Alibaba.com: The world’s largest B2B Marketplace
Alibaba. the company
started as a portal for connecting Chinese manufacturers with buyers from other
countries. Alibaba Group became the world’s largest e-commerce enterprise by
2014. The Alibaba Group was started in 1999 by Jack Ma and his partners.
The initial business was
Alibaba. In 2004, Alibaba added the «Alipay Cross-Border E-Payment Service». In
2007, the Alibaba Group founded Internet-based business management software
company Alisoft, followed by Tmall. The company established a cloud computing
platform and restructured over time.
In 2014 Alibaba Group
planned to possess an IPO within the USA to spice up $15 billion. In 2014,
Alibaba.Com may be a web marketplace composed of a platform for buyers, a
platform for sellers, a community, and B2B services. The company’s mission is
to provide all the specified support for buyers, suppliers, and traders.
·
Alibaba .Com helps to achieve
international buyers.
·
Suppliers can get free online
training.
·
Buyers can verify the suppliers’
worthiness.
·
Alibaba.Com provides inspection
services with reliable experts.
·
Buyers can compare prices and terms of
service also.
The company is committed
to supporting the expansion of Alibaba Group companies and providing a
comprehensive suite of Internet-based EC-oriented computing services, which
include e-commerce processing, high-speed massive e-commerce processing
capabilities, and data customization.
Alipay could also be a
cross-border online payment platform, mainly employed by buyers and sellers
engaging in e-commerce transactions. Mobile Alipay is now the foremost
important mobile platform within the planet. Alibaba. Com Escrow Service could also
be a service that holds the payment to the seller until both parties have
confirmed that the transaction is complete. Alibaba Escrow Service also
features a Dispute and Refund process if the customer doesn't receive the
products or is unhappy with the delivery.
Alipay
also offers an internet global payment solution to help buyers or sellers
outside China to undertake business to business in China. By 2014, Alibaba. the
company conducts business in over 240 countries and regions and it employs
quite 25,000 people
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Boeing`s Global
Supply Chain for the Dreamliner 787
Designing and
manufacturing an aircraft is an immensely complex undertaking the 787
Dreamliner project is said to be one of the largest, most complexes, and
challenging engineering projects being undertaken in the world. The supply
chain involved in the design and production of this aircraft involves millions
of different parts components and materials, and thousands of different
suppliers, partners, contractors, and outsourcing vendors scattered across 24
countries working from 135 different sites. Absolute precision and meticulous
attention to detail are required, and safety and quality are paramount. In
addition to designing and producing new aircraft, the new production processes
had to be designed, tested, and implemented. Close collaboration and
communication among thousands of employees, information and knowledge
management, and sound management of this complex global supply chain were
essential to the project's success. In addition, competitive pressures, rising
oil prices, and enhanced security requirements forced Boeing to significantly
improve the old methods.
Boeing had been
increasingly relying on sophisticated information technology and EC solutions
to support its operations. For &le, it had been a user of CAD/CAM
technologies since the early 1980s. The Dreamliner, however, was to be a
"paperless with EC being employed to support many critical activities.
Boeing teamed with Dassault Systane’s to create a Global Collaboration Environment,
a product management life cycle solution, to support the virtual rollout of the
new aircraft. The GCE enabled Boeing to digitally monitor the design,
production, and testing of every aspect of the aircraft before the actual
production started. The GCE included the following components: CAM. A
collaborative 3D-design platform that enabled engineers worldwide to
collaborate on the design of every part of the 787. MOVIE. A system that
supported the accessing, sharing, and managing of all information related to
the 787 design in a secure environment. DELMIA. An environment for defining,
simulating, and validating manufacturing and maintenance processes and
establishing and managing, workflows before building tools and production
facilities. SMARTEAM. A Web-based system to facilitate collaboration, which
included predefined and auditable processes and procedures, project templates,
and best-practice methodologies all geared toward ensuring compliance with
corporate and industry standards.
In addition, Boeing
decided to integrate all databases associated with the Dreamliner, teaming up
with IBM to employ a 082 Universal Database for this purpose and ensuring
partners access to Dassault's suite of systems. As the Dreamliner moved toward
physical production using the new manufacturing processes, excellent supply
chain management was required to carefully coordinate the movement of
components and systems across multiple-tier partners around the world. Boeing
teamed with Exostar to provide software to support its supply chain
coordination challenges. The Exostar supply chain management solution enables
all suppliers to access to real-time demand, supply, and logistics information
so that crucial components and systems arrive at Boeing's production facilities
just in time for assembly over a 3-day period. The Exostar solution includes
the following functionalities: planning and scheduling; order placement and
tracking purchase order changes; exchanging shipping information; managing
inventory consumption across suppliers; managing returns and providing a
consolidated view of all activities in the manufacturing process. Business
process exceptions can also be monitored across partners, allowing for an
informed evaluation of the impacts of these exceptions to take place across
affected parties. Finally, radio frequency identification technologies were
deployed in the aircraft to support finding Pans and materials and for the
maintenance activities. By tagging parts, Boeing significantly reduced the
costs.
The goal of the Dreamliner
project was to produce a fuel-efficient, cost-effective. quiet, and comfortable
midsize aircraft that could travel long distances without stopping. It is a
critical innovation for Boeing, which has in recent years struggled in the face
of rising competition from Airbus. EC has played a critical role in supporting
collaboration throughout this massive project, reducing the need for physical
prototyping and testing, and making substantial impacts on the supply chain. EC
has enabled faster decision making, better management of critical information
and knowledge assets. increased sharing and exchange of product-related
information and processes, reduced time-to-market, less rework, and reduced
costs of manufacturing by reducing the final assembly time for the aircraft
from 13 to 17 days to just 3 days. Boeing had received !party 900 orders for
the plane by the end of 2007 and commitments in excess of S120 billion.
Dreamliner was not completed on schedule. mainly due to communication problems
between different countries and the use of several languages. The new
collaboration methods were just too new.
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