Electronic Commerce at Air Products Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

In 1998, Chief Information Officer (CIO) in the highly competitive international gases and chemicals businesses faced with the reality that e-commerce capability was a strategic necessity. The results of annual surveys technology officers in the chemical industry indicated a shift in priorities from building the internal infrastructure of the corporation in 1995 to provide the same infrastructure, to connect with customers, suppliers and partners in 1998. CIOs cited computer-supported collaboration, e-commerce and internet systems, critical technologies in 1998, according to surveys conducted by Computer Sciences Corp. Most of the companies have completed the internal problems of reengineering and are willing to put new control systems are working all supply chains. Increasing strategic importance of e-commerce commanded the attention of senior management of Air Products and Chemicals, Inc, an international corporation with headquarters in Trexlertown, Pennsylvania. With sales of $ 4.6 billion in 1997, Air Products took second place in the gas industry in the United States, for Praxair, and was the fourth largest supplier in the world market. Air Products Management Information Systems (MIS), Vice President Joe McMakin and his colleagues recognize the opportunities they can improve customer service by automating the purchase, sale and distribution of products, while increasing productivity and sales costs. Rewritten version of the previous case. "Hide
on F. Warren McFarlan, Melissa Daly Source: Harvard Business School 17 pages. Publication Date: August 19, 1998. Prod. #: 399035-PDF-ENG