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Impact of Enterprise Collaboration on Productivity of Intangible Assets
GISTICS, Sep 2005, Pages: 40
Business case for speeding acquisitions and divestitures, value-chain innovations, enhanced customer value, and strategic sourcing of indirect spend with enterprise collaborations platforms.
ROI payback model for business metrics, process automation benchmarks, and service-delivery requirements for coordinating the work of subject matter experts throughout the enterprise and among trusted partners of supply chains, distribution networks, and customer organizations.
This paper examines a pernicious challenge for management: how to increase productivity of intangible assets. The figure below depicts our case — enterprise collaboration speeds long-term value drivers:
- Acquisitions and divestitures that entail complex negotiations, sharing of documentation, and compliance with regulatory requirements for detailed reporting.
- Value-chain innovation that emphasizes new product research, close collaboration with suppliers, and sharing hundreds of documents and images.
- Enhanced customer value that relies on extensive collaboration and information sharing with customers.
- Strategic sourcing that brings competitive bidding and standardized detail reporting to historically “dark” or rogue procurement in the technical services or marketing communications supply chain.
We show how the higher productivity of knowledge workers that contribute to these value drivers speeds the value creation process of the enterprise.
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