Impacts of E-marketplaces on the Purchase of Capital Goods: A Case Study of Australian Advanced Manufacturers

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1 Impacts of E-marketplaces on the Purchase of Capital Goods: A Case Study of Australian Advanced Manufacturers Geoffrey Lee and Robyn McGuiggan, University of Western Sydney Abstract B2B e-marketplaces leverage the internet s capabilities to efficiently connect buyers and sellers, resulting in lower transactional costs and improved communications. Academic research into the effect of e-marketplaces on the buying decision is limited. This case study used an adapted version of the buy-grid of Robinson et al. (1967) to examine the online initiative of Advanced Manufacturing Australia, which targets the automotive and aerospace industries. Interviews with 36 senior managers identified changes to purchase behaviours brought about by e-marketplaces. Results indicate that the major impact will be on the search for and qualification of potential suppliers stage, as the AMAus e-marketplace becomes a buyer s intermediary. Introduction and Purpose of Study Australia s advanced manufacturing industry is an important sector of the economy, representing 50% of Australia s total manufacturing output and contributing A$88.3 billion or 11% of GDP in (Austrade, 2008). Advanced manufacturing serves the aerospace, automotive, mining, machinery, defence, tooling, instruments, chemicals, plastics and appliances industries. However, the marketplace is becoming increasingly competitive. Lower-priced imports from developing countries such as Korea, India and China are entering the saturated domestic market (William Buck, 2004; Lee 2007). Australia s remote geographical location adds significant freight costs to goods exported to Europe and North America. Furthermore, original equipment manufacturers (OEMs) in the automotive and aerospace industries exert pressure on supply chains by forcing suppliers to meet global benchmarking standards (Lee, 2007). Globalisation and outsourcing of non-core activities has increased the need for e-marketplaces to reduce transactional costs and improve communication (Holzmuller and Schluchter, 2002; Samaniego et al., 2006). The e- marketplace offers a promising model to support value chain integration through its structure, value adding-services and one-to-one marketing (Ghenniwa and Shem, 2004; Singh et al., 2004). Recognising these opportunities, Advanced Manufacturing Australia (AMAus), with assistance from an Australian Government Information Technology Online grant, has developed a B2B e-marketplace to access new buyers and promote industry capabilities. The purpose of this paper is to identify behavioural changes to the capital equipment purchase process brought about by e-marketplaces in the automotive and aerospace industries. The research project was commissioned by AMAus to inform on development of their industry portal by aligning buyer and member needs to the inherent capabilities of B2B e- marketplaces. The AMAus B2B e-marketplace combines several business models: metamediary, search agent and portal (Rappa, 2001). Metamediaries provide comprehensive information to facilitate transactions between industrial buyers and sellers around a special theme to a selected audience (Lam and Harrison-Walker, 2003), without being involved in actual exchange of goods and services between parties. The AMAus website acts as a search agent by using search software and member capability and capacity databases to locate hardto-find information for specific tooling goods and services. The AMAus e-marketplace is a 1

2 niche portal, in that it uses search technologies to appeal to a defined target market, while advertising ensures cost-neutral sustainability of the initiative. Background and Literature Review As the internet has become an established distribution channel that facilitates increased efficiencies and opportunities for business, the challenge for firms is how to most effectively develop an integrated organisational strategy that takes advantage of the latest internet technologies (Porter, 2001). E-business platforms use open source technologies that integrate and enlarge the information space as they remove constraints imposed by closed and proprietary computing systems and applications (Pant and Ravichandran, 2001). With an open platform, customers have the ability to search worldwide for products to obtain the best value, thus causing a fundamental shift in the strategy of organisations and an erosion of the asymmetric information power base (Stigler, 1961) of traditional businesses (Evans and Wurster, 1997; Koufaris, 2002; Lee, 2007).The internet improves information flows and reduces transactional costs (Berthon et al., 2002; Porter and Millar, 1985; Holzmuller and Schluchter, 2002), thereby reducing barriers to entry (Porter, 2001), decreasing intermediation, that is the gap between buyers and sellers (Berthon et al., 2002), and improving communication (Holzmuller and Schluchter, 2002). Transactional costs are those other than price and include search, information, bargaining, decision, policing and enforcement costs (Berthon et al., 2002). Opinion is divided on the definition and classification of electronic marketplaces (emarketplaces) and electronic hubs (e-hubs) (see, for example, Kaplan and Sawhney, 2000; Lam and Harrison-Walker, 2003; Rappa, 2001), but a recurring theme is that they are a space to bring buyers and sellers together on the internet, without the traditional physical restrictions of geographic and time barriers. B2B marketplaces facilitate the linking of buyers and sellers vertically (within a specific industry) or horizontally (between different industries) (Berthon et al., 2002). Portals are gateways, often referred to as intermediaries, that assist buyers navigate the internet (Clarke and Flaherty, 2001). Examples of such intermediaries that aggregate buyers and sellers using the internet as a convenient and ubiquitous communications platform include search engines, brokers, auctions, comparison websites, exchanges, e-marketplaces, and intelligent agents (Berthon et al., 2002). It is estimated that 90% of internet traffic goes through 10% of websites and portals are the largest shareholder of traffic (Clarke and Flaherty, 2001). Despite much research into the consequences of adopting internet technologies such as lower costs, inventory levels and product acquisition costs, the literature is silent on the role of the internet in B2B industrial purchasing behaviours (Samaniego et al., 2006). As such this paper contributes to the body of knowledge in the role of the internet in industrial purchasing. Robinson et al. (1967) proposed the buy-grid framework as a generic conceptual model for the buying processes of organisations. Variation in organisational buying behaviour is associated with the level of risk in the buying situation, with purchase risk a function of the importance of the purchase, the complexity of the purchase, the uncertainty of the outcome and time pressure (Robinson et al., 1967). The buy-grid stages include problem recognition, general need description, product specification, supplier search, acquisition and analysis of proposal, supplier selection, selection of order routine and performance review (Hutt and Speh, 2007). Based upon the work of Robinson et al. (1967), three types of buying situations are delineated new task, modified re-buy and straight re-buy (Hutt and Speh, 2007). The types 2

3 of goods and services suited for B2B e-marketplaces can be described using two criteria: complexity and strategic importance of goods (Holzmuller and Schluchter, 2002), with low complexity and low strategic importance dominating B2B marketplaces. The study of capital equipment purchasing by Samaniego et al. (2006) supported the internet s role in assisting complex and high-risk goods in different buying situations. Capital industrial equipment purchasing is classified as manufacturing inputs (Kaplan and Sawhney, 2000), and includes press, mould, automation equipment, precision engineering, die and sink, and ancillary equipment (Lee, 2007). Purchase of equipment is typically based upon a set of predetermined criteria that compare alternative suppliers and products (Hutt and Speh 2007). Purchasing capital equipment is of strategic importance to firms as it represents significant capital outlay with long-term production ramifications. For example, tooling packages for new vehicles are valued in hundreds of millions of dollars, with return on investment relying on the tool productivity and design, and on suppliers to fulfil orders on time, and to specification, when short lead times dictate compressed design and supply cycles. Methodology In this case study of the Australian advanced manufacturing industry, key informant theory (George and Reve, 1982) was used to collect data using semi-structured interviews of end customers and stakeholders who were purposively selected based upon their industry experience, profile, ability to inform on this research and willingness to participate. The researcher interviewed 36 senior managers, personnel from three original equipment manufacturers (OEMs) from the automotive and aerospace industries, 10 tier one (T1) and tier 2 (T2) suppliers, nine toolmakers (T3 suppliers), three allied industry associations, five material suppliers, four industry consultants, and two government departments (both state and federal) that were responsible for the advanced manufacturing industry. Interviews were carried out in New South Wales, Victoria and South Australia in May and June, Qualitative interviews were completed when additional interviews did not add significantly to the findings. Interview data were transcribed and analysed using NVivo qualitative analysis software (Bazeley and Richards, 2000) to identify the key criteria, attributes and performance measures considered important for the e-marketplace in relation to the requirements of AMAus. Assessment of the potential impact of e-marketplaces on capital purchasing process used an adapted version of the buy-grid framework (Robinson et al., 1967). Findings and Discussion Dynamic market forces are changing the way purchasing decisions are being made throughout the advanced manufacturing industry, especially in the aerospace and automotive sectors where supply chains are being rationalised. Industrial buyers take a sophisticated approach to buying, employing professional buying centres and using the internet as an integral part of their decision making for new purchases. Technology facilitates streamlining the global supply chain where just-in-time, lean manufacturing, quality assurance and continuous quality improvement have become requisites for advanced manufacturers to compete within global markets. Technology enables the real-time dissemination of information through file transfer protocol (FTP) and web-based digitalised formats, surpassing previous technologies such as drawings and CDs. Table 1 syntheses the data analysis of interviews to ascertain behavioural changes resulting from e-marketplaces following the stages of Hutt and Speh (2001) in the capital purchasing requirements of the aerospace and automotive industries. 3

4 Table 1. Evaluation of effects of e-marketplaces on the industrial buying process Buying stages Buying situation Adapted from Hutt and Speh (2007) New task Modified re-buy Straight re-buy 1. Problem recognition Potential for direct marketing activities such as search engine marketing No change internet will be used as a communication channel between parties No change internet will be used as a communication channel between parties 2. General description of needs No change No change No change 3. Product specifications No change No change No change 4. Search for and qualification of potential supplies Significant website search functionality such as search engine optimisation 5. Acquisition and analysis of proposals Potential change through online RFQs 6. Evaluation of proposals and selection of supplier(s) Limited opportunity for change due to complex negotiated terms Potential for buyers seeking competitive bids for existing work Potential for online RFQs No change difficult to automate complex decisions No change internet will be used as a communication channel between parties No change contractual agreements already established No change difficult to automate complex decisions 7. Selection of an order routine No change No change No change 8. Performance review No change No change No change In the problem recognition stage, firms can target potential buyers that may be unaware of new tooling developments. AMAus can deploy targeted marketing campaigns to registered subscribers of their e-marketplace. Potential buyers can be stimulated into identifying new solutions to existing or new problems. The e-marketplace s maximum impact in the decision-making process is the search for and qualification of potential suppliers stage, where buyers are not limited to traditional geographic boundaries and where there are few limits to the depth of information accessible (Pant and Ravichandran, 2001). Whilst existing supplier-customer relationships will continue to dominate capital purchase decisions, there are increasing opportunities for buyers to seek new suppliers. Traditional and complementary sources of media, such as industry magazines, trade publications, trade shows and brochures, are important but they are limited by availability and accessibility. In line with the findings of Samaniego et al. (2006), industrial buyers have the opportunity and demonstrated ability to use search engines to identify potential suppliers from around the globe in real time. Online sourcing of capital equipment raises two issues. First, the abundance of potential suppliers on the internet is compounded by the effects of suppliers directly marketing their products via campaigns. Buyers rely on search engines to identify the most relevant suppliers and the rise of metamediaries indicates the need to find credible and capable suppliers. However, few metamediaries target advanced manufacturing buyers, with the notable exceptions of GTMA.com.uk and Manufacturelink.com.au. Second, as the purchase of capital equipment is a critical and strategic decision in the automotive and aerospace industries, minimising risk when selecting capable suppliers with demonstrated experience is essential. Thus, AMAus is in an ideal position as a metamediary to leverage their diverse membership base to offer buyers a range of qualified suppliers to bid on their contracts. 4

5 AMAus provides the opportunity for members to showcase their business and adds credibility as an industry representative body. Furthermore, the AMAus e-marketplace has the potential for highly ranked search results from their networked position within the internet. The acquisition and analysis of proposals by buyers stage is enhanced by e-marketplaces. Buyers can solicit responses from suitably qualified firms throughout the world through online requests for quotations (RFQs) at minimal cost. This provides an efficient method of disseminating quotation specifications to qualified suppliers. The online return of the RFQs can be analysed to select suitable supply firms. This process acts as a screening procedure. AMAus can leverage their prominent position within the Australian and world markets through online RFQ functionality. The evaluation of proposals and selection of supplier stage requires judgement on new task purchasing with the associated risk of evaluating potential new suppliers of complex technical products. An e-marketplace may assist in developing standardised and semi-automated RFQ and evaluation procedures. Aerospace and automotive buyers differ in their requirements of e-business platforms. Following on from information exchange at the source and selection stage of the buying process, the exchange of data and information to allow quoting is a major issue. Aerospace buyers can often require suppliers to be fully integrated into their proprietary extranet, using secure logins to facilitate and manage data exchange. For example, Airbus and Boeing use their own supplier s portal. In contrast, the automotive industry is generally more open to using external supplier networks for data and information flow. As such an AMAus s portal with functionality to serve as a secure extranet may provide smaller suppliers the opportunities to become integrated into global automotive supply chains. Conclusion and Future Directions This study of the AMAus online initiative has identified changes to capital equipment purchase behaviours brought about by e-marketplaces in the automotive and aerospace industries. Findings suggest that the internet has established itself as an alternative channel for global buyers to source information used in the decision to purchase capital equipment and as such industrial marketers need to assess the potential value of using the internet at key stages of the buying process. The AMAus e-marketplace is not a panacea to solving the difficulties of integrating Australia s advanced manufacturers into the aerospace and automotive global supply chains, as industrial buyers will continue to rely on establishing long-term relationships with existing suppliers. However, global supply chain dynamics encourage buyers to look beyond traditional suppliers for increased efficiencies in cost, quality and capability, and shorter lead times. The AMAus e-marketplace offers suppliers an opportunity to promote themselves to a global audience. In conclusion, the AMAus e-marketplace is ideally positioned as a metamediary to promote Australian firms and industry clusters to a global market. The site must offer buyers information specific to the industry sector, utilising efficient navigation devices such as search results to capture buyers interest. It must also offer a secure, accessible and user-friendly platform to leverage the internet s inherent ability to efficiently transfer data and enable it to become a repository of information accessible by buyers and suppliers. AMAus can capitalise on their high profile position within global toolmaking markets by offering buyers a selection of toolmakers who have the demonstrated ability to meet the capacity, capability and quality requirements of the aerospace and automotive sectors. Finally, the e-marketplace gives AMAus the opportunity to use their e- marketplace to capture buyers data that can be used in direct marketing campaign to promote the Australian toolmakers industry. 5

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