Ariba,was ist blos aus meiner ehemals - 500 Beiträge pro Seite

[williaktie]

Lieblingsaktie geworden,kommen die jemals wieder ins laufen.?

[tripledoubledip]

Ariba ist jetzt schon wieder etwas überbewertet. Der faire Wert liegt angeblich bei USD 1,80. Wurde vor ein paar Monaten von Analysten gesagt. Andererseits wirkt die Truppe doch ganz quirlig.

[dpunkt]

also eine truppe die gerade alle ergebnisse seit börsengang überarbeitet (ausser dem 1. quartal nach börsengang) würde ich mit der kneifzange nicht anfassen.

gruß

dpunkt

[Ariminios]

Erst heissen sie ARBA,dann ARBAE,dann ARBAQ, dann pinksheet

[Tradershark]

Denke, der große Knüller kommt noch!
Zuerst nur 10.000.000 Fehlbetrag zwecks eines gegangenen
Manager!
Dann Bilanzkorrektur zwecks den 10.000.000!
Und nun alle Bilanzkorrekturen!

Da stimmt doch was nicht!

mfg

Sharky

[snag]

Ariba wird überleben, dafür sorgt schon der vorhandene Kassenbestand. Auf den haben Korrekturen vergangener Gewinne keinerlei Einfluss. Leider wird bei Bilanzkorrekturen zu wenig differenziert. Wenn an vergangenen Erlös- und Gewinnausweisen etwas verändert wird, ändert das an dern momentanen Situation des Unternehmens nichts, wenn die momentane Kurseinschätzung auf den aktuellen richtigen Erlös- und Gewinnschätzungen für die Zukunft basiert. Denn in den Kursen wird nicht die Vergangenheit antizipiert, sondern die Zukunft. Anders ist es allerdings, wenn es um Verbindlichkeiten geht, die bisher zu niedrig ausgewiesen wurden. Das beeinträchtigt die Situation auch in der Zukunft, was aber bei Ariba nicht der Fall war - deshalb ist die Diskussion über die Veränderung der Zahlen eine Geisterdiskussion.

Auf einem anderen Blatt steht allerdings, dass Ariba im Vergleich mit anderen Werten aus diesem Sektor heillos überbewertet ist.

Bei Internet Capital, die nicht direkt vergleichbar sind, weil sie nur mit einem kleinen Teil ihrer 36 Beteiligungen mit Ariba konkurrieren, wird die Umsatzmark nur mit einem Bruchteil des Wertes von Ariba bewertet. Und wenn man sich die vier Beteiligungen von Internet Capital, die mit Ariba konkurrieren, ICGCommerce, Freeborders, Synrca und Emptoris einmal ansieht, insbesondere ihre Kundenlisten und neugewonnenen Kunden im letzten Jahr, erkennt man sehr schnell, wo Ariba das Wasser abgegraben wird.

[snag]

Spätestens wenn Ihr diese beiden nachstehenden Artikel durchgelesen habt, werdet ihr erkennen, dass Konkurrenten von Ariba besser im Rennen liegen, weil billig wichtig ist, sondern Collaboration zur Reduzierung der Prozesskosten. Und hat es Ariba von seiner Grundkonzeption her schwer.

Being a Leader with CPFR®

According to Ralph Drayer, an industry consultant and former Procter & Gamble executive, in a recent CIO magazine interview, the difference between success and failure in a CPFR initiative comes down to one thing: leadership.

The Pioneers

In 1987, when Drayer and Wal-Mart´s Sam Walton made continuous replenishment an industry standard, they had no roadmap for success. Rather, they shared the vision that there must be a better way of doing business, and if they could abandon the age-old processes of "negotiation and invoicing" in favor of a more open, trust-based relationship focused on the consumer, they could dramatically improve their respective businesses.

They were right. The foresight of two industry mavericks set the stage for an unprecedented dismantling of the walls between Wal-Mart and P&G, brick by brick. Every new internal process, a new product collaboration opportunity, or incremental improvement to the jointly-managed processes helped tear this wall down. More importantly, these new business processes were nurtured by Walton and Drayer until their innovative notions became the norm and the processes could stand on their own. These processes were formalized and standardized to become CPFR.

Your Leadership Opportunity

While the opportunity to be one of the initial CPFR evangelists has passed, the opportunities to lead still remain. Retailers such as Target® Corporation and manufacturers such as Kimberly-Clark and Procter & Gamble have made collaboration a significant strategic initiative. However, not all companies will require collaboration nor will they provide the technical framework as in the case of Wal-Mart. The majority will state their openness to CPFR but look to the supplier to take the lead. Forward thinking suppliers will seize this opportunity to significantly improve their position with their key trading partners.

In examining your relationship to your most valued trading partners, consider the following questions:

Am I the captain in my category? What would it be worth to me if I were?

How important is my trading relationship with this retailer?

Do I want one of my competitors to be the first to collaborate with them?

Do I want to follow or lead?



Chances are, you´ve identified yourself as a potential leader in collaboration, but you may not know the best way to get started. Here are some ways to lead with CPFR today:

1.
Pick a trading partner. Decide which partner you´ll collaborate with first and organize around that customer. It doesn´t have to be your most important client, but perhaps one that has the same vision as you.

2.
Start small. Find an opportunity for improvement in one product area and do it well. Then go on to the next area.

3.
Be open to change. If the best thing for the collaboration is a new way of doing business, embrace it. Be the best at collaboration.

4.
Get committed and do it now. Collaboration is not going away, and the manufacturers that survive tomorrow will be the ones that excel at collaboration today.



If one of your trading partners has indicated a commitment to collaboration, they will see you as a leader if you take the initiative.


Excerpt "Supply Chain", GCI—Global Cosmetics Industry

March 2003

By Sara Mason

Companies must continue reaching out to partners to promote better communications and speed the flow of product and data through the supply chain.

In 2003, advancing technologies will give rise to challenges and opportunities for companies to increase the effectiveness of their supply chain by managing an increasingly complex network of available information. “The better you manage information, the better you can manage the supply chain,” said W.L. (Skip) Grenoble, PhD, executive director and senior research associate at the Center for Supply Chain Research, Penn State University.

The importance of an effective supply chain cannot be overlooked in the coming year. Not only can it soften the blow of a struggling economy, but it can be the key to your financial success. Clear communication between the marketer, the manufacturer, the retailer and all suppliers in between can be the difference in beating a competitor to the marketplace or successfully implementing a product concept. Not a minor feat in today’s competitive marketplace.

As manufacturers develop new and different ways of going to market to gain a competitive edge with consumers, supply chains are a blending of traditional resources with technology, within a strategic context of competing in the marketplace. There are common themes; however, no two companies’ supply chains look exactly alike. To define supply chain, companies must get involved in the process, starting with the design of the product.

“Today’s supply chain is the flow of products, information and cash needed to bring a product from concept to launch,” said Grenoble. As players push to bring costs down and shorten the time between sourcing of raw materials and the product appearance on the retail shelf, developing a network of efficient, effective supply is imperative.

Economic Effects

The primary goal for manufacturers today should be getting through the economic downturn. According to Bob Bowman, senior editor for Global Logistics & Supply Chain Strategies, this means doing two things that are often seen as mutually exclusive: cutting costs and improving customer service. “The pressure to reduce costs is relentless, stemming from both internal and external factors—in the case of the first, that means dealing with layoffs dictated by top management, and in the second, staying competitive in an atmosphere of often brutal price pressures,” he explained.

Traditional reductions in budgets and costs of sales, marketing, distribution, manufacturing and purchasing only go so far in taking costs out of the total overall business, but a relatively new approach to supply chain has evolved out of companies’ efforts to reduce costs more effectively. Under supply integration, teams across the entire chain, from the store customer to key suppliers, identify and reduce costs wherever possible, often resulting in simplified processes.

“In 2003, I believe manufacturers will continue to act conservatively in terms of spending on systems and infrastructure to promote more efficient supply chains, yet their CEOs won’t stop demanding that result,” said Bowman. It will be key to proceed by creating internal efficiencies so that information flows smoothly among departments that have previously functioned individually.

In addition, global companies must organize separate facilities into a single supply chain or multiple supply chains to a single distribution center. Only then will businesses acquire the ability to synchronize inventory, improve overall customer fulfillment and expand and contract inventories in response to the unsteady economic climate. A lot of opportunities exist in cost reduction and building capabilities as a result of an effective supply chain. Improved collaboration in product development is just the beginning.

Collaborative Innovation

Executing innovation faster and more cost-effectively in a global supply chain is what companies will continue striving for in 2003. This is easier said than done, however. “To have a consistent process, to create virtual product development processes—as if all parties are in the same operation connected by technology and common objectives—the brand has to define its processes, then collaborate with its customers and suppliers,” explained Bernie Burke, vice president of global consulting for Freeborders. He has noticed that leading suppliers are taking proactive strategies to be consultants to product development, bringing innovation to their partners by connecting these processes and skills together.

Challenges exist in building this strategic agreement for cross-functional teams within a brand, of course. A recent survey of resource management professionals in the manufacturing industry conducted by the Educational Society of Resource Management found that two-thirds of manufacturing firms are unsuccessful at synchronizing their supply chain operations with partners. This failure rate occurred even though 9 out of 10 manufacturing firms believe supply chain planning tools would help them with their synchronization needs.

“The challenge of implementing a project like this is that you have to buy into it conceptually and have it make sense,” said Burke. “It has to be mobilized and managed in an effective way.” Hindrances include getting all parties that have to execute it to agree on the strategy and to understand its implications. “Don’t bite off more than you can chew; it will impact process technology and business relationships,” Burke explained.

In implementing this type of network, it is critical that there is one version of the correct and accurate information. Web-based systems are ideal in this instance. They are the most efficient and allow companies greater accuracy in their networks, and many Web-based systems are popping up in all industries. However, conducting all transactions over the Internet carries a lot of risks. “Be safe in what you are doing," warned Grenoble. He also emphasizes that companies shouldn’t use fear as an excuse not to use technology or the web. “There is greater risk in not progressing, and there are other ways to overcome security risks and problems,” he explained

Security Strategies

Of course, since September 11, 2001, security in general is an issue. Hardening the supply chain against any type of attack is a new element to corporate strategy. “The events raise questions about the possibility of future attacks, the form they may take and precautions that will work against these dangers,” said Ralph Dillon, director of quality engineering for Pharmacia Corp. during Pack Expo International.

Advancing technology does lead to new opportunities, particularly in regards to achieving greater security. Radio frequency identification technology improves data management by providing critical identification and tracking functions in the manufacturing process, throughout the supply chain and after the product reaches the consumer. This three-way radio frequency identification is a smart tag of chip placed on a product or palette to help keep it visible. “The reason RFID has been highlighted as a supply chain technology is its impact across the supply chain, from logistics and distribution to new inventory tracking from manufacturing all the way through the retail chain,” said Mike Verespej, editor-in-chief, Frontline Solutions, which selected its Top 100 vendors of supply chain in October. Among the Head of Class for RFID were Texas Instruments and Philips Semiconductors

Technology Control

Technology also is helping the industry pass information quickly in order to react to situations such as a tough economic climate. “It is important to be able to execute… so that as the needs of your supply chain change, you can react by implementing a collaborative process with revised strategies,” said Burke. Adaptability is a key strength in supply chain, particularly in an uncertain or volatile industry. “Improved supply chain management has been helpful in our economy’s ‘soft landing’ by keeping inventory in line with the downturn,” said Grenoble. The supply chain also will help companies rebuild their inventories as the economy recovers. “Out of stocks in the industry have been a problem for years and are only getting worse as we all try to run our supply chains faster with less inventory,” said Steve David, chief information and business-to-business officer at Procter & Gamble. “If we don’t address the issue of how to connect the partners more efficiently using the same data stream, the industry average of 10 to 20 percent out of stocks will not improve.”

Manufacturers are indeed striving to reduce inventories by improving their ability to foresee consumer purchasing patterns, according to Bowman. “This means acquiring better information technology, especially systems that promote collaboration with retailers, so that purchasing and consumption data flow back up the supply chain faster,” he explained. Obstacles to this are a continuing lack of communication standards for transmitting and interpreting that data, even with the presence of the Internet, and the high cost of such systems.

“Many companies purchased a lot of software when times were better and are still struggling to implement it. Now, their CFOs are keeping a tight hold on additional spending. Instead of going for big, all-encompassing planning and optimization systems, they’re buying execution-based software, such as warehouse and transportation management systems, which tend to be cheaper, easier to install and show a much faster return on investment,” Bowman continued.

For some, integrated warehouse management solution software is providing greater control of fulfillment processes and allowing greater management of inventory throughout the supply chain. “This enables us to maintain our high standards in customer service,” said Dean Reid, logistics and distribution manager for Crabtree & Evelyn, which recently implemented a warehouse management solution for its Australian distribution center. “In its first month of deployment, the software delivered noticeably improved efficiency in the pick/pack/put away and receiving processes of the business.” The system was implemented with hand-held radio frequency scanners.

As companies strive for new ways to create efficiencies in the supply chain, automation will continue, as will challenges. Key barriers in going forward with information projects fall into three categories, according to Grenoble. The first incorporates cultural or change management issues—getting the organization and processes ready for a new technology. “Process should be first, along with the people involved, then technology that works,” he explained. Second are market considerations. Customers, suppliers and service suppliers have to be convinced to ensure the new technology to getting the product to market. Finally, there are technology barriers. The most common that Grenoble runs into are lack of resources, complexity of projects, lack of standards and security

Collaboration, Communication, Synchronization

Retailers, manufacturers and suppliers must receive what they order, at the time they expect it, and without error. “Even the most powerful brand names are worthless unless they’re on a product that appears on the right shelf at the right time to meet the expectations of our customers and consumers,” states P&G’s web site. To maintain a competitive advantage, companies must strategize with an effective supply chain in mind. This requires collaboration, communication and information synchronization in the supply chain, coupled with an execution strategy. “Retailers are operating on exceedingly thin margins, and they’re passing that problem upstream to manufacturers. Manufacturers are also seeing a shift in the balance of power, with Wal-Mart and a few other mega-retailers increasingly able to dictate terms on pricing, promotions, shelf space, allowances, returns and the like,” said Bowman.

“Companies must continue reaching out to supply chain partners—suppliers at one end and retailers/distributors at the other—in order to promote better communications overall, speed the flow of product and data through the chain, eliminate redundancies and, ultimately, improve service to the customer,” Bowman concluded

[snag]

Korrektur im ersten Satz: billig nicht so wichtig ist

[snag]

Ariba ist zwar im Bereich Kostenkontrolle stark und wird in diesem Teilmarkt überleben, hat die ausssichtsreichsten Felder des Supply Chains, wo die wirklich großen Einsparungen gemacht werden, nicht besetzt:

Starting a supply-chain revolution
CTOs in the retail supply chain are adding a collaborative planning and forecasting platform to the technologies already in use

By Jack McCarthy November 01, 2002

JOHN DUKER, e-business infrastructure services architect at consumer products giant Procter & Gamble, says things are moving fast these days as America`s largest consumer products maker refashions its supply-chain technology to maximize its efficiency.

"We are trying to get redundancy out of the stocks in our stores and to gain access to information quickly about what is selling so we can replenish our products more quickly," Duker says.

For P&G and others stocking retail stores, getting the right goods on the right shelf at the right time comes down to having the best planning and real-time inventory data. The Washington-based association Grocery Manufacturers of America estimates that the 31,000 U.S. grocery stores lose $6 billion in retail sales each year when consumers fail to find items on the shelves.

This "retail out of stock" problem has been the bane of producers and suppliers for years. Now chief technologists throughout the supply chain are extending collaboration and integration technologies from suppliers to retailers to tackle the problem in an ever more sophisticated way.

By deploying a mixture of a cutting-edge business process called CPFR (Collaborative Planning, Forecasting, and Replenishment) and EAI applications, Duker is leading other CTOs as they fashion increasingly efficient supply-chain connections.

Managing the chain

CPFR is being implemented by major suppliers in network connections with retail partners, says Mike Green, analyst and senior vice president of retail practice in North America at Cap Gemini Ernst & Young in New York. "Some leading-edge companies are introducing this point-to-point solution. If these companies can collaborate and get their systems hooked up, they will make tremendous strides in removing supply-chain inefficiencies," he says.

The supply chain and the technologies used to move goods from manufacturer through distributor to retailer are complicated and costly. CPFR is the platform that manages collaborative relations between supplier and retail partners. Using an Internet-based system, the parties share information on central supply-chain functions and adjust changes in demand and supply accordingly. IT shops can customize the configurations of these functions to suit partners` and their needs.

These Web-based, collaborative networks can generate up-to-the-minute information that can in turn be managed to save thousands of dollars in needless capacity, industry experts say. Further out, supply-chain technology is moving toward an open-standards process called the Global Commerce Initiative that will foster supply-chain communications across multiple suppliers and retailers on a worldwide basis, rather than as a private supply-chain network, Green and others say.

Stock reduction

For now, CPFR is becoming recognized as a new and better way to facilitate the many applications that make up supply chains. Cincinnati-based P&G, with almost $40 billion in revenues and 300 brands stretching from beverages to baby care and fabrics to beauty products, has set up an elaborate supply-chain platform that includes inhouse applications as well as CPFR.

At P&G, the CPFR solution is becoming central to collaboration with retail customers, Duker says. "CPFR allows us to work with our retail customers to share planning information with them, and it allows us to do a better job of planning."

P&G uses Syncra Systems` CPFR offering, a Web-based supply-collaboration platform. Duker says P&G customizes the system to fit with its retail partners, gauges demand and other needs, and adjusts accordingly. "Different trading partners can interoperate in our system," he says.

Data transport over the Internet is secured using Cyclone Commerce software, allowing P&G to exchange supply-chain information with diverse retail partners, Duker says. "You can send and receive information over the Internet, whether its EDI data, XML, or flat files."

Through CPFR, Duker has reduced P&G`s stock inventory by more than 10 percent. "Before, we had more inventory to avoid running out of stock. Now we don`t have to have as much safety stock."

Stock reduction is the aim of Brian Belcher, vice president of information systems at The Scotts Company in Marysville, Ohio. In November the company will begin operating a CPFR system with a major national retail customer. The move is part of a major refashioning of the supply chain for the world`s largest maker of lawn and garden products, which has 10 regional warehouses around the country to coordinate.

Scotts recently deployed SAP`s ERP software to integrate more than 50 legacy systems into one system that combines back-office functions such as distribution and manufacturing. The company also integrated external point-of-sale data into the ERP system using Ascential Software`s enterprise data integration system. By streamlining operations and placing manufacturing closer to retail partners, the company has reduced inventory on hand by about 30 percent.

Now Scotts is ready to leverage these applications with the CPFR system from Manugistics to reach an interactive supply chain with its partners, Belcher says. "Forecasting can be based on point-of-sale data. Everything will become collaborative and will take place in real time."

Kay Williams, vice president of Fort Wayne, Ind.-based Do It Best, the hardware industry`s third-largest cooperative with some 4,300 member stores, is implementing an inventory supply-chain management system with CPFR functionality from JDA Software Group. "We will be able to use it in a collaborative fashion with our vendors so they can take advantage of it to see how well they are doing," Williams says.

She says JDA offers inventory management that makes available information on forecasting, inventory needs, seasonal demands, and the ability to adjust inventory as needed. Williams says she is planning on extending the CPFR services. "We believe [JDA] enables us to lower inventory and improve our level of services," she says.

More CPFR to come

Despite the promising gains made in supply chain through CPFR implementation, it has not achieved industrywide acceptance. Although major consumer packaged goods suppliers such as P&G may be making strides, other companies lag behind, says Peter Abell, director of retail research at AMR Research in Boston. "There isn`t a lot of solid activity yet in CPFR. In these CPFR systems, there is all sorts of data that needs to be fixed. The underlying problem is that data synchronization needs to be fixed."

Cap Gemini Ernst & Young`s Green agrees and says CPFR has drawbacks, including the fact that they are "point-to-point solutions" that are confined to a limited number of suppliers and retailers. In the future, an open-standard system of data synchronization, now in its early stages, will take on much greater importance.

CPFR is developed by the Lawrenceville, N.J.-based Voluntary Interindustry Commerce Standards (VICS) Association, with guidelines that define processes and best practices for establishing and implementing collaborative relationships among trading partners.

But further out is the Global Commerce Initiative, a voluntary organization of retailers supporting universal data synchronization. "The Global Commerce Initiative is the next big step for supply-chain collaboration. A lot of people are working on GCI. It is expected to happen in the next few years," Green says.

Duker says P&G is working for the initiative with UCCNet, a subsidiary of the Uniform Code Council, a global standards organization. "A lot of work is going on in the GCI," Duker says. "We are trying to give the standards bodies input."

Still, the vision of a worldwide open standards for data flow around bar codes and other product information remains in the distance, says Belcher of The Scotts Company. "It`s more of a wait-and-see proposition right now," he says.

[dpunkt]

#6

egal was es für auswirkungen auf das laufende geschäft hat - wenn jemand die zahlen für mehrere geschäftsjahre ändern muss, ist das für mich nicht gerade eine vertrauensbildenen maßnahme.

das sagt in meinen augen einiges über die qualität des unternehmens. (bzw. dessen mitarbeiter)

gruß

dpunkt

[snag]

Ich glaube, Du musst da stärker differenzieren, was man "verbrochen" hat. Bei Ariba und I2 geht es im wesentlichen, um die Aufteilung von Erträgen auf unterschiedliche Jahre. Die Regeln dafür sind nicht so exakt, wie Du annimmst. Wenn beispielsweise für die Nutzung eines Softwarepakets für eine Laufzeit von fünf Jahren eine Einmalzahlung von 100.000 und jährliche Zahlungen von 50.000 vereinbart werden, stellt sich die Frage, wieviel in jedem der funf Jahre an Ertrag zu verbuchen ist. Muss man die 100.000 Einmalzahlung auf die funf Jahr verteilen, obwohl man bei der Implementierung zusätzlichen Aufwand hatte?

Ganz anders sieht es aus, wenn man Verbindlichkeiten verschweigt.

Aber es dürfte klar sein, dass der 1. Fall sich heute nicht mehr auswirkt (vom Ansehen abgesehen), während einem der 2. Fall (die Enron-Variante) um die Ecke bringen kann.

[HamburgerRoyalTS]

Komisch, bei SCM Software denke ich zuerst an JDEdwards und I2 , jedenfalls nicht an ARIBA, war auch lange zeit dort Aktionär, habe mich aber am letzten Monatg zu 3 Euro aus der Aktie verabschiedet