Increased convergence of technologies has seen companies from formerly discrete sectors enter into partnerships to provide end solutions to customers.
Manufacturing firms are‘bundling'services with their products to provide a more tailored and higher value solution to their customers.
but in terms of access to skills and talent, access to markets and customers (whether physical or virtual), an innovative capacity and capability and a dynamic environment offering an attractive quality of life basically a good place to work,
collaborations and interlinkages between HEIS and firms, between firms and customers Economic Infrastructures transport and broadband infrastructures recent investments and ongoing infrastructure needs Quality of life based on factors relevant
These trends are reflected through the phenomenon of‘cloud computing'a now widely used term to describe how scalable and flexible IT capabilities are provided as a service to multiple customers using internet technologies.
including end customers, firms with complementary products and/or services, and research institutes. Figure 5 Activities that Stimulate Innovation Source:
Connectivity Infrastructures As companies increasingly engage in activities that involve building direct relationships with customers
smaller technology intensive companies have a range of options for targeting their end customers, including entering into licensing and/or revenue sharing arrangements with larger global companies.
International connectivity is a key factor in mitigating the impact of Ireland's peripheral location in the eyes of potential investors and overseas customers.
The more advanced BPO service providers of today are much closer to their customers'business
and/or to retain existing customers against intensified global competition. Innovative approaches are being adopted which involve offering a blended model,
these are most likely to be filled by native speakers 61 For example Forfás recent study indicates the need for a specific suite of skills to service customers in the non-EU markets, such as Turkey The Games Sector in Ireland
in particular the changing business models of customers (driven by new technologies, the Cloud, data processing capacity, social media etc. and mega-trends such as ageing, globalisation of financial services, carbon reduction,
which would stifle communication and creativity, especially concerning newcomers, like customers and citizens in the broader approach to innovation.
Further, due to their close relationships to customers, small firms can detect market niches more efficiently and effectively than larger firms.
if customers'expectations fail to materialize or should shift suddenly (Amram and Kulatilaka 1999; Bowman and Hurry 1993.
and LV substations interaction with customers Funding mechanism public funding is still under consideration in accordance with national
National thematic focus High level of distribution system automatization Smart metering for the customers above 30kw load demand Large scale integration of RES/CHP in MV and LV networks Large scale integration
and control Cost (M) Functional YEAR projects Smart Grids Functionalities Mobilising customers, short term markets Managing LV network with EV, PHEV & Heat pumps State Estimation, Asset management
of customers and distributed resources-ICT-solutions for market actions and management PPOOWWEERR ssyysstteemmss AACCTTIIVVEE rreessoouurrcceess SSOOCCIIEETTYY FFUURRTTHHEERR ddeevveellooppeedd eenneerrggyy maarrkkeettss vviiaa SSM Maarrkkeettss
National thematic focus Active Demand Response Energy efficiency from integration with Smart Homes Integration of Smart Customers Metering Infrastructure Smart metering data processing Integration of Smart Metering Monitoring and control
x GRID4EU Demo x x x EU projects 16.000 100.000 200.000 customers involved in demos 1 2 3 81 THE NETHERLANDS 83 NL:
80%of all customers with smart meters until 2020 Smart charging: Technical issues/service provided involving consumers (2011) Accompanying research and/or activities Several working groups on specific Smart Grids topics Smart Grid Initiative:
National thematic focus-Active Demand Response-Energy efficiency from integration with smart homes-Metering Infrastructure-Smart metering data processing Integration of Smart Customers Integration of Smart Metering-DSO integration
or analysing existing data sets to understand the extent of the social issue Online responses to the proposed service from partners or potential customers.
and acceptable price point for your customers. Level 5 You can show that your product/service could be operated up by someone else
inductive Creative process Collaboration within and between research units Interactive learning with customers and suppliers Experimentation in studios and project teams Strong codified knowledge content, highly abstract, universal Partially codified
Who are the main actors and potential customers of these activities? Is there a business case in terms of market exploitation?
Yet, customers are what innovative firms need most in order to be successful. Lead customers provide credibility for innovative products,
and are vital for validating and further improving innovations. Having customers is also a major incentive for private investors to support innovative firms.
A comprehensive innovation support strategy thus needs to include support for identifying potential customers or fostering market opportunities (e g. by stimulating private or public demand for eco-innovations).
Starting with demand issues provides more chances for successful innovation than starting with R&d grants,
Public support pays much less attention to the creation of favourable ecosystem for SME innovation in which public enterprises, SME intermediaries, direct and indirect customers, end-users,
and services that are attractive to customers, and can make a business stand out among the competition.
The more dependent a firm is on dominant customers, the more likely is the incremental character of their innovation activities.
Customers, in particular, play an important role in guiding the innovation activities of their suppliers (von Hippel, 1988.
customers and suppliers being most important, less service firms and horizontal relations. A limited number of durable and selective user producer relationships are usually shaping
Furthermore, customers are often unwilling or not ready to assess unfamiliar innovations or to formulate an explicit need for them (von Hippel, 1988),
either on strong business partners usually dominant customers or small markets for specialized Table 2 External relations in the innovation processa%of SMES having%of large firms having any kind of relations cooperations any kind of relations cooperations Customers 78.6 48.6 87.5
53.1 Suppliers 60.7 40.7 79.7 39.1 Other firms (horizontal relations) 27.1 10.0 37.5 15.6 Service firms 34.3 15.0 46.9 20.3 Universities
In Upper Austria this applies primarily to the firms'business relations customers suppliers, and horizontal relations whereas in the case of service firms and technology centres the large firms,
A related problem is the narrow focus of many SMES on their customers, making their innovation process dependent on them.
Approximately half of the applicants per year had already been supported by the FFF before (the so-called regular customers.
dominating customers, secrecy requirements firms or science of clients a Source: SMEPOL-survey Upper Austria. the financial bottlenecks of innovation projects are concerned.
and here predominantly the customers SMES have few external relations in the innovation process. The lack of interaction with knowledge providers from outside the business sector seriously restricts the external influences enabling or stimulating innovation.
Specialised suppliers such as engineering or software industry frequently carry out product innovations, often together with customers.
For example, incremental improvements of design could be innovations in sectors with broadly standardised customers demand such as textile industry or furniture production;
labour mobility, the creation of spin-offs and dense networks, for example, between firms, customers and suppliers (e g.,
they can obtain a good overview of customers'needs; competition within clusters pushes their innovation capacities;
76 3. 6. 1 Companies receiving orders from customers online...77 3. 6. 2 e-Ticketing:
The study shows how companies in this sector use ICT for managing their business processes, internally and in exchange with suppliers and customers.
"enabling customers to order and receive their ticket online. In freight transport and logistics, ecommerce includes initiating,
35%of TLS firms (by their share of employment) said they accepted orders from customers online.
30-35%said that they allowed customers to order services online. This appears to be E-business in the transport
Micro (1-9) Small (10-49) Medium (50-249) Large (250+)Accept orders from customers online Use a CRM system*figures for TLS total
and in exchanges with suppliers and customers and assesses the impact of ICT for firm performance in a context of global competition.
notably by enabling electronic data exchanges between a company and its customers, suppliers, service providers and business partners.
The maturity of ICT-based data exchanges between businesses and their suppliers and customers, fostered by progress in the definition
and cooperate with business partners and potential customers. A definition of e-business As part of this maturing process
i e. exchanges between a company and its suppliers or customers. These can be other companies('B2b'business-to-business), consumers('B2c'business-toconsumers),
commercial exchanges between a company and its suppliers or customers which are conducted electronically. Participants can be other companies('B2b'business-to-business), consumers('B2c'),or governments('B2g'.
not only between a company and its direct suppliers and customers, but also aiming at a full vertical integration of the entire supply chain (Tier 1, Tier 2, Tier n suppliers).
but if rail cannot offer its customers a cost-effective alternative service, it will never be able to make a real contribution to the expected increasing demands for European transport. 2. 2. 3 Maritime transport High quality waterborne transport is less costly and more environmentally friendly than road transport,
Good quality in data acquisition can help firms deliver customers'goods more accurately and efficiently.
for customers, the information and communication systems convert data into information, in order to facilitate managerial decision making. The author argues that information is a resource to be used for decision and
because products are shipped directly to customers, led warehousing companies to strive to become more than simply storage facilities.
E-business in the transport & logistics industry 40 Today, the main transport and logistics service firms are in a position to provide a variety of information via the Internet and to secure transactions online with customers.
and create impediments to the efficiency and quality of service to customers. The impact of these limits and difficulties are steadily increasing as logistics operations become multimodal
and make the information readily accessible to customers or supply chain partners. Transportation or logistics services companies
can become an integral part of their customers'supply chains, creating the opportunity to secure long-term business by embedding their processes in those of their customers
and adding value beyond traditional transportation and logistics offerings. 74 E-business technology enables logistics and supply chain managers to meet these demands by integrating systems,
and cost-effective solutions that attract customers. One such measure is the use of RFID.
and downstream customers-"e-integration"-is superior to traditional ways of doing business. True process improvements can only be achieved through automation
The solution is based on a software solution that allows automating the exchange of documents between customers
and usually depends on the pressure coming from suppliers or customers. To measure the impact of those pressures the Sebw survey has asked firms in the TLS sector
if they have experienced some pressure from customers/suppliers that their ICT solutions should be applied. As shown in Exhibit 3. 5-1,
in order to comply with customers'request and 74%have done the same in order to comply with supplier's request.
Rather, pressure is coming from customers (12%.%In many cases, suppliers become a barrier to firms trying to put in place an ICT solution
According to the results of the Sebw survey, only 9%and 6%of firms have demanded from suppliers and customers, respectively, that they implement new ICT solutions.
bypassing the channels to deal direct with customers. It is in direct contact with suppliers,
Pressure from customers/suppliers to adopt e-business E-business pressure from costumers: companies ebusiness pressure from suppliers:
Companies demanding from customers that they adapt their ICT solutions to their requirements 6 11 36 6 5 13 34 17 0 10 20 30 40 50 T&l
providing four major e-services to customers allowing them to directly order transport services on the Internet (Commande@RESAFRET),
or more companies, can be used to support information-sharing with customers and suppliers. The IOIS concept can be considered an overall term for a group of technologies that support information sharing across organisational boundaries as email, EDI,
It means that collaborating with the customers and own business partners and vendors, and also with the customers other vendors and even with own competitors is the key to help smooth workflow. SCM encompasses the planning
and management of all activities involved in sourcing, procurement conversion, and logistics management activities. Importantly, it also includes coordination and collaboration with channel partners,
which can be suppliers, intermediaries, third-party service providers, and customers. Thus, one of the main areas of interest that has emerged in recent years concerns the effects of ICT on SCM.
including the communication with customers, offering products for sale, and developing new marketing strategies. 107 E-business leads to a fundamental shift in the structure and services of transportation and logistics businesses.
and identities that becoming an integrated part of their electronic business customers'supply chain. The role of the order and its delivery is evolving to one that includes full-scale logistics,
E-business in the transport & logistics industry 77 customers, studies have shown that online shoppers check the status of their package an average of seven times from the moment the buy button is clicked until the package arrives. 108 This basically implies that e-business must be able to initiate
The goal of the solution was to provide the status of the transport over a Web interface to customers.
Although some customers are satisfied very with the solution, the case also contains lessons to be learned about the different obstacles that a small company had to overcome to implement such a solution. 3. 6. 1 Companies receiving orders from customers online 30%of all firms active in the TLS industry
said that they enabled customers to order products online. There is practically no difference between companies from the various size-bands in this respect (see Exhibit 3. 6-1). However
a majority of close to a half of those companies that enable customers to order online say that these orders account for only up to 5%of their total orders received.
Only about 20%receive more than a quarter of their orders online. Exhibit 3. 6. 1 Companies that receive orders online Companies that receive...
of orders Transport & from customers online Logistics Sector Companies whose customers can order goods or services online<5%5-10%11-25%26-50%>50%Weighting
so that customers can be kept precisely informed about their shipments. An aspect to be taken into account is roaming costs.
or free for their customers. Trafikanten Trafikanten is the joint information provider for the three public transport authorities in the Oslo region of Norway.
to manage their relationships with customers, including the capture, storage and analysis of customer, vendor, partner,
but rather a comprehensive approach to an organisation's philosophy in dealing with its customers.
Collaborative-direct communication with customers that does not include a company's sales or service representative (self service.
in order to segment customers or to design and execution of targeted marketing campaigns to optimise marketing effectiveness.
Accordingly to their replies, the main reason TLS firms do not adopt e-business is that they feel that customers/suppliers are prepared not (65%.
the number and size of supplying firms as well as the number and preferences of customers and their size in case of businesses.
It may also further shape the relationships with suppliers and customers, for example with regard to collaboration intensity.
distance to market and transportation cost limited the number of customers a firm could reach.
and to sell their goods directly to customers instead of depending on a network of retailers. This leads to the following hypothesis:
on the one hand the objective was to support the company in organising the multimodal transport for their customers
and improve the transport document management for CEMAT and its customers. 3. 4 Internal Process Integration 3. 4. 1 Use of software systems for internal process integration E-business in the transport & logistics
e-Marketing 3. 6. 1 Companies receiving orders from customers online Case study 9:''Truck Business'at N c. Cammack & Son, United kingdom. From its base in Colchester, UK,
The main benefit of this solution is a superb‘justin-time'performance at the firm allowing customers to online view
Urban and Interurban Primary customers: Public Administrations and final users Year of foundation: 1942 Turnover in last financial year (€:
on the one hand the objective was to support the company in organising the multimodal transport for their customers
Transport and logistics Primary customers: Companies Year of foundation: 1998 Turnover in last financial year (€:
increased competition etc) and the loss of some key customers. To face this situation AIT had need a growing to analyse its Business activity in details
On the one hand the objective was to organize the multimodal transport for their 30 customers taking into account the whole transport process.
They are in direct contact with the customers and the transport companies that will be selected for the transport.
telemarketing) and quotations made for customers. This module also allows preparing all the elements of a future transport file (data directly usable
and trace services to its customers in the future. 5. 2. 3 Impact AIT is satisfied very with the implementation of the solution.
and service provided to the customers. The statistic module allows AIT to get all necessary information for the analysis of its business.
and trace information to its customers after the completion of automated integration of tracing information provided from the shipping companies affiliated to INTTRA.
Road passenger transport Primary customers: Administration, final users and companies Year of foundation: 1728 Turnover in last financial year (€:
and improve the transport document management for CEMAT and its customers. It also illustrates the difficulties end users faced during the adoption process.
about € 230 million Primary customers: B2b (various sectors) Most significant geographic market: Italy, Germany, France, Benelux countries, Switzerland, Denmark Main e-business applications studied:
Marco Cipelletti, IT manager at CEMAT 5. 4. 1 Background and objectives CEMAT is an Italian company providing combined transport on land and sea to its European customers.
The European market (except Italy) represents 30%of CEMAT customers and 80%of the company's revenues.
quality of services and communication with customers, suppliers and partners. Following an analysis of existing systems and current processes in place,
Identify an IT solution to improve the service rendered to customers at the terminals. CEMAT owns 21 terminals where an average of 500 trucks load
Drivers and customers had to wait until the end of the process before being able to leave the terminal.
on average, customers have to wait one to two hours before they are able to unload
and the majority of CEMAT customers are glad about the new process. The recent implementation of the solution and the progressive adoption of the new process (customers can use the old process until the end of October) does not yet allow measuring the benefits effectively achieved through the solution.
Therefore, the benefits explained hereunder are expected only ones. The expected customer benefits are the following:
Decrease of the waiting time for customers (or their drivers) at the terminals thanks to the reduced check in/checkout process (the objective is to reduce the process to 3 minutes).
and that the savings for 2008 will be about 50 000 Euros owing to the Elimination of the carrier cost to send the documents to the customers representing the average annual cost of 20 000 Euros,
It is more difficult to change the working processes of the customers who have very different cultural backgrounds.
For some customers the usage of the new process is very easy since they have an IT culture
Even if customers were involved in the project from the starting point CEMAT today faces a cultural barrier to the adoption of the solution by some of their customers.
Even if all customers generally have IT tools, they do not necessarily have the experience to use them.
Sending a fax to communicate an e-mail address to CEMAT illustrates quite well the IT approach of a company.
However, this is not the most important reason why the solution has an important impact on some customers:
The main issue faced by CEMAT today is that some of their customers have a very low culture of processes
CEMAT still spends a lot of time explaining the new process several times to some customers. Therefore, CEMAT will put in place a dedicated team to prepare
This team will train the customers and support them in the usage of the new solution.
Another important point is to involve a representative panel of customers in the pilot phase.
Unfortunately, this experience was not representative for all CEMAT customers. It is therefore important to cover the diversity of customers when testing such a solution with customers.
The main lesson learned from this case is need probably the to carefully measure the impact on the customer before implementing such a solution
and to provide adapted support to its customers. The benefits targeted by CEMAT are significant.
about € 685 million Primary customers: Romanian rail passengers Most significant geographic market: Romania Main e-business applications studied:
Romanian Railways) aims to continuously improve its services by better adapting them to the needs of their customers.
The main driving forces for implementing such a solution are to better serve the customers by providing them with a consolidated system,
Future major developments that are foreseen are to open the system for the public on the Web allowing customers to make an online reservation,
The feedback from CFR employees and CFR customers about the solution is very positive. The lack of data available before its implementation as well as its recent deployment does not allow the company to quantify the benefits achieved so far
The implementation of the system allows CFR Calatori to provide a better service to customers:
container and lorry transport on trains to business customers. In the context of increased competition due to the liberalisation of the rail freight market in 2003 in France,
This solution allows customers to track orders, follow transport progression in real time, transmit their transport documents
6, 595 million euros Primary customers: Fret SNCF serves only business clients, main sectors are combined chemistry,
e-Communication with customers Case contact person (s: Fabienne Girard and François Rannoux: Responsible for Service Offering and E Services at Fret SNCF 5. 6. 1 Background and objectives Fret SNCF handles freight carriage for SNCF (Société Nationale
and additionally provide a couple of free services through an e-portal. 2. Get a competitive advantage by providing innovative value adding services to match specific needs of specific customer segments (customers will have to pay for these services
and getting accurate and correct information about transports. 5. 6. 2 E-business activities Providing accurate information to customers is fundamental in the transport sector.
The first phase of this programme was aimed at deploying a couple of basic services allowing customers to track orders,
because it gives customers anytime and in a convenient way through a Web interface the possibility to get clear visibility on their transport status
providing four major e-services to customers allowing them to track orders, follow transport progression in real time,
SNCF Fret customers can now log on to a Web platform that allows them to access the four different services that carry the following functionalities.
and alerts customers and SNCF Fret if there are transport difficulties. e-LV, manages and transfers transport documentation.
the data is sent to the Web platform where it is available to customers. For the ordering process, the customer consults the transport catalogue on the portal
One weakness of the e-services solution is that the information provided to customers is captured manually by a multitude of persons at all stages of the transport process
enlarge the portal to European customers by providing a multilingual portal with an international service offering,
they will not promote it amongst their customers. Therefore, it is particularly important to completely involve the sales force in the project from the beginning
reverse logistics) enables it to support its customers in their strategic, geographic, and technological developments, providing them with solutions tailored to optimising their physical and information flows.
about € 3, 785 million (revenues) Primary customers: Companies in the Automotive, FMCG, Healthcare, High tech, Industry, Luxury, Retail sectors Most significant geographic market:
and is continuing to expand into Eastern europe to partner their customers in these markets. In addition, they have a strong presence in Southeast asia
and exchanging information with customers and transporters. Today, the order is directly put into the customer system
Geode) that allow easy connectivity with the customers'ERP systems. Mr Philippe Baetens, Managing director at Geodis, points out that it is an"important requirement before implementing such a warehouse management system is need you a detailed view and study on the existing processes.
All departments are involved in such a project impacting logistics, customers and partners. The warehouse management system of Geodis supports all the main processes of the warehouse.
a confirmation is sent to the customers. The delivery is checked then and confirmed to the customer.
and customers stay happy. This results in avoiding the very costly problem of losing existing customers to the competition.
The cost of acquiring a new customer is up to five times greater than maintaining an existing customer.
The latest generation of WMS employed by Geodis enable the logistics provider to offer its customers'maximum flexibility.
Independent intermodal transport operator Primary customers: Haulers, logistic companies, carriers Year of foundation: 1967 Turnover in last financial year (€:
Cesar is an Information technology system for combined transport that enables customers to make reservations, track and trace goods,
so that customers can be kept precisely informed about their shipments. Hupac is managing the transport of containers all over Europe by renting trains
In order to guarantee the punctuality of transport to its customers, Hupac needs to be informed on how their trains run
and Hupac contractually pays penalties to its customers if the transport does not arrive on time at its destination. 5. 8. 2 E-business activities The idea of launching a project to implement a system that manages the information about the trains started in mid 2004.
in order to be able to inform its customers about any delay. Another need was to know what railway company causes the delay,
and to offer better customer services thanks to the visibility that customers have today on their transport.
Cost reduction as a result of a) better positions for price negotiations with the railway companies depending on the delays tracked and b) less penalties to pay to customers.
or free for their customers. Another aspect to be taken into account and which seems to be quite basic is the battery.
The main benefit of this solution is a superb‘justin-time'performance at the firm allowing customers to online view
Transport, distribution, Warehousing Primary customers: All Business sectors (50%food sector) Year of foundation: 1919 Turnover in last financial year (€:
Under family control, the company developed from a domestic coal delivery provider to offering services including transport, distribution, freight forwarding, express deliveries, warehousing and handling to its approximately 500 customers.
Traffic planners are in charge of collecting the different jobs sent by fax from the customers,
The third requirement was to give customers online access to the system allowing them to see their job status, history and invoices.
shipping and delivery notes, rate schedules for separate customers, loads with jobs for different truck types,
& Son's customers to view their own stock records, print reports, plus monitor incoming and outgoing goods, online.
accept it and send an acceptance receipt to the customers. Once the job is accepted, the information is transferred automatically into the job diary
The accounts manager at N c. Cammack & Son can place customers on stop in the‘Truck Business'solution,
which disables users from carrying out work for customers who have a bad credit record. 5. 9. 3 Impact The implementation of the‘Truck Business'solution required a significant change in working culture at N c. Cammack
Customers are satisfied very with the services rendered. N c. Cammack & Son is gathering new customers through word of mouth promotion done by their current clients.
Customers are impressed particularly by the quality and detail of information they can access online regarding their stock levels
or regarding the status of their jobs owing to the track and trace solution. The track and trace solution assigns a specific number to each job according to the current status of the transport from its assignment to the invoicing.
and trace solution in 2002 to allow their customers to follow up their transport activities on a Web interface.
Logistics and forwarding services Primary customers: All sectors Year of foundation: 1993 (Saima bought Avandero) Turnover in last financial year (€:
*e-Communication with customers 5. 10.1 Background and objectives Saima Avandero is one of the top five international freight-forwarding specialists on the Italian market.
The company offers its customers an integrated logistic service including the delivery of tailor-made services that interconnect logistic and transport services.
we also have to provide an information service on the entire transport chain for our customers'.
The primary driving force to implement this service was to match the growing needs of its customers for traceability of their transports:
some of Saima Avandero's most important customers wanted more visibility on their transports. This is why Saima Avandero decided to develop a solution.
The objective for the solution was to provide the status of the transport over aweb interface to customers. 5. 10.2 E-business activities The track
The main requirement for the solution was to give customers access to a database where information about their transports orders is stored.
Customers should be able to access this information in different ways, according to the specifications they define.
and some of the customers are satisfied very with it while others complain about the low quality of information available for some transports.
or manually. 5. 10.3 Impact Even if some customers are satisfied very with this solution, overall Saima Avandero is satisfied not completely:
is to provide a homogenous level of data quality to the customers. For some transport, the quality of data is very good
and Saima Avandero receives complaints from their customers. Some strategic customers for whom the company puts many efforts in place to maintain the data quality at a high level are satisfied
however with the solution. E-business in the transport & logistics industry 174 5 10.4 Lessons learned This case illustrates barriers that companies can face
Solutions that are aimed at providing data to customers encounter huge issues if the quality of information cannot be guaranteed in cases where a company depends on a third party to provide the data it is very important to get a clear commitment of this third party on the respect
Information provider to public transport passengers Primary customers: Public transport authorities, Norway operators Year of foundation: 1986 Turnover in last financial year (€:
and provide information to customers. At the same time a call centre was opened for travellers. ICT at the time was used to give precise information and fast answers to travel enquiries.
there were long waiting times for customers until a call was treated. The objective of developing the traffic planner was to reduce the duration of each call
and to be able to serve an increasing number of telephone customers. In 1992 Trafikanten put the first travel planner in place did they develop it?.
Operation of public bus and train transport Primary customers: Passengers Year of foundation: 1981 Turnover in last financial year (€:
When more organising authorities became customers in the system, a user society was formed,@FRIDA, which now manages the development of the system.
E-business in the transport & logistics industry 193 that most of the companies feel that their customers/suppliers are prepared not (65%of the firms, 76%of the larger firms.
standards multiply and companies at lower levels of the supply chain need to adopt various standards required by their customers.
Automated data exchange (Project 1)/ E-business with customers and suppliers (Project 2) C: e-Standards and interoperability issues (Project 1) D:
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