Hi -
My experience is the larger companies might have one or two business
resources (sometimes more) typically called EDI or EC coordinators.
These folks typically are the first point of contact with the
customers/suppliers and are responsible for determining if the volume
justifies
the implementation, sending guidelines, prioritizing the efforts, and
theoretically should define any new business requirements outside the
scope of the current EDI infrastructure.
Ideally, the coordinators should have some project management skills so
they ensure the business processes are in place for the
implementation. Frankly,
the skills of the coordinators can sometimes be weak, and they function
instead at an admin level, are highly dependent on the technical team
for even the simplest business information and expect IT to drive the
project. "Just email when it's done" mentality.
Occasionally, companies splinter and the business organizations own the
EDI/EC processing. For example, the supplier organization might have
their translator/parcer & there is another group such as logistics with
a different translator/parcer doing something else. If it is too
splintered, different divisions within the same company might be sending
different ASN requirements (for example) to the same customers. Not
ideal in my opinion. Most companies now realize that it is better to
have central operations but sometimes there are other reasons such as
internal politics.
Usually, there is a technical team reporting to IT that handles the
process analysis, technical specifications, mapping, and monitering or
coordinating with an outsourced IT organization.
Since being a consultant, with 2 exceptions that come to mind, I've
always worked for the IT organization although I strongly feel that the
business owns the process. The smarter companies realize this.
Susan Stecklair
URL: www.ecommerce-inc.com
<http://www.ecommerce-inc.com> Your Leader in ERP Integration Services
and B2B Products
( 408.996.7492 Business Office
( 408.892.8269 Mobile
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