XML as the Foundation for e-MarketplacesBob’s Mini-BiographyOutlineBusiness Model and Technology Co-Evolution for E-CommerceTraditional Electronic BusinessTraditional Enterprise-Centric View for e-BusinessSample EDI MessageBusiness TrendsBusiness InefficienciesProblem/Solution MismatchThe Internet Was Supposed to Change EverythingNetworks of Commerce CommunitiesEvolving Solutions RoadmapEvolution of Business TechnologyInternet Business Models & Integration RequirementsConnecting with HTML (“by eye’)HTML’s Limitations for IntegrationSample HTML Catalog EntryThe XML RevolutionXML: Extensible Markup LanguageGratuitous Clip Art SlideXML’s Big Idea: Document TypesCatalog Entry in XMLSmart Processing with XMLConnecting using XMLElectronic Marketplaces and Marketplace NetworksE-Marketplace ArchitectureMarketplace NetworksCommerce One E-Marketplace SolutionCommerce One’s Global Solutions for B2BMaking Money in B2B -- VendorsMaking Money in B2B -- Vendors and CustomersMaking Money in B2B -- CustomersMaximize The Network Effect by Interconnecting the MarketplacesThe Global Trading WebRegional E-Marketplaces that connect you around the Global Trading WebE-Marketplaces -- Industry ConsortiaDocument Exchange Architecture for Electronic Marketplaces and Marketplace NetworksWhat Defines a Marketplace?Integrated Business Services are XML Document ExchangesXML Document Exchange ArchitectureThe XML Common Business Library (xCBL)There are many different “standard” document formatsXML and Metcalfe’s LawSlide 45Slide 46N x N Document Mapping Doesn’t Scale !The XML Common Business LibraryBuilding Documents from ComponentsXML Component Architecture: The Architectural Key to B2BInformation Reuse in B2B Document ArchitectureEvolution of the XML Common Business LibraryxCBL 3.0 Business Processes and Documents (www.xcbl.org)XML {vs., and, or} EDIPerspective of Company Creating a New Internet MarketplacePerspective of EDI-enabled Buyer or SupplierSo EDI must be part of the solution, too...xCBL Combines EDI and XMLMarketplace Operator’s Perspective with xCBLSlide 60xCBL and InteroperabilityxCBL 3.0 – The Interoperability StandardxCBL for InteroperabilityHow xCBL Enables the Global Trading WebGlobal Trading WebSlide 66Object-oriented Document Design enables Backward CompatibilityCommerce Standards as “Marketsite Onramps”Commerce Standards are “Marketsite Onramps”“Connector Onramp”“Gateway Onramp”XML as the Foundation for XML as the Foundation for e-Marketplacese-MarketplacesDr. Robert J. GlushkoDr. Robert J. GlushkoCommerce One Engineering FellowCommerce One Engineering FellowYale CPSC 155b: e-CommerceYale CPSC 155b: e-Commerce23 March 200123 March 20012Bob’s Mini-BiographyBob’s Mini-BiographyStanford BA, Wang Inst. MS, UCSD Ph.D.Stanford BA, Wang Inst. MS, UCSD Ph.D.20+ years of R&D and consulting experience in text 20+ years of R&D and consulting experience in text processing, user interface design, online processing, user interface design, online publishing, electronic commercepublishing, electronic commerceBell LabsBell LabsCMU Software Engineering InstituteCMU Software Engineering InstituteFounder or co-founder of three companiesFounder or co-founder of three companies3rd one was Veo Systems:3rd one was Veo Systems:pioneered XML in e-commerce, acquired by pioneered XML in e-commerce, acquired by Commerce One in January 1999Commerce One in January 1999At Commerce One, (formerly) responsible for XML At Commerce One, (formerly) responsible for XML architecture / standards / interoperability: architecture / standards / interoperability: “Document Engineering”“Document Engineering”3OutlineOutlineBusiness Model and Technology Co-evolution Business Model and Technology Co-evolution for e-commercefor e-commerceThe XML RevolutionThe XML RevolutionElectronic Marketplaces and Marketplace Electronic Marketplaces and Marketplace NetworksNetworksDocument Exchange ArchitectureDocument Exchange ArchitectureThe XML Common Business LibraryThe XML Common Business LibraryxCBL in the Global Trading WebxCBL in the Global Trading WebCommerce standards as “Marketsite Onramps”Commerce standards as “Marketsite Onramps”Business Model and Business Model and Technology Co-EvolutionTechnology Co-Evolutionfor E-Commercefor E-Commerce5Traditional models for electronic business are based on Traditional models for electronic business are based on long-term, point-to-point, and tightly coupled relationshipslong-term, point-to-point, and tightly coupled relationshipsElectronic Data Interchange (EDI) used since 1980s to Electronic Data Interchange (EDI) used since 1980s to automate routine transactions between established trading automate routine transactions between established trading partners, especially for direct goods, supply chainspartners, especially for direct goods, supply chainsBut EDI syntax not programmer or Web-friendlyBut EDI syntax not programmer or Web-friendlyNot well-suited for small businesses or more spontaneous, Not well-suited for small businesses or more spontaneous, openopen market transactions like indirect procurement market transactions like indirect procurementTraditional Electronic Traditional Electronic BusinessBusiness6CustomersSupply ChainIndirect ProcurementEnterpriseTraditional Enterprise-Centric Traditional Enterprise-Centric View for e-BusinessView for e-Business7Sample EDI MessageSample EDI Message8Business TrendsBusiness TrendsRelentless search for competitive Relentless search for competitive advantageadvantageRuthless efficiency necessary for Ruthless efficiency necessary for survivalsurvivalAccelerating cycle timesAccelerating cycle timesFocus shifting from administrative Focus shifting from administrative efficiency in the enterprise to winning efficiency in the enterprise to winning in the marketplacein the marketplaceBusiness Inefficiencies Business Inefficiencies Lack of real time information for basic Lack of real time information for basic business decisionsbusiness decisionsInability to connect supply to demand Inability to connect supply to demand increases costs and limits revenueincreases costs and limits revenueDisparate technology across the value Disparate technology across the value chain makes planning & collaboration chain makes planning & collaboration slow and expensiveslow and expensive10Problem/Solution MismatchProblem/Solution