【正文】 sonProject CreationProduct Hierarchy based navigationSpecifications, Attachments, Price ExchangeCustomizable default start dateCategory and attribute based search in catalogSupplier splitsMultiround RFQ within the AVLNet Change capabilityBest bid selection, with graphical supportProblem/exception filteringPermissibility FrameworkBuyer/Supplier Catalog mappingMessages and alerts表43 i2 RHYTHM產(chǎn)品組成及功能一覽表之二Demand CollaborationBookmarksDemand Collaboration WorkflowAudit TrailProduct Collaboration WorkflowHierarchical NavigationSeller Centric Auction of Unallocated ATPEnhanced Exception ModelProduct SubstitutionConfigurable Workflows and Business PoliciesChannel SynchronizationAggregate Level ForecastingException Driven WorkflowMultiple dimension hierarchiesUpload/Download and messagingOrder GenerationUser defined data elementsVMISupport for product hierarchyPartner Performance MetricsApproval workflowMulticollab viewFulfillment CollaborationOrder Level VisibilityEmail notification of POs to suppliersEmail notification of shipments to TSPsBroker Centric ArchitectureCreate POs and shipmentsPromotional EventsEDI capability for EDI sets 850, 855, 204, 990, 856 and 214Aggregate Level ExceptionCreate ASN capability for supplierHierarchical Role Based WorkflowCreate POD capability for TSPWorkflow based ExceptionsXML transmission capabilityHierarchical data measuresRosettaNet pliance: Manage PO PIPsStore Level Forecast CollaborationEvent and time triggered problems and alertsDirect Store ShipmentAdapters to CDM/ADWIntegration with ADW and RAPUpload/Download capabilityAutomated Upload/DownloadIntegration with OMS system for visibility to invoicesIncremental Data LoadAdd EDI 810 capabilityIntegration with VialinkSupport approval workflow(client approval before issue of PO)User Defined exceptions/resolution rulesProvide ability for nonRCP system to queryJapanese versionRCP for shipment status(二)產(chǎn)品特性i2 RHYTHM強(qiáng)調(diào)供應(yīng)鏈的規(guī)劃(planning)及最佳化(optimization)。：(1)以簡(jiǎn)馭繁，快速反應(yīng)：i2 RHYTHM能在短時(shí)間內(nèi)計(jì)算數(shù)以千計(jì)的變量與因子，幫使用者快速進(jìn)行規(guī)劃及排程工作，并提供所需的數(shù)據(jù)以利決策。(2)快速建置，提早回收：i2 RHYTHM和一般大型ERP系統(tǒng)的建置導(dǎo)入時(shí)程比較之下，建置時(shí)間顯得短得多。因i2 RHYTHM的建置方法論是以縮短系統(tǒng)上線時(shí)間，確保系統(tǒng)效能及財(cái)務(wù)效益能快速凸顯出來。： i2 RHYTHM專長(zhǎng)領(lǐng)域在于整個(gè)企業(yè)供應(yīng)鏈的管理與整合應(yīng)用，產(chǎn)品目標(biāo)為達(dá)成下列功能：(1)讓前端電子商務(wù)系統(tǒng)能與后端供應(yīng)鏈管理系統(tǒng)連結(jié)。(2)透過系統(tǒng)整合提升企業(yè)系統(tǒng)功能及深度，降低連結(jié)成本，縮短市場(chǎng)反應(yīng)時(shí)間。(3)各產(chǎn)業(yè)的最佳典范個(gè)案可供參考，降低建置風(fēng)險(xiǎn)及成本。(4)支持多種ERP系統(tǒng)及數(shù)據(jù)格式的轉(zhuǎn)換，提高系統(tǒng)整合的價(jià)值并降低復(fù)雜性。(5)提供「事件驅(qū)動(dòng)式流程管理」(eventbased workflow management)機(jī)制，以及「實(shí)時(shí)規(guī)劃」(realtime planning)，降低整體供應(yīng)鏈運(yùn)作時(shí)的長(zhǎng)鞭效應(yīng)。(三)連結(jié)方式i2 RHYTHM的概念將一個(gè)產(chǎn)業(yè)的供應(yīng)鏈體系串成一個(gè)緊密的流程網(wǎng)絡(luò)(Process Network)，換言之，一個(gè)流程的動(dòng)作將觸發(fā)其它公司的相關(guān)流程，因此所有流程的互動(dòng)已不限于企業(yè)內(nèi)部的流程，而是包括企業(yè)對(duì)企業(yè)(B2B)間的交易流程做數(shù)據(jù)傳輸。資料來源：圖46 產(chǎn)品整合功能概念圖i2 RHYTHM在流程連結(jié)上促成的企業(yè)價(jià)值有下列幾項(xiàng)：，將延伸企業(yè)(Extended Business)擴(kuò)及到上游供貨商及下游的最終顧客端。，提高ATP流程(Available To Promise)的效率，改善對(duì)顧客的反應(yīng)時(shí)間。(EndtoEnd)供應(yīng)鏈管理，并幫助整個(gè)供應(yīng)鏈體系達(dá)成JIT(Just In Time)管理的機(jī)制。、同步并且使產(chǎn)能使用率及資產(chǎn)管理最佳化。，提高整體供應(yīng)鏈的競(jìng)爭(zhēng)力及運(yùn)作效能。伍、結(jié)　　論目前全球企業(yè)已開始進(jìn)入電子化e世紀(jì)，一切商業(yè)交易行為都將透過電子化連結(jié)與交易方式進(jìn)行?？梢灶A(yù)見在逐步誘導(dǎo)廠商實(shí)行電子化流程與電子商務(wù)的過程當(dāng)中，企業(yè)流程再造BPR將仍然是企業(yè)落實(shí)商務(wù)做法及建置電子信息系統(tǒng)的過程中不可或缺的重要手段。在本章中將根據(jù)美國(guó)管理協(xié)會(huì)(American Management Association, AMA) 分析的企業(yè)流程再造四大階段，65個(gè)步驟及子工作項(xiàng)目的BPR研究報(bào)告來看前面所介紹的方法與軟件工具以其功能目的及適用的工作階段做一系統(tǒng)性整理；亦分析商業(yè)電子化趨勢(shì)對(duì)未來企業(yè)流程再造工具的發(fā)展有何種影響并造成何種趨勢(shì)。一、工具特性比較根據(jù)美國(guó)管理協(xié)會(huì)AMA發(fā)表的企業(yè)再造相關(guān)文獻(xiàn)中，載明企業(yè)流程再造共六十多個(gè)步驟與工作項(xiàng)目，分為五個(gè)階段：準(zhǔn)備(Preparation)、確認(rèn)(Identification)、標(biāo)竿(Vision)、解決設(shè)計(jì)(Solution)及建置轉(zhuǎn)換(Transformation)。將上述實(shí)施方式和Hammer amp。 Champy (1993)的四階段實(shí)施方式做對(duì)照，AMA的方法多了一個(gè)階段，但基本上AMA的「標(biāo)竿期」(Vision)是從Hammer的四階段(準(zhǔn)備、評(píng)估、設(shè)計(jì)、建置)中的評(píng)估期及設(shè)計(jì)期中獨(dú)立出來的階段。AMA的所有工作項(xiàng)目列表如下頁(yè)：表51 AMA企業(yè)再造實(shí)施步驟一覽表Stage 1：Preparation4AInstrument and Informate1Recognize Need4AConsolidate Interfaces and Information1Develop Executive Consensus4ARedefine Alternatives1Train Team4ARelocate and Retime Controls1Plan Change4AModularize4ASpecify DeploymentStage 2：Identification4AApply Technology2Model Customers4APlan Implementation2Define and Measure Performance2Define EntitiesB. Social Design2Model Processes4BEmpower Customer Contact Personnel2Identify Activities4BIdentify Job Characteristic Clusters2Extend Process Model4BDefine Jobs/Teams2Map Organization4BDefine Skills and Staffing Needs2Map Resources4BSpecify Management Structure2Prioritize Processes4BRedraw Organizational Boundaries4BSpecify Job ChangesStage 3：Vision4BDesign Career Paths3Understand Process Structure4BDefine Transitional Organization3Understand Process Flow4BDesign Change Management Program3Identify ValueAdding Activities4B1Design Incentives3Benchmark Performance4B1Plan Implementation3Determine Performance Drivers3Estimate OpportunityStage 5：Transformation3EnVision the Ideal (External)5Complete Business System Design3EnVision the Ideal (Internal)5Perform Technical Design3Integrate Visions5Develop Test and Rollout Plans3Define SubVisions5Evaluate Personnel5Construct SystemStage 4：Solution5Train StaffA. Technical Design5Pilot New Process4AModel Entity Relationships5Refine and Transition4AReexamine Process Linkages5Continuous Improvement(一)方法工具比較本工具論所介紹的相關(guān)方法工具，和AMA的BPR實(shí)施方法步驟比較，可以整理成下表：表52 BPR方法工具比較一覽表工具名稱目的階段相關(guān)工作子項(xiàng)(參照表51)顧客模式分析(Customer Model)厘清顧客與公司間的互動(dòng)關(guān)系為何準(zhǔn)備期222流程實(shí)體及模式(Process Entities and Model)找出相關(guān)工作流程之間的互動(dòng)關(guān)系準(zhǔn)備期22226組織地圖(Map Organization)將工作流程與職掌范圍劃分清楚準(zhǔn)備期27資源地圖(Map Resources)了解流程耗費(fèi)多少企業(yè)資源準(zhǔn)備期28流程排序(Prioritize Processes)挑選關(guān)鍵流程進(jìn)行再造工作準(zhǔn)備期29流程模塊化(Process Modularize)了解現(xiàn)行流程架構(gòu)并找出可能的信息需求，找尋現(xiàn)行流程可能的改善方式。設(shè)計(jì)期4A7信息需求部署(Specify Deployment)新信息需求建置的優(yōu)先級(jí)評(píng)估，幫助規(guī)劃系統(tǒng)建置的資源使用方式。設(shè)計(jì)期4A4A4A10工作移轉(zhuǎn)評(píng)估(Job Transition Assessment)針對(duì)新流程造成的工作異動(dòng)，進(jìn)行難度與成本高低評(píng)估。設(shè)計(jì)期4B4B4B4B7(二)軟件工具比較本工具論所介紹的相關(guān)方法工具，和AMA的BPR實(shí)施方法步驟比較，可以整