E-commerce and its impact on operations management

Gunasekaran, Angappa; Marri, Hussain Bux; McGaughey, Ronald E.; Nebhwani, Murlidhar

doi:10.1016/s0925-5273(01)00191-8

Cited by 188 publications

(155 citation statements)

References 25 publications

Supporting

Mentioning

135

Contrasting

Unclassified

Order By: Relevance

“…Second, documented benefits derived from e-commerce also include reductions in transaction costs, especially for e-procurement (Chan and Lee 2003) and economies of scale such as consolidation of sales or group buying (Turner 2000). Taking a broader perspective, one concludes that e-commerce generates positive impacts on operations management (Gunasekaran et al 2002) and improves efficiency and effectiveness (Kalakota and Robinson 2001;Turban et al 2002). Third, in a manufacturing context, e-commerce creates potential opportunities such as faster product design, speedier ordering of parts and components, reduced lead times and lower inventory costs (Turner 2000).…”

Section: Benefits From E-commerce Initiativesmentioning

confidence: 99%

See 1 more Smart Citation

Focus of B-to-B e-commerce initiatives and related benefits in manufacturing small- and medium-sized enterprises

Elia

Lefebvre

2006

ISeB

View full text Add to dashboard Cite

Empirical research into business-to-business e-commerce issues involving manufacturing small-and medium-sized enterprises (SMEs) is still embryonic. In an attempt to partially fill this gap, this paper presents empirical data from an electronic survey conducted among 96 manufacturing SMEs to investigate e-commerce initiatives and their related benefits. E-commerce initiatives are assessed using a set of 36 business processes that can be conducted electronically. These processes were classified according to their focus: customer (downstream), supplier (upstream) or in-house. The research findings point to four main profiles of manufacturing SMEs with different e-commerce focuses. The first group seems to lack any focus or may still be exploring e-commerce opportunities. The second and third groups are supplier-and customer-focused, respectively. The fourth group consists of the more involved SMEs that have leveraged their e-commerce initiatives with

show abstract

Section: Benefits From E-commerce Initiativesmentioning

confidence: 99%

“…Appendix 2 Table 8 Appendix 3 Reduction in marketing, sales and after-sales costs Kalakota and Whinston (1997), Gunasekaran et al (2002), Turban et al (2002) Maximum value = 100; minimum value = 0; these scores represent non-weighted sums. The weighted sums are displayed in Table 1 Appendix 4…”

Section: Appendixmentioning

confidence: 99%

Focus of B-to-B e-commerce initiatives and related benefits in manufacturing small- and medium-sized enterprises

Elia

Lefebvre

2006

ISeB

View full text Add to dashboard Cite

show abstract

“…On the business layer the online retail process consists of pre-trade, trade and post trade activities (Liu and Hwang 2004). Internally the actor implements eight different business functions which have been identified by different authors in (Gunasekaran et al 2002;Burt and Sparks 2003;Becker and Schutte 2007;Frank and Lange 2007) and have been consolidated in (Aulkemeier et al 2016). The same study presents six application layer components implemented by most online retailers.…”

Section: E-commerce Companymentioning

confidence: 97%

A pluggable service platform architecture for e-commerce

Aulkemeier

Paramartha

Iacob

et al. 2015

Inf Syst E-Bus Manage

View full text Add to dashboard Cite

In the beginning of the e-commerce era, retailers mostly adopted vertically integrated solutions to control the entire e-commerce value chain. However, they began to realize that to achieve agility, a better approach would be to focus on certain core capabilities and then create a partner ecosystem around them. From a technical point of view, this means it is advised to have a lightweight platform architecture with small core e-commerce functionality which can be extended by additional services from third party providers. In a typical e-commerce ecosystem with diverse information systems of network partners, integration and interoperability become critical factors to enable seamless coordination among the partners. Furthermore an increasing adoption of cloud computing technology could be observed resulting in more challenging integration scenarios involving cloud services. Thus, an e-commerce platform is required that suites the advanced needs for flexible and agile service integration. Therefore, this paper aims to present a reference architecture of a novel pluggable service platform for e-commerce. We investigate on currently available online shop platform solutions and integration platforms in the market. Based on the findings and motivated by literature on service-oriented design, we develop an architecture of a service-based pluggable platform for online retailers. This design is then instantiated by means of a prototype 123Inf Syst E-Bus Manage (2016) 14:469-489 DOI 10.1007 for an e-commerce returns handling scenario to demonstrate the feasibility of our architecture design.

show abstract

“…Moreover, e-commerce will help businesses have good relationships with customers during their operations which includes business-supplier, business-client, business-to-end consumer and customer to customer (Gunasekaran et al, 2002). Thus, we can classify a business on internet as follows.…”

Section: Classification Of Business In E-commerce Marketmentioning

confidence: 99%