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1、信息系統(tǒng)的概念與作用龍軍生北大光華管理學院信息系統(tǒng)的概念商業(yè)的角度n信息系統(tǒng)是一個以信息技術為基礎的企業(yè)和管理的解決方案(solution)w重點是企業(yè)的解決方案w信息技術只是個工具而已n企業(yè)不買技術，只買解決問題的方案n信息系統(tǒng)是企業(yè)的一部分w業(yè)務流程的一部分n對有的公司來說，是一大部分企業(yè)組織的要素與信息系統(tǒng)的作用業(yè)務流程n手續(xù)，規(guī)則人與人事關系n說服力，拉關系組織結構n組織圖，部門關系，管理制度文化n行為規(guī)范，理念，認知度信息化的重點nEnable 流程創(chuàng)新w減化流程w新業(yè)務流程n制度化（固化）n自動化（盡量）決策支持與知識管理n支持企業(yè)的學習能力組織的功能與信息系統(tǒng)銷售與市場營銷銷售與

2、市場營銷制造制造財務財務人力資源人力資源等等等等銷售銷售規(guī)劃規(guī)劃執(zhí)行執(zhí)行顧客顧客服務服務采購采購財務系統(tǒng)財務系統(tǒng)供應鏈管理系統(tǒng)供應鏈管理系統(tǒng)產品產品管理管理設計設計ERPCRMDDSOA知識管理知識管理信息一體化下的制造企業(yè)銷售銷售設計設計計劃計劃物流物流/供應鏈管理供應鏈管理顧客服務顧客服務執(zhí)行執(zhí)行采購采購庫存控制庫存控制市場預測市場預測倉儲管理倉儲管理運輸管理運輸管理產品產品供應鏈管理供應鏈管理信息一體化下的服務企業(yè)顧客顧客銷售系統(tǒng)銷售系統(tǒng)交易工具交易工具交易管理交易管理 市場聯結市場聯結風險管理風險管理結算結算交易單交易單市場市場日報表日報表執(zhí)行報告執(zhí)行報告互聯網時代的趨勢顧客需求的趨勢

3、服務速度自己服務，更加個性化更多產品和類型整體性產品業(yè)務流程的趨勢服務和銷售一體化顧客服務一致性，可靠靈活的制造，方便的送達流程的透明度高組織結構的趨勢外包，扁平化品牌為中心的，OEM虛擬組織，延伸了的組織管理信息系統(tǒng)的作用業(yè)務流程創(chuàng)新的Enablern本質上改變企業(yè)的競爭力w成本優(yōu)勢w價值優(yōu)勢表面上的結果w管理過程化w組織扁平化w職能綜合化三個管理理論的學派技術-理性為主的n重在完成任務的精度n將任務組織成工作，工作成為生產體系行為為主的n強調企業(yè)如何適應內部和外部環(huán)境的變化認知為主的n強調如何應用專技和知識去解決問題，追求企業(yè)的學習能力技術-理性學派的特點組織象一個機器（金字塔）n龐大，官

4、僚n重數據收集，分析，監(jiān)控功能n規(guī)劃n組織n協(xié)調n決策n控制技術-理性學派與信息技術管理重點管理重點傳統(tǒng)的管理活動傳統(tǒng)的管理活動現帶的管理活動現帶的管理活動信息系統(tǒng)的貢獻信息系統(tǒng)的貢獻分析工作分析工作時間和工序分析時間和工序分析流程分析流程分析-工程工程Enable 流程創(chuàng)新流程創(chuàng)新- 整合信息系統(tǒng)整合信息系統(tǒng)組織管理組織管理管理組織金字塔管理組織金字塔收集分析信息收集分析信息-工作流工作流- 改改PULL 為為PUSH行為學派的特點人是企業(yè)的一部分，不只是工具組織的效率取決于組織的適應力管理活動特點n快速大量的工作n繁多而分散的信息n關系網n以語言為主要交流手段n控制議程行為學派管理與信息技

5、術管理重點管理重點傳統(tǒng)的管理活動傳統(tǒng)的管理活動現代的管理活動現代的管理活動信息系統(tǒng)的貢獻信息系統(tǒng)的貢獻計劃計劃從上至下的中央從上至下的中央計劃計劃分布式計劃分布式計劃計劃協(xié)調計劃協(xié)調組織組織上級決定分工上級決定分工權力下放權力下放網絡，遠距離工作網絡，遠距離工作領導領導 激發(fā)激發(fā)/威嚇員工威嚇員工支持員工挑頭支持員工挑頭網絡網絡控制控制精確的微觀控制精確的微觀控制下放下放分布式控制分布式控制創(chuàng)新創(chuàng)新中央的專門化的中央的專門化的部門負責部門負責顧客，員工都可顧客，員工都可以創(chuàng)新以創(chuàng)新會議軟件，群件，會議軟件，群件，GDSS環(huán)境環(huán)境敵對性強，邊界敵對性強，邊界分明分明戰(zhàn)略聯盟戰(zhàn)略聯盟電子商務，系統(tǒng)

6、協(xié)作電子商務，系統(tǒng)協(xié)作認知學派的特點組織是一個學習體企業(yè)的效率取決于組織根據現有的知識和環(huán)境，通過學習，作出正確的決定。管理活動的特點n知識管理n解決問題為中心的n信息加工認知學派管理與信息技術管理重點管理重點傳統(tǒng)的管理活動傳統(tǒng)的管理活動現代的管理活動現代的管理活動信息系統(tǒng)的貢獻信息系統(tǒng)的貢獻Sense-making個體管理者的學個體管理者的學習過程習過程群體學習過程群體學習過程減少個人的褊見減少個人的褊見組織學習組織學習知識固化在業(yè)務知識固化在業(yè)務流程中流程中組織收集和保存組織收集和保存組織知識組織知識數據庫數據庫+網站網站知識庫知識庫 財務與資產為中財務與資產為中心的心的核心能力有關的核心

7、能力有關的知識知識員工的知識員工的知識專門的軟件專門的軟件管理的風格對信息系統(tǒng)的影響管理方式管理方式管理重點管理重點對信息系統(tǒng)的影響對信息系統(tǒng)的影響技術技術-理性為主的理性為主的- 強調計劃，組織，控強調計劃，組織，控制，分工，精度制，分工，精度自動化，收集數據，自動化，收集數據，集成集成行為為主的行為為主的- 組織對環(huán)境的反應速組織對環(huán)境的反應速度和適應度和適應用戶接收度，系統(tǒng)互用戶接收度，系統(tǒng)互合性合性認識為主的認識為主的- 學習能力，知識管理學習能力，知識管理能力能力知識管理，保持個人知識管理，保持個人的知識和技能的知識和技能管理者的角色人事角色n領導者n共識生成者組織角色n司令員：命令

8、，監(jiān)視，控制n協(xié)調者信息角色n收集數據，整理信息，發(fā)散信息n組織的代言人決策角色n采取行動方案n解決沖突n分配資源管理角色與信息系統(tǒng)人事角色n領導者n共識生成者組織角色n司令員：命令，監(jiān)視，控制n協(xié)調者信息角色n收集數據，整理信息，發(fā)散信息n組織的代言人決策角色n采取行動方案n解決沖突n分配資源電子通訊系統(tǒng)ERP，OAOADSS系統(tǒng)決策的水平戰(zhàn)略決策n決定組織的長期目標，資源和政策管理決策n追求運作和資源的利用率的有效性知識決策n產生，評估，推廣新的想法運營決策n日常經營決策信息化的重點業(yè)務流程創(chuàng)新與自動化n目前最有投資的地方n回報是每天的目標n顧客服務nSTREAMLINEn反應速度n新的方

9、式做生意大變化時代下的管理挑戰(zhàn)大變化的時代n什么都在變,而且是突變n變的速度在加快含義n管理也要跟著變w無定勢w生存下來的是適應者, 不是最強者w重過程n不追求完美w但要及時n做事的尺度縮小w18個月以外的計劃基本上不切實際w反應速度是非常要緊的n創(chuàng)新大變化時代下的信息系統(tǒng)反應速度快一體化n企業(yè)內部n企業(yè)之間更新快n每幾年重來一次便利性小結信息系統(tǒng)在企業(yè)里的應用是廣泛的n目前, 自動化與制度化業(yè)務流程是最具回報的w自動化是對創(chuàng)新后的業(yè)務流程而言的信息系統(tǒng)應該是n企業(yè)問題的解決方案(貓論)n靈活易改變n幫助整合分離的業(yè)務流程n提供無與比擬的顧客便利性案例: UPS可靠、高效的著名包裹服務商n每天

10、13.6百萬件包裹n每天1.8百萬顧客和7百萬收件人.n1999年總銷售額$270億美元UPS的IT歷史:n1990: .UPS Netn1993: DIAD(Delivery Information Acquisition Device)n1995: API +tracking systemnlate 2000: 6 OnLine Toolsn2001: e-commerce, e-logistics+案例: UPSWhat are the input, processing, and output of UPSs package tracking system? What technolo

11、gies are used? How are these technologies related to UPSs business strategy? What would happen if these technologies were not available?案例: UPSInput:nPackage information, customer signature, pickup, delivery and timecard data, data location(while on route), and billing and customer clearance documen

12、t.Processing:nMainly,the data is transmitted to a central computer and stored for retrieval.Output:nMostly the same data as the input-pickup and delivery time, location while on route, who signed for the package.案例: UPSTechnologies used include handheld computers with devices to automatically captur

13、e shipping information, barcode scanners, telecommunications for transmitting data, cellular phone network, and computer.The strategy is still the original one:”best service and lowest rate”. Technology allows UPS and its customers to always know where a package is.If the technology were not availab

14、le, then UPS would, as it has through most of its history, attempt to provide that information to its customers, but at a high price. Note the pressure to reduce process time and cycle time問題 1.What are the major components of the IT infrastructure required to do business in the 1990s?2.What are the

15、 key enabling technologies for building the IT infrastructure? 3.How have these technologies evolved over the past 30 years? 4.What is the difference between IT infrastructure and IT applications?5.How can a manager ensure that he or she is capturing the value from investments in information technol

16、ogy? IT 能提供可持續(xù)競爭優(yōu)勢嗎？論點nIT 不能是競爭優(yōu)勢的持續(xù)源泉n那么什么是呢？結論n可持續(xù)競爭力不取決于某一個技術或策略n可持續(xù)競爭力來源于下列能力w制定決策w迅速有效地執(zhí)行這個決策w比任何競爭對手都要低很多的成本w一句話：敏捷的組織、學習的組織對IT的意義nIT是實施企業(yè)戰(zhàn)略的工具n組織必須具有設計、構造、應用所需的企業(yè)應用軟件IT的兩個主要作用nIT 是一個建筑有效組織的平臺. wIn this role, IT is a source of knowledge and information, a platform for communicating and sharing

17、 information; it is a necessary component of the infrastructure required to creative a flexible, adaptive org. that embodies both tight control and flexibility.nIT是一個開發(fā)增值的戰(zhàn)略應用軟件的強有力的工具wIT application must be able to be created and deployed quickly and must be capable of adapting to changes in strate

18、gy and its execution. Firms must create a robust, stable It infrastructure that serve as a platform for developing and implementing new value-added application quickly and less cost.IT能提供可持續(xù)競爭優(yōu)勢嗎？案例：SABRE的演化1960s, Began as inventory-management tool-technical change.By mid-1970s, as control centre- f

19、light resource planning, AA management change Installed SABRE terminal in travel agencies. As travel-industry distribution mechanism- transform the marketing and distribution of airline services.Today, as electronic travel supermarket -SABRE Travel Information Network.p.122Organization design challe

20、nge The IT design challenge parallels the organization design challengeThe organization challengeWhat activities we should keep inside?IT and External Industry ParticipantTransactionContractPartnershipBasis of InteractionDiscrete exchange of goals, services and payments(simple buyer/Seller exchange)

21、Prior agreement governs exchange(e.g. Service contract, lease, purchase agreement)Shared goals and processes for achieving them (eg. Collaborative product development)Duration of interactionImmediateUsually short term, defined by contractUsually long term; defined by relationshipLevel of business in

22、tergrationLowLowModerateHighCoordination and controlSupply and demand (market)Terms of contract define procedures, monitoring, and reportingInterorganizational structure, processes, and systems, mutual adjustmentInformation flowPrimarily on way; limited in scope and amount; low level of customizatio

23、nOne or two-way; scope and amount are usually defined in the contractTwo way(interactive);extensive exchange ot rich, detailed inf.;dynamically changing; customizableWhat is the difference between IT Infrastructure and IT Application?Session 2: Winning Competitive Advantages with IT1.Case Study: UPS

24、, Sina, Internet trading2.Discussion: Reconceptualising IT 3. The key applications in business4.Strategic Information systems5. Summary of how IT can be used to implement Competitive Advantages1950s: TECHNICAL CHANGES60s-70s: MANAGERIAL CONTROL80s-90s: INSTITUTIONAL CORE ACTIVITIESGROWING IMPORTANCE

25、Information as Strategic Resource CHANGING CONCEPTS OF INFORMATION SYSTEMSTIME PERIODCONCEPTION OF INFORMATIONINFORMATION SYSTEMPURPOSE1950-1960BUREAUCRATIC REQUIREMENTELECTRONICSPEED ACCOUNTING & ACCOUNTING MACHINEPAPER PROCESSING1960s-1970sGENERAL PURPOSE SUPPORTMISSPEED GENERAL REPORTING REQUIREM

26、ENTS1970s-1980sCUSTOMIZED MANAGEMENT SUPPORTDSS - ESSIMPROVE, CUSTOMIZE DECISION MAKING1985-2000STRATEGIC RESOURCESTRATEGIC SYSTEMPROMOTE SURVIVAL ANDCOMPETITIVE ADVANTAGEPROSPERITY OF ORGANIZATIONBUSINESS FOUNDATIONSTRATEGIC ROLE OF INFORMATION SYSTEMSSTRATEGIC INFO SYSTEM:CAN CHANGE GOALS, OPERATI

27、ONSPRODUCTS, SERVICESENVIRONMENTTO GAIN COMPETITIVE ADVANTAGECompetitive Advantages with IT1.Case Study: UPS, Sina, Internet trading2.Discussion: Reconceptualising IT 3.The key applications in business4.Strategic Information systems5.Summary of how IT can be used to implement Competitive AdvantagesP

28、orters Five Forces ModelTHE FIRMTRADITIONAL COMPETITIONNEW MARKET ENTRANTSSUPPLIERSCUSTOMERSSUBSTITUTE PRODUCTS & SERVICESMethod to Gain Competitive AdvantageBarriers to entry keep out potential competitors and substitutesTies to suppliers can cut costs, improve quality,and lock out competitorsContr

29、ol over distribution provides stronger markets and keeps out competitorsBuilding ties to customers builds loyalty, improves products and increases marginsCreating switching costs keeps customers loyalBUSINESS LEVELS STRATEGY AND INFORMATION TECHNOLOGYINDUSTRY COOPERATION vs COMPETITIONCOMPETITIVE FO

30、RCES MODELELECTRONIC TRANSACTIONSLICENSINGNETWORK ECONOMIESCOMMUNICATIONS NETWORKSSTANDARDSINTERORGANIZATIONAL SYSTEMSINFORMATION PARTNERSHIPSFIRMSYNERGYCORE COMPETENCYKNOWLEDGE SYSTEMSCORE COMPETENCIESORGANIZATIONAL SYSTEMSBUSINESS LOW COSTVALUE CHAIN ANALYSISDATAMININGDIFFERENTIATIONIT-BASED PRODU

31、CTS / SERVICESSCOPEINTERORGANIZATIONAL SYSTEMSSUPPLY CHAIN MANAGEMENTEFFICIENT CUSTOMER RESPONSEBUSINESS LEVELS STRATEGY AND INFORMATION TECHNOLOGYVALUE CHAIN ANALYSISnHighlights Activities that add Margin of Value to Product or ServiceDATAMININGnAnalysis of Data to Find Patterns & Rules to Guide De

32、cision MakingValue Chain ModelAdministration and Management Human ResourceTechnologyProcurementSupportActivitiesInboundLogisticOperationsOutboundLogisticSales andMarketingServicePrimary ActivitiesMaterialsHandlingDeliveryManufacturingParts assemblyOrder processingShippingAdvertisingPromotionService

33、RepairHow Technology Support Value Activities？Value ActivityUse of TechnologyInbound logisticsJust-in-Time InventoryOperations Process Control SystemsOutbound logisticsOn-lines to the order-entry systems of suppliersMarketing and SalesLaptops for direct SalesAfter-sale serviceElectronic dispatch of

34、technical supportHow Technology Support Secondary Activities？Secondary ActivityUse of TechnologyManagement CommunicationElectronic mailHuman resourceOnline access to personnel files with a skill databaseTechnologyComputer-aided design and manufacturingProcurementOnline access to suppliers Inventory

35、filesFirm-level Strategy and Information Technology(1) Optimum OperationsSynergies: When outputs of some units can be used as inputs to other unites, then unique non-market relationships can lower costs and generate profits.How Can IT be used strategically here?To tie together the operations of disp

36、arate business units so that they can act as a whole.訂單發(fā)運應收款總帳物料單計劃制造庫存管理應付款采購成本MRPMCUSMMOMMINVMGLSMPURMAPSMPRCMARSMSHPMMRPII(Manufacturing Resource Planning)BILM價格手冊定制產品材料分析批號跟蹤管理報告合格供應商車間管理Core CompetenciesnAn activity at which a firm is a world-class leader, may include being the worlds best fibe

37、r-optic manufacturer, the best miniature parts designer, the best package delivery service, or the best thin film manufacturer. -rely on knowledge.How can IT be used to advance or create core competencies? nKnowledge Management Systems encourage the sharing of knowledge across business.(2) Enhancing

38、 Core CompetenciesBy altering the product development cycle or by increasing the speed of distribution.By development new business by use of new IT, e.g. Videoconferencing vs. hotel business.Industry-level Strategy and Information Technology(1) Change the nature of products and servicesIn a network,

39、 the marginal cost of adding another participant are about zero,whereas the marginal gain is much larger. The larger the number of subscribers in a telephone system, or the Internet,the greater the value to all participants.Change the market, eg.ATMs, Point-of-Sale system.(2) Network EconomicsCompet

40、ition Force ModelTHE FIRMTRADITIONAL COMPETITIONNEW MARKET ENTRANTSSUPPLIERSCUSTOMERSSUBSTITUTE PRODUCTS & SERVICESSummary of how information technology can be used to implement competitive strategiesApproach 1: Lower costs1. Use IT TO substantially reduce the cost of business processes2. Use IT to

41、lower the costs of customers or suppliers.4.15THE FIRMTRADITIONAL COMPETITIONNEW MARKET ENTRANTSSUPPLIERSCUSTOMERSSUBSTITUTE PRODUCTS & SERVICES通訊支持通訊支持(COMMUNICATIONS SUPPORT)配銷中心配銷中心供應商供應商供應商支付供應商支付WAL-MAT總部總部財務財務(FINANCING)衛(wèi)星通訊衛(wèi)星通訊零售商店零售商店POS數據數據(Point-of-sale data)組織學習組織學習 (Organizational Learni

42、ng)視訊聯接視訊聯接（VIDEO LINK）POS數據數據(Point-of-sale data)WAL-MAT供應鏈供應鏈PartnerWall-Mart沃爾-馬特是近20年來美國發(fā)展最快的零售商。70年代公司年銷售額只有4000萬美元。1995年銷售額已達936億美元，列美國最大企業(yè)排名第四位。2000年市值2567億美元，列世界第7位。至盡，公司已擁有2133商店、469家山姆會員商店和248家購物廣場，遍布美國、墨西哥、加拿大、巴西、阿根廷、南非、印尼、中國等地。Wall-Mart沃爾-馬特：成功之道：在于理念和手段理念：創(chuàng)始人沃爾頓先生倡導的盡量降低經營成本，實行低價銷售。n宗旨：

43、幫顧客節(jié)省每一分錢。n口號：天天平價，始終如一。n1995年經營成本占銷售額的15.8%（世界上大多數零售商的經營成本在40%以上）手段：擁有世界上最大的私有衛(wèi)星系統(tǒng)，與3800家供貨商實現計算機聯網?？偛康挠嬎銠C系統(tǒng)與16個發(fā)貨中心以及1000多家商店連接，做到即時銷售，大大壓縮產品時間成本，減少庫存風險，加速資金周轉。Approach 2: Differentiate1. Develop new IT features to differentiate products and services2. Use IT features to focus products and service

44、s at selected market niches.Approach 3: Innovate1. Create new products and service that include IT components2. Make radical changes to business processes with IT3. Develop unique new markets or market niches with the help of IT應用案例戴爾計算機公司戴爾計算機公司 ：直銷與個性化服務的典范向企業(yè)銷售:5,000家美國公司服務的“首頁”計劃。當戴爾公司贏得一家有400百人

45、以上的企業(yè)客戶時，它就為那家客戶建立首頁。首頁只不過是一套比較小的網頁，常常同客戶的內聯網聯接(銷售和租賃），讓獲準的雇員在線配置個人計算機、付款、跟蹤交付的情況每天約有500萬元的戴爾個人計算機以這種方式定貨。首頁讓客戶能即刻得到技術支持（再也不用在電話里等待?。?，與銷售人員聯系。 向個人銷售：網上訂購、網上跟蹤、網上支付Approach 4: Promote Growth1. Use IT to manage regional and global business expansion2. Use IT to diversify and integrated into other prod

46、ucts and serviceApproach 5: Develop Alliance1. Use IT to create virtual organizations of business partners (information partner)2. Develop interorganizational information systems that create strategic business relationships with customers, suppliers, subcontractors, and others如Amazon的網站上，購書客戶在填寫訂單的最

47、后，選擇幾種運輸方式。 Amazon通過網絡直接將運輸業(yè)務轉移給不同的運輸的公司，同時為客戶返回一個運輸號?？蛻裟軌蛟谌魏螘r間登錄到指定的運輸公司網站，根據運輸號，查詢自己的書的運輸狀態(tài)。最終取得低成本的優(yōu)勢?？蛻粼贑isco公司的網上下訂單以后， Cisco同時在后臺連接到Fedex公司的信息系統(tǒng)，把運輸的指令發(fā)給Fedex， Fedex則根據這些指令及時將客戶的訂購產品送貨上門。 Cisco公司在Fedex那里獲得每個運輸物品的編號，將其返回給客戶。客戶可以隨時登錄到Cisco的網站，在查詢訂單信息的同時，能看到自己訂購的物品的當前運輸狀態(tài)。而這些運輸狀態(tài)信息則是Fedex通過網絡直接及時

48、地更新Cisco網站的數據庫來實現的。案例Approach 6: Improve Quality and Efficiency1. Use IT of to dramatically improve the quality of products and service2. Use IT to make continuous improvements to the efficiency of business process 3. Use IT to substantially shorten the time needed to develop, produce, and deliver p

49、roducts and serviceApproach 7: Build an IT Platform1. Leverage investment in IT people, hardware, software, and networks from operational uses into strategy applications.2. Build a strategic information base of internal and external data collected and analyzed by ITApproach 8: Other Strategy1. Use inter-organizational information systems to create switching costs that lock in customers and suppliers2. Use investment in IT to build barriers to entry against industry outsiders 3. Use IT components to make substitution of competing products unattractive