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| Untersuchte Arbeit: Seite: 41, Zeilen: 2-7, 12-13, 17-26 |
Quelle: O'Callaghan Turner 1995 Seite(n): online, Zeilen: 0 |
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| The savings come from improvements in a number of areas (O'Callaghan and Turner 1995: 9-11; Seffinga 1996: 15; Parfett 1992:16):
Better use of personnel through reduction in document handling tasks. The savings in document handling are dependant upon how the document was processed prior to EDI. [...] Reduction in other costs such as exception handling and premium freights due to a mistake in a purchase order. [...] Cheaper and more efficient information processing reduces the transaction costs of writing contracts, and monitoring and ensuring secure commitments, thus making external provision of production more attractive. Furthermore an EDI system may reduce the amount of management influence as the routine nature of EDI transactions short circuits many internal operations and thus reduces the necessity for management intervention. 3.2.2 Strategic benefits The implementation of EDI within an organization provides a chance to improve internal operations and even to redesign business processes altogether (Seffinga 1996:15). O'Callaghan, R. & Turner, E. 1995, EDI in Europe: How it works in Practice, West Sussex. Parfett, M. 1992, What is EDI? A Guide to Electronic Data Interchange, 2nd ed., NCC Blackwell Limited, Oxford, England. Seffinga, J. 1996, Electronic Data Interchange (EDI), Stand und Potentiale, Hochschulverlag AG an der ETH Zürich. |
They suggest that cheaper and more efficient information processing reduces the transactions costs of writing contracts, and monitoring and ensuring secure commitments, thus making external provision of production more attractive.
[...] An EDI system may reduce the amount of management influence as the routine nature of EDI transactions short circuit many internal operations and thus reduce opportunities for intervention. [...] The savings come from improvements in a number of areas: reduction in document handling tasks, reduction and/or better use of personnel, reduction in inventories, and reduction in other costs such as exception handling and premium freight (e.g. due to a mistake in a purchase order). The savings in document handling are dependent upon how the document was processed prior to EDI. [...] The implementation of EDI within an organization provides a chance to improve internal operations and even to re-design business processes altogether. The improvements can result from a review of current operations that should precede the implementation of EDI, from the integration of EDI with other systems, from better use of personnel, and from the management of more accurate and timely information. |
The source is given, but quotation marks are missing. |
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