaces and existing companies face as business-to-business eCommerce increases. Although the Internet is increasingly attractive for B2B commerce and for supply-chain management, eCommerce is more likely to reveal the inefficiencies in supply chain and to increase customer expectations relative to offline trade. Therefore, managers must understand the supply-chain management challenges associated with B2B eCommerce, especially in light of the fulfillment failures already experienced in business-to-consumer eCommerce.

Supply chain integration, capability and performance – a business-to-business network cooperation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shu-Hsien Liao ◽  
Da-Chian Hu ◽  
Szu-Ting Chen
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chain Integration ◽  
Research Model ◽  
Business Network ◽  
Chain Management ◽  
Content Type ◽  
Network Cooperation ◽  
And Performance ◽  
Business To Business

Purpose Supply chain integration (SCI) is a critical issue in the study of supply chain management in terms of working with partners on business networks to complete tasks, enhance capability and increase performance in a collaborative supply chain process. Thus, this study aims to investigate the influence of SCI and supply chain capability (SCC) on supply chain performance (SCP) which has a positive effect according to the degree of integration (DI) in a supply chain management process. Furthermore, the DI has a direct or indirect impact on how SCI affects SCP. Design/methodology/approach Through a questionnaire-survey, 454 valid responses were collected. This study investigates the relationships between SCI, SCC, SCP and the DI in the Taiwan elevator by using a structured equations model. The DI is considered as a variable for the effect of a moderated mediation in the research model. Findings It was found that SCI, directly and indirectly, affected the SCP in a positive way. In addition, the research model is a partial mediation model and that SCC plays a mediator role and DI also existing a moderated mediating effect in the research model. The indirect effect of SCI on SCP through SCC is stronger at higher levels of DI than at lower levels of DI. Originality/value This is the first study that suggests and empirically tests the moderated mediating impacts of the integration degree on the relationships between SCI, capability and performance with suppliers of the elevator manufacturing supply chain as the business-to-business network cooperation example in Taiwan.

The Potential of B2B Commerce for Competitive Advantage

2011 ◽  
pp. 1232-1248
Author(s):  
Ronan McIvor ◽  
Paul Humphreys
Keyword(s):  
Supply Chain ◽  
Electronic Commerce ◽  
Competitive Advantage ◽  
The Internet ◽  
Interaction Patterns ◽  
Network Problems ◽  
Considerable Impact ◽  
Levels Of Service ◽  
Business To Business ◽  
Closed Network

This chapter examines the implications of business-to-business (B2B) commerce for the buyer-supplier interface. Innovations in electronic commerce have a key role to play in managing inter-organizational networks of supply chain members. The evidence presented in this chapter illustrates that the Internet represents a powerful technology for commerce and communication at the buyer-supplier interface. Internet technologies are having a considerable impact on the communication patterns at the buyer-supplier interface. It is shown how electronic commerce technologies have the potential to create competitive advantage through radically changing the structure and interaction patterns at the buyer-supplier interface. The chapter identifies a number of areas where electronic commerce technologies can make a contribution to the creation of competitive advantage. While the Internet offers ways for organizations to communicate and trade more effectively with their suppliers, and gives consumers higher levels of service and sophistication, it also poses major challenges to those within organizations who have to manage it. It is argued that closed network problems and the nature of buyer-supplier relations present major impediments to electronic commerce achieving its full strategic potential at the buyer-supplier interface.

Evolution of Trust in Business-to-Business E-Commerce

2011 ◽  
pp. 47-55
Author(s):  
Pauline Ratnasingham
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
The Internet ◽  
Chain Management ◽  
Distributed Information ◽  
Make To Order ◽  
Trading Partners ◽  
Make To Stock ◽  
Trust In Technology ◽  
Business To Business

E-commerce is defined as a means of conducting business electronically via online transactions among trading partners. Forrester Research predicted that B2B (business-to-business) e-commerce could be worth $5.7 trillion by the end of 2004. This study aims to examine the evolution of e-technologies and its impact on trust. Trust refers to reliance on and confidence in one’s business partner (Mayer, Davis, & Schoorman, 1995). We discuss the evolution of e-technologies in light of the evolution of trust in technology trust (or transactional trust) and relationship trust or (relational trust). Electronic data interchange (EDI) was the prominent technology used in the 1970s and ’80s. As we approached the 21st century and with the advent of the Internet, businesses feared that the lack of presence on the Internet would hinder their competitive and strategic advantages. Internet competition in most industries is forcing businesses to search for ways to improve product quality, customer service, and operation efficiency in supply chain management (SCM) in order to remain competitive. Today e-commerce has moved beyond EDI via value-added networks (VANs) by leveraging into the Internet and extending into Web technologies. The Internet is transforming and reshaping the nature of interorganizational commerce by enabling new types of interorganizational relationships. The business benefits include lower costs and more flexible systems that provide a facilitating structure for virtual relationships, enabling the easier identification of suppliers and products and more integrated supply chain management (Dai & Kaufmann, 2000). The Internet has impacted the SCM e-commerce environment by creating a centralized, global business and management strategy (e.g., make to order, assemble to order, and make to stock), and online real-time, distributed information processing to the desktop, thereby providing total supply-chain information visibility and the ability to manage information not only within firms, but also across firms and industries. On the other hand, uncertainties, technical complexities, and concerns about trust have kept many firms from participating actively in B2B e-commerce. Uncertainties reduce the confidence both in the reliability of online B2B transactions and more importantly in the trading parties themselves. In a survey of 60 procurement trading partners involved in supply chain management at U.S. firms conducted by New York-based Jupiter Media Metrix Inc. in 2001, the findings indicated that 45% of the trading partners suggest a lack of trust prevented them from buying goods and trading online more frequently. In the next section we discuss the evolution of e-technologies, followed by its role in supply chain management and impact on trust.

A Supplier Portal in the Automotive Industry

2011 ◽  
pp. 992-996
Author(s):  
Martina Gerst
Keyword(s):  
Information Technology ◽  
Supply Chain ◽  
Business Processes ◽  
The Internet ◽  
It Infrastructure ◽  
Business Partners ◽  
Strategic Resources ◽  
It Systems ◽  
Use Of Internet ◽  
Business To Business

The use of Internet technologies and particularly portal technologies facilitate the creation of networks of relationships within the supply chain that provide organizations with access to key strategic resources that could not have been otherwise obtained (Venkatraman, 2000). As a result, portals appear to play a significant role in the business-to-business (B2B) arena. Even before the advent of the Internet, the use of information technology (IT) has been claimed to lead to a tighter coupling between buyer and supplier organizations (Malone, Yates, & Benjamin, 1987), allowing business partners to integrate their various business processes and enabling the formation of vast networks of intra- and inter-organisational relationships (Venkatraman, 1991). Nevertheless, such claimed integration effects require interoperability between IT systems, which can not be achieved in the absence of common IT standards or at least common IT infrastructure.

Evolution of Trust in Business-to-Business E-Commerce

2011 ◽  
pp. 495-501
Author(s):  
Pauline Ratnasingham
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
The Internet ◽  
Chain Management ◽  
Distributed Information ◽  
Make To Order ◽  
Trading Partners ◽  
Make To Stock ◽  
Trust In Technology ◽  
Business To Business

E-commerce is defined as a means of conducting business electronically via online transactions among trading partners. Forrester Research predicted that B2B (business-to-business) e-commerce could be worth $5.7 trillion by the end of 2004. This study aims to examine the evolution of e-technologies and its impact on trust. Trust refers to reliance on and confidence in one’s business partner (Mayer, Davis, & Schoorman, 1995). We discuss the evolution of e-technologies in light of the evolution of trust in technology trust (or transactional trust) and relationship trust or (relational trust). Electronic data interchange (EDI) was the prominent technology used in the 1970s and ’80s. As we approached the 21st century and with the advent of the Internet, businesses feared that the lack of presence on the Internet would hinder their competitive and strategic advantages. Internet competition in most industries is forcing businesses to search for ways to improve product quality, customer service, and operation efficiency in supply chain management (SCM) in order to remain competitive. Today e-commerce has moved beyond EDI via value-added networks (VANs) by leveraging into the Internet and extending into Web technologies. The Internet is transforming and reshaping the nature of interorganizational commerce by enabling new types of interorganizational relationships. The business benefits include lower costs and more flexible systems that provide a facilitating structure for virtual relationships, enabling the easier identification of suppliers and products and more integrated supply chain management (Dai & Kaufmann, 2000). The Internet has impacted the SCM e-commerce environment by creating a centralized, global business and management strategy (e.g., make to order, assemble to order, and make to stock), and online real-time, distributed information processing to the desktop, thereby providing total supply-chain information visibility and the ability to manage information not only within firms, but also across firms and industries. On the other hand, uncertainties, technical complexities, and concerns about trust have kept many firms from participating actively in B2B e-commerce. Uncertainties reduce the confidence both in the reliability of online B2B transactions and more importantly in the trading parties themselves. In a survey of 60 procurement trading partners involved in supply chain management at U.S. firms conducted by New York-based Jupiter Media Metrix Inc. in 2001, the findings indicated that 45% of the trading partners suggest a lack of trust prevented them from buying goods and trading online more frequently. In the next section we discuss the evolution of e-technologies, followed by its role in supply chain management and impact on trust.

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