2011/9/14Amy Trappey, IEEM, NTHU1 IEEM 5352 E-Enterprise Integration Introduction -- Modern Enterprises and the Changing Nature of Works

2011/9/14Amy Trappey, IEEM, NTHU2 Objective of Course This course introduces the modern integrated enterprises. The focus is on the managerial and technical aspects of creating and managing modern ICT enabled, integrated and smart (intelligent) enterprises. It is clear that enterprises have been in rapid transition toward virtual enterprises with value chain integration. Information systems are being realigned around business processes, and business-to- business (B2B) electronic commerce has become a key competence that business cannot survive without. This course provides such understanding by focusing on aspects of managing this complex changing processes, from strategic planning, modeling, to introduction of enterprise application and integration technology.

2011/9/14Amy Trappey, IEEM, NTHU3 Extended Enterprises – enhance the value of enterprises. Customers – revenue value mutual!! Suppliers – create products/sales value Partners Contractors and Subcontractors Temporary Partners Others -- ? University (own some intillectual properties, IPs, and know-hows, which can be applied to industry. Thus, we like to be considered as an extended part of any enterprises that we can help.) What benefit the university will get? Mutual benefit!!

4 Illustration of the Extended Enterprise 整合性企業資訊系統 (ERP) 整合性企業資訊系統 (ERP) 大廠 Prime/OEM 中小企業供應者 Suppliers SMEs 消費者 Customers/ Consumers Business-to-Consumer Business-to-Business  Fulfillment/Shipment Logistic Issues Physical goods – products, parts, components shipping, logistic management Non-physical – transform, transfer, and share data, information and intelligence Example: order, on-line (product/software) order

2011/9/14Amy Trappey, IEEM, NTHU5 Some EI Problems to be Solved Why is it difficult to implement integrated and smart(intelligent) solution? How to effectively implement reengineering efforts? What is a successful management plan? How does management and technologist work together successfully?

2015/10/5Amy Trappey, IEEM, NTHU6 Our Schedule and Topics No.Core TopicDate 1Introduction - Modern Integrated Enterprises9/15 2Architectural Planning, Business Process Reengineering (BPR)9/22 3Enterprise Process Modeling and Simulation Tool – INCOME4 (I) ITRI CAST Case Presentation – Business Process Modeling for Strategic Services 9/29 4Enterprise Process Modeling and Simulation Tool – INCOME4 (II). Process Modeling Exercise/Report Presentations 10/6 5Enterprise Modeling – Examining Various Enterprise Views10/13 6Deploying Business Process Models10/20 7Midterm Exam10/27 * 8XML (Project Proposal/Abstract Due)11/3 9XML Deployment (Homework), Enterprise Resource Planning (ERP)11/10 10Introduction and Types of B2B Application Integration11/17 11Collaborative Commerce – Collaborative Product Commerce (CPC), Supply Collaboration, Customer Collaboration 11/24 12Integrated ERP, SCM and CRM for Collaborative Commerce12/1 13E-Business Integration Technology and Standards12/8 14EDI, XML/EDI, RosettaNet, ebXML12/15 15Final Team Works and Project Counseling12/22 16Term Project Presentations (1)12/29 17Term Project Report Due, Term Project Presentations (2)1/5 18Final Exam Due1/12 *

2011/9/14Amy Trappey, IEEM, NTHU7 Historical perspective for Enterprise Integration The view from the late 1980s –Michael S. Scott Morton, The Corporation of the 1990’s: Information Technology and organizational Transformation, Oxford Univ. Press, NY, The view from the mid 1990s –Arno Penzias, Harmony: Business, Technology and Life After Paperwork, Harper Business, NY, 1995.

2011/9/14Amy Trappey, IEEM, NTHU8 The view from the late 1980’s ICT (Information Communication Technology) is enabling fundamental changes in the way work is done. ICT is enabling the integration of business functions at all levels within and between organizations. ICT is causing shifts in the competitive climate in many industries ICT presents new strategic opportunities for organizations that reassess their missions and operations. –Automate – factory automation! –Informate: Automated processes yield information as a by-product. –Transformation (content!!!)

2011/9/14Amy Trappey, IEEM, NTHU9 The view from the late 1980’s Successful application of IT will require changes in management and organizational structure. A major challenge for management in the 1990s will be to lead their organizations through the transformation necessary to prosper in the globally competitive environment. –Management –Structure –Strategy –Technology –Individuals & roles

Amy Trappey, IEEM, NTHU10 The view after 1990s Time-ordered periods of development –The quantity era –The quality era –The Harmony era 2011/9/14

Amy Trappey, IEEM, NTHU11 Quantity Vs. Quality Advance planning emphasis Mechanical technology Economic of Scale Hierarchical organizations Value from volume Technology islands Environmental exploitation Customer feedback emphasis Programmable control Economic of speed Team-based organization Value from performance Technology overlaps Environmental concern Era of Quantity Era of Quality *creativity 2011/9/14

Amy Trappey, IEEM, NTHU12 Quality Vs. Harmony Customer feedback emphasis Programmable control Economics of speed Team-based organization Value from performance Technology overlaps Environmental concern Era of Quality Personalization emphasis Direct information access Economics of convenience (ubiquitous) Architectural organization Value from coherence Technology merger Environmental renewal Era of Harmony 2011/9/14

Amy Trappey, IEEM, NTHU13 The Key: Integration with intelligence The transition to harmony shifts the locus of value from individual products to integrated customization service. Each customer and supplier becomes a partner in value creation by participating in “design” at the “point of order” through interaction with optional offers. Business intelligence and smart decision support for virtual enterprise 2011/9/14

Amy Trappey, IEEM, NTHU14 Questions We Like to Address What are the details of the integration process? How are enterprises integrating their internal processes? (internal) How are enterprises integrating with suppliers and customers? (external) What are the tools, technologies, methods that are used to achieve EI? 2011/9/14

Amy Trappey, IEEM, NTHU15 Lecture Notes and Resources URL  KM  Online Courses  製商整合教材  電 子化企業整合 Professor Amy Trappey’s office hour  Wed. 14:00 – 17:00 TA: Penny and Jimmy office hour  Thur. 14:00 – 16: /9/14