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Boone and Ganeshan (2002) are of the view that ERP has transitioned to Web-based integration due to several reasons. Firstly, online ERP systems have become hubs for eliminating information gaps in the supply chain, as well as inconsistent systems layers such as financial performance, supplier partnership, and organizational functions. To save time, cost and resources, it needed to transfer eSCM to online-based platforms to make specific strategic integration such as developing suppliers' relationship, enhancing buyer relationships and capitalizing on volume trade online, through a new consumer base. For example, Dell and Amazons are live examples of eSCM, which specialize in third-party logistics partnerships to organize upstream supply chain. Their strategies are to concentrate on smaller warehousing investment, increased customization and spot delivery (Boyer, Frohlich and Hult 2005).

Secondly, by transitioning online organizations with ERP, systems can compete against small profit margins and participate in price-sensitive markets by making product information available to the consumers. Web-based technologies enable buyers to survey, evaluate and select suppliers of their products, according to Lancaster, Yen and Ku (2006). Buyers - whether individual consumers or business buyers - are knowledgeable, demanding and hard to please. The Internet facilitates them with the ability to make decisions based on quality, cost, and customer service. eSCM using ERP backbones can only capitalize on these factors if it uses technologies that offer competitive edge in these arenas.

Thirdly, the Web offers opportunities for firms to set up industry-specific 'shop windows' with product information for customers and trading partners. The Web is a platform for linking supply chain partners, thereby acting as a community for suppliers, buyers and manufacturers. This virtual market place is highly integrated in ideas, information and services (Anderson and Lee 2001 qt. Lancaster, Yen and Ku 2006) (See Figure 6).

As a result, retailers and manufacturers can advance in business strategic positioning in terms of global reach, improved processes, operating supply chains, information networks and shared resources. Unlike independent Intranets, the Internet offers a broad range of supply chain functions such as collaborative enterprise networks, supply chain transactions, shared platforms, and performance forecasts (Wagner, Fillis and Johansson 2003; Cross 2000). Organizations can communicate effectively and in real time, thereby are able to improve their service levels significantly. For example, Wal-Mart and Procter&Gamble have adopted an eSCM model with ERP system. This means that Wal-Mart can effectively communicate and coordinate with P&G so that they can never have an inventory problem at the Wal-Mart distribution centres. This type of bullwhip effect of distortion in demand forecasts had often been the problem inherent in automated Supply Chain Management, which is the result of inaccurate or inadequate information (Koch 2002).

3.7 Implementation

While issues of supply chain integration, cost, technology, and business process continue to plague ERP and eSC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。