The EBS application model suggested in Figure 3.3 implies that the range of EBS, resident-memory PCs, and Internet-enabled applications are integrated together so that information and business processes flow freely from any one place in the networked supply chain to any other place. In greater detail, the model assumes that internally companies have accessible synchronized repositories of data about customers, processes, and products that transcend the boundaries of departments, divisions, and geographical units. The model likewise assumes that externally,
customers and suppliers have the ability to traverse company-centric silos to tap seamlessly into information or generate transactions any where in the supply chain. Such a vision requires cross-functional integration linking applications and data across business units, operating systems, and hardware platforms.
Networking Framework Tasks
While the benefits of networking are tremendous, actually executing an effective comprehensive strategy for both external B2B and internal EBS integration is a complex matter. According to a Forrester Consulting study [5], companies often spend more on integration-related projects than needed because they are imple- menting point solutions without understanding the full breadth and scope of their broader integration needs. At the time of the survey 80% of the 260 IT executive respondents rated their infrastructure as somewhat ineffective. Top among the causes were an overabundance of integration tools due to the implementation of single business unit solutions, toolsets based on older technology, and the fact that their main tools did not handle EDI and B2B solutions nor take advantage of SOA.
To meet this integration challenge, the following critical issues will need to be addressed:
Evaluation of the capabilities of the existing integration toolset(s) and com- ◾
parison to a list of current and future business needs must be performed. It is imperative that the following components are considered: enterprise applica- tion integration (EAI), B2B, business process management (BPM), and MFT. Integration standards must be available for document formats that enable the ◾
transfer of information between differing business systems.
Automated and standard transformation and routing tools must be available ◾
to convert and transmit data in varying formats and be compatible with exist- ing investments in systems, transports, and business documents formats. Tools needed to create and manage distributed business processes and the ◾
documents exchanged must be implemented.
Strong security must be implemented that allows data transfer to be encrypted ◾
and digitally signed.
The integration tools must leverage standard Internet transmission protocols ◾
as well as open data formats to facilitate data transfer between companies. The integration tools must be cost effective for small as well as large compa- ◾
nies to enable mass market B2B transaction and trading.
In responding to such a formidable list of requirements it is critical that compa- nies develop an integration framework strategy. Such a strategy enables companies to implement scalable integration capabilities that provide system designers with the ability to partition the business process logic found across application programs
(components) and arrange the collaboration framework needed to meet functional requirements.
Middleware
At the heart of the integration architecture can be found a broad set of technology functions that has been termed middleware. The role of middleware is to coordinate and enable applications running on one computer to communicate with applica- tions residing on another computer. Middleware provides an e-business structure to access legacy systems, EBSs, data structures, data warehouses, a repository con- taining a metamodel of the overall environment, and B2B interface points that constitute the range of network applications. Middleware provides the engine that enables internal and external business functions to pass data between each other. According to McWhirter [6], middleware can be said to fall into two categories:
Data-Oriented Middleware.
◾ In this category middleware facilitates the shar-
ing of information between different applications, such as a CRM system and an EBS.
Process
◾ -Oriented Middleware. This category of middleware enables the pro- cessing and integrity of transactions and insures system integrity.
Both categories can reside on a server embedded in one of many application lay- ers. Functionally, when a transaction occurs in an application like e-procurement, the data passes through to the middleware layer where it is translated into a com- mon language by any one of a number of middleware tools, such as XML or Java. Following, the data are then passed are a readable format into another application layer, say the purchasing application inside of an EBS. An illustration of an e-busi- ness integration structure can be seen in Figure 3.4.
As e-business collaborative commerce has expanded, the requirement for more complex connectivity tools that can not only pass data, but also facilitate process- oriented business workflows, has increased. Organized around the term business process management (BPM), this subset of middleware is focused on integrating business processes across business units, applications, and enterprises. The goal is simple: how can companies align business processes to deliver key information and performance indicators as opposed to just moving data back and forth. Through modeling tools that enable the creation of processes via a dynamic graphical envi- ronment, BPM provides visibility to business processes that span many types of computer systems and architectures to assist managers monitor, measure, and resolve Web-enabled processes throughout an e-business environment. BPM also provides tools that automate and integrate processes by generating graphical user interfaces to trigger event management across intercompany and networked supply chains. Finally, BPM activity output provides managers with metrics so that pro- cess integration can be further fine-tuned [7].