bullwhip effects (McAfee 2002; Wagn

bullwhip effects (McAfee 2002; Wagner and Sweeny 2010; Sanders 2012). In this
sense, Gunasekaran and Ngai (2004) define ERP as systems that connect different
functions within a firm (such as marketing, operations, sourcing, logistics) as well
as a firm’s supply chain partners (such as suppliers, distributors, third party
logistics providers), enabling the partners to share information such as order status,
product schedules, sales records, plan production, logistics and marketing
promotions.
Other system that allows collaboration among partner supply chain is Efficient
Consumer Response (ECR). This tool improves certain demand’s customer
attention, through an automatic replacement system of purchased stock in the
customer’s facility. The information about this purchase is sent simultaneously to
every supplier of purchase good. These suppliers plan and carry out purchase good
replacement at the necessary moment. With the use of Vendor Managed Inventory
(VMI) suppliers are responsible for managing the inventory located at a customer’s
facility. In this situation, the supplier is the owner of the inventory until it
is purchased by the customer. So, the supplier provides the inventory, places
replenishment orders, and places its exposition (Sanders 2012). Hence, the supplier
has greater control over their product. With the use of VMI is necessary that
suppliers and customers work together, collaborate and develop mutual trust.
According to some authors, Continuous Replenishment (CR) improves the
relationships with suppliers compared to VMI as inventory levels are easily
managed on line. When this information and knowledge are shared among
Fig. 1 E-business forms and their impact on the supply chain (source Johnson and Whang 2002)
230 B. Minguela-Rata et al.
members of supply chain, it refers to Collaborative Planning, Forecasting and
Replenishment (CPFR). With this tool, all members of supply chain plan together.
In this sense, Sanders (2012) argues that CPFR is a collaborative process of
developing forecasts and plans jointly with supply chain partners. According to
this author, CPFR brings value to their customers, allows risk sharing of the
marketplace among different partners, and improves performance (Sanders
2012:230). Hence, supply chain partners jointly set forecasts, plan production,
replenish inventories, etc. All these tools and systems facilitate sharing information
among members of supply chain by connecting different functions within a
firm (such as marketing, operations, sourcing, and logistics), as well as allowing
collaboration among partners and mutual trust.
5 Conclusions
Our main aim based on the comprehensive and vast literature reviewed in this
paper is to clarify topics, concepts and processes widely discussed with a methodological
approach. We present a practical and useful framework on e-business
integration defining the ‘‘pillars’’ of its success and their implications on SCM. In
this paper we also describe different internal processes inside the SCM; moreover,
we define how data integration (supplier-customer) among different partners is
focused on the type of information shared; the importance of e-commerce, eprocurement,
e-collaboration, e-fulfillment, the significant and collaborative role
of Information Technologies (IT) in this integration process and operational
benefits and costs benefits as a result of this integration. We also determine the
type of information that should be shared among partners to improve coordination
and efficiency.
According to managerial implications, practitioners must understand the
importance of integration among companies considering SCM integration as an
element of differentiation and competitiveness. Concepts like coordination,
availability and quality of information have become an essential tool nowadays.
This grants the company the possibility to compete in global markets in real time
no matter the location of the supplier or customer. E-business will be the way to
make ordinary business all over the world. If companies want to participate and be
part of this globalized market they will be forced to integrate their SCM processes.
To achieve this, information technology (IT) plays a crucial role to be implemented
by managers. Information systems are capable to manage business and
process information of partners or collaborative participants (customer–suppliers)
sharing while transfer of information gives companies the chance to satisfy and
response to demanding market needs in a short period of time.
For practical implication of SCM on e-business, supply chain management
must be considered more than ever as a dynamic and flexible process in which all
activities among partners of the supply chain are coordinated ‘‘in real time’’ to
satisfy the final customer and maximize total supply chain profitability. The
Processes Integration and e-Business in Supply Chain Management 231
development of ICT’s and the Internet World Wide Web (WWW) have diminished
the physical barriers allowing the company to participate in a global market. This
new requirements demand the integration of key business processes from end users
through original supplier connecting several activities among firms.
In this paper we attempt to provide a descriptive e-SCM framework as a
practical guidance for future analysis on this topic. We suggest that Future
researches should focus on the use and impact of external software applications
commonly known as Bolt-ons; these applications are added into a core information
system and used specifically to integrate particular SCM areas or processes. Their
contribution on e-business should be considered and tracked in future.
References
Arias-Aranda, D., Navarro-Jiménez, M. I., & Zurita-López, J. M. (2010). A fuzzy expert system
for business management. Expert Systems with Applications, 37(12), 7570–7580.
Auramo, J., Kauremaa, J., & Tanskanen, K. (2005). Benefits of IT in supply chain management:
An explorative study of progressive companies. International Journal of Physical Distribution
and Logistics Management, 35(2), 82–100.
Bagchi, P. K., Chun, B., Skjoett-Larsen, T., & Soerensen, L. B. (2005). Supply chain integration:
An European survey. International Journal of Logistics Management, 16(2), 275–294.
Bailey, J., & Rabinovich, P. E. (2001). Internet retailers’ dilemma of operational and market
efficiencies. In R. Ganeshan & T. Boone (Eds.), New directions in supply chain management:
Technology, strategy, and implementation (pp. 39–57). New York: AMACOM.
Bowersox, D., Closs, D. J., & Stank, T. P. (1999). 21st century logistics: Making supply chain
integration a reality. Chicago, IL: Council of Logistics Management.
Cachon, G. P., & Fisher, M. (2000). Supply chain inventory management and the value of shared
information. Management Science, 46(8), 1032–1048.
Christopher, M. G. (1998). Logistics and supply chain management: Strategies for reducing costs
and improving services (2nd ed.). London: FT Pitman Publishing.
Cooper, M. C., Lambert, D. M., & Pagh, J. D. (1997). Supply chain management: More than a
new name for logistics. The International Journal of Logistics Management, 8(1), 1–14.
Council of Logistics Management. (2003). URL: http://www.clm1.org.
Croom, S. R. (2005). The impact of e-business on supply chain management. International
Journal of Operations and Production Management, 25(1), 55–73.
Croxton, K. L. (2003). The order fulfilment process. The International Journal of Logistics
Management, 14(1), 19–33.
Croxton, K. L., García-Dastugue, S. J., Lambert, D. M., & Rogers, D. S. (2001). The supply chain
management process. The International Journal of Logistics Management, 12(2), 13–36.
Deeter-Schmeltz, D. R., & Norman-Kennedy, K. (2002). An exploratory study of the internet as
an industrial communication tool. Examining buyers’ perceptions. Industrial Marketing
Management, 31(2), 145–154.
Deeter-Schmelz, D., Bizarri, A., Graham, R., & Howdyshell, C. (2001). Business-to-business
online purchasing: Suppliers’ impact on buyers’ adoption and usage intent. The Journal of
Supply Chain Management, 37(1), 4–10.
Dejonckheere, J., Disney, S. M., Lambrecht, M. R., & Towill, D. R. (2004). The impact of
information enrichment on the bullwhip effect in supply chains: a control engineering
perspective. European Journal of Operational Research, 153(3), 727–750.

ผลลัพธ์ (อังกฤษ) 3:

Bullwhip effects (McAfee 2002; Wagner and Sweeny 2010; Sanders 2012). In this
sense Gunasekaran and, Ngai (2004 define.) ERP as systems that connect different
functions within a firm (such marketing as,,, operations sourcing logistics) as well
as A firm 's supply chain partners (such as suppliers distributors third,, Party
logistics providers)Enabling the partners to share information such as order status
product, schedules sales records, plan production logistics,, And marketing
.
promotions Other system that allows collaboration among partner supply chain is Efficient
Consumer Response (ECR). This tool improves certain demand 's customer
attention through an, automatic replacement system of purchased stock In the
Customer 's facility. The information about this purchase is sent simultaneously to
every supplier of purchase good. These Suppliers plan and carry out purchase good
replacement at the necessary moment. With the use of Vendor Managed Inventory
(VMI) Suppliers are responsible for managing the inventory located at a customer 's
facility In, this situationThe supplier is the owner of the inventory until it
is purchased by the customer. So the supplier, provides, the inventory Places
replenishment orders and places, its exposition (Sanders 2012). Hence the, supplier
has greater control over their Product. With the use of VMI is necessary that
suppliers and customers work together collaborate and, develop mutual trust.
According To, some authorsContinuous Replenishment (CR) improves the
relationships with suppliers compared to VMI as inventory levels are easily
managed On line. When this information and knowledge are shared among
Fig. 1 E - business forms and their impact on the supply chain (source Johnson and Whang 2002)
230 B. Minguela-Rata et al.
members of supply chain it refers, to, Collaborative Planning Forecasting and
Replenishment (CPFR). With, this tool all members of supply chain plan together.
In, this sense Sanders (2012) argues that CPFR is a collaborative process of
developing forecasts and plans jointly with supply chain partners. According to
this Author CPFR brings, value to, their customers allows risk sharing of the
marketplace among different partners and improves, Performance (Sanders
2012: 230)Hence supply chain, partners jointly, set forecasts plan production
replenish, inventories etc. All, these tools and systems Facilitate sharing information
among members of supply chain by connecting different functions within a
firm (such, as marketing ,, operations sourcing and logistics), as well as allowing
collaboration among partners and mutual 5 Conclusions trust.

Our main aim based on the comprehensive and vast literature reviewed in this
paper is to, clarify topics concepts and processes Widely discussed with a methodological
approach. We present a practical and useful framework on E-business
integration defining The '' pillars' 'of its success and their implications on SCM. In
This paper we also describe different internal processes Inside the SCMMoreover
we, define how data integration (supplier-customer) among different partners is
focused on the type of information Shared; the importance of e-commerce eProcurement
e-collaboration,,,, E-fulfillment the significant and collaborative role
of Information Technologies (IT) in this integration process and operational
benefits and costs benefits as a result of this IntegrationWe also determine the
type of information that should be shared among partners to improve coordination
and efficiency.
According To, managerial implications practitioners must understand the
importance of integration among companies considering SCM Integration as an
element of differentiation and competitiveness. Concepts, like coordination
Availability and quality of information have become an essential tool nowadays.
This grants the company the possibility To compete in global markets in real time
no matter the location of the supplier or customer. E-business will be the way To
make ordinary business all over the world. If companies want to participate and be
Part of this globalized market they will be forced to integrate their SCM processes.
To achieve this information technology, (IT) plays a crucial role to be implemented
by managers. Information systems are capable to manage business and
process Information of partners or collaborative participants (customer - suppliers)
Sharing while transfer of information gives companies the chance to satisfy and
response to demanding market needs in a Short period of time.
For practical implication of SCM, on e-business supply chain management
must be considered more than Ever as a dynamic and flexible process in which all
activities among partners of the supply chain are coordinated in real. '' Time to
. ''Satisfy the final customer and maximize total supply chain profitability. The
Processes Integration and e-Business in Supply Chain Management 231
development of ICT 's and the Internet World Wide Web (WWW) have diminished
the physical barriers allowing The company to participate in a global market. This
new requirements demand the integration of key business processes from End users
Through original supplier connecting several activities among firms.
In this paper we attempt to provide a descriptive E-SCM framework as a
practical guidance for future analysis on this topic. We suggest that Future
researches should focus On the use and impact of external software applications
commonly known as Bolt-ons; these applications are added into a Core information
System and used specifically to integrate particular SCM areas or processes. Their
contribution on E-business should be Considered and tracked in future.

, References Arias-Aranda D, Navarro-Jim cafe, Nez M. I, & Zurita-L, is PEZ J. M. (2010). A fuzzy Expert system
for business management. Expert Systems, with Applications 37 (12), 7570 - 7580.
Auramo J. Kauremaa,,,,, & J Tanskanen, the K. (2005)Benefits of IT in Supply Chain Management:
An explorative study of progressive companies. International Journal of Physical Distribution
and, Logistics Management 35 (2), 82 - 100.
Bagchi P. K,,,,, Chun B. Skjoett-Larsen T, &, Soerensen L. B. (2005).? Supply chain integration:
An European survey. International Journal of, Logistics Management 16 (2), 275 - 294.
Bailey J,, &, Rabinovich P. E(2001). Internet retailers' dilemma of operational and market
efficiencies. In R. Ganeshan & T. Boone (Eds.), New directions In Supply Chain Management:
Technology strategy and,, implementation (PP. 39 - 57). New York: AMACOM.
Bowersox D Closs,,,, D. J, &, Stank T. P. (1999). 21st Century Logistics: Making supply chain
integration a, reality. Chicago IL: Council of Logistics Management.
Cachon, the G. P, &, Fisher M. (2000). Supply chain inventory management and the value of shared
information. Management, Science 46 (8), 1032 - 1048.
, Christopher M. G. (1998). Logistics and supply chain management: Strategies for reducing costs
and improving Services (2nd ed.). London: FT Pitman Publishing.
Cooper M. C,,, Lambert D. M, &, Pagh J. D. (1997). Supply chain management:? More than a
New name for logistics. The International Journal of, Logistics Management 8 (1), 1 - 14.
Council of Logistics, Management (2003). URL: http: / / www.clm1.org.
, Croom S. R. (2005). The impact of E-business on supply chain management. International
Journal Of Operations and, Production Management 25 (1), 55 - 73.
, Croxton K. L. (2003). The order fulfilment process. The International Journal of Logistics
Management, the 14 (1), 19 - 33.
, Croxton K. L, Garc í a-Dastugue S. J,,, Lambert D. M, &, Rogers D. S. (2001). The supply chain
management Process. The International Journal of, Logistics Management 12 (2), 13 - 36.
Deeter-Schmeltz D. R,,, & Norman-Kennedy K. (2002).? An exploratory study of the Internet as
an industrial communication tool. Examining buyers' perceptions. Industrial Marketing
Management, the 31 (2), 145 - 154.
Deeter-Schmelz D. Bizarri A,,,,,, Graham R. &, Howdyshell C. (2001). Business-to-business
Online Purchasing: Suppliers' impact on buyers' adoption and usage intent. The Journal of
Supply, Chain Management 37 (1), 4 - 10.
Dejonckheere, J, Disney S. M,,, Lambrecht M. R, &, Towill D. R. (2004). The impact of
Information enrichment on the bullwhip effect in supply chains: a control engineering
perspective. European Journal of Operational, Research 153 (3), 727 - 750