Next Generation B2B Commerce Using Software Agents

2011 ◽  
pp. 2177-2199
Author(s):  
Kaushal Chari ◽  
Saravanan Seshadri
Keyword(s):  
Information Technology ◽  
21St Century ◽  
Enterprise Systems ◽  
It Infrastructure ◽  
Next Generation ◽  
Short Term ◽  
Business Partners ◽  
Market Opportunities ◽  
Business To Business

Enterprises in the 21st century are striving to be agile in order to take advantage of the transient market opportunities. Enterprises are engaging in business-to-business (B2B) commerce with business partners by entering into short-term as well as long-term business arrangements using various technologies such as electronic exchanges. In order for the enterprises to be successful in their business endeavors, a key requirement is that the underlying information technology (IT) infrastructure in enterprises be intelligent and flexible enough to adapt to various changes in the market opportunities quickly. In this chapter, we first examine the information technology (IT) infrastructure requirements for intelligent enterprises in supporting B2B commerce. We then review agents technology and propose an agents-based architecture to support B2B commerce. This architecture covers electronic exchanges and enterprise systems for B2B commerce. Finally, we present some workflows to show how B2B commerce can be conducted using the agents-based architecture.

Next Generation B2B Commerce Using Software Agents

2011 ◽  
pp. 67-91
Author(s):  
Kaushal Chari ◽  
Saravanan Seshadri
Keyword(s):  
Information Technology ◽  
21St Century ◽  
Enterprise Systems ◽  
It Infrastructure ◽  
Next Generation ◽  
Short Term ◽  
Business Partners ◽  
Market Opportunities ◽  
Business To Business

Enterprises in the 21st century are striving to be agile in order to take advantage of the transient market opportunities. Enterprises are engaging in business-to-business (B2B) commerce with business partners by entering into short-term as well as long-term business arrangements using various technologies such as electronic exchanges. In order for the enterprises to be successful in their business endeavors, a key requirement is that the underlying information technology (IT) infrastructure in enterprises be intelligent and flexible enough to adapt to various changes in the market opportunities quickly. In this chapter, we first examine the information technology (IT) infrastructure requirements for intelligent enterprises in supporting B2B commerce. We then review agents technology and propose an agents-based architecture to support B2B commerce. This architecture covers electronic exchanges and enterprise systems for B2B commerce. Finally, we present some workflows to show how B2B commerce can be conducted using the agents-based architecture.

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.

EU telecoms reform will trigger legislative battle

2015 ◽  
Keyword(s):  
Market Power ◽  
Next Generation ◽  
Short Term ◽  
Sector Reform ◽  
Content Type ◽  
Eu Policy ◽  
Price Increases ◽  
Regulatory Frameworks ◽  
National Governments

Subject Telecoms sector reform. Significance Ministers responsible for the telecoms sector have watered down the European Commission's proposals to reform the industry. Their moves coincide with a wave of consolidation among mobile operators at the national and regional levels, raising questions of whether the balance of EU policy towards the sector has swung against consumers or if these changes are necessary for the sector's long-term competitiveness. Impacts Consolidation will facilitate future investment, leaving the mobile telecoms sector better placed to develop next generation infrastructure. However, if recent mergers are any guide, most consumers can expect price increases in the short term. This may raise fears of a strengthening of incumbents' market power. National consolidation should be followed by European consolidation. However, this will only make sense if national governments agree to greater convergence of regulatory frameworks -- which looks unlikely.

From Tough Negotiation to Complex Integration

2009 ◽  
Vol 22 (4) ◽  
pp. 64-84 ◽  
Author(s):  
Tadhg Nagle ◽  
Patrick Finnegan ◽  
Jeremy Hayes
Keyword(s):  
Mutual Benefit ◽  
Short Term ◽  
Collaborative Relationships ◽  
Multiple Sourcing ◽  
B2b Relationships ◽  
Research Findings ◽  
Complex Integration ◽  
Team Decision ◽  
Business To Business

For many organisations e-Procurement has become a necessity. Nevertheless, while e-procurement has generated considerable hype the phenomenon is generally under-researched despite the fundamental impact that e-Procurement has on the nature of inter-organisational relationships This paper explores the effects that business-to-business relationships have on e-Procurement systems using a field study of 6 companies. The study classifies business-to-business (B2B) relationships as being adversarial and collaborative, where adversarial relationships include attributes such as tough negotiation, short-term contracts and multiple sourcing, while collaborative relationships include cooperation, mutual benefit and trust, strategies such as cross-functional team decision-making, supply base rationalisation, and long-term contracts. The effects of both relationships on the electronically supported transaction phases of the procurement lifecycle are examined. The research findings indicate that adversarial relationships have most effect on the sourcing phases whereas collaborative relationships most affect the, fulfilment, and consumption phases of the procurement cycle. This further highlights the need for practitioners to manage and understand the interorganisational relationships within their business.

“The Enthusiasm Expressed by Our Industry Friends”

Vulcan ◽  
2020 ◽  
Vol 8 (1) ◽  
pp. 100-124
Author(s):  
Adam Givens
Keyword(s):  
Long Range ◽  
State Of The Art ◽  
The State ◽  
Next Generation ◽  
Short Term ◽  
Us Army ◽  
The Face ◽  
Long Term Consequences ◽  
Fait Accompli

Abstract This article analyzes the groundbreaking 1952 plan by US Army leadership to develop a sizeable cargo helicopter program in the face of interservice opposition. It examines the influence that decision had in the next decade on the Army, the helicopter industry, and vtol technology. The Army’s procurement of large helicopters that could transport soldiers and materiel was neither a fait accompli nor based on short-term needs. Rather, archival records reveal that the decision was based on long-range concerns about the postwar health of the helicopter industry, developing the state of the art, and fostering new doctrinal concepts. The procurement had long-term consequences. Helicopters became central to Army war planning, and the ground service’s needs dictated the next generation of helicopter designs. That technology made possible the revolutionary airmobility concept that the Army took into Vietnam and also led to a flourishing commercial helicopter field.

STATEMENTS OF CONCERN

1982 ◽  
Vol 1 (1) ◽  
pp. 13-70
Author(s):  
Niels Bjørn‐Andersen
Keyword(s):  
Information Technology ◽  
Quantitative Evaluation ◽  
Short Term ◽  
Strategic Development ◽  
Training And Education ◽  
Productivity Gains

The office as we know it is gradually being changed as more electronic applications are introduced. To a large extent, information technology based on micro‐electronics is used today to carry out specific tasks in more efficient ways while largely disregarding or failing to cope with the overall effectivenes of an organization. Short‐term tactical productivity gains take priority over long‐term strategic development. Rationalistic and reductionistic procedures take priority over emotional, creative, judgement‐centered activities. Quantitative evaluation takes precedence over qualitative. Employee initiative is expropriated by the technology, leaving the operator little discretion in his or her task and a limited need for training and education to operate the devices.

scholarly journals Akad Musyarakah Dalam Pembiayaan Perdagangan Dan Pertanian Di Lembaga Keuangan Mikro Agribisnis (LKMA) Syariah Barokah

2020 ◽  
Vol 7 (2) ◽  
pp. 193-204
Author(s):  
Mas'ut Mas'ut ◽  
Soim Soim
Keyword(s):  
Profit Sharing ◽  
Islamic Banking ◽  
Fixed Income ◽  
Short Term ◽  
Business Partners ◽  
Development Of Partnership

Partnership-based products with profit sharing such as Musharaka as the competitive superior product of Islamic banking have not experienced growth like other products. The lack of development of partnership-based products in Islamic banking that is more flexible in terms of term, especially long-term financing, causes Islamic banking to have more of its products based on fixed income financing which is similar to the conventional pattern which uses a fixed income structure and tends to be short term. and medium. At LKMA Syariah Barokah, it has a superior product, namely musyarakah. Musyarakah is a profit sharing contract when two or more entrepreneurs holding funds / capital work together as business partners, financing new or existing business investments. Business partners who own capital are entitled to participate in company management, but it is not mandatory. The parties can divide the work of managing the business according to their agreement and can also ask for salaries / wages for the labor and expertise they devote to the business

Updating Infrastructure Regulation for The 21st Century in Latin America and the Caribbean

2020 ◽  
Author(s):  
Antonio Estache ◽  
Tomás Serebrisky
Keyword(s):  
Latin America ◽  
Behavioral Economics ◽  
21St Century ◽  
New Technologies ◽  
Future Generations ◽  
Short Term ◽  
The Caribbean ◽  
Infrastructure Services ◽  
Economic Regulations

This paper argues that, while most countries in Latin America and the Caribbean have managed to significantly improve the short-term efficiency of their infrastructure services since the widespread liberalization of the 1990s, they have been slow to ensure a fair distribution of the gains. They have also been slow in making the investments needed to ensure the prospects of future generations, including by protecting the environment for the long term. The paper places at least part of the blame on regulatory failures. It also shows how past mistakes can be corrected by the significant sectoral transformations, driven by new technologies, now underway. Digitalization is altering the economic characteristics of infrastructure services. Resulting changes in governance and financing options demand adjustments to economic regulations, including by broadening the regulatory toolkit to integrate new insights offered by developments in behavioral economics.

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