Andrew Stein

E-procurement: is the ugly duckling actually a swan down under?

Much of the hype associated with the impact of electronic business is associated with the business to business (B2B) model. Analysts believe that enormous cost savings and efficiencies can be achieved through the utilisation of e‐procurement, a component of the B2B model. The role of procurement and the emerging use of large information systems to conduct e‐procurement is analysed and presented with the results of a survey of 38 major Australian organisations. The current direct and indirect procurement practices of the sample organisations will be analysed together with an analysis of the eprocurement drivers and barriers. The main results show that direct procurement is heavily dependant upon traditional practices whilst indirect procurement is more likely to use “e” practices. Small‐medium organisations are more nimble at adopting e‐procurement practices. Technical issues dominate e‐procurement barriers, with cost factors dominating e‐procurement drivers.

The 20% solution?: a case study on the efficacy of reverse auctions

In the late 1990’s, online B2B auctions were proliferating and were being adopted in a wide variety of circumstances. The reverse auction tool has evolved to take advantage of internet technology, and online auctions have been identified by many large organisations as a tool to achieve procurement savings. As companies adopt this technology, it is important for them to understand the implications of this type of procurement. This paper adopts a case study approach to identify the issues for both buyers and sellers using this type of B2B application. It describes the conduct of a reverse auction, from the preliminary steps all the way to the final awarding of the contract. The case study is viewed through the eyes of a supplier, undertaking a reverse auction for the first time. The main outcomes show that the auction vendor and buyer were major winners – with the supplier expending considerable time and effort to participate in the auction, only to realise that the auction places cost above all other factors in awarding the contract. The importance of cost over service delivery, customer support and buyer‐supplier relationship was the “bitter pill” the supplier had to swallow.

Emerging issues in location based tourism systems

Location based tourism systems (LETS) are computerized systems that depend on the automated detection of the location of a target (e.g. a tourist on the move, a tour vehicle) to either deliver or collect information. Currently mobile phones are seen as the obvious (but not the only) means of information delivery/collection for LBTS. This technology has considerable potential for the Australian tourism industry. This paper aims to assess the state of knowledge regarding LBTS technologies, the potential usefulness of LBTS for the Australian tourism industry, recommend potential future commercial exploitation of LBTS technologies in the Australian tourism industry and crucially to identify emerging issues where further research may be needed.

Re-engineering the executive: the 4th generation of EIS

The executive information system (EIS) has long promised to provide executives with computing power and information access. The reality is that the EIS of today is moving down the organisational structure and the executive is still waiting for the benefits of information technology. This paper describes and extends an executive implementation methodology as a tool in re-engineering executive work practices in two Australian firms. It first describes the nexus between computing, executive management style and information systems. Then it discusses action research, as carried out on two small Australian companies. In using this methodology particular attention was paid to addressing any inherent weaknesses. The outcomes provided one executive with information tools that allowed for an extension of his creative work processes and the other with rapid internal monitoring of crucial production data. In the former case, all aspects of the methodology were successful, however the latter was flawed due to external commercial forces.

E-HR and Employee Self Service: A Case Study of a Victorian Public Sector Organisation

The application of the internet to the Human Resource function (e-HR) combines two elements: one is the use of electronic media whilst the other is the active participation of employees in the process. These two elements drive the technology that helps organisations lower administration costs, improve employee communication and satisfaction, provide real time access to information while at the same time reducing processing time. This technology holds out the promise of challenging the past role of HR as one of payroll processing and manual administrative processes to one where cost efficiencies can be gained, enabling more time and energy to be devoted to strategic business issues. The relative quick gains with low associated risk have prompted many Australian companies to realise what can be achieved through the implementation of a business to employee (B2E) model. Employee Self Service (ESS), a solution based on the B2E model en- ables employees to access the corporate human resource information system 24x7. This paper adopts a case study approach with a view to investigating the benefits and associated issues obtained from an implementation of an ESS in an Australian public sector organisation. --InSITE 2004, held Rockhampton, Queensland, 25-28 June 2004

The adoption and use of business intelligence solutions in Australia

The global Enterprise Resource Planning (ERP) systems industry blossomed in the 1990s automating back office operations. These systems have now become essential infrastructure for many companies. These companies are now extending these transaction-based systems to support more strategic and complex decisions. Accordingly, the ERP vendors have developed a range of solutions focusing on Business Intelligence (BI) in various functional areas. However, the question must be asked is there an evolutionary nature to the adoption and use of these various solutions similar to that which occurred with ERP systems. This paper adopts a two pronged research methodology to investigate the adoption of BI solutions in Australian companies. The first methodology involved a web-based survey to identify BI implementation patterns. This was then expanded upon using a case study approach. The research identified an evolutionary maturity to how BI solutions are adopted in Australian companies.

Where Are They At With IT

Students from one Australian and one New Zealand University, entering the first year of an undergraduate business course were surveyed at the commencement of their studies. The study sought information about the IT background of these students. This paper reports on the results of that work and specifically on the accessibility of a home computer to students, and its use. Differences in the confidence levels and perceived knowledge of computers of the male and female students were explored with some comparison of the differences between the two universities. Results suggest that male and female students have equal access to computers in the home, though differences remain in the usage of the technology.

The dot.com generation: IT practices & skills of transition students (2000)

The Dot.Com or generation Y student was born after 1981 and will be entering university as a transition student from 2000. The Dot.Com transition student has received an intensive education in information technology. The Dot.Com student comes to university with a need to be information competent and can demonstrate considerable information technology skills. This paper analyses the information literacy and knowledge of the Dot.Com transition student at Victoria University. Two definitions were used to categorise IT usage of students; General IT practices looked at the availability of IT to students and specific IT skills refer to the use of business IT packages. The main findings show that home access to a computer has peaked, home internet usage is escalating, the gender gap in IT practices is closing but a gender and Dot.Com gap in IT skills still exist.

The Industry and Education Nexus

Over a period of 40 years, the Information Systems (IS) discipline has become an essential component in the employment of information technology personnel in business and government organisations. In recent times there have been discussions by IS professionals on how to best respond to developments in the information technology and communications industry. At the same time there has been a downturn in employment opportunities in this industry (ICT Skills Snapshot, 2004). Recent research also indicates that many of the entry-level positions that graduates traditionally entered have diminished due to the economic downturn and to companies outsourcing positions to off-shore companies. This “in-progress” paper presents the path that one Australian University school took in introducing multiple certification programs in an endeavour to better connect a university school with ICT industry requirements. The certification programs include SAP, ITIL, I-Net+ and Microsoft accredited programs. The results of this in-progress research show that flexibility in delivery mode and effective merging of curriculum and certification content is crucial to achieving successful programs.

Approaches to change management in enterprise wide systems implementations

Approaches to Change Management in Enterprise Wide Systems Implementations Enterprise Resource Planning (ERP) systems have become an essential information systems infrastructure for large organisations. However ERP implementations are complex and fraught with problems. One of the major issues facing these implementations is the development and implementation of effective change management programs. This research looks at the change management practices of thirty seven of Australias leading companies and identifies the main success factors and barriers associated with their change management strategies. --Presented at: The Fifth International Conference on Knowledge, Culture and Change in Organisations, University of the Aegean, Rhodes, Greece, 19-22 July, 2005