GLOBAL SUPPLY CHAIN MANAGEMENT

CASE: GS-25
SGSCMF: 001-2001
DATE: 07/17/01 (REVISED 03/23/05)

SEECOMMERCE:
ENHANCING SUPPLY CHAIN VELOCITY AT
DAIMLERCHRYSLER
SEECOMMERCE ENCOUNTER: MARCH 2000
Jerry Quell was in a quandary. His company had begun to take a strategic look at its supply
chain two years before and had reinvented most of its major supply chain systemsdemand
collection and forecasting, order processing, inventory control, and warehouse
managementover the previous five years. Because the companys supply chain was mature
and had been the focus of numerous improvement initiatives, Quell was in a dilemma as to how
he might further improve demand forecasting and minimize inventory for the service parts group
while ensuring that customers were not left waiting for replacement parts at a dealer.
Quell was the senior manager of Materials Operations Planning for the Mopar Parts group at
DaimlerChrysler. He had been with the company for over 15 years, and was involved in most of
the supply chain initiatives previously undertaken by the division. Recently, in 2000, Quell
became aware that one of DaimlerChryslers weak areas was supply chain collaboration, and that
there was a pressing need for better visibility in order to shrink Mopars decision-cycle times and
react to unplanned changes promptly. As he was exploring alternatives for addressing this
challenge, he came across a company called SeeCommerce, which had recently received
recognition from AMR Research. SeeCommerce provided performance management solutions,
a topic in which Quell was interested. Accordingly, out of curiosity, he picked up the phone to
learn more about SeeCommerces offering.
SEECOMMERCE: HISTORY
Founded in 1996, SeeCommerce was a Palo Alto-based company with over 120 employees.
Since its inception, SeeCommerce had received infusions of over $66 million in venture capital
from A-list investors such as Amerindo Investment Advisors, Integral Capital Partners, Insight
This case was prepared by Paresh Rajwat under the supervision of Professor Hau Lee at Stanford University. The case was
prepared as a basis for class discussion and not to illustrate either effective or ineffective management practices.
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Capital Partners, Sierra Ventures, Voyager Capital, and others. The company had also been
awarded the APICS Certificate of Excellence in Innovation, Arthur Andersen Best Practices
Award, AMR Researchs 12 Hot New Applications Market Leader, Red Herring 100, Upside
Hot 100 and the Enterprise Outlook Investors Choice Top 10. As a result, it was clear that
SeeCommerce was the leading provider of supply chain performance management and
improvement applications, designed to enable business managers and trading partners to
continuously manage and improve business performance across complex supply chains.
SeeCommerce's products had been adopted in a wide variety of industries, including high-tech,
automotive and packaged-goods manufacturing, retail and financial services. In addition,
industry-leading companies such as Ariba, Siebel Systems, Deloitte Consulting, KPMG, and
IBM Global Services had endorsed SeeCommerce's products through strategic partnerships.
Furthermore, SeeCommerce had referenced more than 30 customers across the United States and
Europe, including Nestl Germany, Pfizer, Philips, Polaroid, PNC, FIAT, Qwest,
DaimlerChrysler, Applied Materials, Charles Schwab, and SCI.
COMPLETING THE SUPPLY CHAIN MANAGEMENT CYCLE
Quell was interesting in understanding what had made SeeCommerce so successful, and why it
outstripped its competitors in so many performance areas. To learn more, he began to
investigate the product.
SeeCommerce was intended to be an improvement on a basic business process that was
commonly used to operate a supply chain: the PlanExecutePlan Cycle (Exhibit 1). Planning
solutions provided by i2, Manugistics, Adexa, and others gave what-if capabilities to their users
to help to improve a companys performance. Similarly, order processing and management
solutions provided by Oracle, Commerce One, SAP, Ariba, and their competitors enabled the
execution of transactions. However, without a transparent and real-time view of the supply
chain, managers confidence could ebb and, as a result, the entire supply chain would slow to a
crawl. Most managers still relied on manual reports for performance data on each connection
(manufacturing, warehousing, transportation, etc.) of the supply chain. If managers could not
look across the enterprise at the various links to access information and tune performance, it was
difficult to act fast and address problems before they occurred. SeeCommerce provided the
required transparency by adding a Measure dimension to the traditional supply chain cycle,
thus completing the management cycle to PlanExecuteMeasurePlan. This new dimension
enabled better performance management, provided easy access to all data in the supply chain and
offered a what-is capability to business users. By adding this crucial step, SeeCommerce had
integrated all the components (event management, visibility and business processes) of supply
chain performance management and improvement, to provide a complete solution.
Increasing Visibility through SeeCommerce
Prior to 2000, supply chains consisting of suppliers and customers were usually connected
through various channel masters that provided the service of purchasing, transportation,
planning, and sales, etc. (Exhibit 2). Each channel master acted independently. Because of this
independence, they did not have the visibility of other channel partners, and collaboration among
them was infrequent. SeeCommerce envisioned the post-2000 supply chain with suppliers and

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customers connected through a common business-to-business (B-to-B) home page and a single
channel master center which would enable all supply chain processes (such as supply, demand,
material, production, inventory, and fulfillment) to share a common data pool (Exhibit 2). The
key to the post-2000 model was transparency, making collaboration the big differentiator.
The suite of SeeChainTM applications (Exhibit 3) provided by SeeCommerce allowed companies
to measure the accuracy of forecasted demand, raw material availability, production performance
against plan, finished goods availability, customer service fulfillment etc. at various stages and
collaborate on their performance over the Web. Data in different information systems at
different locations could be assessed, aggregated, compared, and shared. This dramatically
reduced the time it took to make decisions and adapt to market trends. (Exhibit 4 depicts the
measured impacts through SeeChainTM on decision-cycle time and other performance
parameters.) The solutions increased supply chain velocity by replacing manual performance
systems, or systems that did not exist, with automated measurements and alert systems.
SeeCommerce empowered business managers to see problems and effects over time, to take
corrective actions and gain measurable supply chain improvements.
The solution also helped business users benchmark company performance against industry
standards, reduce operational costs by automating information distribution, generate fewer
printed reports by making information available anytime, from anywhere, using a Web browser;
and also provide Web-based access to critical information across the total supply chain. As a
result, executives did not need to be at their desks at all times but could receive e-mail alerts and
simply log onto the network and access the required information. They could immediately see
performance measurements from demand to supplyacross product lines, distribution centers,
and their entire organizationfrom a single screen view and could have all of the relevant
information at their fingertips, with explanations for changes in performance. (Exhibit 5 gives a
sample of potential competitors of SeeCommerce.)
Impact of Timely Performance Measurements Through SeeChainTM
In an age of hyper-competition, continuous innovation and new product development is a key to
success. Companies need to manage the time to new product introductions, and alert suppliers
about product changes during and between product life cycles. In the front part of the product
life cycle (Exhibit 6), the contribution of the new product to a company increases with time,
while in the back part of the life cycle, the contribution decreases with the passage of time.
Ultimately, the product is replaced by another new product.
Managing successful product rollover requires close tracking of operational data and demand
trends of a product. SeeCommerce provided this tracking and performance measurement
functionality. It supplied product performance snapshots and helped managers identify the
turning points when the contribution of the product began to diminish. If production plans were
to be changed, suppliers could be immediately notified. This way, the product can be
transitioned smoothly from one generation to the next. Improved product demand visibility
helped companies to better plan the timing of the ramp-up phase of the new product cycle
relative to the previous product, enabling a quick product transition and avoiding costly product

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rollovers. Reduction in the decision-cycle time could result in huge savings in inventories, and
finished goods carrying costs (as shown in Exhibit 6).
Similarly, SeeChainTM applications could quickly diagnose other problems (such as supply
shortfalls, backlog accumulation, delinquent deliveries, and other supply chain operational
problems), as well as pinpoint opportunities across the global supply chain. When performance
went outside acceptable levels, SeeChainTM automatically alerted business managers so that they
could quickly investigate, collaborate and take corrective action, all via the Internet.
THE MOPAR PARTS GROUP OF DAIMLERCHRYSLER
At the beginning of the twenty-first century, DaimlerChrysler was the world's leading
manufacturer of commercial vehicles with brands like Mercedes-Benz, Chrysler, Jeep, Dodge,
smart, Freightliner, Sterling, Western Star, Thomas Built Buses, Setra, Orion, American
LaFrance, MTU, TEMIC, and others. With global alliances with Mitsubishi Motors Corporation
and Hyundai Motor Corporation, the company recorded automotive sales of 4.2 million
passenger cars in more than 200 countries, and revenue of over $144 billion in 2000. The
company had 400,000 employees and manufacturing sites in 37 countries.
The Mopar group was the spare parts division for the Chrysler Group of DaimlerChrysler and a
primary distributor of parts and accessories for all Chrysler, Dodge and Jeep dealerships in the
United States. The group managed more than 280,000 original equipment parts procured from
about 3,000 different suppliers, and processed over 220,000 dealer order lines per day. Mopars
distribution supply chain consisted of four national distribution centers or central warehouses
(CW) and 15 domestic field parts distribution centers or regional warehouses (RW). Mopars
automotive parts and distribution business relied on how effectively the company could forecast
demand, manage parts inventory and fill customer orders.
Mopar had maintained a five-year demand history for every dealer, and forecasted demand for
about 1.8 million different SKUs (stock keeping units) at the RW level on a
daily/weekly/monthly basis. These were then rolled up to part level, and a Distribution
Requirement Planning (DRP) system was used to determine the required stocking level and the
associated material acquisition with suppliers. Mopar released about 65,000 orders every week
to its suppliers.
Distribution and fulfillment of dealer orders were achieved through the use of dedicated delivery
service (DSS). Referral dealer orders were handled by the UPS Logistics Group. It operated two
Order Consolidation Centers. The UPS Logistics Group provided DaimlerChrysler with a
multimodal transportation system into and out of those centers. More critical orders were
consolidated and shipped via UPS, using one-day ground or air delivery service.
Before SeeCommerce became involved, a daily cycle of order fulfillment at Mopar worked as
follows (Exhibit 7): During the day, the global order processing system would try to fill part
orders from dealers using inventory at the respective regional warehouse. Traditionally, Mopar
had been able to achieve a fill rate of 89.5 percent from the stock at the regional warehouses.
The unfilled orders were routed to the central warehouses and, by the end of the second day,
these parts arrived at the dealers (if the central warehouses had the stock on hand). The average

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fill rate at the end of the second day was usually 92 percent. If the central warehouses did not
have stock on hand, the orders were referred to other regional warehouses based on stock
position. By the third day, Mopar could usually achieve a fill rate of 95.5 percent as a result of
such inventory pooling. In the next two days, a resourceful inventory planner might start looking
for parts that were in transit or available at suppliers, and use expedited shipments to get the parts
to the dealers. Although expeditions could be very costly to Mopar, the average fill rate at the
end of five days was 97.5 percent. Finally, the remaining 2.5 percent of unfilled orders were
backordered and released when material was received anywhere in the distribution system.
Quell, as senior manager of materials planning at Mopar, had been looking for ways to improve
customer service levels and reduce the expenses associated with frequent expedited shipments.
He recognized that the key was to have a continuous and tight process of performance
measurements that would identify problem areas and opportunities in the service parts supply
chain on a timely basis. In 1998, Mopar initiated a project to create tools that would allow the
company to measure customer service levels. The project therefore required the development of
a system of tools for the extraction of data from operational databases into datamarts using
OLAP (online analytical processing) tools. After 18 months, a prototype system was created.
Teaching all users proficiency with the new system was quite a challenge, as it was not userfriendly. The associated data files were also enormous. There were 220,000 dealer order lines
per day from over 4,000 dealers. To monitor order shipment versus allocation was the goal. The
complexity of the system was such that it was difficult to monitor performance on a weekly
basis.
SEECOMMERCE AT DAIMLERCHRYSLER: APRIL 2000
At Quells request, the SeeCommerce team took a strategic look into the Mopar Parts Groups
supply chain. It revealed tremendous opportunity of cost savings by improving performance in
terms of lower inventory costs and better order flow. The key was to enhance supply chain
visibility and shorten the reaction times to problems. The solution proposed by SeeCommerce
showed a lot of promise, and since the previous internally developed system was going nowhere,
Quell decided to give it a try. In fact, the Mopar Parts Group conducted an internal
benchmarking study to evaluate what it would take to develop a similar solution in-house. They
realized that their IT (Information Technology) group would require 9 to18 months to develop an
internal solution. Also, since most of Mopars IT systems were mainframe based, the solution
would not have utilized the latest peer-to-peer technology on which SeeCommerce was based.
Peer-to-peer technology could provide the ability to dynamically unify diverse and widely
distributed elements of contents, systems and services, without removing control from the peers
on the network. By enabling peers to find and collaborate with each other at will, this
technology could promote greater efficiency, openness, and choices for information systems. It
could even enable a global virtual marketplace where anyone was literally enabled to conduct
business with anyone else.
The SeeCommerce project at Mopar started in April 2000. The SeeChainTM applications
extracted transactions and planning data from a multitude of data systems. Data was retrieved
from Mopars homegrown legacy ERP (Enterprise Resource Planning) system, which was based
on IMS and DB2 on an IBM Mainframe, Forecast Planning and Inventory Planning System. The
data was then organized and presented using SeeCommerces patented technology, from which

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metrics and key performance indicators (KPI) were calculated and reports generated, based on
business rules and control hierarchies (i.e. the span of control for the respective KPIs, which
affects the level of aggregation in the reports).
Using personalized MyCommerce home pages, users could have the screen layout designed
according to taste, and set up different forms of information retrieval (performance alerts, emails, reports and annotation notifications, etc.). SeeChainTM had a simple tree structure for
navigation, which allowed users to easily probe and find performance indicators for different
products/locations, and at different aggregation levels (see Exhibit 8). This way, users could get
all required information in one place for fast decision-making. Based on the respective
information, users could launch the appropriate application directly.
Initially, Quell was expecting a payback by the end of year 2000, but SeeCommerce offered the
payback within 12 weeks after implementation. After three months of using the SeeChainTM
application, a cumulative fill rate of about 98.5 percent could be achieved (Exhibit 9) within the
first three to five days. Advanced alerts of inventory and supply conditions at the regional
warehouses, and improved visibility into supplier delivery quantity, timelines and quality
enabled the immediate fill rates to improve by 1 percent, at the field parts distribution center
(PDC) level. This improved fill rate represented an equivalent of $10 million savings annually in
transportation costs by eliminating referral orders while increasing market share. Prompt
creation of exception reports enabled early warning of potential problems and immediate
reaction by inventory planners. Finally, increased flexibility allowed planners to address
remaining inefficiencies in inventory management.
SeeChainTM Demand, SeeChainTM Inventory, and SeeChainTM Supplier offered the Mopar Parts
Group real-time supply chain performance visibility, and helped planning and forecast managers
see how they were doing daily, in terms of forecasted demand versus actual shipments to dealers
and stocking levels. As a result, managers could quickly pinpoint problems, take proactive
actions, and promptly respond to unplanned changes. The applications improved business
velocity by shrinking decision cycle times. The Mopar Parts Group discovered $4.5 million in
avoidable on-order inventory within a week after implementation, and expected to save tens of
millions per year from reduced safety-stock inventory and dealer order-line improvement.
The use of SeeChainTM Supplier also improved supplier performance substantially. The Mopar
group expected to reduce backorder of about 2,200 line orders out of 220,000 total line orders
daily. Quell was pleased with the success of the SeeCommerce implementation:
SeeCommerce gave us information at our fingertips. We have 12 forecast
demand measurements, 17 inventory measurements and 30 supplier performance
measurements that allow us to keep a close watch over the key operating
parameters. By reducing the decision cycle time we are now able to do many
things. For instance, by reducing the forecasting error, we have reduced safety
stock by $7.5 million within the first six months. We believe, with their help, we
can further reduce safety stock by $20 million in year 2001. By improving the
customer service level, we expect to save about $10 million of excess
transportation charges.

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The SeeCommerce implementation was undoubtedly a great success. However, Quell was now
faced with another major challenge. Since the economy had slowed down, he had to figure out
how he could further improve the service supply chain in this environment. As he entered into
the conference room for his meeting with top executives, he wondered which performance
measures would be most critical for the Mopar Parts Group to monitor in this new era.

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Exhibit 1
Supply Chain Management Cycle

Source: Created by the authors from publicly available information.

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Exhibit 2
Pre and Post-2000 Supply Chain Environments

Post -2000
Pre -2000
B2B Portal

Supplier

Supplier

Supplier

Channel
Master
Purchase
Channel
Master
Transp
Channel
Master
Planning

Customer

Customer

Supplier

Supplier

Supplier
Customer

Channel
Master
Center
Supplier
Demand
Material
Production
Inventory
Fulfillment

Supplier

Customer

Fig. 2

Source: Information provided by SeeCommerce.

Customer

Customer

Customer

Supplier
Channel
Master
Sales

Customer

Common Data
Shared Processes
Fig.
Fig.23

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Exhibit 3
SeeCommerce Suite of Products1

SeeCommerce enables business managers and trading partners to continuously manage and
improve business performance across complex supply chains. The SeeCommerce suite of
SeeChainTM applications drive performance management, organizational synchronization and
workflow coordination throughout the entire supply network. SeeCommerce improves a
companys ability to compete in the global marketplace, significantly improves ROI and expands
market share by optimizing supply chain performance and creating effective supplier
relationships.
SeeCommerces applications leverage domain expertise in online analytical processing (OLAP),
data warehousing, knowledge management, Internet technologies and supply chain management.
The products are based on industry standards such as JavaTM, XML, relational databases and
standard Web browsers.
The SeeChainTM family includes the following seven applications:
SeeChainTM Supplier
SeeChainTM Supplier measures and improves supplier performance, identifies top performers,
tracks performance over time and negotiates performance-based agreements. The application
also helps in collaboration of supplier-related information to correct problems and improve
performance.
SeeChainTM Demand
SeeChainTM Demand application measures and improves demand forecasting performance,
measures sales accuracy by comparing forecasted sales to actual sales, improves forecasting
accuracy of items not meeting acceptable levels and thus enables better management of raw
materials inventory, production planning and FGI to ensure that supply meets targeted service
levels.
SeeChainTM Materials
SeeChainTM Materials measures and optimizes raw materials availability by measuring inventory
levels of raw materials and semi-finished goods. The application also helps in identifying
potential inventory shortages and sees value of excess inventory in warehouses or distribution
centers.
SeeChainTM Production
SeeChainTM Production measures and improves production performance by measuring the
accuracy of the production plan for a time frame. It identifies which products may affect
customer service levels and notifies sales representatives to manage corresponding customer
1

For detailed product descriptions and information refer to www.seecommerce.com/products/. SeeCommerce,

SeeChain, Dynamic Commerce Server, the SeeCommerce logo, and the SeeChain logo are trademarks of
SeeCommerce in the USA and other countries. All other products and company names may be trademarks of
their respective owners.

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relationships. The application also helps in determining if manufacturing capacity is able to

support the planned production.
SeeChainTM Inventory
SeeChainTM Inventory measures and optimizes FGI levels by measuring inventory levels and
identifying potential shortages of finished goods. The application also helps in managing
finished goods levels to avoid obsolescence and take into account the product life cycles.
SeeChainTM Fulfillment
SeeChainTM Fulfillment measures and improves order fulfillment performance, measures on-time
shipping performance and improves customer satisfaction levels by identifying shortages that
impact customers. The application also helps in managing impacted customers, thus signaling to
improve future deliveries, ensuring customer retention and market share growth.
SeeChainTM Logistics
SeeChainTM Logistics enables the timely delivery of the right product, in the right quantity, to the
right location at the right cost. It provides companies with visibility into supply chain velocity,
reliability of process accuracy and asset utilization for the logistics network.
Dynamic Commerce Server is a Web-centric enterprise information portal that allows all levels
of users - management, employees, customers and suppliersto share and collaborate on a wide
range of corporate information within a secure environment. Through their existing browsers,
users can access all information to which they have security privileges. They can dynamically
navigate, publish, subscribe, collaborate, design, generate and share the information in context in
an easy-to-use single screen view.

Source: Information provided by SeeCommerce.

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Exhibit 4
Measured Impact on Decision Cycle Time and Other Parameters

0%

20

40

60

80

100%

Decision Cycle Time

DCT Reduction Impacts

Revenues
Inventories
Operational Productivity
Administrative
Productivity
Depreciation
Scrap
Delivery Lead Times
Time-to-Market
Return on Assets

Source: Information provided by SeeCommerce.

= Average
Improvement

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Exhibit 5
A Note on Potential Competitors
At the time the case was written, SeeCommerce did not have any direct competitor providing
applications like SeeCommerces SeeChainTM solutions. Instead, there were companies
supplying tools that addressed specific features and functions. These tool vendors could provide
a basis for others to develop packaged applications. Typically, these companies fell into three
categories: visibility, exception/event management, and business process management. Supply
chain performance management was a comparatively new market, so competition was moderate.
Some of the companies in this broad arena were InfoRay, Vigilance and Oracle. Unlike
SeeCommerce, most of the companies in this market provided a portion of the complete
performance measurement and improvement solution. Inforay aimed at providing visibility,
Vigilance focused on event management while Oracle strove to address the business process
aspect.
Oracle (streamlining business processes)
Oracle Corporations software products could be categorized into two broad areas: systems
software and Internet business applications software. As an e-business solutions provider, Oracle
integrated and streamlined both internal and external processes for any business, allowed users to
access information, and automated the performance of specific business data processing
functions for financial management, procurement, project management, human resources
management, supply chain management, and customer relationship management.
InfoRay (visibility)
InfoRay provided personalized business monitors and infostructure for performance
measurement in high-speed businesses. InfoRays patented solutions allowed users to track key
business indicators to impact a companys performance at any level. Founded in the
Netherlands, InfoRay moved its headquarters to Cambridge, Massachusetts, in 1999 and had
offices in the U.S. and Europe.
Vigilance (event management)
Vigilance, Inc. provided a supply chain monitoring/event management system that enabled
people to create personal 1:1 agents that detected any desired event, ubiquitously notified the
appropriate community, and collaboratively resolved an event through workflow.

Source: Compiled by the authors from publicly available information.

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Exhibit 6
Potential Improvements Realized through SeeChainTM

Trend Identified /
Demand Drop

FGI
Level

Without SeeChain
Old Product
Completely
Replaced

$$$

Using
SeeChain

Reduced Carrying Cost

Time
Fig. 5

Note: The top line represents the old way of doing business; the bottom line represents the new way. Traditionally,
the trend would not be identified until time period 6. SeeChainTM enables the trend to be identified in period 2.
Source: Information provided by SeeCommerce.

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Exhibit 7
Daily Order Fulfillment Performance Prior to SeeCommerce

Weekly Plan

Day 1

Day 2

Cumulative Fill Rate

RW fulfills dealer orders

Unfilled orders immediately

referred; orders created

Unfulfilled orders shipped from CW

Unfulfilled orders referred

immediately

Day 3

89.5%

92.0%

Unfulfilled orders sourced via

cross-ship from RW

94.5%

Days
4&5

Unfulfilled orders sourced from intransits headed for alternate RW

Other, unfulfilled orders dropshipped from supplier

Remaining orders
backordered

Source: Information provided by SeeCommerce.

96.5%

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Exhibit 8
The Tree Navigation Structure of SeeChainTM

Source: Information provided by SeeCommerce.

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Exhibit 9
Daily Order Fulfillment Performance with SeeCommerce

Weekly Plan

Cumulative Fill Rate

Advanced alerts and improved

visibility into supplier delivery
quantities, timelines and quality
enables improved fill rates

Unfilled orders referred

immediately

Increase level of service from RW

decreases the amount of cross
shipment and drop ship and lowers
expediting costs.

Exception report of unfulfilled orders

created

Increased flexibility allows planners

to address remaining inefficiencies
in inventory management

Day 1

Day 2

Days
3-5

91.5% -->
92.5%

96.5% -->
97.5%

97.5% -->
98.5%
98.5%

Source: Information provided by SeeCommerce.