logo

Help | Advanced Search
.» Background
.» How It Works
.» Overview
.» Supply Chain Process
    Handbook
.» Key Contact Information
.» Funded Researchers
.» Associated Faculty &     Researchers
.» Content
.» Supply Chain Related
.» ISCM
.» Supply Chain & MIT
.» Education
.» Contact ISCM
.» Site Map

Center for Transportation & Logistics
Sloan
Center for Coordination Sciences
LFM
ISCM Home  »  Sponsors  »  Events  »   2000   »   Intel Supply Network University Day
hosted by
Intel

Manufacturing Technology Committee
Chandler, Arizona Facility

Global Open Value Webs

Cooperative ecosystems of narrow, diverse specialists use third-party market hubs to optimize value webs

Structure of Commerce

  • Open transparent markets and the global Internet increase the ability of groups of companies to cooperatively optimize value webs
    • Self-regulating, fluid markets always beat out command and control structures
    • Complex networks of suppliers and service providers are integrated
    • Material, information and funds flows are generally separate
    • Competition based on information arbitrage is now largely dead as transparency is achieved universally
  • Inter-enterprise commerce service hubs are the anchors for the formation of new industry structures
    • Fragmented market makers and commerce platform operators have consolidated
  • The developing world hooks into the virtual economy, offering high-quality, low cost services and knowledge work, not just manufacturing
    • There is significant investment by developing nations and international aid agencies in high speed network connections to connect to the Internet econom

Business Architecture

  • Companies and executives that can put together diverse coalitions of companies achieve big results
  • The most highly valued companies create mutually supportive business ecosystems; finding win-win partnerships is better than finding a knock out punch to competitors
  • The key core competency is knowing how to put relationships together-partnering and alliance skill
  • Managing across distance and cultures is key
  • Integrators of services, acquisitions, and value-web-wide processes succeed
  • Most companies perform only small slices of activity themselves, relying on the services of others to create the complete business result
  • Focus on core competencies is critical to success; large incumbents slim down to core competencies and joint venture with a variety of partners
  • Developing a culture that is able to understand the value of not owning or inventing everything is critical
  • Co-branding is important

Enablers

  • Hyper-enterprise systems give visibility into value creation activities many stages removed from your own activity
    • Data on operation of the entire value web drives optimization of the activities performed in any single enterprise
    • Standardization of B2B e-commerce via XML proceeds rapidly
  • Enterprises dismantle large portions of their internal application infrastructure and convert to using industry-level service hubs where the information is already integrated and scale economics have reduced costs significantly
  • Internationalization of software and Web services is increasingly important to success in the global Internet market
  • Software services from India, Pakistan, Korea, and other Far East countries have grown very quickly
  • Free trade expands further; governments remain committed to deregulation

 

 

  Copyright© 2002 Massachusetts Institute of Technology
Comments and questions to Christopher A. Barajas