P1 : Electric Marketplaces: How Are They Changing Your Business Environment?

P1

Electric Marketplaces:  How Are They Changing Your Business Environment?

Conclusions

By 2005, global 2,000 organizations will move less than 15 percent of their procurement transactions through marketplace.

Marketplaces that attempt to "do it all" will reverse their strategies, producing a marketplace environment of splintered capability sets.

Enterprises with multiples of distinct business units are likely to require differing marketplace engagement initiatives, first across lines of business and then across functional departments.

Marketplaces signal a shift away from traditional internal-only modes of technology deployment.

Despite short-term risk and protracted return on investment (ROI) cycles, enterprises will increase spending on IT resources deployed In marketplaces.

 

Source

Marketplaces are a fundamentally disruptive force in that they are wedged between trading partners engaged in long standing buy & sell processes.

However, this disruption also represents new opportunities for enterprises to change the complexion of relationships with trading partners.

Fundamentally, marketplaces represent an opportunity to shift away from brittle point- to-point commerce initiatives to an environment in which more collaborative relationships can be readily formed and dissolved.

The real possibility that marketplaces can reduce the cost of sales and fulfillment and add efficiencies to supply chain management (SCM) presents a compelling business improvement opportunity for buyers and sellers.

Taking advantage of these opportunities will require a transformation in the discipline of trading partner management and purchasing activities, as well as sales and marketing strategies.

Taking advantage of these opportunities represents a significant challenge and signals the need for critical decisions based on new business metrics.

For example, coupling exclusively with one marketplace integration service provider might limit the number trading partners in a given enterprise supply chain.

In other cases, enterprises providing commodity goods must determine where it is appropriate to compete on place alone in commodity exchanges and where value-add, differentiating services should be bundled with products.

P2

Strategic Planning Assumptions: Marketplace functionality and participation are currently limited; however, by 2005, more than 500,000 enterprises will participate in marketplaces as buyers or sellers .

By 2002, technology vendors will fail to deliver the functionality needed to build trade through marketplaces, and large buying enterprises will stop investing in them.

A B2B electric marketplace is an enterprise that brings together buyer and sellers within a particular industry, geographic region or affinity group for the purpose of commerce.

It provides content, vaIue-added services and often, but not always – commerce

transaction capabilities. 

It is a market intermediary.

 

Source

The developers and managers of marketplaces, called electronic market makers, have begun to attract large numbers of buyers and have begun to use the buyers market power to attract sellers.

These market makers have acquired a market position that enables them to become the broker of buyer and seller relationships.

The long term effects of these new entrants in markets are yet unproven, but it is expected that benefits from their presence will far outweigh the cost for several reasons.

First, independent market makers will help sellers increase the size of their markets by investing heavily in branding.

Second, independent market makers will help buyers meet their needs by attracting large numbers of sellers.

Third, and most importantly, independent market makers will manage massive quantities of supply and demand data and help foster the distribution of near perfect information to buyers and sellers.

Over time, some of these market makers will resemble today stock exchanges and eventually will become as vital.

 

 

 

 

 

P3

Strategic Planning Assumptions: By 2005, three marketplace business models will control the market.

Marketplaces that try to support all three models will fail, but marketplaces that focus will dominate their segments.

By 2005, only the marketplaces that directly provide functionality for all types of trade in a market will survive

Electric marketp1aces and their buyer and supplier customers will coexist in dynamic ecosystems in a 'hub-spoke-web' model.

 

Source

 

Today, marketplaces are generally limited to sprit buys, excess product sales and indirect procurement As marketplaces mature, they will begin to mediate larger and larger sets of buyer supplier relationships as a task of staggering complexity.

Marketplaces will be forced to constrain their focus, producing an environment populated by three unique varieties of marketplaces.

The commodity marketplaces wall support fluid exchange of commodity and near commodity items and will be highly dependent on dynamic price determination.

These will resemble today equity and commodity exchanges, providing risk mitigation and opportunities for speculators.

Business service marketplaces will be focused on supporting specific interenterprise processes such as these related to logistics, financial services and maintenance, repair and operations (MRO) procurement.

To facilitate enterprise interoperation wish multiple marketplaces and marketplace types, integration service marketplaces will focus on links between trade entities and process definition rather than on business functionality.

Ultimately, these produce the hub-spoke-web mode of interenterprise marketplace engagement..

 

 

 

 

 

 

 

P4

Strategic Planning Assumptions: By 2002, marketp1ace integration services will begin to bridge divergent long-term and short-term trading relationships.

By 2005, marketplace integration services will begin to enable loosely coupled buyer and supplier relationships to support strategic supply-chain processes.

By 2005, traditional buyer and supplier relationships will remain entrenched as the dominant means of conducting business and they will not be substantially changed by the emergence of marketplaces.

 

Source

Individual marketplaces will find it increasingly difficult to support broad sets of commerce capabilities required to sustain relationships of differing intensity and duration.

Marketplaces will be challenged to support open sourcing and collaborative initiatives because of 1)differences in business processes and underlying technologies, 2)differing revenue models and operating principles, 3)the expense of developing all capability set.

In response to buyer desire to support heterogeneous processes and to reduce the expense of external integration, marketplace integration services will emerge.

These integration services will cultivate connections with large numbers of marketplaces to facilitate diverse buy and sell processes in various industries.

Over time, diverse business arrangements will become available to buyers, sellers and affiliated marketplaces, and will be underpinned by differing levels of interoperability.

Fundamentally, these integration services will represent an opportunity to shift away from fragile point-to-point commerce initiatives to an environment in which more collaborative relationships can be readily formed and dissolved.

 

 

 

 

 

 

 

 

 

 

 

P5

Strategic Planning Assumptions: By 2003, 70 percent of all business relationships will be "nontraditional," creating the need for an electric business ecosystem managed by marketplaces.

Marketplaces will thrive by supporting traditional order and invoice business relationships and not by supporting disruptive new relationships.

 

Source

The right portion of the figure illustrates interdependent, long-term and highly strategic relationships that may include collaborative design processes, demand forecasting and other joint planning processes.

The left portion of the figure illustrates highly independent, nonstrategic buyer and sellers relationships.

The traditional order and invoice process is being subsumed by a new, more- diverse order and deal management process that results in buyers and sellers taking a portfolio approach to trading partner relationships.

Electric marketplaces, electric catalogs, electric bidding systems and Internet search agents are creating an open-sourcing environment for certain product classes.

At the same time, alliance-savvy enterprises are strengthening their more strategic relationships through collaborative activities.

In some industries, electric market makers have inserted themselves as a new layer, effectively re-intermediating these strategic relationships.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

P6

Strategic Planning Assumptions: Through 2005, 75 percent of Global 2,000 enterprises will have less than 15 percent of their procurement transactions flow through electric marketplaces.

Through 2005,75 percent of Global 2,770 enterprises will have more than 30 percent of their procurement transactions flow through marketplaces.

 

Source

Marketplace activity has, thus far, been confined to addressing limited subsegments of purchasing activity.

Typically, marketplace capabilities address precontractual sourcing activity or execution against established agreements with known trading partners in narrowly defined markets.

As such, an enterprise ability to automate purchasing through marketplaces remains highly constrained.

While marketplaces will extend their scope, several years will elapse before comprehensive solutions become available.

To develop a sound marketplace purchasing and procurement strategy, analysis of the following is required; supplier populations, spend types, pre- and post-contractual

activity, and the diversity of spend.

Prioritizing opportunities for improvement can then be juxtaposed with available marketplace capabilities for developing a road map for opportunistic engagement.

Where highly collaborative and comprehensive initiatives are required, traditional buyer and supplier initiatives will persist.

 

 

 

 

 

 

 

 

 

 

 

 

P7

Strategic Planning Assumptions: By 2003 no single vendor will provide all components necessary for the three types of marketplaces; therefore, market makers will need to remain technology agnostic to fulfill requirements

By 2003, marketplace architecture will become a commodity.

 

Source

As marketplaces try to take on greater functionality from a business and tech1ological perspective, enterprises will realize the abundant hurdles that will have to be overcome for the marketplace to add value to their procurement and supply chain initiatives.

Marketplaces will have to align themselves strategically with business service partners as well as technology partners.

Marketplaces will find themselves taking on the role of the traditional distributor as well as an application service provider (ASP).

With business process efficiency comas added value and traditional customer responsibility.

Marketplaces must take on the customer relationship management (CRM) initiatives that traditional brick-and-mortar enterprises straggle with today through other channels outside their Internet initiatives.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

P8

Strategic Planning Assumptions: By YE02, marketplace integration issues will cause a new and powerful player to emerge; this player will introduce a convergence of the marketplace, software and ASP business models.

By YE02, all marketplaces will implement a uniform set of process and data definitions that will resolve a11 interoperability problems.

Transformation and translation: Done in the adapters; hosted and maintained by integration hub.

Single standard facilitated.

Business model: Professional Services and subscription, hosting T&M contracts.

Enterprise IS group: Large.

 

Source

The emergence of process-focused marketplaces and inherent splintering of marketplace functionality will seed market demand for simplified interoperation approaches.

In response to buyers desire to support heterogeneous processes and to reduce the expense of external integration, marketplace integration services will emerge.

Providers of integration service marketplaces will focus on links between trade entities and process definition rather than on business functionality.

These marketplaces will provide heterogeneous services to multiple commerce participants.

Primarily they will provide connectivity to other exchanges and channel masters via commerce document translation services and support for industry process definitions.

For example, integration services will be deployed to act as demand-generation entities for business service process marketplaces.

In addition extraenterprise application integration through membership services will be provisioned to buying Organizations.

 

 

 

 

 

 

 

 

P9

Strategic Planning Assumption: By 2005, marketplaces will rapidly mature and delivers key SCM functionality among disparate trading partners.

 

Source

Continued uptake of e-business technologies and associated process redefinition will drive the shift away from internally focused intraenterprise IT investment toward interenterprise deployment.

Building intraenterprise application interoperability and process optimization through pursuit of SCM principles will be among the most significant outgrowths.

The deployment of marketplace integration services will provide the launching point for these developments.

However, these capabilities will be developed slowly and with great difficulty, given the limitations of the ability of large enterprises to absorb change, the instability of XML-based industry standards and difficulties associated with process normalization.

In the interim, opportunities for improvement will require point-to-point supply chain initiatives.

In the long term, marketplaces represent an opportunity to shift away from bribe point-to-point commerce initiatives to an environment in which more collaborative relationships can be readily formed and dissolved.

The real possibility that marketplaces can reduce the cost of sales and fulfillment and add efficiencies to SCM presents a compelling business-improvement opportunity for buyers and sellers.

 

 

 

 

 

 

 

 

 

 

 

 

 

P10

Strategic Planning Assumptions: By 2005, services provided by business service  marketplaces will allow enterprises to outsource some buying activities, reduce cost of

buying and reduce cost of sales.

By 2005, business service marketplaces will increase demand for buy and sell staffing, as well as IT staffing, and will not yet delivers on the promise of reduced costs of buying and selling.

 

Source

The need to support diverse relationships and interenterprise processes, along with intense competition for participation, will trigger widespread failure of general-purpose marketplaces.

In their stead, new marketplaces with intense focus on processes will emerge.

These business service marketplaces will deliver buyer and supplier value by providing support to services common to commerce interchange.

Examples of business services include those required for close support of specialty financial services such as those related to financing and logistics.

Pure play auction based  marketplaces will fill this role as they lend close support to the rigors of dynamic pricing exercises and vertical market expertise.

Participation in such marketplaces will be increasingly difficult to distinguish from traditional functional or process outsourcing services.

As such, enterprises are encouraged to bring traditional outsourcing discipline to managing relationships with marketplaces.

 

 

 

 

 

 

 

 

 

 

 

 

 

P11

New Reality: Dynamic pricing is one of the early drivers of adoption of business service marketplaces and causes the most disruption to trading relationships.

 

Source

The earliest Web sales were fixed-price from office-supply catalogs on suppliers sites and through buyers MRO procurement systems.

Suppliers include the prices they negotiate offline with each customer in the marketplace catalogs.

Because of perceived security risks, publishing individual price lists on marketplaces is more easily accepted for office and some industrial supplies than it is for direct procurement goods. 

Auctions and exchanges are beginning to play a complementary role with catalog sales in marketplaces.

These auction and exchange sites are drawing a greater number of buyers and sellers by offering different ways of negotiating price.

For example, an item could be sold through a catalog until a specified date; a forward auction lasting several weeks could be automatically initiated to move sales more quickly; and a Dutch auction could be run to clear out the rest of the inventory quickly.

Auctions could also be used for items until their liquidity increased to a certain point, than the items could be moved to a bid and ask exchange on the site.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

P12

New Reality: For suppliers participating in commodity marketplaces, marketing radically evolves: price hedging and capacity management and sales will become core success factors.

 

Source

The highly dynamic commodity marketplaces have generated 7eat interest and enjoy heightened market visibility.

They will replace same of today7ine7irient markets 7hat protect margins through asymmetric information, inefficient spot markets and excess product auctions.

For buyers, these present an opportunity to drive more classes of goods to commodity status, placing downward pressure on cost of goods.

For speculators, they represent a new avenue to profit on heretofore inaccessible capital flows.

For suppliers, these marketplaces provide a means of price-hedging capacity management, but will require a radical transformation of marketing practices and profitability analysis.

However, the bulk of profits are likely to be c7ncentra77d outside owners of the marketplace.

Rather, the enterprises that provide access services (the equivalent of existing financial

service firms) will accrue the bulk of profits associated with movements of price.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

P13

Strategic Planning Assumptions: Through 2003, 80 percent of enterprises will fail to

understand the characteristics of strategic engagement in marketplaces, missing

opportunities for channel expansion and failing to capitalize on supply chain strengths. Through 2003, participation in multiple marketplaces will be widely accepted and uniform across lines of business.

 

Source

While the overall growth of marketplaces will have intense implications for some industries, not all buyer and supplier relationships will be uniformly affected.

The decision to participate in a marketplace at the request of customers, pursuit of new sales opportunities and support of buyer initiatives will likely be present in one enterprise at any given time.

Thus, a single mode of marketplace participation will be insufficient to gain new sources of revenue, expand existing markets and lower supplier interaction costs.

Enterprises that derive maximum benefit will pursue a tiered, multipronged strategy based on existing supply chain power positions.

This will entail simultaneous pursuit of coercive measures, collaborative initiatives, support of strategic suppliers and other measures based on enterprise relevance to given trading ecosystems.

In the same way that mature e-business strategies reflect enterprise and business unit priorities, tomorrow marketplace engagement strategies will be diverse and decentralized, and revised continuously.

 

1. Trend

eBiz에 참여하는 기업들은 Market에 종속적이지 않은 거래 방식인 Collaboration Channel로 One-to-Any형 Interaction 모델을 통한 독립채널형 거래지원을 요청.

• One-to-(fixed)Many Interaction

• Lack of Free Competition (Business Partner is Limited)

• High Costed & Complicated Solutions

• Compound of On & Off-Line in Processing

2. Problems

eBiz의 효익과 효율성을 강화 해줄 수 있도록 기업과 파트너간의 정보 공유 및 Workflow 접근의 허용등 Relation을 통한 Channel 처리기능을 중심으로 ERP, eSCM, eCRM, eProcurement등 기업의 Front & Back End Process 기능에 대한 새로운 해결책 개발 필요.

• 핵심 역량과 목표에 집중력 부족     • 특정 기능의 선택적 사용 제한

• 실행 기간의 단축 불가              • 빠른 기술변화, 복잡성 대처 결핍

• 총 소유비용의 최소화 필요

3. Emphasis

저렴한 비용으로 높은 효율을 획득할 수 있는 One to Any Interaction과 연관된 특화된 Components 임대 방식의 Application 서비스 필요.

• Fast Implementation.    • Predictable Costs.

• Proven Performance    • The Efficiencies of Outsourcing

4. Solution

eCRS로써 거래집단과 시장내 당사자들간 Business Flow 및 Business 문서 처리의 다이나믹 바인딩 처리 기반을 제공. 거래자유로 지원

• Inventory Availability        

• Order & Contract Management

• Market Intelligence 등 SCM, eCRM의 B2B 연계 기능을 컴포넌트방식(ASP)으로 제공

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

eCRS Before Your Business Partnership Collapse! 

■ 기업의 파트너쉽 붕괴를 막기 위한 ECKorea의 eCRS Service의 제안

Speed : Customized 된 Staff Application Component로 기업의 Front & Back End Process 를 구현해 줌으로써 다른 솔루션에 비해 빠르고 쉬운 액션을 진행할 수 있음.

Cost  : Staff Application Component를 기반으로 한 eCRS 솔류션의 적용은 기업이 다른 ERP나 기타 솔루션에 비해 최소한의 비용으로 미래의  거래에 대한 투자적 위험 대비 ROI의 효익이 높음을 가져다 줌.

Flexibility : 파트너들과의 관계, 시스템 및 Messaging의 호환, 시장에서의 기회 획득등,  다양한 시장 또는 협업자의 변화에 대한 기업의 빠른 대응과 갑작스럽게 돌출되는 경험되지 않은 상황에도 유연하게 처리 할 수 있는 방안을 제시함.

Technology  : eCRS 솔루션으로 IT부문에 과다한 투자 비중을 두는 기업들은 작은 규모의 시스템 으로도 최신 기술에 발 맞추어 나갈 수 있음.

Control : 다각의 채널형성과 관리를 통합적이고 체계적으로 관리할 수 있는 복잡한 시스템으로서는 보다 안정적이고 섬세한 환경을 제공 함.   

Productivity  : 생산품의 시장성 및 그에 대한 결과 예측을 가능 하게 함.  채널 파트너간의 수시 접촉 및 피드백으로 기존 사업의 지속 및 신규 사업 진출에서 우위를 점함.

 

Finally With eCRS…

기업은 자신을 중심으로 한 Online Partner Community를 형성할 수 있고,

관련 정보 및 Business Flow를 수집하고,

Vertical 산업분야에서 자신의 입지와 평판을 부여 받을 수 있으며,

효율적인 생산성의 향상으로 투자수익을 증대하고,

다양하고 중대한 사업을 관리 할 수 있으며,

결과적으로 파트너들의 만족을 불러 일으킬 수 있다.

 

 

 

1. 현재Trend

- 국내에서는 아직 본격적인 ASP 사업이 이뤄지고 있지 못하며 ASP사업에 필요한 기반시설 확충 중.

- IDC(Internet Data Center) 신규구축을 통해 인터넷 비즈니스센터를 운영하고 ERP, CRM, SCM 등 기업용 애플리케이션을 온라인으로 저가격에 제공추진 중.

- ASP 중 ERP서비스 선호도가 높아 중소기업 대상 웹 ERP ASP서비스 부문이 크게 성장할 것으로 예상.

- 이외 ASP서비스를 통하여 전자상거래(EC), 지식관리시스템(KMS), 전저서류교환
(EDI), 그룹웨어, 원격교육 등으로 서비스 범위가 확대될 것으로 예상.

 

2. 앞으로의 동향

(1) 21세기 디지털 시대에 가장 각광 받을 기술 → 확장성 표기언어(XML).            

- XML은 기술적인 파급효과와 시장성에서 유망한 제품. 미국 리서치 기관인 eMarketer사는 XML 기반의 e비즈니스 시장 규모는 내년에 2002년 2000억 달러에 육박할 것이라고 전망.

-  XML은 B2B 데이터 호환·지식관리·고객관계관리(CRM) 솔루션 등 기업용 애플리케이션과 모바일 솔루션 등에 활용되며 시장영역이 확대되고 있는 추세.     

-  출발은 웹 표준언어로 시작했으나 지금은 e비즈니스 솔루션의 핵심. 마이크로소프트·오라클·IBM 등 세계적인 정보기술(IT) 기업들이 XML 표준전쟁에 참가하며 주도권 경쟁에 나서고 있는 것도 이같은 XML의 무한한 잠재성 때문.

-  XML은 무한한 가치에 비해 지금까지 개척되지 않은 분야가 더 많음. 외국에서 XML사업을 벌이고 있는 업체는 수백 개에 달한나 현재 현저하게 두각을 나타내는 기업은 별로 없음. 이는 그만큼 국산 솔루션이 강세를 보일 수 있다는 뜻.

-  특히 XML 에디팅·변환·시스템 설계능력·리포지토리 제작 기술 등 XML 관련 기술개발이 비교적 오래 전부터 논의돼 왔다는 점에 비춰보면 우리나라 기업이 보유한 기술력은 전세계적으로 손색이 없다는게 전문가들의 공통된 의견. 다만  부족한 것이 있다면 그것은「표준화에 대한 노력」.

-  지금 전세계적으로는 UN/EDIFACT와 IBM, 오라클을 중심으로 ebXML이 구성돼 표준을 제정하기 위해 공동 대응하고 있고 일본도 RELAX를 XML 표준안으로 제시하는 등 XML과 관련해 발빠르게 대처하고 있음. XML 솔루션의 경우 표준에 근거해서 개발돼야 하는 것을 감안할 때 국제적인 표준화 기구에서의 역량 여부는 향후 XML시장 판도에 중대한 영향을 미칠 것임.

(2) ASP도입 필요성

① 비용의 과다
기존의 기업에서 구매하여 사용중인 기업용 소프트웨어는 IT기술의 발전에 따라 더욱더 복잡해지고, APPLICATION 관리에 많은 비용 및 자원이 요구되어 중소규모의 기업에서 도입의 어려움 존재.
② 경영환경 변화에 대한 신속한 대응
변화하는 경영환경을 극복하고 내부의 역량을 극대화 하기 위해서는 경영과 정보 기술을 통합한 새로운 정보 전략 수립 및 정보 시스템 구축이 필수적.
③ 핵심업무에 역량집중
기업의 경영환경 변화에 따라 서비스 제공업체에서 지속적으로 관리, 유지함으로 기업이 사업 환경에 신속히 적응하고 핵심업무에 역량을 집중 할 수 있음.
④ 중소기업의 정보화
국내의 중소기업들은 대내외적으로 정보화의 필요성을 강하게 느끼고 있으나 자금적, 인적, 기술적 역량의 한계로 인하여 시스템 도입에 있어 엄두를 내지 못하고 있는 실정.

 

3. 문제점 및 보완점

① 정보의 보안성
기업의 중요 정보를 외부기관에 위탁하는 것이므로 ASP 서비스 업체의 보안에 대한 확실한 보증이 있어야 기업이 ASP서비스를 수용할 것임.

② 서비스 품질
ASP 업체가 고객의 용도와 사용빈도를 고려한 다양한 가격과 상품의 서비스를 개발하여 고객이 요구하는 서비스를 제공하여야 하며, 품질기준 미달시 요금을 반환·감면하거나 손실을 보상하는 제도적 장치가 필요.

③ 애플리케이션의 사용자 편의성
개별기업문화나 기업구조에 맞는 애플리케이션의 커스터마이징

④ 소프트웨어의 융통성 및 기반 시스템의 호환성
소프트웨어가 웹상에서 정보의 수집이 가능하고 접근이 가능하도록 개발 되어야 하고 기존의 각기 다른 기반 시스템에 모두 적용될 수 있는 Flexible한 잇점이 있어야 함.

⑤ 이용자의 ASP에 대한 마인드
실제 이용할 사용자인 중견기업들을 대상으로 한 서비스 인식확산에 주력 하여야 함

4. eCRS 적용시 ...

“ 모든 업무를 웹기반으로 처리, 비용을 줄이고 효율을 높이기 위해 B2B를 도입하는 기업이 늘고 있다. 그러나 기업간 시스템이 통합되지 않은 B2B는 애물단지로 전락하기 쉽다. B2B관계사들이 각자 다른 애플리케이션을 가지고 상거래를 할 경우 주문, 구매처리, 배송 등 업무에 관련된 데이터를 기업환경에 맞도록 변환해야 하기 때문이다.

-  기업내 다양한 애플리케이션(응용프로그램)과 데이터를 통합, 기업간 e비즈니스를 XML로 쉽고 빠르게 관리. ERP(전사적 자원관리), EDI(전자문서교환), 데이터베이스 등 업무프로그램을 실시간으로 기업간에 통합할 수 있음.

-  기업, 파트너의 데이터를 변환시키지 않고도 타 기업의 영업부서에서 신속하게 의사 결정할 수 있도록 바로 데이터 검색이 가능.

-  XML기술을 바탕으로 다른 기종의 시스템간 데이터를 쉽게 실시간으로 처리하는 솔루션을 개발. 다양한 정보를 XML형태로 바꿔 이미지, 텍스트, 멀티미디어 등 데이터 지원 및 기업간 애플리케이션의 호환성을 높임.

-  eCRS를 통해 제공되는 ESAC(Enterprise Staff Application Component)는 회계 프로그램에서 경영관리, 인사관리,EC,ERP 그룹웨어, EC/EDI에 이르기 까지 다양하며 초기비용 부담때문에 정보화 시스템 도입을 못한 중소·중견 기업들은 eCRS를 통해 정보화와 전자상거래가 가능해짐.

 

5. eCRS 도입 효과

①  Internet을 이용한 사내 인프라 구축(전사적인 On-line체제 구축)

②  전자상거래 활동을 위한 Infra구축 효과

③  Server에 대한 관리를 최소의 비용으로 서비스 제공업체 (ECKorea)에 위임한 상태이므로 사내에 별도의 전산실이나 시스템 관리자를 고용할 필요가 없음

④  전산부문 아웃소싱에 따른 경제성과 효율성 증대  

- 톨리 그룹(http://www.tolly.com)에 의하면 23443기업이 ASP서비스를 도입할 경우 기존 데스크톱 방식의 컴퓨팅 환경에 비해 도입 첫해에 총소유 비용 (TCO)이 44% 감소되고, 4년 정도가 흐르면 약 65%가 감소됨.