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urers , distributors, retailers and customers in turn linked to this supply chain to focus only on internal linkages , flexibility is poor, only limited to the point of integration. Such high cost, low efficiency, and a part of the supply chain interrupted , then the entire supply chain can not run. B to B e-business models to make up for the deficiencies of the traditional supply chain . It is not only within the enterprise , but extends to the supply chain and customers, and even suppliers of suppliers and customers, clients , establish a cross-enterprise collaboration , covering everything from product design, demand forecasting, outsourcing and outsourcing , manufacturing, distribution , storage, transportation and customer service the whole process . Living in the same supply chain between manufacturers is no longer a zero- sum game , but a win-win situation . B to B e-business model has brought changes in supply chain management . It utilizes the entire enterprise supply chain management thinking upstream and downstream businesses, in order to center the manufacturer as the core, the upstream suppliers and downstream distributors ( customers ) , transport and logistics and service providers for retailers and bankers vertically integrated integration, e-commerce supply chain to form a dynamic, virtual, global network of direction. It uses the core technology of supply chain management - Customer Relationship Management (CRM), the demand-side automatic job to forecast demand , in order to better understand customers, to provide them with personalized products and services, so that resources in the supply chain network on the management of liquidity to shorten lead times, reduce inventory , and by providing automated trading and other self-service to reduce costs, increase speed and accuracy , improve the competitiveness of enterprises .

In the enterprise supply chain , information, materials , and capital can flow through the process , the process determines the variety of flow velocity and flow . In order to make business processes to anticipate and respond to changing internal and external environment , companies must ensure that resources agile process flow . Therefore, to improve the competitiveness of the supply chain management , business process reengineering inevitable requirement . For B to B e-commerce , this transformation has not only limited to the enterprise, but to all the relationships in the supply chain enterprises and departments have included, for the entire supply chain network BPR .

B to B e-commerce model the effective implementation of supply chain, the key is whether the effective convergence inside and outside the enterprise , the enterprise supply chain information system and internal business systems such as ERP, CRM and other organic together. If you do not have good ERP, enterprise will not be able to grasp their own kinds of raw materials and finished goods inventory and procurement situation or circumstance to online orders will not be automatically confirmed , is bound to affect the market response speed ; such as CRM, customer requirements and personalized services can not be effectively and timely treatment, will inevitably affect the response speed to the end user ; such inside and outside the enterprise supply chain can not be effective convergence , to solve this problem it is necessary to conduct three levels of the enterprise business process reengineering (BPR ) : functions within t本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。