ASIAN JOURNAL OF MANAGEMENT RESEARCH Online Open Access publishing platform for Management Research
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1 ASIAN JOURNAL OF MANAGEMENT RESEARCH Online Open Access publishing platform for Management Research Copyright 2010 All rights reserved Integrated Publishing association Review Article ISSN E-procurement milestones Salkute.V.R National SCs Finance and Development Corporation (A Govt. of India) 5 th Floor, V.V. Main Tower, Bangalore Salkute2007@yahoo.co.in ABSTRACT Nowadays organizations are struggling for innovative methods in order to achieve competitive advantage. This paper is about how to improve its e-procurement processes by taking advantage of information technology and systems for business innovation. Keywords: E-procurement; supply chain management; Information Technology. 1. Introduction Industries are increasingly searching for innovative methods to achieve competitive advantage (Chase, R.B., Jacobs, F.R. and Aquilano, N.J., 2004). Procurement is being increasingly recognized as a key process in the supply chain. This is because businesses spend over $20 trillion globally on procuring external goods and services each year (Weele, 2002). With the advent of the internet, procurement has had to be redesigned and reorganised (Muffatto and Payaro, 2004). Internet-based procurement technology is fundamentally changing the way that organisations undertake procurement. These technologies are designed to facilitate the acquisition of goods over the internet in order to lower procurement costs and shorten purchase cycle times. Most of the implementing organizations have not received the full benefits from their e-procurement investments (Davila et al., 2003). This is because they have found the implementation process to be more complex, expensive and time consuming than originally expected. 2. E-procurement E-Procurement, procurement via the internet, is concerned with all the activities involved in obtaining materials and services and managing their inflow into an organization towards the end user. Thus, what the extra E adds to traditional procurement may not only be ambiguous per se, but also heavily dependent on the context in which it is used. For example, smaller organizations may choose simpler e-procurement models while larger organizations, investing more resources, will not only implement a web-based application but also connect the technology with other business-critical information systems, such as Enterprise Resource Planning (ERP) systems, ASIAN JOURNAL OF MANAGEMENT RESEARCH 133
2 Electronic Data Interchange (EDI) systems and electronic invoices. (Kalakota, R. and Robinson, M., 2000) Since 1995, when the first online marketplace was established, the procurement landscape has changed considerably with the introduction of independent (also referred to as public), private, and consortium-based e-marketplaces (Simchi-Levi et al., 2003). E-procurement can bring about huge benefits for an organization. It is clear that if e-procurement is to be introduced and sustained successfully, many issues and challenges have to be addressed very carefully. The proper implementation of e-procurement technology is a key management issue which is challenging to implement. E-procurement is a high operation cost project (Croom, 2000; Simchi- Levi et al., 2003). In addition, e-procurement is a complex process and different organizations have their own strategies, so there is no one size fits all solution. 3. Research questions and objectives The primary focus is the application of e-procurement tool for improving e-procurement implementation. With this purpose in mind, three consequent Research Questions (RQs) have been formulated: RQ1: What are the management challenges of implementing an e-procurement system? RQ2: How to address the challenges of e-procurement implementation? RQ3: How to sustain an ongoing e-procurement system? To answer these research questions, there is a need to examine a e-procurement implementation and gain appropriate understanding. Thus, the following research objectives are formulated with regard to an actual company that currently conducts e-procurement but is in the process of expanding its e-procurement operations: 1. To examine the company s business strategies, e-procurement strategies and e- procurement process. 2. To examine the problems and challenges involved in the firm s e-procurement operations. 3. To identify the areas to benefit the company and provide it with competitive advantage. 4. To recommend a strategy in correspondence with the firm s e-procurement strategy to cope with current operational challenges. 5. To explore the feasibility of the e-procurement practitioners perspectives and attitudes. 3.1 E-procurement operation The e-procurement system facilitates automated purchasing operations, including catalogue management, requisitioning, management approval, ordering and payment. Online catalogue management provides the basic product information that enables online requisitioning by the internal users. Typically, a requisition process begins with a user, virtually anyone in the company. The system enables the employee to select and order products from the aggregated catalogue. In cases where an item is not included in the catalogue, the user can submit a freeform request. In addition to providing employees with a ready selection of purchasing items and ASIAN JOURNAL OF MANAGEMENT RESEARCH 134
3 thus reducing individual search costs and efforts, the project team also strives to channel more buying activities to pre-approved suppliers and thus reduce maverick purchases and the randomness that comes with it. Once a request for purchase is completed, it is routed automatically to the appropriate manager(s) for approval, based on a set of business rules for a particular commodity and/or business unit specifics. Upon approval, a Purchase Order (PO) is generated and sent to the supplier. In many cases, electronic links with the supplier are in place for PO submission, including EDI, or other internet methods. In addition, a notification is sent to the accounts payable group and possibly the receiving desk, announcing to these departments the delivery and that they can expect an invoice. After the goods are delivered, they are marked as received. The receipt of delivery is subsequently sent to accounts payable for invoice matching while the supplier is notified in cases where payment is done via Electronic Funds Transfer (EFT). 3.2 E-procurement Implementation There are three basic strategies for managing the central catalogue, each with different advantages and disadvantages (Flynn, 2004; Shaw, 2003). These are: A. Buyer-hosted The buying organization manages the entire catalogue in line with the specifications and file format of the selected e-procurement solution (e.g., Catalogue Interchange Format, CIF). The buying organization is in control (regarding updates, look and feel and user interface, ownership of purchasing data, approval rules), of aggregated catalogue content (e.g., searches across different catalogues are possible). Disadvantages Catalogue management efforts focus for the most part at the buying side (very costly/time consuming) and suppliers have to comply with the CIF format (or whatever is required by the e- procurement solution). B. Supplier-hosted (Punch-out/OBI Model) Catalogues hosted individually by the suppliers can be accessed from inside the e-procurement solution. Less management effort for the buying organization, more freedom for the supplier (e.g., no need to comply with CIF format, individual look and feel). ASIAN JOURNAL OF MANAGEMENT RESEARCH 135
4 Disadvantages The buying organization has no control over the catalogue content, because catalogue changes do not have to be announced by the suppliers and the buying organization has no easy and automated way of finding out where/when changes have occurred and approving of them. Individual catalogues are not aggregated which means searches across different catalogues are not possible. C. Third party-hosted Individual multi-vendor catalogues are hosted and managed by a third party. The third party works with the suppliers to retrieve and normalize their data and presents an aggregated, customized catalogue to the buying organization. Suppliers submit updates and changes to the third party which runs them by the buying organization before implementing them. The buying organization is presented with an aggregated view of the data plus keeping control of the content yet without having to manage the catalogue itself. Disadvantage The buying organization and suppliers have to manage one more vendor, an immature market, and sophisticated solutions are not yet widely available. 4. Conclusion We conclude that many organizations are increasingly searching for innovative processes and methods to achieve competitive advantage. Management will be required to cope with corresponding internal resistance and business process change issues. 5. References 1. Chase, R.B., Jacobs, F.R. and Aquilano, N.J. (2004), Operations Management for Competitive Advantage, 10th ed., New York: McGraw-Hill. 2. Croom, S. (2000), The impact of web-based procurement on the management of operating resources supply, Journal of Supply Chain Management, 36(1), p Davila, A., Gupta, M. and Palmer, R. (2003), Moving procurement systems to the internet: the adoption and use of e-procurement technology models, European Management Journal, 21(1), pp Flynn, A.E. (2004), Catalogue management implementation strategies, Critical Issues Report, CAPS Research, 5. Kalakota, R. and Robinson, M. (2000), E-business 2.0: Roadmap for Success, Boston, MA: Addison-Wesley. ASIAN JOURNAL OF MANAGEMENT RESEARCH 136
5 6. Muffatto, M. and Payaro, A. (2004), Implementation of e-procurement and e- fulfillment processes: a comparison of cases in the motorcycle industry, International Journal of Production Economics, 89(3), pp Shaw, M. (2003), E-Business Management: Integration of Web Technologies with Business Models, Boston: Kluwer Academic. 8. Simchi-Levi, D., Kaminsky, P. and Simchi-Levi, E. (2003), Designing and Managing the Supply Chain: Concepts, Strategies, and Case Studies, 2nd ed., Boston: McGraw- Hill/Irwin. 9. Weele, A.J. (2002), Purchasing and Supply Chain Management: Analysis, Planning and Practice, 3rd ed., Australia, London: Thomson Learning. ASIAN JOURNAL OF MANAGEMENT RESEARCH 137
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