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Day 1 Sessions
E-Business today is challenging both corporate and government leadership to push their horizons further than ever before. The World Wide Web is less than ten years old. What does today's leadership see for tomorrow and the next ten years? What are the promises, opportunities and challenges that lie ahead? How will today's vision transform the public and private sector environments of the future? How do the financial markets see the valuation of Internet-based company stocks in the future? This track will address issues such as new opportunities, new challenges, competitive pressure, round-the-clock/round-the-globe operations, long-term technology advances, fiscal and financial pressures, and organizational structure changes. Co-Chair
The commercial world has exploited customer-focused, integrated supply chains to achieve outstanding customer service while reducing costs by up to 40 percent. Building on the commercial model, the DoD is implementing integrated supply chains to transform current product support practices, currently valued at over $60 Billion per year. The Integrated Supply Chain track explores commercial and DoD experiences with integrating supply chains customer-focused market segmentation, and competitive sourcing. If you are a DoD program manager, this is a must to learn about emerging PM life-cycle responsibilities. If you are a commercial logistics provider, this is a must to explore market opportunities within a $65 Billion market. If you are a DoD logistician, this is a must to learn first-hand and become part of DoD's logistics transformation. Co-Chairs Lou Kratz
Trading and governing in the new millennium will require a different mix of skills and approaches. As new enterprise dimensions unfold, how will managers lead enterprises through change and deal with their own changing roles? Issues of cultural identification and ownership, shared values and value systems, learning organizations, technology insertion, relationship management, mergers/acquisitions/divestitures, and process/information-centric enterprises become crucial. Co-Chair
Virtual Enterprises whether government or commercial, are composed of people, products, services, infrastructure, information and financial resources from multiple heterogeneous companies/organizations. What does an integrated virtual enterprise look like? Why create it, and how does it improve the organization's ability to meet its strategic goal and vision? How does government and industry benefit from integration and what are the pitfalls to be avoided? Within the integrated enterprise knowledge base support, the management of information, which is viewed as an asset, is not a by-product. What are the requirements for knowledge, and can an integrated data environment be created? What are the security implications of doing business in a virtual environment? The track examines both industry and the defense department efforts to achieve integration, and also surveys several industry case studies. Co-Chairs Kevin Hamm
An increasingly important characteristic of future successful enterprises is agility. One useful definition of Agility is to gain and retain competitive advantage through mastering the art of change, by adapting to constantly changing marketplace challenges and exceeding accelerating customer demands. Today's global competitive environment demands more than flexible production, good service, operational efficiency, and rapid response. Improving quality, cutting costs, and empowering employees are valuable tactics, but do not by themselves improve an enterprise for long. Agility demands that the enterprise continually work with its employees, its customers, its suppliers, and its competitors interactively, holistically, and synergistically. To become an agile, networked competitor, there are four strategic dimensions on which enterprises should concentrate: Enriching the customer, cooperating to enhance competitiveness, organizing internally to master change, and leveraging people and information to create evolving competitive advantage. This track focuses on strategic and tactical aspects of Agility keyed to Electronic Commerce including agile supply chain management and virtual enterprises. Co-Chairs David Knies Carl Shrake
Performance measurement is the process of gathering feedback and interpreting the data in relation to criteria. Are actions yielding the results that were intended, and are the results likely to continue? This effort has evolved well past traditional monitoring and accounting to encompass many perspectives from strategy through process, organization and technology. There is much experience to share concerning the formation of useful indicators, software to support decisions, the use of measures to guide organizational change, common pitfalls, and much more. Co-Chairs Dixie Botsford
Benchmarking has an important role in business. It is, knowing where you are at any given instance during strategy development, process determination, organization alignment, technology development, and system integration. There is a continuum of effort that is unique to your business, depending upon where you are relative to best-in-class. Benchmarking identifies excellent comparisons as a basis for judgment. It is a 'reality check' on what others have achieved. A benchmark serves as a target, either to be matched or to be exceeded with innovation and continuous improvement processes. This session will provide you with the methods and purview of tools necessary to conduct world-class benchmarking of enterprise integration. Co-Chairs Frank Hull Day 2 Sessions Theme: Building Electronic Enterprises Seven tracks compliment Wednesday's program by addressing the enabling tools and technologies needed by E-Business enterprises. Your corporate knowledge and information are critical assets that require strategic planning and control. Key speakers focus on the specific technical aspects of the E-Business environment that are here today and represent the building blocks for the visions and strategies presented on day one. Using the same mini-seminar format you will learn and dialogue with industry, government and solution providers how to approach the planning and implementation of these important tools and techniques within your enterprise, regardless of its size.
This track focuses on experiences in developing E-Business enterprises. Many tools are available for this development. Which are best? What has worked? What will be available tomorrow? Should one make or buy? Fix or replace? Reengineer or incrementally change? What has worked for others, and can it work for you? Is the Internet ready for you? Are you ready for the Internet? How can a widely dispersed supply chain be incorporated? How much training is required? Tomorrow's hot new tools and methods are being developed today. How does one find something that works today and can cope with both cultural and technical changes? Can you navigate this constantly shifting landscape and develop an E-Business that has the most elusive of characteristics: profitability and longevity. Vision, best practice and case studies attempt to place reasoned answers to questions such as these. The track will include technical and management tools, approaches and experiences in developing E-Business enterprises. Co-Chairs John Seely-Gant
The hottest enterprise integration engine of the 90's now faces its own predicament-change. What will the next generation of ERP solutions look like? Will this high flying market segment, dominated by SAP, BaaN, Oracle, PeopleSoft and J.D. Edwards, be able to change its product offerings to satisfy increasing customer demands for openness and interoperability. Can the ERP systems installed today mesh with the vision of tomorrow? Issues of interface compatibility and support for product data system integration are also crucial concerns. Co-Chairs Mark Lane
The creation and management of product data for an integrated environment remains to this day a key fundamental and elusive issue. To date, there is no consensus on definition, cross-industry data standards, interface standards, interoperabilty issues, vendor openness, and most importantly how does product data integrate with the ERP? How should product data be managed and who owns it? In an open environment, how are intellectual property rights protected without denigrating the best qualities of the integrated environment? Can product data be integrated with emerging enabling technologies such as data warehousing (product data to product information to product knowledge) and transaction enabling systems such as electronic catalogues? And, finally, can product life cycle planning/processing become a reality? Co-Chairs Chuck Cash
The Web is a medium that is enabling the transformation of business processes and industry structures, and is one of the prime components of the forces of economic change as we enter the 21st Century. Co-Chairs Biscuit Wev
This series will look first at a census as to what technologists think knowledge management is and then will delve further to develop an appreciation for the business value it brings to the enterprise. Be a part of the debate as whether this is a fad or the strategic way that we will harness information technology in the next millennium. Examine best practices and case studies in both government and industry. Regardless of your conclusions, participation in this session will give you a keen perspective as to how to direct your enterprises in this area by giving you the criteria for assessing the relevance of this emerging movement in technology, processes and culture. The state of the technology is just one issue; a more relevant and intense question to answer is "What is the state of my own enterprise and is it prepared to embrace the emergence of this new concept?" Discussions that can help start you towards a pragmatic understanding of the relevance of this movement in academia; government and industry will be strongly encouraged. Co-Chair
Internets, Intranets, Extranets, Local nets, Wide-Area nets � nets, nets and more nets. A corporate networking strategy has become a critical element in strategic planning and competitive positioning whether you are from government or industry. As bandwidths and telecommunications capabilities expand with new technical developments and services such as network backbones and low-Earth orbit systems our business potential grows with it. What kind of new products and services can organizations expect? What is the future for the ability to conduct long-distance collaborative activities? How do we manage the administration of networked environments? What about privacy, security, intellectual property and standards? Unimpaired electronic commerce is still at the mercy of cyber-terrorists. This track will help attendees understand the elements of network strategic planning and its relationship to E-Business and the need to understand and explore security issues and requirements for the new information age. This session will review the evidence of real threats to electronic commerce and explore the most relevant questions to ask before you become an electronic business enterprise. Co-Chair It's one thing to have a vision, it's another to establish a viable plan for achieving that vision, and to do so in a world where the only constant is change. Changes come from many sources- customers, competitors, new markets, new products, acquisitions, mergers, partners, laws, regulations and standards. In response to these pressures and opportunities organization leadership can define objectives and where they want to go. How do companies harness the power of information technology (IT) to affect the necessary changes? Can IT provide the means for rapidly modeling, implementing and managing the cultural, structural and procedural changes needed to remain viable and competitive? This track will focus on the approaches to organizational change management using proven tools and techniques to address the people, process, and technology relationships. Co-Chair Overview | Conference
Planning Committee | Letter from the |