B2B e-hubs and information integration in supply chain operationsThe AuthorsXiaofeng Zhao, Department of Business Administration, University of Mary Washington,Fredericksburg, Virginia, USAHui Zhao, Software Engineering Institute, East China Normal University, Shanghai, ChinaJianrong Hou, Aetna School of Management, Shanghai Jiaotong University, Shanghai,ChinaAbstractPurpose 一 B2B e-hubs have been studied by IS researchers for close to a decade, and supplychai n integration is a critical topic for supply chai n man agement. However, the in terface of the twotopic areas has not received adequate attention from both researchers and practitioners Thispaper aims to examine the impact of B2B e-hubs on supply chain integration, with particularemphasis on information integrati on, B2B e-hub architecture, and enabli ng tech no logies Design/methodology/approach 一 General system theory (GST) provides the theoreticalframework. The main approach is theoretical analysis of information integration and development ofe-hub architecture The paper discusses how information integration can be achieved through B2Be-hubs and explores extensible markup Ianguage e-hub architecture and technologiesFindings 一 GST could provide the theoretical framework of integration, whereas informationintegration is the foundation of broader supply chain integration. E-hubs open up communicationand enlarge network!ng opportunities and thus tremendously affect information integration. Byanalyzing B2B e-hubs, this paper explores the mechanism of information integration and points outman agerial and technical limitati ons. Although there are many challenges, e-hubs create value byaggregating and matching buyers and sellers, creating marketplace liquidity, and reducingtransaction costs. E-hubs could be a crucial solution to supply chain integration.Originality/value 一 The paper uses GST as the theoretical foundation to analyze informationintegration in supply chain operations. The paper explores how e-hubs can support supply chainintegration, examines the design and development of B2B e-hub architecture, and compares someenabli ng tech no logies. The research provides an un dersta nding of how data in terchange soluti onscan be implemented in supply chain operationsArticle Type:Research paperKeyword(s):Business-to-business marketing; Supply chain management; Integration; Exterisible MarkupLanguage; General system theory.Jour nal:Management Research ReviewVolume:33Number:10Year:2010PP：961-979CopyrightEmerald Group Publishing LimitedISSN:2040-8269Introduction 1.The widespread popularity of supply chain management (SCM) leads to numerous kinds ofdefinitions by different industries and academics There seems to be a convergence toward thecentral theme of SCM. The theme suggests that SCM is an integrative philosophy of managingflows of material, information, and finance from the earliest supplier of raw materials to the ultimatecustomer. SCM can thus be defi ned as the in teg rati on of key business processes from end userthrough original suppliers that provides products, services, and information and hence adds valuefor customers and other stakeholders SCM is a systematic, strategic coordination of the traditionalbusiness functions within a particular company and across companies within the supply chain, forthe purpose of improving the long-term performance of the individual companies and the supplychain as a whole (Menzter, 2001),In general, SCM involves the flows of material, information, and finance in a network consisting ofcustomers, suppliers, manu facturers, and distributors Material flows in elude both physical productflows from suppliers to customers through the chain and reverse flows via product returns, servicing,recycling, and disposal. Information flows involve order transmission and delivery status. Financialflows include credit terms, payment schedules, and consignment and title ownership arrangements.These flows cut across multiple functions and areas both within a company and across companies(Figure 1: Lambert ef m/，1998; Menzter, 2001), Numerous success stories imply that a tightlyintegrated supply chain can lead to superior chain performance and improved competitiveness foreach of the involved channels. Integration of these flows within and across companies is critical toeffective SCM.A truly integrated supply chain does more than reduce costs It also creates value for the company， its supply chain partners, and its shareholders (Lee, 2000), As mentioned earlier, the core of SCM is integration. Lee points out that supply chain integration constitutes the following three dimensions: info rmati on in teg rati on, coordi nation, and orga nizational linkage. Information in tegration exchanges information and knowledge through information sharing, collaborative planning, forecasting, and rep