E-economy on the market
In 2006, the share of enterprises with Internet access was almost 89% (Chart 1). However, only a small group of companies had automated processes for the electronic exchange of information with their partners. This applied to both the supply sphere and the fulfillment of received orders. Why is the disparity between the use of computer systems and Internet access so large compared to the number of companies using electronic document exchange? Do enterprises not see the benefits that come from automating data exchange processes, do they not want to commit resources to the development of this area of organizational activity, or perhaps they do not perceive the needs or are afraid that the implementation of automatic data exchange systems might exceed the capabilities and skills of the company’s employees? This cannot be stated unequivocally, although the lack of implementation of appropriate systems is certainly a resultant of many causes, including those mentioned.
Dictatorship of giants
Companies most often decide to implement electronic document exchange systems under the influence of an ultimatum set by large clients, for example, retail chains or sometimes large wholesalers. They also reap the greatest benefits from the new organization of cooperation with suppliers and the automation of information exchange processes. They gain time, data currency, reduce the expensive labor intensity inextricably linked to handling paper documents, and minimize the number of human errors. The benefits for a small supplier do not always shine with rainbow colors. The costs of system implementation, employee training, license purchases, and fees associated with exchanging a few hundred or only a few dozen documents per month discourage entrepreneurs from this type of solution. Additionally, there is the fear of implementing the “new,” without which the company has always existed anyway. For these reasons, the decision is made rather on the side of the strategic client and does not result from a simple, internal economic calculation of the supplier.
Breaking barriers
Every implementation of a computer system supporting company management is relatively simple when it concerns individual, mutually isolated elements, for example, the implementation of a single warehouse management module, separate accounting software, or independent invoicing software. The greatest difficulties arise when attempts are made to link these island solutions together or when there is an attempt to communicate between independent systems of cooperating companies, i.e., for example, a supplier and a recipient. In such cases, is it necessary for one of the parties to abandon their existing solutions and implement the stronger party’s system? Not necessarily. Communication between systems can be ensured by modifying the existing system so that it can talk to other systems in a “common language.” It is best when using a standard that has been jointly developed for years by representatives of various industries and enterprises.
The article comes from the magazine “Logistyka” 5/2007.