Global B2B as a Competitive Advantage

Transcription

1 Global Supply Chain Management Forum Global B2B as a Competitive Advantage Bsteel Online John Zhang 13 th, Nov Hangzhou

2 Story 1

3 Story 2 ^^^^^^ ^^^^^^^^^^^^^^^ ^^^^^^^^^^^^^^^ ^^^^^^^^^^^^^^^ ^^^^^^^^^^^^^^^ ^^^^^^^^^^^^ order product logistic payment

4 3 level in B2B model BUSINESS INFORMATION DATA

5 Environmental Change Faced by Baosteel Economical and political factors 1. Continuously increasing international trading 2. Fluctuation of steel market price 3. Foreign trade barrier and antidumping act 4. Limitation on production among industry Suppliers 1. Strategic material market becomes seller s market 2. More choices of MRO suppliers 3. Logistic and third party service provider put increase emphasis on network service. Baosteel 1. Cooperation based on strategic supply chain 2. Operation integration brought forth by integration\internationaliza tion 3. customer centered management concept transformation Competition and Challenges 1. After ascending into world s 500 strong, competitor s increasing regards and technology blockade 2. After joining WTO, Baosteel faces ever increasing global competition in domestic and international markets 3. Increasing domestic competition Customer Customers 1. Multiply demand and individual demand require higher product quality and fast delivery 2. Increase demand in intervention during product design phase 3. Emphasize on quick supply chain and individualized supply chain deployment 4. Recognize increased value of services

6 Wedge 5 Wedge 4 The Most Competitive Steel Company (%) Automotive (3) Areas Baosteel plans to increase market sharing Target Target To To be be the the Top Top 3 3 most most competitive competitive steel steel company company in in the the World World by by Construction Shipbuilding Machine Manufacturing Home Appliance Manufacturing Services Services Speed Speed Cost Cost Metal Proudct (2) Railroad Container Oil &Gas Metal Packaging (1) Steel consumption value index (Average steel consumption price) Currently Baosteel has Taken Lead Position in some Key Markets Baosteel s Future Planning: Consolidate and Increase Market Sharing

7 Baosteel Globalization EMEA Sales Equipment procurement Raw Material AFRICA EUROPE ASIA Asia Sales Equipment procurement Australia Raw Material OCEANIA Over Sea Logistics N. AMERICA AMERICA Sales Equipment procurement Raw material S. AMERICA Global B2B is essential to a globalization Copyright 2006 Bsteel Co.,Ltd. All Rights Reserved

9 Baosteel Global Supply Chain Upstream Middle Downstream New Business Vendor Mine Merchant Equipment Suppliers shipment Procurement Manufactory Finished Goods Domestic Ore & coal Baosteel. Trading Scarp iron MRO Raw material logistic Port and marine Competitor Baosteel Group VIP B2B ecommerce E-Procurement E-Sales E-Trading Services Distribution Blanking Finished goods logistic Transportation storage Customer Manufacture & Sales Vehicle Electric Packaging Mechanism Metal Product Process Car sales Logistics Warehouse Global Business Oversea Equipment Product Customer Others Copyright 2006 Bsteel Co.,Ltd. All Rights Reserved

10 Baosteel B2B ecommerce Strategy 1. Support the Baosteel Supply Chain Competition Strategy 2. Lower cost and increase efficiency, increase competitive power 3. Process standardization and information transparency 4. Supports business collaboration and resource Sharing 5. Guarantee of the realization of Baosteel s custom centric sales strategy 6. Provides a make up method for supply chain short board 7. Push on standardization is an important method of maintaining and raising Baosteel s competitive advantage

11 B2B E-Commerce in Baosteel Value Chain Raw material and MRO vendor procurement product presales order logistic payment service steel vendor procurement Consume product Procurement Sales Trading market Baosteel.net.cn Bsteel.com E-Procurement Catalog Price Bidding VMI E-Sales Sales Distribution Finance Quality disputes Trading Community Auction Sourcing Information Financial service ect. Based on the Baosteel s Value Chain, B2B E- Commerce Provide Services in Three Aspects

12 The topic of Baosteel B2B ecommerce Transaction COLLABORATION BAOSTEEL B2B

13 Growth of Baosteel B2B e-commerce Sept amount(billion) Our Target(2008): Customer service Futures Order Vendor service Business Process edocument implement 100% 100% 80% 100% 60%

14 Services Oriented The different service embody in:multistep windows of e-shortcut e to strategy customers, Baosteel Online e-platform e and e-business e platforms of subsidiary companies, and forms the multiple echelons, all-combination and all-direction E-Commerce E customer serve system faced strategy customers, directly-supply customers and common customers. In the Field of Customer Service, B2B Commerce Supports Baosteel s Different Marketing & Sales Tactics, Forms the Multiple Echelons being Geared to the Needs of Different Tier of Consumers & All-direction Customer Service System.

15 Integrated 3 rd Party Resources Bank Custom Build Baosteel s electron paying gateway, ensure electron payment security. Get up by with bank system integration, with paying information and business information being contacted. Realize electron functions such as clearing, inquiring about statistics to the account and the between the suppliers, the customers and Baosteel. Resource Intergradations Out sourcing 3rd party logistic Pass with systematic integration of 3rd-party logistics enterprise or provide its ASP service making the tracking planning and operating to logistics status to be in progress known to lower levels to t3rd-party logistics unit. Pass building-up KPI system, examine the unit cooperating logistics companies. Realize Baosteel and systematic butt-joint of customhouse automation clearance of goods. Manage each links in the process applying to the customs, maximal degree cut down the manpower interference. Provide the inside with clearance of goods of all kinds business interface, and integrate process information applying to the customs into at business management system. integrate 3 rd - party resource such as logistics with the unified standard, making Baosteel become treasure stabilizes, the controllable outside holds out.

16 Experience Sharing Integration The way to B2B Whole process Outsourcing

17 Experience More efficiency Lower Cost B2B e- Commerce Value Chain Better Service Tightly Collaboration

18 Global Supply Chain Management Forum Global B2B as a Competitive Advantage Richard Zhong Regional Director, China 13 th, Nov. 2007

19 We re Preparing to Celebrate World s Largest B2B Integration Services Provider Over 75% Fortune 500 Over 60% of the Global ,000 SMB 40TH ANNIVERSARY November 2007 Next Generation B2B Software and Services Trading Grid Over 200,000 Trading Partners across Over 58 countries 4 Billion Business Documents Microsoft Endorsement Provider B2B and Supply Chain Solution to Leading China Enterprises e.g. Baosteel..

20 B2B e-commerce Trends B2B Reality in China COSCO is the first EDI user in China since early 90s Various EDI Centers established in mid-90s with slow adoption except Customs.com Global: Ariba CommerceOne China: 8848 cnxml emaketplace RosettaNet China established by MOST & CAS in September B2B in China generally perceived as online Sourcing/ buying/selling, i.e.,alibaba Global SaaS20 and BPO China: Data Security Concern Global Data Sync Global: GS1 Data Pool China: ANCC China Developed Datapool A dilemma: improved infrastructure for EDI but technology is moving towards Internet EDI application in China: Customs declaration MNC Buyer driven community Web-based EDI RFID Global: EPC Global China: China EPC Standard

21 Customer Interaction Techniques Which method do your customers normally use to communicate materials requests?* For companies receiving materials requests through computer, which method do you use? 100% 75 % 50 % 25 % Today End of 2007 *Multiple responses were accepted 100 % Today End of % 50 % 25 % Verbal (Phone or In Person) Paper (Mail or Messenger) Fax Computer (Any Method) Exchang e Customer Web Portal Direct Terminal Connection Comput er to Comput er Source: AIAG China B2B Survey sponsored by and QAD September Chinese Automotive Suppliers

22 Computer to Computer Interactions World Wide China Other Stateless XML Stateful XML EDI Customer Preferred XML Odette EDIFACT EDI - ANSI X EDI still dominates, but s not the only game in town Over 50% use customer preferred format versus a document standard Source: Forrester Research B2B Integration Message Format July 2007

23 Globalization of Value Chains Escalating complexity across the globe Supply chains have evolved into complex ecosystems of outsourced and in-house services Manufacturers who master complexity of global value chains are 73% more profitable than those who do not. Source: Deloitte Mastering Complexity

24 Global Sourcing Implications Supply Chains Become Less Responsive Response times to demand by region for North American brand owners The pervasiveness of contract manufacturing and rush to low-cost countries are straining the ability to manage supply networks - 70 % of brand owners manage critical components either fully or jointly with contract manufacturers - Contract manufacturing activity will continue to increase - Global Supply networks remain unresponsive to daily demand signals - Need for greater visibility into supply chain processes Source: AMR Research, 2005 Contract Manufacturing at a Crossroads: Brand Owner Need for Visibility

25 Global Supply Chain Visibility in World Gone Flat Manufacturing Production Third Party Manufacturing Center in China Supply Signals Demand Signals Distribution Center in Salt Lake City Distribution Center Export Processing Ground Transport Ocean Transport Import Processing Rail Transport

26 Trading Grid SM Products and Solutions Portfolio

27 powers AMR Supply Chain Top of 25 are Customers Dell Home Depot Procter & Gamble Motorola IBM PepsiCo Nokia Best Buy Toyota Motor Cisco Systems Johnson & Johnson Texas Instruments Samsung Electronics Lowe s Wal-Mart Stores* Nike Tesco L Oreal Johnson Controls Publix Super Markets Intel Sysco Anheuser-Busch Coca-Cola Woolworths Source: AMR Research Supply Chain Top 25 and the new Trillion Dollar Opportunity November 2005 and Internal Analysis

28 Panasonic and Best Buy Examples for Global B2B as Competitive advantages As a leader in the rapidly expanding global market for large screen flat-panel TVs, plasma TVs are also driving Matsushita s growth as a strategic business Matsushita annual report Best Buy seeking a Customer-Tailored Supply Chain requires the fluid flow of information end-to-end

29 and More Examples. 100% of Fortune 500 Banks Top 25 OEMs Automotive 9 of Top 10 Global 2000 Retailers 9 of Top 10 Computer Systems OEMs

30 Key Findings ROI, Competitive Differentiation, TP Satisfaction, and Technology y Advancements Return on Investment Average 2.5X annual ROI 76% realized 2X or more 38% experienced X 23% experienced X 15% experienced 4X or more Competitive Differentiation 50% agreed or strongly agreed that Using an outsourced approach for B2B has offered me superior capabilities that differentiated my business from competitors in the marketplace. Trading Partner Satisfaction 62% improvement in customer satisfaction 68% improvement in global B2B support 49% less time to set up new B2B connection 41% less time to support new B2B technologies/standards Technology Advancements 75% improvement in B2B technical capabilities 63% reduction in redundant/overlapping B2B platforms 41% improvement in B2B system availability, DR capability, & system redundancy

31 Conclusion Industry Trends Supply Chain Impact Recommendations Globalization Extended supply chains Lower responsiveness Limited visibility Global Visibility Solution Optimize Your Supply Chain Execution Manage by Expectation Supply Chain KPI fulcrum Complexity Consumer Effect Multiple levels of complexity Wide variety of TP requirements Continuous change Consumer-driven high tech markets Retail-Manufacturing supply chain convergence Data Quality issue B2B Gateway and Consolidation Reduce Costs, Improve Performance Outsource B2B Focus on Your Core Business Global Data Synchronization Synchronize Supply Chain Master Data e.g. Product Information with Partners Data Quality Solution

32 Thank You Richard Zhong