VALUE CREATION FOR SMES USING COLLABORATIVE
COMMERCE MARKETPLACES
Yen Ping Cheung
Clayton School of Computing, Monash University, Clayton, Australia
Daisy Seng
Department of Accounting and Finance, Monash University, Caulfield, Australia
Jay Bal
Warwick Manufacturing Group, University of Warwick, Coventry, United Kingdom
Keywords: Collaborative commerce marketplace, value creation, business model, SMEs and value-focused thinking.
Abstract: To compete with low cost competitors from other regions of the world, collaborative commerce
marketplaces (CCMs) can assist SMEs to innovate and rejuvenate their business. For instance, CCMs allow
the configuration of partners’ capabilities very quickly in response to market’s demand to collectively bid
for tenders/projects. Through collaboration with partners in the CCM, SMEs are able to venture outside
their regions to capture new markets. A comprehensive, visual and dynamic CCM model is presented in this
paper which can be used as a basis for further study of CCMs. Two selected case studies from a CCM are
used to verify the proposed model. The layered approach of the model provides opportunities for further
examination of the dynamic and complex interactions in CCMs
1 INTRODUCTION
The introduction of Internet technology and
electronic communication in the mid 1990s initiated
the inception of electronic marketplaces
(eMarketplaces) which created a lot of hype about
how businesses could benefit from this new
electronic environment and how they could have
access to global economy (Burke, 1997; Hodge and
Cagle, 2004; and Mehler et al., 1997). Despite the
publicity, many businesses, in particular small-to-
medium enterprises (SMEs) who employ less than
200 full-time employees (ABS, 2003) find it very
difficult to participate in global economy. If they
join a major supply chain via an eMarketplace they
will be near the bottom of the industry with the
constant prospect of being replaced by low-cost
competitors from nations like China and India. If
they try to go it alone by directly reaching major
customers they usually exhaust their business
development resources well before they can land the
required contracts given the length of time and costs
associated with product development lead times and
selling cycles. Further, it is very difficult for SMEs
to go outside home markets which inevitably lock
companies into lower profit margins, eroding the
necessary profits to keep innovating their products
and services to stay competitive.
Even though there are at least one eMarketplace
and sometime as many as ten in each industry sector,
the actual user take-up of eMarketplace is modest. In
the UK only two percent of business-to-business
(B2B) transactions are currently going over the web,
despite the fact that a quarter of businesses have
signed up to eMarketplaces. We believe that these
figures are misleading as most of the businesses that
have signed up are generally only participating in
free on-line trials. More significantly, only two
percent of companies’ suppliers relationships are
conducted over the web, with an overwhelming 92
percent of supplier relationships are still being
maintained through traditional channels. It seems
that the current eMarketplaces’ business models are
not working as anticipated (Bal, 2005).
63
Ping Cheung Y., Seng D. and Bal J. (2007).
VALUE CREATION FOR SMES USING COLLABORATIVE COMMERCE MARKETPLACES.
In Proceedings of the Ninth International Conference on Enterprise Information Systems - SAIC, pages 63-71
DOI: 10.5220/0002370000630071
Copyright
c
SciTePress
However, there is considerable research
underway in Europe on effective collaborative
commerce models (CCMs), one such project is the
European Collaborative Networked Organisations
Leadership Initiative (EcoLead, http://ecolead.vtt.fi/)
which starts off with the vision:
“In ten years, in response to fast changing
market conditions, most enterprises and particularly
SMEs will be part of some sustainable collaborative
networks that will act as breeding environments for
the formation of dynamic virtual organizations.”
One of the most advanced practical examples is
the West Midlands Collaborative Commerce
Marketplace (WMCCM, www.wmccm.co.uk). This
is one of the first practical examples of breeding
environment for collaborative networked
organisation. This three year old project has over
3100 registered SME members, covering a broad
spread of industrial competences. Over 200 of these
members have been competence profiled, to capture
what they can do, not just what they do now. It has
tenders feeds from a range of partners, over 40,000
tenders in the last year. The system allows quick
creation of networked organisations in response to
tender opportunities, and this has generated over
AS$8 million of new business for the members.
Adding value is the key objective for WMCCM, and
this is achieved by identifying what members can
really do, making that available to the outside world
in an independent trusted manner, and creating
networked organisations quickly in response to
opportunities. On-line collaborative working allows
this to be done at low cost.
The objective of this paper is therefore, two-fold:
To investigate the comprehensive, visual
business model for CCM system proposed by
Seng et al. (2006) using case studies and
To identify specific value creation from
selected case studies in the WMCCM.
The remainder of this paper is structured as
follows: Section 2 provides background information
on the differences between existing eMarketplace
and CCM; Section 3 discusses the opportunities and
benefits of CCM; Section 4 presents the research
methodology adopted; background information on
two selected case studies are provided in Sections 5
and 6 respectively; Section 7 contains a detailed
discussion of the model and its value creation; a
brief summary is presented in Section 8; and finally
finishes with a conclusion and further work in
Section 9.
2 EMARKETPLACE AND CCM
Similar to the traditional marketplace, in electronic
marketplaces purchasers and sellers are brought
together for the purposes of buying and selling of
goods and services; conducting financial activities
and transactions as well as information exchange.
All these activities, transactions and exchanges take
place in the ‘virtual marketplace on the Internet’
rather than at a physical venue.
The early definition of eMarketplace by Bakos
(1991) as “an interorganisational information system
that allows the participating buyers and sellers to
exchange information about prices and product
offers” has been widely accepted (Choudhury et al.,
1998; Clemons et al; and Forrester Research, 2001).
This definition has been refined and updated to take
account of the changes and complexity of the
eMarketplace environment by numerous scholars
(Federal Trade Commission 2000; Grieger, 2003l
Raisch, 2001; Sculley and Wodds, 2001; and Weill
and Vitale, 2001). eMarketplace in the context of
this paper is defined according to Stockdale and
Standing (2004) as ‘an interorganisational
information system that allows multiple buyers and
sellers, and other stakeholders, to communicate and
transact through a dynamic central market space,
supported by additional services” (Stockdale and
Standing, 2004).
By integrating collaborative supply chain
services through eMarketplace, firms, organisations,
individuals and/or any other stakeholders can
collaborate and share information with each other
without relying on one self’s heavily pre-invested
infrastructure (such as Electronic Data Interchange
or EDI). Indeed eMarketplaces act as a facilitator for
seamless information sharing and create visibility in
the supply chain (Rudberg, Klingenberg and
Kronhamn, 2002).
eMarketplaces can be grouped into horizontal
eMarketplace and vertical eMarketplace based on
products and industries (Kuglin and Rosenbaum,
2000; and Deloitte, 2000).
According to Li and Li (2005), the current
business models for eMarketplace are generally
classified into 3 categories (from the perspective of
eMarketplace operators), that is, (i) independent
eMarketplace; (ii) consortium eMarketplace and (iii)
private eMarketplace. Independent eMarketplace is
established by an independent third party, whereas
consortium eMarketplace is set up by some
participants (buyer or seller) in a single industry. In
contrary, private eMarketplace is usually operated
by one firm to facilitate its own business process, for
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64
instance, eMarketplace of Cisco (Li and Li, 2005;
and Raisch, 2001).
Collaborative commerce marketplace (CCM) is
an independent eMarketplace system which is based
on a group of stakeholders cooperating as market
makers for common interest. Common interest may
lie within a geographic area, specific goal (ie.
business objectives) or the type of industry.
In addition to the existing eMarketplaces’
functionality and characteristics, the WMCCM
serves SMEs and their customers by supplying
competence profiling and brokerage facility;
collaborative (virtual) teaming capability as well as
electronic communication capability. The
independent CCM not only puts strong emphasis on
service and capability, but also competence of how
an organisation applies its skills and processes in
other unrelated products or sectors. The functionality
of competency identification will allow a first tier
supplier to identify new or alternative sources of
supply for product, while the brokerage system will
in effect by identifying all possible virtual
organisations that can supply those competencies.
Furthermore, collaborative (virtual) teaming
capability will provide SMEs a framework and
mechanism for creating rich relationship across a
distributed supply chain with members
geographically dispersed.
The CCM will also be able to complement the
role of the vertical multi-national industry specific
eMarketplaces by presenting them an effective way
to reach the lower tiers of the supply chain where
SMEs predominate.
3 OPPORTUNITIES AND
BENEFITS OF CCM MODEL
In addition to basic business operations,
opportunities for innovation have emerged through
CCM models. The areas of innovation focus on
capability rather than products. CCM models focus
more on bringing businesses (based on their
capabilities) together to exploit new opportunities.
The innovation agenda is of high priority in
Australia, the USA and Europe because these
regions cannot match the manufacturing cost
available to nations such as China and India. CCMs
help switch the focus of marketplaces from doing
better matched (and thus cheaper!) buying and
selling to a focus on quickly putting together
resources to exploit new opportunities. Existing
eMarketplaces have assisted in making
manufacturing a commodity, if I can’t source a
capacity from Australia, I can get it from China,
India or Europe. CCMs switch the focus to
capability, rather than capacity. These systems offer
huge opportunities for innovation and adding value
to businesses, thus providing competitive advantage
over others. Some of these opportunities are listed
below:
Quickly generate new capability or capacity;
Conduct collaborative new product or service
development or enhancement;
Collectively offer or bid for a project;
Share expensive infrastructures and resources;
Access to other national and international
markets;
Increase business agility and
Make capability more widely accessible
Like other developed industrialised countries,
many traditional industries in the UK have been
badly affected by low cost competitors like China
and others. Manufacturers are no longer limited to
local suppliers and restricted by geographical
locations. The reality for local or regional SMEs is
that they have to innovate to remain in business. One
way is to collaborate with other SMEs to bid for new
contracts in new markets. In some cases, they may
be applying the same processes or their know-how
to target new products or markets as shown in one of
the cases in this paper.
Another illustration of this is a partner company
who for the automotive industry manufactured seat
frames. Key skills and process included the ability to
“bend and join,” wire precisely. They have now
become the leading world provider of body piercing
jewellery. A product that also requires the skills and
capability to “bend and join,” wire precisely. The
profit margins are much higher and they judge the
work as more interesting.
Through collaboration with others in the
eMarketplace, new and more attractive offers can be
made collectively to the market rather than as
individual offers. Also, CCMs enable the sharing of
expensive resources which SMEs on their own may
not be able to afford. Thus such platforms provide
low cost, high quality and timely resources.
Besides enabling SMEs to keep pace with an
ever-changing business landscape, other
opportunities in the form of access to global
markets, changed (or new) production methods and
costs, enhanced communication, reduced transaction
costs and stimulated competition are all drivers for
enabling SMEs to survive in today’s global economy
(Sculley and Woods, 2001; Timmers, 1999; Tumolo,
2001; and Stockdale and Standing, 2004).
VALUE CREATION FOR SMES USING COLLABORATIVE COMMERCE MARKETPLACES
65
From the above descriptions of CCMs, the CCM
model needs to be very dynamic in nature and
adaptable to changes in highly unpredictable
situations. It aims to offer different structures to
participating parties seeking adaptability and
flexibility in highly dynamic environments. This
flexibility allows businesses to respond to fierce
global competition, short product life cycles and
heightened customer demands. In addition, the CCM
model also allows participating parties to maintain
close technology-enabled relationships until
business objectives are completely achieved. It
potentially allows organisations to fully exploit the
low procurement costs associated with arm’s length
relationships and shared risks and expertise of
traditional supply chain (Williams, Esper and
Ozment, 2001).
4 RESEARCH METHODOLOGY
According to Cavaye (1996), case study research
investigates pre-defined phenomena but does not
involve explicit control or manipulation of variables.
A research methodology using the case study
approach combines data collection techniques such
as interviews, observation, questionnaires and
document and text analysis. Following data
collection, both qualitative data and analysis
methods and quantitative methods may be used
(Yin, 1994). Here the research has less prior
knowledge of constructs and variables and the aims
of case research are list below:
To provide a description of phenomena;
To develop theory;
To test theory;
To provide evidence for hypothesis;
To explore areas where existing knowledge is
limited.
For the reasons mentioned above, we aim to use
case studies to test the proposed CCM model.
Initially we have selected two case studies from
different industry types to verify the proposed
model. These case studies are described below.
5 CASE STUDY 1: RAILWAY
TOILET MODULES
An initiative undertaken by the West Midlands
Regional Development Agency (UK) in 2004 to
examine the prospects for railway manufacturing
predicted a three percent year on year increase in the
coming decade. Discussions with the main OEMs
(French and Canadian companies) identified several
areas where there was a shortage of suppliers; one of
these was for passenger carriage toilet modules.
From an engineering perspective, processes to
manufacture a particular product or component can
be identified by physical examination of the product
or component. For example, in the case of the
railway toilet modules, some processes are metal
fabrication, plastics moulding, electrical harness
design and manufacture and assembly of
parts/components. In the region it was difficult to
find a single company that possessed all these
capabilities. This is often the case; it is too difficult
to build up a supply chain with the necessary
competences. Our model, as implemented in the
WMCCM, since it focuses on competences, and not
existing products, allows us to configure a capability
from local suppliers very quickly in response to a
demand or need.
Figure 1: Processes required for the Railway Toilet
Module.
In this case, using the partner search function, a
networked organisation, with all the necessary
competences was put together, and asked to build a
prototype on behalf of the OEMs. They used the
Collaborative Project Spaces on the WMCCM
system to co-ordinate the work. Import substitution
capability of this type, provides immediate
opportunities for local SMEs in the West Midlands
region.
The innovation of this case is that by looking at
local end products, there was no way of meeting this
need, but by looking at competences in terms of
engineering processes and skills, we can nearly
always build a local capability. In addition, it also
provided an opportunity to introduce local suppliers
to a market leader in the railway toilet field (in this
case either Swedish or Finnish) to assist in capacity
building.
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6 CASE STUDY 2: INJECTION
MOULDING TOOLING
Figure 2: Injection Moulding Tooling.
Through the WMCCM, an inquiry was received
from a South African Automotive industry injection
moulded components supplier (in the Port Elizabeth
region) regarding possible suppliers of tooling for
them. This demonstrated the ability of the system to
publicise competences worldwide, something that
SMEs alone would find it hard to do with their own
websites, because of trust and accessibility reasons.
The WMCCM enabled this company to be in contact
with three local partners in the West Midlands who
had the capability. Eventually a local company
became the main tooling provider to the South
African company. The company made the choice of
moving from a Taiwanese supplier because of the
capacity to use English with the provider and also
because the timeline was the same.
This case illustrates a number of key points.
Firstly SMEs need an independent trust rating and it
is difficult for others to believe everything that is
published on all the individual websites, to win
business from afar. Secondly, complementary
competences can exist between regions. Port
Elizabeth in South Africa is a region with many
automotive assembly operations but there has not
been time for a full support infrastructure for the
industry to be developed. On the other hand, the
West Midlands in the UK, is one region where
automotive assembly is dieing out, but a very good
support infrastructure still exists. There are obvious
synergies in helping connect via, a marketplace such
as that proposed. In this particular example, one of
the goals is for the UK tooling supplier to act as an
agent for the South African injection moulders in the
WMCCM region, and the reverse, the injection
moulder to act as an agent for the tooling capability
of the UK SME in the Port Elizabeth region.
This case study demonstrates the possibility of
linking partners anywhere in the world and from
there new businesses can be created to benefit those
regions concerned. Even though this case study is
concerned with injection moulding tooling, any
types of businesses is possible. The innovation is in
enabling the connection in trusted environment in
the first place. To this effect WMCCM have just
recently signed an agreement with the National
Small Industries Corporation of India, the
government body for supporting small businesses to
explore complementary competences between
regions.
7 APPLICATION OF BUSINESS
MODEL FOR CCMS
The comprehensive, visual business model for CCM
described in Seng et al. (2006) has been refined to
include two layers as depicted in Figure 3. The first
layer is concerned with the strategic direction of the
CCM systems. It deals with emergent inter-
organisational strategy and with fundamental and
mean objectives. The second layer looks at the
tactical and operational aspects of the CCM systems.
It deals with the interactions between core business
competencies, emerging competencies and support
competencies and how they may co-operate to attain
objectives and value creation.
7.1 Strategic Layer
In the context of the CCM model, an “emergent
strategy” encompasses value creation which includes
new opportunities and latest innovation. This
emergent strategy of value creation is inter-
connected with fundamental objectives that are
defined by Keeney (1994) as “a statement of
something that one wants to strive toward”.
Therefore applying this business models to the two
case studies described in previous two sections, we
have the following SMEs requirements as
interpreted in terms of fundamental objectives as:
“I need to find companies to help me do ‘X’”
as in Case Study 1
ÆMaximize partner formation
“I need access to new customers and markets”
as in Case Study 2
ÆMaximize access to new business
These objectives are then decomposed into means
objectives which are “methods to achieve ends”
(Keeney, 1994).
VALUE CREATION FOR SMES USING COLLABORATIVE COMMERCE MARKETPLACES
67
Figure 3: Application of business model for Case Study 1 and Case Study 2.
ICEIS 2007 - International Conference on Enterprise Information Systems
68
Accordingly “maximize partner formation” may be
achieved by identifying partners competencies,
maximize partners collaboration and efficient use of
resources. “Maximize partner formation” on the
other hand may be accomplished through maximize
partners competencies matching and effective
utilization of partners competencies, among others.
7.2 Tactical and Operational Layer
The second layer of the CCM model deals with both
tactical and operational aspects of the CCM. In the
context of Case Study 1, the main tactical emergent
competency is partner/supplier identification. As
mentioned in Section 5, it is very difficult for a SME
to possess all the capabilities necessary to build the
railway toilet module. The availability of all
members’ skills in the CCM allows the
configuration of partners’ capabilities very quickly
in response to market’s demand. This ensures new
opportunities are embraced through collaboration
with partners in the CCM.
Another aspect of this model is the
decomposition into an underlying layer that deals
with operational or actual processes that contribute
to the manufacturing of the product. For instance,
the processes required to manufacture the railway
toilet module are: metal fabrication; plastic
moulding; electrical harness design; and
manufacture and assembly of components.
The tactical emergent competency used to
support Case Study 2 is competence profiling which
consists of three main activities. Firstly competence
data (key skills, key capabilities and ability to
change and to adapt to different situations, among
others) are collected from partners. Secondly, the
information collected is then validated which assists
towards overcoming issue of trust and confidence
between trading parties. Lastly, the information is
made available to the outside world in a trusted
manner. This case study demonstrates value creation
(becoming a major tooling provider after receiving
an inquiry) for SMEs through the availability of the
CCM that allows connections between previously
unknown parties.
In addition to both emergent competencies,
underlying standard core business and support
competencies such as information systems, human
resources and finance, among others are also
components of this model.
8 DISCUSSION AND SUMMARY
SMEs in regional areas of the UK are struggling to
face competitions from cheap imports of countries
such as China and India. To remain competitive and
in some cases to remain in business, SMEs can
benefit from the potentials offered by CCMs. By
working in trusted domains such as the WMCCM,
benefits far outweigh initial set up costs. By
presenting their capabilities through competence
profiling, SMEs in CCMs are accessible to many
potential customers and projects not just within their
own regions but also to others outside their regions
as demonstrated in the case studies. At the same
time, numerous opportunities for new business and
partnerships are made possible in CCMs.
There is a lack of business models that address
CCMs in particular. Most traditional models are one
way models pushing products to customers (or other
business as in the case of business to business
applications). However CCM models are dynamic in
nature and adaptable to changes in highly
unpredictable situations. Thus they are multi-way
systems pushing products and pulling
information/participation from users of the CCM
system. In this paper we have presented a
comprehensive, visual and versatile model for
CCMs. This provides a framework for investigations
and study of CCMs such as identifying innovations
and values offered by CCMs and the interactions
between the various layers of the CCM.
9 CONCLUSION AND FURTHER
WORK
In conclusion, CCMs are emerging trends in
conducting business over the Internet, in particular
they can provide huge benefits to SMEs. In regions
where SMEs are struggling to compete with other
low cost competitors such as China or India, CCMs
provide opportunities for business innovations and
business rejuvenation which would not have been
possible otherwise. New products and new markets
are some of the opportunities created in CCMs.
Traditional business models are inadequate in
addressing the dynamic and multi-way
collaborations of CCMs. To address the dynamic
and multi-way collaborations of CCMs, a layered
model of CCM is proposed in this paper. This
layered model addresses the strategic, tactical and
operational layers of the system allowing the
emergent strategy to drive the subsequent layers of
the model. Importantly, this framework also
VALUE CREATION FOR SMES USING COLLABORATIVE COMMERCE MARKETPLACES
69
provides a basis for numerous opportunities to
further study CCMs.
Some areas for further study of CCMs are given
below. The layered model enables each layer of the
model to be investigated in detail. For instance, at
the operational level, new or emergent processes can
be identified and mathematical models comprising
value functions can be developed to quantify the
value added to the CCM. Keeney’s value-focused
thinking methodology of fundamental and mean
objectives can be further explored in the CCM
model, particularly in linking them to the
interactions with the subsequent layers of the model.
Further mining of innovations from the
WMCCM is needed to capture knowledge of CCMs.
Thus more case studies from the WMCCM will be
investigated in the future for refinement of the
proposed CCM model. Other areas for future work
are to capture experiences gained from past
tenders/projects and to determine the success and
failures of partnerships in CCMs.
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