Electronic Commerce / EDI Toolbox

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If you would have asked a B2B practitioner in 1998 whether EDI would still be in use ten years from now, chances are high that he or she would have predicted no. With the emergence of the Internet and new XML technologies, EDI was sure to be replaced by “newer, better, more powerful” e-commerce standards. Yet, as we approach the half way point in 2008, EDI continues to be the dominant standard in B2B globally. Not only does EDI remain popular, but its use is growing more accepted, not less.

What is XML? XML is an acronym which stands for Extensible Markup Language. XML is a markup language for documents containing structured information. Both content (words, pictures, etc.) and some indication of what role the content plays are contained in structured information. Almost all documents have some structure. A markup language is a mechanism to identify structures in a document. XML defines a standard way to ad markup to documents. XML was created for richly structured documents and stored data to be used over the web within a structure common to all viewing parties. The only viable alternatives, HTML and SGML, are not practical for this purpose. The use of XML is expected to grow rapidly over the next five years, just as the popularity and use of HTML has grown over the last five years. HTML stands for "Hypertext Markup Language". HTML is the language which allows developers to present electronic media (i.e. web pages, email) in color, bold, and different size text. It allows the OTC Journal to look like a magazine, but definitely has limitations. XML opens a whole new door to the Internet and its capabilities which HTML is incapable of filling. XML is a standardized simplified language, which allows richly structured documents and legacy data of all kinds to easily understand each other. Two examples of the use of XML are the NASDAQ quote feed and the SEC's EDGAR System. Dozens of commercial stock quote providers pull their data from the NASDAQ quote feed. The information comes to them in XML. The same is true of EDGAR- all the EDGAR pages are written in XML. This universal language makes it easy for public companies to file their documents in the SEC Electronic Filing System, and thus provide all viewers the ability to review the documentation in a common format. The development of XML was completed in 1998 by the non-profit World Wide Web Consortium (http://www.w3c.org/). Software developers are introducing commercial products, and sales of XML based technologies are beginning to ramp up now. See more about XML forms

Evolution of Ecommerce Many analysts consider e-commerce a logical development with roots tracing to Electronic Data Interchange (EDI). In existence since the 1970s, EDI provided a means for enterprises to incorporate electronic communications into supply chain management. Although EDI improved just-in-time manufacturing and reduced supply chain costs, it also was very expensive and difficult to implement. This was primarily because EDI systems run over private Value Added Networks, the cost of which was borne by participants. Additionally, organizations participating in this buy/sell network had to install proprietary software to ensure compatibility of documents being sent over the network-adding further cost and complication. Internet-based electronic commerce differs from EDI in two basic ways, both of which address the problems inherent in EDI: 1. Based on Internet technologies, electronic commerce uses a public communications medium-open to anyone with Internet access. 2. Because it is based on Internet technologies, electronic commerce is accessible through common Web browsers-and this is all a user needs for compatibility with virtually all electronic commerce sites. This dramatically drives down costs: An Internet server and public network access are much less expensive than virtual private networks, and everyone can use whichever computer platform they choose without having to be concerned with compatibility issues. B2B and B2C Internet-based electronic commerce has evolved into two major segments: business to consumer (B2C) and business-to-business (B2B). B2B and B2C users have different buying needs. In B2B e-commerce, time is essential. Real-time inventory status, accurate pricing, and current delivery information are among the factors that allow business buyers to respond instantly to customer demand, increasing their efficiency and profitability. Consumers look for an experience that more closely approximates shopping-the ability to browse at their leisure (through a catalog), put selected items into their cart, then charge their purchase to a credit card. B2B and B2C consider change differently. In business, where success is often based on leveraging new technologies or processes, there is an imperative to embrace change that drives the investigation and implementation of new technologies.

Transportation for EDI and Electronic Commerce Only a partial list! These are places we have visited and find them to be useful.

	View eyefortransport's comprehensive transportation glossary. A "must" when working with logistics.

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.

EDI Implementation and Roll Out Here's some information on roll-outs that you might find to be useful.
U Buy Vacations has significant experience with outsourced implementation of your trading partners. Our proven methods have worked for Fortune 500 companies. They could work for you too! We have qualified and experienced consultants on all mainstream EDI packages, including: Inovis/Harbinger Trusted Link Enterprise (TLE) and Trusted Link for Windows (TLW), GXS Application Integrator, Tie Commerce, Sterling Commerce Gentran Server, Gentran Integration Suite (GIS), Seeburger, Axway, and Mercator. The schedule provides: three weeks for transaction mapping/coding by your trading partner two weeks for test transmissions four weeks for parallel testing, evaluation, and adjustments The final production date is dependent on: initial trading partner contact the specific transaction sets the number of transaction sets experience level of trading partners with individual transaction sets While most EDI implementation firms concentrate on selling you their software, supplying you with expensive EDI resources on a semi-permanent basis, or hosting your EDI solution; we concentrate on your major implementation of trading partners. Because this is usually a temporary effort, we go away when the project is completed.
EDI Trading Partner Implementation follows these general steps: Buyer and Seller contact is established at the business level. Agreement is reached as far as business rules and legal issues. Process is handed over to the respective EDI organizations. EDI information is exchanged; typically using a WebSite as information source and a WebForm to provide necessary information. Partners follow a scripted testing process. Partnership is established when the transaction(s) are moved to their respective daily production systems.

EDI/EC Conferences Only a partial list! Let us know and we will add yours.
AIAG (Automotive Industry Action Group)
Electrical Industry Data Exchange Association
New England Electronic Commerce Users' Group (NEECOM)
DISA - X12 (Data Industry Standards Association)
VICS - Retail
WEDI - Healthcare
ATIS - Telephony
EDIX - Electronics Industry Data Exchange
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