مدیریت تعارض در تجارت الکترونیک B2B
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|23493||2003||6 صفحه PDF||سفارش دهید||4020 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Business Horizons, Volume 46, Issue 2, March–April 2003, Pages 65-70
At a dark 2AM, Sunnyside Manufacturing recognized that it needed 15 tons of fiber K for its Springborough Plant. Five of the suppliers in Sunnyside’s supplier network were contacted, and the lowest bidder was awarded the order. The selected supplier then sent its own invoice to Sunnyside, and funds were transferred to the supplier’s account at the local bank. The entire process took seconds. Meanwhile, a restaurant manager had logged into an online marketplace for the food industry in which she was a “qualified buyer.” She scanned various offers from suppliers that responded to her recent bid request for a sanitary heat exchanger and accepted the best price. The supplier was instantly notified electronically. The speed of these transactions may be impressive, but the most daunting phenomenon is that hundreds of similar transactions were being conducted around the globe at the same hour. These are succinct examples of business-to-business—or B2B—e-commerce. An impressive $336 billion in B2B transactions took place in 2000, and Forrester Research has speculated that this number will increase to $6 trillion by the year 2005 (Dembeck 2000). Firms are relying on B2B e-commerce extensively because of its accuracy, efficiency, and profitability. For instance, invoices can be electronically linked to the purchase rather than having someone record the order and post a bill to the supplier.