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Supply Chain ManagementPublished by: Datamonitor Published: Jul. 1, 2001 - 157 Pages Table of ContentsIntroduction The supply chain This report What is the reason for this report? Market context Key findings Customer focus Key Findings VENDOR: USER: Most vendors are currently targeting only a fraction of the verticals The major batch and discrete manufacturers of the world are the primary targets of the B2B vendors Competitive dynamics Key findings A multi-step process as the competitive landscape evolves continuously Automation vendors can bridge the enterprise information gap: enabling sensor to boardroom (and beyond) connectivity The future decoded Key findings Post hype era offers chance of strong growth Software market evolution means some markets will not grow as seperate entities in the future Action points Process knowledge is key Single vendor or best of breed - the integration issue will not go away Collaboration is the unifying concept of B2B - care needs to be taken not to dilute the message. Collaborate, but at your own speed and your own terms Be wary of the old school - strong roots in 'precise' sectors such as engineering bring a feeling of security to users and create perception of trust. The old school players have deep pockets, but the major ISVs can play this game too EXECUTIVE SUMMARY INTRODUCTION The supply chain This report What is the reason for this report? Hype free zone Who is the target reader? Solution vendors End-users How to use this report MARKET CONTEXT Introduction Software market definitions: Key findings Dividing the big picture into manageable pieces There is no new economy, just the economy Market modeling Vertical markets Market size - the big picture in 2001 Market segments: market opportunity by region Market segments: Global market opportunity by solution type (including integration spend) Market segments: global market opportunity by solution type by region Market segments: market opportunity by primary vertical sector Market segments: global market opportunity by vertical market Drivers and trends Procurement - whose definition? What is the lesson here? Collaborate to innovate - a state of being, not a software suite 'New' markets to watch Collaborative product innovation (CPI) Collaborative eMRO Integration (EAI) will take a bigger slice of the pie in coming years. Conclusions CUSTOMER FOCUS Introduction: familiarity does not breed contempt Key findings VENDOR: USER: The technology-vertical-technology cycle Reaching the customer - SIs remain the major intermediary for the medium term Pros and cons The status quo will remain for the time being Customer identification - process knowledge should be high priority Most vendors are currently targeting only a fraction of the verticals The major batch and discrete manufacturers of the world are the primary targets of the B2B vendors Are end-users in danger of being overfaced? Is it a buyer's market? Maybe.. Maybe not.. Reality check 2001: working with the customer towards attainable goals User success stories can be a strong business development tool for the future... But could also have a negative affect... How do you measure ROI? Increasing complexity of collaborative solutions will make ROI analysis an art in itself Example 1. Basic ROI model for an eEAM system Example 2. Self-service model highlighting benefits attainable post SCM solution implementation How do I get my partners involved? Case study: Dell How did Dell sell the idea to its suppliers? The size of target user will need to become more varied in the longterm. Pitfalls to avoid and lessons to consider Conclusions COMPETITIVE DYNAMICS Introduction Key findings Competitive landscape - convergence of specific product sets Historical perspective - separate and distinct product sets Current marketplace - macro view - converging product sets Current marketplace - micro view - converging product sets Lots of room for improvement - combined functionality shows the way Near-future marketplace - convergence to collaboration - and the one-stop shop? The collaboration gap Competitive positioning I Key competitive metrics for a selection of vendors Competitive positioning II: Testing the future: partnerships for market visibility, solution augmentation, and for one-stop shop audition? Product-set enhancement SI partnership Partnerships to watch: shaping the future CommerceOne / SAP i2, Sun, iPlanet Baan / Invensys i2 and MRO Software Can ERP vendors deliver on B2B? Revenue mixes are evolving rapidly as ERP vendors expect more from B2B Automation vendors can bridge the enterprise information gap: enabling sensor to boardroom (and beyond) connectivity Introducing our new partners... IFS and ABB MRO Software and Fisher-Rosemount Systems (PlantWeb) Baan and Wonderware (Invensys) Aspentech and ABB, Fisher-Rosemount Systems, Siemens, Yokogawa Sensor to boardroom connectivity might be more of a reality had PC-based control taken off The case of the PC-based controller Ethernet as the universal fieldbus could be the key Conclusions The race to dominance in B2B is a combination of sprint and marathon. And assault course Major global automation players have quietly been developing eBusiness capability from the bottom up THE FUTURE DECODED Introduction Key findings Market forecasts - future opportunities for vendors Global market opportunity, 2001-2006 Global market opportunity by region, 2001-2006 Global market opportunity by primary vertical, 2001-2006 Global market opportunity by software market, 2001-2006 (excluding integration costs) Regional market opportunity by software market, 2001-2006 - commentary Regional software market forecast 2001-2006: North America - data set Regional software market forecast 2001-2006: Asia Pacific & Row - data set Economic slowdown actually justifies investment in optimizing the value chain Asia slow off the mark but catching up Collaboration is not a virtue of Asian business Majors need to protect their business The typical Asian company might not register on a B2B vendor's radar. Integration business will need to evolve in the future The move towards collaboration will provide a stepping stone over piecemeal B2B implementation Collaboration is not a software suite, it is the B2B goal The B2B story is stronger with collaboration in its message Testing economic times might not prove fruitful for collaboration Collaboration at the users pace The stabilizers are off: time to go it alone and prove the B2B message is worthy Extending EAM systems to fully eEnabled strategic procurement systems will stimulate renewed growth in this segment Conclusions B2B cannot run before it can walk - will vendors slow down and let the users catch up? Users need to get over conceptual hurdle - vendors need to help them - growth will follow ACTION POINTS Introduction Key findings Process knowledge is key, extending business boundaries is the goal Single vendor or best of breed? Educate, educate, educate 'Wait and see' stifles innovation and negates potential competitive advantage Collaboration is the unifying concept of B2B - care needs to be taken not to dilute the message Collaborate, but at your own speed and on your own terms Be wary of the old school - strong roots in 'precise' sectors such as engineering bring a feeling of security to users and creates perception of trust. And they have deep pockets. APPENDIX Supplementary data - Integration and professional services revenues by software market Additional and future readings How to contact experts in your industry (c) Datamonitor 2000. All Rights Reserved. AbstractDatamonitor's new report 'Supply Chain Management' is the first volume of a two-part study examining the Value Chain from a tier one manufacturer's perspective. Drawing on strong ongoing relationships with the vendor community and leveraging the expertise of several Datamonitor knowledge centers this report is a must-have for any B2B player.Get Full Details About This Report >> |
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