Kelompok I
Budhi Mahendra Perdana/0812000170
Anggrita Indreswari/0812000216
Lisa Amelia Sari/0812000223
Fahmi Fathurahman/0812000235
Topik : Information Systems Helps KIA Solve Its Quality Problem
Kelompok II
Mutia Susiana/0812000166
Putri Wahyu Utami/0812000174
Dwi Suhendro/0812000175
Windy Wulandari/0812000183
Tri Riyanto Andhika Putra/0812000190
Topik : Amazon.com: An Internet Giant Fine-Tunes Its Strategy
Kelompok III
Putri Dwirachmawati/06120069
Alwina Minang Putri/06120196
Dede Mulyana/07120083
Mochtar Baihaqie/07120265
Irfan Dwi Meiriyan/07120286
Topik : The Internet: Friend or Foe to Children?
Kelompok IV
Siva Karunia/07120304
Megha Oktiani/07120375
Fitria Malina F/07120384
Kumaras Mahartami/07120385
Vira Pratiwi/07120388
Topik : What Can Be Done About Data Quality?
Kelompok V
Fritz Ondy/05120271
Ricko Ramadhan/07120073
Indra Darmawan Pamungkas/07120080
Izhar Noor/07120316
Topik : Monitoring Employees on Networks: Unethical or Good Business?
Kelompok VI
Irfan Suhada/07120010
Bayu Setyaji/07120022
Muhammad Fachreza Fitra/07120023
Cempaka Septiati/07120210
Topik : Unilever Secures Its Mobile Devices
Kelompok VII
Rien Bunga Adhinda/04120218
Avid Suhendar/05120435
Ayu Medianti Lestari/0812000188
Indra Januarman/0812000189
Reza Adi Dwi Priadana/0812000372
Topik : Invacare Struggles with Its Enterprise System Implementation
Note :
Bagi yang belum terdaftar di atas harap kirim email atau update kelompok anda melalui email.
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Tuesday, March 24, 2009
Friday, March 20, 2009
INTERORGANIZATION AND COLLABORATION
NTE EVENS THE LOAD
The hauling industry is not very efficient. Though trucks are likely to be full on outbound journeys, they are often empty on the way back. (About 50 percent of the trucks on America's roads at any one time are not full.) National Transportation Exchange (NTE) is attempting to solve this problem.
NTE (nte.com) uses the Internet to connect shippers who have loads they want to move cheaply with fleet managers who have space to fill. NTE helps create what is called spot market (a very short-term market) by setting daily prices based on information from several hundreds fleet managers about the destinations of their vehicles and the amount of space they have available. It also gets information from shippers about their needs and flexibility in dates.
NTE then works out the best deals for the shippers and the haulers. When a deal is agreed upon, NTE issues the contacts and handles payments. The entire process takes only a few minutes. NTE collects a commission based on the value of each deal, the fleet manager gets extra revenue that they would otherwise have missed out on, and the shipper gets a bargain price, at the cost of some loss of flexibility.
When NTE was first set up in 1995, it used a proprietary network that was expensive and limited the number of buyers and sellers who could connect through it. By using the Internet, NTE has been able to extend its reach down to the level of individual truck drivers and provide a much wider range of services. Today, drivers can use wireless Internet access devices to connect to the NTE Web site on the road.
In 2001, NTE expanded its services to improve inventory management, scheduling, and vendor compliance along the entire supply chain. NTE's software is integrated with its customers' operations and systems. NTE's business is currently limited to ground transportation within the United States. In Hong kong, arena.com.hk (called Line) provide similar port services.
Read More..
The hauling industry is not very efficient. Though trucks are likely to be full on outbound journeys, they are often empty on the way back. (About 50 percent of the trucks on America's roads at any one time are not full.) National Transportation Exchange (NTE) is attempting to solve this problem.
NTE (nte.com) uses the Internet to connect shippers who have loads they want to move cheaply with fleet managers who have space to fill. NTE helps create what is called spot market (a very short-term market) by setting daily prices based on information from several hundreds fleet managers about the destinations of their vehicles and the amount of space they have available. It also gets information from shippers about their needs and flexibility in dates.
NTE then works out the best deals for the shippers and the haulers. When a deal is agreed upon, NTE issues the contacts and handles payments. The entire process takes only a few minutes. NTE collects a commission based on the value of each deal, the fleet manager gets extra revenue that they would otherwise have missed out on, and the shipper gets a bargain price, at the cost of some loss of flexibility.
When NTE was first set up in 1995, it used a proprietary network that was expensive and limited the number of buyers and sellers who could connect through it. By using the Internet, NTE has been able to extend its reach down to the level of individual truck drivers and provide a much wider range of services. Today, drivers can use wireless Internet access devices to connect to the NTE Web site on the road.
In 2001, NTE expanded its services to improve inventory management, scheduling, and vendor compliance along the entire supply chain. NTE's software is integrated with its customers' operations and systems. NTE's business is currently limited to ground transportation within the United States. In Hong kong, arena.com.hk (called Line) provide similar port services.
Source: Complied from The Economist, June 26, 1999; Davidson,
April 2001, and arena.com.hk, April 2001
April 2001, and arena.com.hk, April 2001
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Wednesday, March 18, 2009
THE LIMITATIONS OF EC
EC has both technological and non technological limitations. The major limitations are :
Technological Limitations
1. There is a lack of universally accepted standards for quality, security and reliability.
2. The telecommunications bandwidth is insufficient.
3. Software development tools are still evolving.
4. There are difficulties in integrating the Internet and EC software with some existing (especially legacy) applications and databases.
5. Special Web servers in addition to the network servers are needed (added cost).
6. Internet accessibility is still expensive and/or inconvenient.
Non technological Limitations
1. Security and privacy concerns deter customers from buying.
2. Trust in EC and in unknown sellers hinders buying.
3. National and international government regulations sometimes get in the way.
4. It is difficult to measure the benefits of EC, such as the effectiveness of online advertising. There is a lack of mature methodology.
5. Some customers like to feel and touch products. Customers are resistant to the change from a real to an online store.
6. People do not yet sufficiently trust paperless, faceless transactions.
7. There is an insufficient number (critical mass) of sellers and buyers needed for profitable EC operations
Despite these limitations, EC is expanding rapidly. For example, the number of people in the United States who buy and sell stocks electronically increased from 300,000 at the beginning of 1996 to over 25 million by the spring of 2002. In Korea, about 67 percent of all stock market transactions took place over the Internet in the spring of 2002 (versus 2 percent in 1998). According to the major financial institution J.P. Morgan, the number of online brokerage customers in Europe will reach 17.1 million in 2003 (versus 1.4 million in 1999). As experience accumulates and technology improves, the cost-benefit ration of EC will increase, resulting in greater rates of EC adoption.
The benefits presented here may not be convincing enough reasons for a business to implement EC. Much more compelling are the economic impact of EC and the digital revolution, along with the effects of EC on business competition.
Read More..
Technological Limitations
1. There is a lack of universally accepted standards for quality, security and reliability.
2. The telecommunications bandwidth is insufficient.
3. Software development tools are still evolving.
4. There are difficulties in integrating the Internet and EC software with some existing (especially legacy) applications and databases.
5. Special Web servers in addition to the network servers are needed (added cost).
6. Internet accessibility is still expensive and/or inconvenient.
Non technological Limitations
1. Security and privacy concerns deter customers from buying.
2. Trust in EC and in unknown sellers hinders buying.
3. National and international government regulations sometimes get in the way.
4. It is difficult to measure the benefits of EC, such as the effectiveness of online advertising. There is a lack of mature methodology.
5. Some customers like to feel and touch products. Customers are resistant to the change from a real to an online store.
6. People do not yet sufficiently trust paperless, faceless transactions.
7. There is an insufficient number (critical mass) of sellers and buyers needed for profitable EC operations
Despite these limitations, EC is expanding rapidly. For example, the number of people in the United States who buy and sell stocks electronically increased from 300,000 at the beginning of 1996 to over 25 million by the spring of 2002. In Korea, about 67 percent of all stock market transactions took place over the Internet in the spring of 2002 (versus 2 percent in 1998). According to the major financial institution J.P. Morgan, the number of online brokerage customers in Europe will reach 17.1 million in 2003 (versus 1.4 million in 1999). As experience accumulates and technology improves, the cost-benefit ration of EC will increase, resulting in greater rates of EC adoption.
The benefits presented here may not be convincing enough reasons for a business to implement EC. Much more compelling are the economic impact of EC and the digital revolution, along with the effects of EC on business competition.
Read More..
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