Using Business Intelligence to Improve all Operations in an Enterprise.

Business Intelligence

Subscribe to Business Intelligence: eMailAlertsEmail Alerts newslettersWeekly Newsletters
Get Business Intelligence: homepageHomepage mobileMobile rssRSS facebookFacebook twitterTwitter linkedinLinkedIn

Business Intelligence Authors: Liz McMillan, Elizabeth White, Dana Gardner, Pat Romanski, William Schmarzo

Related Topics: IT Strategy, Business Intelligence, Agile Digital Transformation, IT News & Views

IT News: Article

B2B Integration | #BigData #B2B #IoT #M2M #DigitalTransformation

Accelerated digital transformation five-step plan charts the course

No modern enterprise stands alone; each is dependent upon a network of trading partners to remain competitive in today's global marketplace.  But in most cases, the lack of business to business (B2B) integration is holding back efforts to evolve into a true digital business.

A high-performing supply chain is essentially a dynamic digital network, and every link in the supply chain is vital for business. But, remarkably, "over 50 percent of the information exchanged among business partners is still done so manually - not automatically - via email, phone calls and faxes."1

Many enterprises are stymied by silos of data, complex linear processes and disparate application landscapes. Moreover, each enterprise is reliant on its own unique set of applications, further exacerbating the struggle to exchange key information with partners.

B2B integration maturity
Advancing B2B integration to automate supply chain processes and improve partner collaboration is an important part of any organization's digital transformation.

"B2B integration keeps supply chain operations running smoothly," says Marco de Vries, Senior Director of Product Marketing with OpenText's Business Network division. "It facilitates adding new trading partners, entering new markets and exchanging information with suppliers and customers, while driving down cost and complexity.  An organization's level of B2B integration maturity is a key measure of how far it is on the path to becoming a truly digital business."

SCM World has defined a B2B integration maturity model to provide a practical, five-step integration path for maturation. According to SCM World, "With each progressive step on the B2B integration path, there is an expected 2-3x improvement in the cash conversion cycle rate."  That's due to reduced transaction processing costs, fewer stockouts and higher inventory turns, among other benefits.

Most enterprises at midway stage
Most enterprises are midway on the maturation journey, according to a recent survey by SCM World. They stand at the analytical stage where they are able to generate collaborative insight through the aggregation and analysis of connected digital demand and supply data.

The next stage in maturity, step 4, entails achieving a responsive network, with the integration of most trading partners across multi-tier demand and supply networks. At this stage leaders realized the following benefits:

  • 72% experience reduced transaction processing costs by 20% or more
  • 68% sped inventory turns to more than 2x per month, from less than once a month
  • 78% decreased days sales outstanding (DSO) to less than 60 days
  • Less than 5% of orders needed to be expedited, down from more than 10% previously

While the survey determined that none of the respondents had yet achieved the highest level of maturity (step 5 or "generative" stage), enterprises can expect to enjoy profitable growth cycles driven by end-to-end digital integration throughout the value chain.

This framework is available to determine where your organization currently stands on the road to B2B integration maturity. See how your organization compares to peers, across industries and against the broader business community.

1Business Without Borders: Making Global Supply Chains Work, CIO eBook, 2016

This post is sponsored by OpenText.

More Stories By Jim Malone

Jim Malone, Vice President of Content for IDG’s Strategic Marketing Services, brings decades of business technology journalism and marketing to clients. Jim has helped evolve IDG’s Strategic Marketing Services into a full service digital content and strategy shop. He’s worked with technology leaders from Microsoft, Oracle, Dell-EMC, Intel, VMware and HP to important Third Platform players like Amazon Web Services, Box, Rackspace, Jive and Workday. He excels at syncing clients’ marketing objectives with the aspirations of IDG’s audience, across all technology domains.