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Enterprise Relationship Management

Enterprise Relationship Management. Bret Anderson Mark Aspelin Clark Bickley Mary K. Broecker. Mahesh Hotchandani Jun Shi Dan Taylor Xiao Yue. We are. Agenda. Project Statement Current State of ERM Value Proposition Implementation Strategy. Project Statement. Objective

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Enterprise Relationship Management

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  1. Enterprise Relationship Management

  2. Bret Anderson Mark Aspelin Clark Bickley Mary K. Broecker Mahesh Hotchandani Jun Shi Dan Taylor Xiao Yue We are...

  3. Agenda • Project Statement • Current State of ERM • Value Proposition • Implementation Strategy

  4. Project Statement • Objective • Recommend to Dell how to leverage the internet to improve strategic relationships • Project Scope • Investigate industry best practices • Determine ERM feasibility and identify implementation issues • Methodology • Researched publicly available information from external sources

  5. Enterprise Relationship Management • ERM is the management and development of strategic relationships using internet tools and technology • ERM attempts to tighten supplier partnership by sharing strategic information • ERM attempts to launch better products faster by providing a medium for companies to collaborate

  6. Business to Business Internet Use Communication Commerce ERM Collaboration

  7. ERM Examples • Cisco • Goals of expanding the Internet-enabled supply chain to include web-based repositories that track the performance of suppliers • “Suppliers that have poor performance on certain tasks could lose business” • Marshall Industries • Extranet lets suppliers and customers access backlog, contract pricing, design registration and sales info. • MACRO link uses intranets and data warehousing to link engineering, forecasting, production

  8. ERM Examples (cont’d) • Xilinx: Posts changes in production specs. • Snap-On-Tools: Check inventory and news groups • Ryder: Non-financial EDI & common forms • Lockheed: Meeting minutes, baseline documents, contracts and schedules • IBM: Procurement info. and newsletter • Siemens: Manage potential suppliers who want to do business

  9. What’s the Competition Doing? • IBM, Compaq, HP • Unprecedented cooperation to squeeze out cost and time from channel • “…not just channel assembly… not just re-engineered supply chain… but building relationships that never existed.” • Rosetta Net • IT industry standards for supply chain management functions over the internet

  10. What are Dell’s Suppliers Doing? • Channel partner info, password protected • Intel Channel, Toshiba • EDI and procurement info, password protected • Micron • Well-searchable engineering info, user customizable • TI • Evaluation of 30 suppliers Internet use available http://grok.bus.utexas.edu/dptaylor/matrix.asp

  11. What’s the Value Proposition? • Effectively manage supplier partnership: • Information sharing • Collaborative work environment • Aligned with Dell’s internet strategy • Benefit for Dell and suppliers

  12. Project ROI Analysis • The need for ROI analysis • Challenges to traditional ROI analysis • The “intangible” approach to ROI • Alternative approaches • Other project factors

  13. Major ROI Components • Tangible benefits: • Business process operational improvements • Decreased time to place orders with suppliers • Increased suppliers handled by each employee • Decreased cost of supplies

  14. Major ROI Components • Intangible benefits: • Better supplier satisfaction • Increased internal IT skills • Quick response to supplier preferences • Support Dell’s business goals

  15. Major ROI Components • Tangible cost/risk: • Increased IT costs • Internal training costs • Supplier training and support • Business process reengineering • Cost of security measures

  16. Major ROI Components • Intangible cost/risk: • Employee resistance to change • Pointers to competitors • Supplier resistance to change • “One-upmanship” of web features and sites

  17. Strategy (Vision) Culture Technology & Processes ERM

  18. Implementation • Consider interdependence of culture, strategy, and technology • Leverage experience • Solicit support from partners • Develop a security model for system

  19. Information Culture • Internet-enabled ERM challenges Dell's information culture • Information as an asset to be protected vs. as a strategic investment • Building relationships on a need to know basis in an information rich environment • Trust is key to success • Improve upon current communication channels • Responsive to supplier needs

  20. Strategy • Taking the lead in ERM • Be crystal clear on how it fits with WWP vision • customer satisfaction (supplier as customer) • total value chain efficiency • balanced and optimized supply chain • Define ERM space • Start moving

  21. Leverage Experience • Lessons from Dell Online • Simple = good • Empower the customer with information • Support the customer with information • Lessons from BTO strategy • Build to order to satisfy customers by putting together discrete pieces of technology available to everyone • Benefit from work done by others • Fastest to market with products that meet demand

  22. Solicit Support From Partners • Get everyone on board from the outset • Incorporate suppliers and other users of system into development process • Ensure all users are supportive of initiative • Develop compelling sales pitch • Sell suppliers on virtual value web • Use incentives

  23. Consider Rollout Plan - Depth vs. Breadth Depth Breadth Pros Cons

  24. Technology • No single off-the-shelf solution for ERM • Customer driven vs. technology driven • Make it easy to do business with Dell • What are right tools for the job? • Not tied to any single web development tool • System should be open • IIS, ASP, SSL already in use on Dell Online • Database driven

  25. ERM Technology Providers http://grok.bus.utexas.edu/Hotchandani/SAP • Hundreds of products / services available • Reviews available in repository • Enterprise software evaluation • Internet development tools • HTML development tools • Content hosting

  26. Develop A Security Model • Where does data reside? • Consider asymmetrical security interests • Determine value of data to be protected • Determine baseline security needed • Conduct audits • Restrict access • Educate employees • Statement of understanding with partners

  27. Hurdles • Dell’s disparate IT organization • Supplier buy-in: is this what they want and does it add value? • Understand limits of web in building relationships • How is process institutionalized • What happens when ______ leaves

  28. So? • Effective strategic relationship management will enable and facilitate tactical collaboration in the future

  29. What might be next? • Online bidding • Once transactions with suppliers move to Web, incorporate OLAP system • Web based OLAP front end to DSS once transactions move online

  30. Our Own ExperiencesWith A Virtual Workplace • Created a web repository that acted as a knowledge base for the team and Dell • Most work still occurred in physical meetings and by email • Dell wanted us to inform them of new additions to the repository with an email • Conclusion: People resist change

  31. Questions ?

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