JWH EDI Services Electronic Commerce Consulting

Unique Global Identity for EDI Messages

ISA5 (Sender qualifier)
Select the sender qualifier used (with ISA06, ISA07, and ISA08) to match an incoming interchange to a party.
01 = DUNS number
02 = SCAC (Standard Carrier Alpha Code)
08 = UCC EDI Communications ID (Comm ID)
12 = Phone number
13 = UCS Code (The UCS Code is a Code Used for UCS Transmissions; it includes the Area Code and Telephone Number of a Modem; it Does Not Include Punctuation, Blanks or Access Code)
14 = Duns Number with Suffix
16 = DUNS with 4 character suffix
ZZ = mutually defined.

ISA6 (Sender identifier)
Enter the sender identifier used (with ISA05, ISA07, and ISA08) to match an incoming interchange to a party. This property is alphanumeric, with a minimum of one character and a maximum of 15 characters. This identifier (ISA_06 for the X12 standard) acts much like an e-mail address. It must be unique to guarantee that you -- and only you -- receives documents correctly across multiple networks or VANs. Together with the qualifier, these data elements produce a unique global identity for the sender or recipient. The Interchange ID “ISA06/ ISA08” level of significance is given to the Interchange ID, depending on the value allocated to the qualifier

AIAG and other standards groups recommend the use of Duns number (Dun & Bradstreet) as an existing code system for identification of partners. The Duns numbers are sometimes at such high level, that we need a suffix to determine the exact sender or recipient. The qualifier 14 indicates that Duns number with suffix is used. In the EDI messages we identify partners with other identities, each message type has specific guidelines about the valid codes. How to get a D&B Number to use as your EDI Identifier

Companies supporting global EDI directories include JWH EDI Services and Loren Data

See more about EDI Directories.

See a company promoting global identity for EDI.

What is EDI? - A Definition and a History
Your first thought might be: “I know already or I wouldn't be reading this publication”. Yes, we will give you the “schoolbook” definition. We will even tell you a brief history of EDI (Electronic Data Interchange), but our real purpose is to give you the Year 2013 definition of EDI; and back it up with an expert opinion.Developed in the United States in the mid-1960s, the idea of what became known as EDI today originated with a group of railroad companies.
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Contingent Workers

We used to call them “temps”. Some were remote workers. They didn't usually have very glamorous jobs. They used to do things like maintain “legacy” systems. All this is changing; and it is being pushed by both the companies and the workers.

There are a lot of reasons this is happening. From the contingent workers side, they like the life style. They want to be able to balance work with the rest of their lives. They feel they can better manage their careers by choosing what skill sets they develop. They do not want to “go stale” by staying too long in a “critical” (to the employer) job and ending up with no other skills. Then who is the first to go if this critical job suddenly gets replaced by a new process or technology?

Yes, the contingent worker concept is more popular now because in many cases it is involuntary: a lot of good people cannot find full-time employment. BUT, the fascinating thing is many people are choosing it over traditional employment. A lot of contingent workers “got soured” by bad corporate experiences.

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A new term is appearing in the supply chain arena: "Supply Chain Control Tower". Just as an airport control tower coordinates airplanes landing and taking off, a Supply Chain Control Tower coordinates inbound and outbound distribution flows. Sure sounds more professional than a "dashboard". It is all about "knowledge". Air controllers get information on weather, speed, direction, and altitude of aircraft and use that knowledge to keep their air space safe. Companies must know what is happening with their supply chains so they can prevent disasters too. They need to be able to do "what-if" analysis and work their way around events that will cause disruption and risks to the supply chain.
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Deming's 14 Points and the Supply Chain

Quality pioneer W. Edward Deming is best known for the improvements he made in the post World War 2 Japan, but he also worked with many American companies. In his book: "Out of the Crisis", Dr. W. Edwards Deming shows 14 steps toward an improved management. It is not easy in the American Culture to establish such changes. Perhaps that barrier is keeping the American Industry from achieving as impressive results as the ones reached by the Japanese. While he wrote primarily for the “four walls” of traditional manufacturing, his 14 points apply to the extended supply chains that now exist.

Let's take a look at his 14 Points and see how they apply to the Extended Supply Chain:

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What is EDI?
EDI Mapping
AS2
Blogs about EDI and eCommerce
Financial EDI
EDI with the Government
Electronic Commerce Communications Providers
EDI and EC Vendors
EDI Project Management
Transportation EDI
History of EDI
Unique Global Identity for EDI Messages
Who wrote all this good stuff?

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Unique Global Identity for EDI Messages

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	Unique Global Identity for EDI Messages ISA5 (Sender qualifier) Select the sender qualifier used (with ISA06, ISA07, and ISA08) to match an incoming interchange to a party. 01 = DUNS number 02 = SCAC (Standard Carrier Alpha Code) 08 = UCC EDI Communications ID (Comm ID) 12 = Phone number 13 = UCS Code (The UCS Code is a Code Used for UCS Transmissions; it includes the Area Code and Telephone Number of a Modem; it Does Not Include Punctuation, Blanks or Access Code) 14 = Duns Number with Suffix 16 = DUNS with 4 character suffix ZZ = mutually defined. ISA6 (Sender identifier) Enter the sender identifier used (with ISA05, ISA07, and ISA08) to match an incoming interchange to a party. This property is alphanumeric, with a minimum of one character and a maximum of 15 characters. This identifier (ISA_06 for the X12 standard) acts much like an e-mail address. It must be unique to guarantee that you -- and only you -- receives documents correctly across multiple networks or VANs. Together with the qualifier, these data elements produce a unique global identity for the sender or recipient. The Interchange ID “ISA06/ ISA08” level of significance is given to the Interchange ID, depending on the value allocated to the qualifier AIAG and other standards groups recommend the use of Duns number (Dun & Bradstreet) as an existing code system for identification of partners. The Duns numbers are sometimes at such high level, that we need a suffix to determine the exact sender or recipient. The qualifier 14 indicates that Duns number with suffix is used. In the EDI messages we identify partners with other identities, each message type has specific guidelines about the valid codes. How to get a D&B Number to use as your EDI Identifier Companies supporting global EDI directories include JWH EDI Services and Loren Data See more about EDI Directories. See a company promoting global identity for EDI.

Some great Electronic Commerce Sites Supply Chain Management (SCM) Business-To-Business (B2B) WebSites Supply Chain Synchronization The End of ERP In 2011 we talked a lot about Cloud-based systems using SaaS. Over the past several years there have been numerous articles written on “Is EDI Dead?”. But EDI just “keeps on trucking”. EDI embraced XML, AS2 and the Cloud; to name just a few recent advances. Plus, EDI became the “engine” for E-Commerce.

Project Management for EDI and Electronic Commerce Only a partial list! These are places we have visited and find them to be useful.
Project managers are the dynamic component that converts strategy into action and action into desired outcomes.
12 steps to project management success Managing a successful EC/EDI project isn't just a technical and organizational issue. It's about managing people. Poor communication, internal politics, poor teamwork, lack of management support and poor planning are the primary reasons people fail. Step 01: Identify sponsors and stakeholders The sponsors and stakeholders of your project are the ones who will judge your success and shape your project and it's rarely just one person. Understand their expectations of your project and what issues are most important to them. Determine early on which of your stakeholders are most important in terms of both organizational and political terms and get their support. Step 02: Get a champion in top management Without firm support from senior management, no one will take your project seriously and you'll constantly be swimming against the current. Always try diplomacy first, but when that fails you'll need a big motivational stick - and nothing gets the wheels turning like a friendly phone call from senior level management. Step 03: Clear goals and achievable, objective deliverables You'll need to be honest with the sponsors and stakeholders about the reality of the project. Everyone wants it better, faster, and cheaper. Work with your sponsors to set realistic project milestones and specific project phases. Step 04: Own the planning process Negotiate changes carefully. The ultimate responsibility for the projects success or failure is yours. If you take the time to plan effectively, you'll spend less time putting out fires and making excuses to your sponsors. Step 05: Establish a methodology Once you know what your project is, you'll need to establish the best way to implement it. This goes beyond established project management practices and includes technical procedures specific to the project: testing, implementation, best practices, reporting issues, troubleshooting, back-out plans, etc. Don't re-invent the wheel if you don't have to – check the web for existing project plans, management notes, and technical publications for discussions about similar projects. Smart managers learn from other people's mistakes. Step 06: Be honest about your abilities Knowing where you fall short can help you fill out your team with people who can complement your abilities and fill in the gaps. As a project manager, it's not your responsibility to do everything. It's your responsibility to get things done. Step 07: Make sure you have the resources to do the job Raise a flag if under-funded, under-staffed, and under-supported, and make sure you have the time to get the project done right. Step 08: Assemble the best team you can You want people with excellent technical and interpersonal skills, who work well together, and require a minimum of supervision. You should be able to give them clear goals, the tools to do their job, and then get out of their way. Step 09: Communicate early and often Communication is 360 degree process. You'll need to keep the stakeholders and sponsors informed regularly of your progress. You'll need to communicate your timeline and expectations to the business units and departments your project will affect. And you need to communicate with your team on a regular basis to make sure they stay on track. Your team should be completely aware of your project plan, key deliverables, project milestones, and timelines. Keep your stakeholders and sponsors up to date as often as they require. You want to make sure you are aware of potential problems before get out of hand. Make sure your team knows that they can come to you with bad news. Make sure your sponsors and stakeholders hear the bad news from you first before it gets distorted and exaggerated by someone else. Step 10: Establish clear metrics You can't tell if a project is failing or if performance is improving if you don't set clear goals and have objective measurements. Know the actual numbers and the productivity of every member of your team. Track failures and problems in a database. Provide feedback, set expectations, measure improvements, and look for ways to build on success. Step 11: Keep your deliverables in mind If you miss some of your deliverables and project milestones, your sponsors and stakeholders may still deem your project a failure even if it is 90% complete. Always keep your project deliverables in front of you as you proceed, and get your sponsors and stakeholders to sign off on each one as you complete them. Step 12: Know when to ask for help If your project is failing, don't wait until it is sunk before asking for assistance. Be upfront with your managers, sponsors, or stakeholders if your overwhelmed, don't have the resources you need, or if you're just not up to the challenge. There is a difference between missing goals and deadlines and allowing a project to spiral out of control and become an expensive disaster.