Enhanced Telecom Operations Map®

(eTOM)
The Business Process Framework
For The Information and Communications Services Industry

Addendum B:
eTOM – B2B Integration: Using B2B Inter-enterprise integration
with the eTOM

GB921 B

TMF Approved Version 4.0 March 2004

 TeleManagement Forum 2004

eTOM Business Process Framework, Addendum B Page iii

Notice

The TeleManagement Forum (“TM Forum”) has made

every effort to ensure that the contents of this
document are accurate. However, due to the inherent
complexity in the design and implementation of
software and systems, no liability is accepted for any
errors or omissions or for consequences of any use
made of this document. Under no circumstances will
the TM Forum be liable for direct or indirect damages
or any costs or losses resulting from the use of this
specification. The risk of designing and implementing
products in accordance with this specification is borne
solely by the user of this specification. This document
may involve a claim of patent rights by one or more
TM Forum members, pursuant to the agreement on
Intellectual Property Rights between TM Forum and
its members, and by non-members of TM Forum.

This document is a copyrighted document of TM

Forum, and if reproduced in any manner shall clearly
acknowledge the authorship of TM Forum.

Direct inquiries to the TM Forum office:

89 Headquarters Plaza North - Suite 350

Morristown, NJ 07960 USA
Tel No. +1 973 292 1901
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TM Forum Web Page: www.tmforum.org

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Acknowledgements

See main document (GB921 v4.0) for acknowledgements.

This eTOM – B2B Integration document, TMF GB921B Version 4.0, is a

genuinely collaborative effort. The TeleManagement Forum would like to thank
the following people for contributing their time and expertise to the production
of this document.
Dave Milham, BT
Martin Huddleston, QinetiQ
Krzysztof Samp, ITTI
Greg Fidler, Practical Enterprise Architecture
Jane Hall, Fokus
Mike Richter, Telstra
Viviane Cohen, Amdocs
Wim Keppens, Ormvision
A number of people provided input and/or formal contributions. Although not
an exhaustive list, many thanks to the following for their thoughtful input and
contributions:
Enrico Ronco, Telecom Italia Lab
Frank Birch, Fujitsu
Johan Vandenberghe, Lucent Technologies
Masayoshi Ejiri, Fujitsu
Seth Nesbitt, Amdocs
Jacques Potier, France Telecom
Yigal Gur, Worldcom
Alfred Anaya, Telcoremance
Jose Ricardo Bueno, Fundacao CPqD
Members of the Value Chain Market Centre
Documentation and work from standards bodies and other fora have also
contributed to the evolution of the eTOM – B2B Integration document. This
access was via public information or TM Forum member knowledge. This list
of standards bodies and forums is not exhaustive and does not imply review
and concurrence by these enterprises or their representatives. It is important
however to acknowledge the following work and their influence on the
TeleManagement Forum work:
RosettaNet www.RosettaNet.org
ebXML – OASIS www.ebxml.org, www.oasis-open.org
Particular thanks go to Dave Milham of BT who handled editing of this
document, and integrated comments and suggestions into the final form
shown here. This task requires insight and an ability to balance and combine

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eTOM Business Process Framework, Addendum B Page v

suggested changes into a result that can find consensus amongst those
involved, and the efforts involved are much appreciated.

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About TeleManagement Forum

TeleManagement Forum is an international consortium of communications

service providers and their suppliers. Its mission is to help service providers
and network operators automate their business processes in a cost- and time-
effective way. Specifically, the work of the TM Forum includes:
¾ Establishing operational guidance on the shape of business
processes.
¾ Agreeing on information that needs to flow from one process
activity to another.
¾ Identifying a realistic systems environment to support the
interconnection of operational support systems.
¾ Enabling the development of a market and real products for
integrating and automating telecom operations processes.
The members of TM Forum include service providers, network operators and
suppliers of equipment and software to the communications industry. With that
combination of buyers and suppliers of operational support systems, TM
Forum is able to achieve results in a pragmatic way that leads to product
offerings (from member companies) as well as written specifications.

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eTOM Business Process Framework, Addendum B Page vii

About this document

This is a TM Forum Guidebook. The guidebook format is used, for example,

when the document lays out a ‘core’ part of TM Forum’s approach to
automating business processes.

Document Life Cycle

The “Enhanced Telecom Operations Map® (eTOM) The Business Process

Framework For The Information and Communications Services Industry” is
being issued as a TM Forum Version Release 4.0 with a Guidebook Number
of 921.

See main document (GB921 v4.0) for further information.

Time Stamp

This version of the eTOM Business Process Framework can be considered

valid until it is updated or replaced.

How to obtain a copy

An electronic copy of the eTOM Business Process Framework can be

downloaded at the TM Forum Web Site (http://www.tmforum.org). Contact the
TM Forum office (see previously for contact details, or via the web site) for any
further information.

How to comment on the document

Comments must be in written form and addressed to the contacts below for review with the
project team. Please send your comments and input to:
Enrico Ronco, Telecom Italia Lab
Team Lead of eTOM Team

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Page viii eTOM Business Process Framework, Addendum B

[email protected]

Mike Kelly, TM Forum

eTOM Program Manager
[email protected]

Please be specific, since a team evaluating numerous inputs and trying to produce a
single text will deal with your comments. Thus, we appreciate significant specific input.
We are looking for more input than “word-smith” items, however editing and structural
help are greatly appreciated where better clarity is the result.

Document History

Version Date Purpose

eTOM 07/03 Launched as an Addendum to the main eTOM
Version 3.5 GB921 v3.5 document, to improve readability.
Addendum B
eTOM 2/04 Updated to reflect member comment and further
Version 4.0 analysis.
Addendum B
eTOM 03/04 Cosmetic update to state approved version.
Version 4.0.1
Addendum B

Summary of Changes in this Version

See main document (GB921 v4.0) for change information.

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eTOM Business Process Framework, Addendum B Page ix

References

See main document (GB921 v4.0) for additional references.

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M Business Process Framework, Addendum B Page x

Table of Contents

NOTICE.....................................................................................................................................................................III

ACKNOWLEDGEMENTS......................................................................................................................................IV

ABOUT TELEMANAGEMENT FORUM.............................................................................................................VI

ABOUT THIS DOCUMENT ................................................................................................................................. VII

DOCUMENT LIFE CYCLE .......................................................................................................................................... VII
TIME STAMP ............................................................................................................................................................ VII
HOW TO OBTAIN A COPY .......................................................................................................................................... VII
HOW TO COMMENT ON THE DOCUMENT ................................................................................................................... VII
DOCUMENT HISTORY .............................................................................................................................................. VIII
SUMMARY OF CHANGES IN THIS VERSION .............................................................................................................. VIII
REFERENCES..........................................................................................................................................................IX

TABLE OF CONTENTS........................................................................................................................................... X

TABLE OF FIGURES AND TABLES.................................................................................................................. XII

PREFACE.................................................................................................................................................................. 13
ETOM BUSINESS PROCESS FRAMEWORK ................................................................................................................ 13
CHAPTER 1 - INTRODUCTION ........................................................................................................................... 15

CHAPTER 2 - THE EMERGENCE OF EBUSINESS WITHIN THE ICT MARKET ..................................... 16

WHAT IS EBUSINESS? .............................................................................................................................................. 16
IMPLICATIONS OF EBUSINESS FOR SERVICE PROVIDERS .......................................................................................... 17
HOW CAN A SERVICE PROVIDER MIGRATE TOWARDS EBUSINESS? .......................................................................... 18
A CONCEPTUAL MODEL FOR EBUSINESS ................................................................................................................. 19
Customer ............................................................................................................................................................. 19
Service Provider.................................................................................................................................................. 20
Complementor..................................................................................................................................................... 20
Intermediary........................................................................................................................................................ 20
Supplier ............................................................................................................................................................... 20
CHAPTER 3 - MAIN B2B INITIATIVES AND CONCEPTS ............................................................................. 22
SHARED PUBLIC PROCESS ......................................................................................................................................... 22
‘REGULATED’ VERSUS ‘UNREGULATED’ B2B .......................................................................................................... 23
B2B using Web pages.......................................................................................................................................... 24
Call centers ......................................................................................................................................................... 24
ROSETTANET CONCEPTUAL MODEL ........................................................................................................................ 24
EBXML WHAT IS IT? ................................................................................................................................................ 26
Introduction......................................................................................................................................................... 26

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Concept................................................................................................................................................................26
ebXML Technical Architecture............................................................................................................................26
ebXML Registry/Repository.................................................................................................................................27
Elements of Immediate Interest ...........................................................................................................................27
WHAT DOES ETOM NEED TO ADDRESS?...................................................................................................................28
CHAPTER 4 - EXTENDING ETOM FOR BUSINESS TO BUSINESS INTERACTIONS..............................29
ETOM EXTENSIONS ..................................................................................................................................................29
ETOM PUBLIC B2B BUSINESS OPERATIONS MAP ....................................................................................................32
Relevance to B2B for the eTOM ..........................................................................................................................33
ETOM PUBLIC B2B BUSINESS OPERATION MAP (EPBOM).....................................................................................33
B2B External Environment - Process components ..............................................................................................34
B2B Environment - Information Entities .............................................................................................................35
RosettaNet Business Operations Map (BOM) Overview .....................................................................................36
Vertical Telecomm industry B2B Business Operations Map ...............................................................................37
ETOM PUBLIC B2B BOM-LEVEL 0 PROCESS AREA ................................................................................................38
SUMMARY ................................................................................................................................................................40
REFERENCES ............................................................................................................................................................41
Referenced Organizations ...................................................................................................................................41
Citations ..............................................................................................................................................................41
ANNEX A: OVERVIEW OF ROSETTANET AND EBXML ..............................................................................43
A.1 CONCEPTS ....................................................................................................................................................43
A.2 DEFINING PUBLIC PROCESSES .......................................................................................................................43
A.3 THE B2B TRANSACTION PATTERNS .............................................................................................................43
A.4 BINARY COLLABORATIONS ..........................................................................................................................44
A.5 GENERAL STRUCTURE OF A BUSINESS TRANSACTION ..................................................................................45
A.6 EXAMPLE TRANSACTION PATTERN – REQUEST RESPONSE ...........................................................................47
A.7 MESSAGE FLOWS .........................................................................................................................................47
A.8 EXAMPLE TRANSACTION PATTERN – NOTIFICATION ....................................................................................48
ANNEX B: B2B TERMINOLOGY USED IN THIS DOCUMENT ....................................................................49
B.1 ROSETTANET AND EBXML TERMS ...............................................................................................................49
B.2 GENERAL E-BUSINESS TERMINOLOGY .........................................................................................................51
ANNEX C ROSETTANET BUSINESS OPERATIONS MAP .............................................................................54

ANNEX D: TERMINOLOGY AND ACRONYM GLOSSARY...........................................................................60

B.3 ACRONYMS ..................................................................................................................................................60

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Table of Figures and Tables

Figure 2.1: The Conceptual Model for eBusiness ............................................................................ 19

Figure 3.1 Concept of a public process ............................................................................................. 23

Figure 3.2 RosettaNet Conceptual Model .......................................................................................... 24

Figure 3.3 ebXML Concept .................................................................................................................. 26

Figure 4.1 Mapping of ebXML Process Steps on eTOM Business Process Framework............... 32

Figure 4.2 eTOM Public B2B BOM – Public Processes .................................................................... 34

Figure 4.3 eTOM Public B2B BOM – Information .............................................................................. 35

Figure 4.4 RosettaNet Business Operations Map –Clusters ............................................................ 36

Figure 4.5 RosettaNet Business Operations Map –Cluster 3 Order Management.......................... 37

Figure 4.6 eTOM Public B2B Business Operations Map Level 0 and 1 ........................................... 38

Figure A.1: BPSS Model Business Transactions .............................................................................. 44

Figure A.2: From multiparty Collaborations to Business Transactions.......................................... 45

Figure A.3: Business Documents and Business Signals ................................................................. 46

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eTOM Business Process Framework, Addendum B Page 13

Preface

eTOM Business Process Framework

The eTOM Business Process Framework is a reference framework for categorizing all
the business activities that a service provider will use. This is done through definition of
each area of business activity, in the form of process components or Process
Elements that can be decomposed to expose progressive detail. These process
elements can then be positioned within a model to show organizational, functional and
other relationships, and can be combined within process flows that trace activity paths
through the business.

The eTOM can serve as the blueprint for standardizing and categorizing business
activities (or process elements) that will help set direction and the starting point for
development and integration of Business and Operations Support Systems (BSS and
OSS respectively). An important additional application for eTOM is that it helps to
support and guide work by TM Forum members and others to develop NGOSS
solutions. For service providers, it provides a Telco industry-standard reference point,
when considering internal process reengineering needs, partnerships, alliances, and
general working agreements with other providers. For suppliers, the eTOM framework
outlines potential boundaries of process solutions, and the required functions, inputs,
and outputs that must be supported by process solutions.

The eTOM Business Process Framework has grown to include a number of

components. The overall eTOM document set includes:
¾ A main document (GB921) that provides an overview of the eTOM
Business Process Framework, from both Intra-Enterprise and Inter-
Enterprise viewpoints, and describes the main structural elements and
approach
¾ An Addendum (GB921D) describing the Service Provider enterprise
processes and sub-processes in a form that is top down, customer-
centric, and end-to-end focused. Process decompositions are
provided for all processes from the highest conceptual view of the
eTOM framework to the level of detail agreed for use by the industry.
¾ An Addendum (GB921F) describing selected process flows at several
levels of view and detail that provides end-to-end insight into the
application of eTOM.
¾ An Addendum (GB921B) describing the implications and impact of e-
business for service providers and their business relationships, and
how eTOM supports them, including a description of handling of
business to business Interactions by eTOM. Associated with this is a
separate Application Note (GB921C) describing a Business
Operations Map for processes involved in business to business
interaction

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¾ A separate Application Note (GB921L) that shows how eTOM can be
used to model the ITIL processes

Note:

Addenda are adjuncts to the main document that are presented separately, to avoid a
single document becoming cumbersome due to its size.

Annexes and Appendices both allow material to be removed from a document body,
so that the reader is not distracted from the document flow by too much detail.
However, these have different statuses within a document: Annexes have equivalent
status to the material within the body of the document, i.e. an Annex represents a
formal agreement and requirements for the users of the document. Appendices
contain material included for information or general guidance. Also, Addenda have the
same status as Annexes.

Thus, a document body, together with its Annexes and Addenda (and their Annexes, if
any), represents the normative material presented, while any Appendices in the main
document or its Addenda represent non-normative material, included for information
only.

In addition, Application Notes are a specific document type, used to provide insight into
how a specification or other agreed artifact is used in a particular context or area of
application. They are non-normative as they provide information and guidance only
within the area concerned.

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Chapter 1 - Introduction

While eTOM is the global de facto Business Process Framework at the Enterprise
Level for the Telecommunications Industry, specific process frameworks and good
practice guides have also been developed for use between enterprises in other
industries. Examples include the Supply Chain Council, RosettaNet, Electronic
Business XML (ebXML) process frameworks and the Balanced Scorecard.

This document is part of a set of documents showing how the frameworks and best
practices developed and used by other industry sectors can be used together with the
eTOM Business Process Framework to provide a richer and more complete
Enterprise Business Process Framework.

The key business problem addressed by this document is to provide an answer to the
question:

‘What processes does an organization have to put in place in order to deliver

automated Business to Business interfaces with its trading partners?’

The key business technical and business issue is:

‘How to define the internal processes within an organizations’ jurisdiction, and

practically link them to public industry B2B processes defined by industry
groups?’

This document introduces e-business, what it is, and the impact that its emergence is
having on Service Providers.

A simple model is presented in Chapter 2 that helps clarify the main concepts that
relate to e-business. Chapter 3 introduces some of the standardization related
activities that have emerged in response to this phenomenon. Chapter 4 summarizes
the main consideration in extending the eTOM Business Process Framework to
support inter-enterprise integration using B2B.

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Chapter 2 - The emergence of E-BUSINESS within the ICT

Market

The application of the latest technologies is transforming access to information, which

in turn is revolutionizing the ways enterprises can share the information, and can use it
to interact with their customers and suppliers. This enhanced ability to share
information is resetting customer expectations; and, as they experience and adapt to
this new way of conducting business, with its improvements in both service and levels
of control, they are becoming increasingly intolerant of enterprises that are incapable
of delivering to these new standards.

In this new paradigm, success depends on creating new ‘product offerings and
experiences’ in which customers see value. Value is now defined in terms of the whole
customer experience including things such as fulfillment and repair times. Customers
value one-stop shopping, selection choices, personalization of service, and the
empowerment gained from self-service. The common denominator is making life
easier, simpler and complete for the customer.

To meet and deliver against these new customer expectations, information-centric

business designs have to be developed and investment in technology is required to
support their implementation. Priorities include the need to integrate and share data
with partners and suppliers to give both a better integration of the supply chain, and a
unified approach to processes such as order entry, fulfillment delivery, support, and
billing.

What is e-business?

E-business is understood as the interaction amongst business partners with the help
of information technologies. It refers not only to buying and selling over the Internet (or
other computer network), but also to servicing customers and collaborating with
business partners.

The term e-business has often been interchanged with the term e-commerce.
However, it is becoming increasingly accepted that the use of e-commerce should be
restricted to referring to just the subset of web transactions (mainly business-to-
consumer) which are used whilst buying and selling services and goods over the
Internet.

An e-business enterprise is an enterprise that utilizes Internet and related technologies

to compete effectively in its business space. The technologies enable it to act more
efficiently and effectively by facilitating better customer interactions, streamlining
interfaces with partners and suppliers and in general, improving the quality and
competitiveness of their offerings.

E-business’s can be characterized as communities of complementary enterprises

linked together to create unique virtual business entities that are easy to re-configure in

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response to evolving customer needs. The central theme of e-business becomes the
delivery of “value” by creating and utilizing end-to-end value streams that are based on
an integrated and customer-centric technological foundation. Communities of
complementary enterprises are tied by these streams and form an extended
enterprise that is transparent to the customer.

A core focus for e-business is therefore on automating relationships between

enterprises1, in part, because relationships that were previously not possible, are now
economically and technically feasible; but also because it also makes possible the
streamlining and automation of the existing value network, resulting in significant
productivity gains for all parties.

In this document value network represents the end-end set of processes and
transactions, established between the various suppliers and partners, to create,
deliver, bill and support the “product” offered to the customer.

Implications of e-business for Service

Providers

As new technologies and markets emerge, enterprises have to adapt or die.

Technologies affect customer needs, while customer needs influence business
designs. As new business designs emerge, they affect processes. In turn processes
influence customer expectation, and thus the demands on the next generation of
technology.

In response to this new paradigm, it is imperative that enterprises integrate business

activities, technology and processes. They must redefine the way in which they
operate by using new technology-based business organizational designs and
processes, creating new inter-enterprise processes, and integrating these with
operational processes to support changing customer requirements. A Service
Provider’s business management team has to understand what can be enabled by the
application of technology to their business processes and then realize a strategy that
can underpin the indicated transition. Failure to do so will result in an inability to meet
changing customer demands, offerings that lack in quality and perception of value by
the customers, and ever increasing costs. Competition from more agile and efficient
rivals will lead to the enterprise’s demise.

The three principal reasons Service Providers must integrate e-business with
traditional business processes are therefore:
¾ Customer expectations and the need to move to an approach that
focuses on the management of Customer Relationships and the
importance of improving customer retention and increasing the value
customers attribute to the enterprise;
¾ Productivity gains and the need to ensure that these can continue to
be obtained; and
¾ Provision of a broader range of products and services to
customers - this, for the Information and Communications Technology
industry (more than almost any other industry) requires a focus on

1
These methods may also be used to form relationships between entities within an enterprise where distinct
business roles are performed, such as occurs between retails and wholesale businesses of a regulated Service
Provider.
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better collaboration between suppliers and partners and integration of
the end-end processes.
The capabilities and performance requirements of the end-end processes required in
an e-business environment are fundamentally different from those in a traditional
business environment. An enterprise that is to transition successfully to e-business
must determine the processes they implement based on criteria such as:
¾ Their relevance to their customers’ needs;
¾ The contribution they make to providing an integrated and unique
identity for the enterprise; and
¾ How critical they are to the enterprise’s operational performance.
Other considerations that should influence process design include:
¾ Exceptions should be handled excellently. I.e. process problems are
identified in real time, and actions to support the customer are taken
real time;
¾ Business rules should be easily configured and applied automatically;
and
¾ The ability to treat a process as an asset that can be assessed,
replaced, and outsourced, as appropriate, to improve the operation of
the enterprise.

How can a Service Provider migrate

towards e-business?

There are several alternative approaches to implementing e-business:

¾ Some enterprises are managing e-business (and e-commerce)
aspects within separate units;
¾ Some are overlaying e-business on traditional business operations;
and
¾ Yet other enterprises are approaching e-business as a replacement of
traditional business channels.
The most successful e-business enterprises integrate e-business and traditional
business channels where cost, quality and profit can be best rationalized. This
requires much more than just throwing together a set of web pages to front-end an
enterprise, although integrating storefront and Web operations is clearly a key part of
the model for some enterprises.

The integration of e-business and traditional business channels is the model that is
judged most applicable to Information and Communications Service Providers.
Undertaking such integration is typically a substantial exercise. The use of systematic
Business Process Frameworks as a basis for structuring the existing business
processes (intra-enterprise integration) can have major benefits as it makes it easier to
implement and deploy automated e-business channels for inter-enterprise integration.

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A Conceptual Model for e-business

E-business involves increasingly complex networks of relationships.

Figure 2.1 depicts the sets of relationship groupings involved in a value network in the
ICT industry. The value network must operate with the efficiency of a self-contained
enterprise, which requires managing the value network as an end-end process rather
than only from the perspective of a single enterprise. The model explicitly shows the
use of the eTOM Business Process Framework by the Service Provider at its core. It is
only shown here to simplify the figure and its presence is not intended to imply that its
use by the Service Provider is prescribed, just that the Service Provider would
probably benefit from its use. Likewise, it is not intended to preclude the use of the
eTOM Business Process Framework by the other entities shown within the value
network. These entities may or may not make use of the eTOM Business Process
Framework.

Customer

Service Provider

Intermediary Complementor

Supplier

Figure 2.1: The Conceptual Model for e-business 2

The roles of the entities shown in Figure 2.1 - the Conceptual Model for e-business -
are described below.

Customer

The Customer is responsible for ordering, using and (usually) paying for the Service
Provider’s products. The Customer may represent an end Customer, where the
product delivered by the value network is consumed, or a wholesale Customer that
resells the product provided, usually with some added value. Depending on the
Customer’s activities, there may be a further refinement of this role as follows:
¾ The Subscriber role is responsible for concluding contracts for the
Service Provider’s products subscribed to and for paying for these
products.
¾ The End User role makes use of the products.

2
Based on P. Keen and M. McDonald, The e-Process Edge, Osborne/McGraw-Hill, Berkeley, CA,
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Service Provider

The Service Provider presents an integrated view of their products to the Customer. It
is responsible for the contractual interface with the Customer to sell products to the
Customer, provide the Customer with contact and support, and bill the Customer for
the products supplied. The Service Provider can deliver some or all of a product to the
Customer itself, or it might subcontract out provision of parts, or even all, of the product
to other service providers while maintaining the Customer-facing role of the one-stop
shop. The Service Provider is responsible for acting on behalf of the value network
that it represents in relationships with Intermediaries as well as with the Customer.

Complementor

The Complementary Provider extends the product provided by the Service Provider
and offers additional capability that the Service Provider is not itself offering to the
Customer, i.e. it complements the product being provided by the Service Provider and
adds value to it, but is not essential for provision of the product itself. It could act, for
instance, as a specialist Content Provider to a Service Provider that is operating a
mobile phone service. The Complementary Provider is in a partnership with the
Service Provider and can enhance the Service Provider’s product to the Customer
with its own products, thus making interactions with the Service Provider more
attractive and convenient for the Customer. A business relationship between the
Complementary Provider and the Customer may exist, depending on the nature of the
product being provided and possibly on the business culture of the environment.
Frequently, products offered by a Complementary Provider are co-branded.

Intermediary

The Intermediary supplies a service for a fee. For example, a localized selling function
in a market where the Service Provider has a limited presence and/or understanding
of, is a typical service provided by an intermediary. The service provided could be an
information service enabling Customers to locate Service Providers most appropriate
to their specific needs, or the provision of an environment in which providers can make
their products known to Customers in an electronic marketplace or trading exchange
(infomediary).

At a time of Internet globalization an Intermediary can play an important role as it can

promote market transparency by overcoming the geographic constraints that used to
limit knowledge about the products available. Functional intermediaries provide a
specific function, such as selling, electronic payment or authentication.

Supplier

The supplier interacts with the Service Provider in providing hardware, software,
solution and services, which are assembled by the Service Provider in order to deliver
its solutions or services to the Customer. The Service Provider is bounded by its
Suppliers’ ability to deliver.

Note that individual enterprises can adopt multiple roles in different value networks and
also multiple roles within a specific value network, e.g. one role as a retail Service
Provider and another role as a wholesale Service Provider (often required by the
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eTOM Business Process Framework, Addendum B Page 21
regulator). For example a service provider may be the customer-facing service
provider in one value network and a complementor or intermediary in another. In
today’s fast-moving marketplace, these relationships can be very short-lived compared
with the more static relationships of the traditional telecommunications market.

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Chapter 3 - Main B2B initiatives and concepts

The idea of automating inter-enterprise business processes is not a new concept. The
EDI (Electronic Data Interchange) standard, which has its roots in the 1970’s,
represents the first generation of electronic business collaboration systems.
Unfortunately it saw relatively limited adoption due to the complexity and cost of the
software required to implement the standard.

Development of the Internet has brought new attempts at establishing e-business

standards. One of the most successful is that of the RosettaNet consortium, formed in
1998, which provides open platform e-business standards in XML, allowing trading
partners to exchange business information via the Internet. Originally the standard
was designed for high-tech industry (IT and electronics), but the developed approach
also started to serve as a model for other industries. The RosettaNet standards are
being successfully implemented by a number of enterprises, e.g. Intel Corporation has
been an early adopter of RosettaNet3.

Another approach for standardizing e-business world was prepared under the
auspices of UN/CEFACT and OASIS and was named ebXML. It provides the
technical basis of B2B interfaces. ebXML inherited concepts from both EDI and
RosettaNet, but so far has achieved only partial support from the industry. Annex A
provides a more detailed overview of both RosettaNet and ebXML.

Web Services developed by World Wide Web Consortium (W3C) are one of the
newest initiatives on e-business. They represent a request/response type of
communication with no business process semantics. Analysts do not expect the
widespread adoption of this technology before 2005.

There is an ongoing discussion on how ebXML and Web Services are related. Most
experts claim that these technologies are complementary. The main strengths of
ebXML are in inter-enterprise business process integration, while the main advantage
of Web Services is in location-independent integration of request/response type
message services.

The following sections present the main concepts and definitions developed by the
initiatives mentioned above, which impact the approach that single enterprises using
the eTOM Business Process Framework need to consider, when also implementing
inter-business processes.

Shared public process

Work by RosettaNet and ebXML have developed the concept of a shared public
process to describe the business process framework developed to support inter-
business or multi-business processes.

3
In December 2002, Intel reported it processed about 10% of its purchasing volume (i.e. ca. 5 bln USD) with
RosettaNet transactions [www.intel.com/pressroom/archive/releases/20021210comp.htm]
GB921B v4.0.1 TeleManagement Forum 2004
eTOM Business Process Framework, Addendum B Page 23

Partner Interface Process PIP™

Priva te Process Public Process Priva te Process
Company Spe cific
Rec eive PO

Rec eive PO Se nd PO Rec eive PO

Req uest Chec k
Customer
Selec t Rec eive PO Se nd PO CRM
Supp lier Chec k
Ac knowle d g e Ac knowle d g e
Cred it
Genera te
RFQ Chec k
Rec eive PO Se nd PO Ava ila b ility
Resp onse Resp onse
Selec tRFQ
Resp onse Crea te Sa les
SCM
Ord er

Send
Se nd PO Rec eive PO
PO Resp onse Resp onse Send PO
Ac knowle d g e Ac knowle d g e response

Close
Close ERP

PIP ™ Rosetta net

Figure 3.1 Concept of a public process

Figure 3.1 shows an example of a purchasing process. On the left side is a buyer that
runs a set of private procurement processes, and on the right side is a seller that runs
a set of private supply processes. In this definition, private is used in the context of
processes operating within a single enterprise, and not made visible to other
enterprises.

The buyer is concerned with selecting a supplier and prices, and the seller is
concerned with selling and manufacturing products for supply (e.g. Supply Chain
Management, Enterprise Resource Planning).

The public process comprises a set of standardized, published steps, known as

Partner Interchange Processes (PIP™ RosettaNet), which both buyer and seller
support. A specific collaborative agreement between a buyer and seller will specify the
PIPs to be used (from amongst a large number circa 120 currently in the RosettaNet
Business Operations Map) and the rules for sequencing them, sometimes known as
choreography.

In this approach what is standardized are these small atomic process steps not the
end-to-end process. The set of small process steps and their amalgamation to create
an agreed end-end business process between a specific pair of trading parties are
captured as part of a Collaboration Profile Agreement between the two parties. The
concept can be extended to multiple parties.

‘Regulated’ versus ‘unregulated’ B2B

An alternative approach to the shared process, which is sometimes referred to the

‘regulated’ approach, is the ‘unregulated approach’. This approach is characterized by
the nascent work on Web Services. The ’unregulated approach’ focuses on very loose
collaborations of individuals and enterprises where only weak agreements between
trading parties are established. There is clearly going to be convergence in the
technology of these two approaches.

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B2B using Web pages

In the B2B world those solutions that are based on Web pages also fall in to the
category of unregulated processes. The supplying party creates the Web page
structure and input definitions, and the purchaser simply has to conform to that which
is implemented by the supplier. Often there is no technical definition of the interface by
the supplier. The problem with this technical approach is that it may be difficult for the
purchasers to integrate with their automated internal processes since error conditions
may not be declared; and non-functional specifications such as non-repudiation, and
time to perform may also be absent; and behavior may be ambiguous, or undefined.

Call centers

The eTOM Business Process Framework uses examples of process interfaces to the
suppliers and the customers in the form of process events such as ‘the customer calls
the operator to report a fault’, ‘the operator informs the customer that the fault has
been cleared’.

These are also examples of unregulated processes since the operator’s process is not
shared with the customer, and the customer is not constrained to run a specific
process with the operator e.g. only report the fault once.

RosettaNet Conceptual Model

RosettaNet has developed the general scoping model for B2B interfaces. It is
presented in Figure 3.2.

Information Process
Defn., format,structure, Choreography
Business Conceptual Model

Universal Technical
Business Business
Vertical Business
Dictionary Dictionary Supply Model
Content chain specific
Trading Partner Agreement

Content Rosettanet Conceptual Model

Business Technical Business Business
Dictionary Dictionary Processes Processes
Security

Structure Structure
Universal
Business Document Business
Definition Processes
Technical Conceptual Model
Standards, protocols and tools

Process Description
Core XML Format Language
Standards Directory Service
Process Co-ordination
Framework

Messaging

Acknowledgement RosettaNet and Geoff Coleman

Figure 3.2 RosettaNet Conceptual Model

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eTOM Business Process Framework, Addendum B Page 25
The RosettaNet Conceptual Model outlines the requirements for enterprises to
conform to the definition of the public processes, for example those as defined by
RosettaNet or ebXML. The model provides an overview of all the technical and
business aspects that have to be agreed to specify an interoperable B2B interface.
There are essentially four main Quadrants. The model is horizontally divided between
the Technical and Business Conceptual Models, and vertically between Process and
Information aspects.

The Technical Conceptual Models are largely the domain of integration activities such
as NGOSS and are substantially based on work within the W3C Consortium.

From a TMF perspective the process aspects in the Business Conceptual Models are
relevant to the eTOM Business Process Framework, and the Information aspects to
the SID Models.

Both the Information and the Process aspects of the Business Conceptual Model are
divided into what is called Horizontal or Universal industry, and Vertical industry
aspects.

In the case of processes, Horizontal processes are the focus of ebXML and
RosettaNet and address cross industry sector public processes such as ordering,
order progression, invoicing catalogues and prices list exchange between enterprises.

In the case of the eTOM Business Process Framework, it needs to link to both
Universal and Vertical processes. ICT and Telecom vertical processes include
Assurance – Repair Trouble Ticketing, SLA Management - and some aspects of billing
such as real time hot billing, settlements, rebates, etc.

Other aspects covered by the Model are reliable Messaging, Security and Trading
Partner Agreements also known as Collaborative Partner Agreements (CPA).

The specific needs of Telecom vertical processes are discussed in more detail in the
VC-MC Issues paper. [Ref 8]

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ebXML what is it?

Introduction

The following section provides an overview of the ebXML Technical Architecture and
the elements of immediate interest. A glossary of terms is at the end of the document.
Much of the conceptual basis of ebXML has come from RosettaNet and OASIS.

Concept

Figure 3.3 outlines the concept behind forming e-business integrations.

Figure 3.3 ebXML Concept

The notion is as follows:

1. Company A can request specifications of e-Business services offered by Company B and others
2. Company A builds their half of the e-Business interface and public process.
3. Company A registers their implementation
4. Company B acquires details of Company A’s implementation
5. Company A and B form an agreement to trade via their respective interfaces
6. Enterprises commence exchange of business documents.

ebXML Technical Architecture

The elements of the ebXML technical architecture that facilitate this process are.

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eTOM Business Process Framework, Addendum B Page 27
1. An ebXML Registry/ Repository based on an agreed information model and variety of services to
manage data within registries.
2. A Business Process Specification Schema supporting the description of B2B public processes in a
declarative fashion.
3. An information model for Collaboration Protocol Profiles and Agreements supporting the description
of a trading partner’s capabilities, and the role they play in B2B public processes, together with the
forming of agreements between parties to participate in instances of such public processes.
4. A messaging service supporting the secure and reliable exchange of business documents between
partners participating in such public processes.

ebXML Registry/Repository

The previous sections showed how organizations use the ebXML Repository.
However there is an issue of how the Repository is created, and what content is
contained within it.

ebXML has only partially addressed the requirements for content of the ebXML
Repository:

Core Components: These are components, which appear in many different

circumstances of business information and in many different areas of business. A core
component is a common or “general” building block that basically can be used across
several business sectors. It is therefore context free. It also represents a way to align
the process development of the eTOM team, with the Information and Data modeling
of the SID team.

Universal Business Library (UBL) that is organized around Business Message types
such as Order, Order Response, Order Cancellation, Receipt Advice, Dispatch Advice,
Invoice. These Business Transactions also record Business Information Entities (BIE)
relevant to the UBL Business Transactions.

ebXML assumes that their core work will be extended to support vertical industry
segments. However no specific arrangements have been put in place to achieve this
goal.

In the IT and software industries RosettaNet has extended these definitions.

RosettaNet has defined a Business Operations Map categorizes that provides the
taxonomy of Business Transactions.

Currently no equivalent of the RosettaNet Business Operations Map (BOM) has been
created by the ICT industry.

Application Note GB921C provides an initial proposal for such an ICT B2B Business
Operations Map. It is expected that this BOM will be adopted by either the TMF on
behalf of the ICT industry or by means of some collaboration amongst industry
organizations such as the TMF, RosettaNet, and ITU-T SG4 (Generic Telecom Data
Dictionary).

Elements of Immediate Interest

The ebXML family of standards is designed to allow piecemeal implementation.

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The standards of immediate appeal are:
1. ebXML Messaging Service as a means of transferring business documents (both XML and non-
XML) securely over the Internet via https or SMTP.
2. The Business Process Specification Schema (BPSS) as a means of documenting Telecomm B2B
public processes as a sequence of Business Transactions.
3. Core Components (CC) as a means of documenting Information related to Business Transactions
and capturing the semantics of models, relations and data in a standardised and agreed way.

What does eTOM need to address?

The eTOM Business Process Framework needs to be extended to provide an

externally-oriented inter-enterprise process framework that is a sound basis for
understanding e-business oriented organizational structures and which facilitates
transitions from, or extensions of, existing Business channel structures towards those
that embrace e-business.

In order to meet these goals, the eTOM Business Process Framework needs to
address the inter-enterprise trading B2B relationships. The approach recommended is
based upon the notion of a public process, a concept used within the existing work of
RosettaNet and the UN CEFACT ebXML. This provides a sound conceptual and
technical basis for automating the inter-enterprise interfaces.

The following section describes how the eTOM Business Process Framework can be
extended to support e-business based on the principle of Public Processes. Part of
this requires extension of the eTOM Business Process Framework to support all the
process flows described in Fig 3.3, and agreement on the content of the ebXML
Repository to be used in conjunction with these extensions of the eTOM. The
extension will be achieved by developing and documenting an externally oriented
process framework based on publicly available and adopted processes where relevant
to the ICT industry. This external process framework is called the eTOM Public B2B
Business Operations Map and is documented in GB921C [Ref 9].

Chapter 4 describes these extensions to the eTOM Business Process Framework and
analyzes the linkages between them and other work in the industry.

GB921B v4.0.1 TeleManagement Forum 2004

eTOM Business Process Framework, Addendum B Page 29

Chapter 4 - Extending ETOM for Business to Business

Interactions

In the evolving ICT industry the traditional vertically integrated Telecomm industry
structure is breaking down and being replaced by an arrangement of horizontal
structured trading partners that supply competitive services to one another to form a
‘Value Chain’.

De-regulation, a common trend across most of the developed world is requiring

operators to open up their networks and provide a number of Wholesale products to
others in the ICT value chain, including their own new bushiness units in these
adjacent industries.

This brings the need to maintain the same levels of process efficiency and automation
between enterprises as is being developed within a single organization. This, coupled
with the regulatory pressure on interconnect prices, means that there is a strong and
growing business case for automating B2B interfaces between enterprises to maintain
efficiency, and lower costs for end customers.

The Value Chain Market Center document on ‘Value Chain Issues facing the ICT
industry’ TR 128 [ref 8] has carried out an impact analysis of B2B trends on the TMF
technical work including the eTOM Business Process Framework.

To operate end-to-end processes across multiple trading partners it is necessary to

have a process design approach to combining and linking B2B public processes with
the internal processes of co-operating trading partners.

eTOM extensions

Much of the conceptual basis for extending the eTOM Business Process Framework
comes from integrating the frameworks used for B2B interactions, notably those based
on the work of RosettaNet and the UN CEFACT ebXML groups, with the eTOM
Business Process Framework.

B2B implies a certain structure and discipline in the way that B2B transactions are
structured, defined and sequenced. Moreover, they focus solely on the processes
between enterprises whereas the eTOM Business Process Framework to date has
focused primarily upon the internal processes needed within a single enterprise, whilst
recognizing the need to support external interactions within the single enterprise view.

Trading partners may or may not be using an internal process model based upon the
e-TOM Business Process Framework, but this is not important for the development of
successful end-end process interactions. Essentially the B2B public processes are
synchronizing the internal processes of two different trading enterprises. A particular
challenge for B2B is to maintain the integrity of the B2B public process between two
badly behaved trading partner internal business processes/applications.

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Page 30 eTOM Business Process Framework, Addendum B
The eTOM Business Process Framework has to be extended in at least one, and
possibly two, areas to support interaction with B2B transactions based on ebXML and
RosettaNet Public Processes:
¾ The mandatory extension is to expand the definition of appropriate
parts of eTOM to ensure that the external interactions with the ebXML
and RosettaNet public processes as indicated in shown in Fig 3.3 are
supported; and
¾ A potential extension is to develop an initial proposal of the content of
the ebXML repository/ RosettaNet Business Operation Map (BOM)
relevant to the support of the eTOM Inter-Enterprise viewpoint. In this
document this is referred to as the eTOM Public B2B Business
Operations Map (BOM). In other words, a specific tailoring of the
public process models and definitions held in the external repositories
to facilitate trading within the ICT industry (given that these models
and definitions were initially developed to support other industries).
¾ Supporting ebXML processes within the eTOM
In the ebXML there are a number of public processes supported and/or used by
potential and actual Trading Partners to establish, and then use, the trading
relationship. For those trading partners using the eTOM Business Process
Framework, the mapping of the ebXML processes described in Fig 3.3 to the eTOM
Business Process Framework level 1 processes are contained in the following table.
Company A (Fig 3.3) is considered to be the ‘Seller’ and Company B the ‘Buyer’.

The following table is a preliminary mapping based on V4.0 of GB 921 Addendum D

ebXML e-business Integration eTOM Process Grouping

Process Steps (From Fig 3.3) supporting this function

Request Business Details For Company A: SIP:

Marketing and Offer
Management

For Company B: SIP: Supply

Chain Development and
Management

Note both of these retrieve

content from the ebXML
repository which in this
context is the eTOM Public
B2B Business Operations
Map (ePBOM)

Build Local Implementation: Company Company A: SIP: Resource

A builds their half of the e-business Development &
interface and public process Management, plus SIP:
Infrastructure Lifecycle
Management

Company A registers their For Company A: Supply

implementation. Chain Development &
Management (SCD&M)
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eTOM Business Process Framework, Addendum B Page 31
Processes: Supply Chain
Capability Delivery

Company B can request specifications Company B: Supply Chain

of e-business services offered by Development &
Company A Management (SCD&M)
Processes: Supply Chain
Capability Delivery

Company A and B form an agreement Company A: Marketing and

to trade via their respective interfaces Offer Management:
Marketing Capability
Delivery, and Supply Chain
Development &
Management: Supply Chain
Capability Delivery

Company B: Supply Chain

Development &
Management (SCD&M)
Processes: Supply Chain
Capability Delivery

Enterprises commence exchange of Company A: Operations:

business documents. CRM: Customer Interface
Management (CIM)

Company B: Operations:
S/PRM: Supplier /Partner
Interface Management (SP
IM)

Table 4.1 Mapping of ebXML Process Steps to eTOM Level 1 process groupings

The following figure of the eTOM Business Process Framework shows where B2B
impacts the detailed eTOM Business Process Framework processes groupings.

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Page 32 eTOM Business Process Framework, Addendum B

Strategy, Infrastructure & Product

o Customer
Operations

n Strategy &
Commit
Infrastructure Lifecycle
Management
Product Lifecycle
Management
Operations Support
& Readiness
Fulfillment Assurance Billing
s
Marketing & Offer Management Customer Relationship Management
Customer Interface Management
Sales
Development
Selling
Market Product & Product & Offer Marketing CRM
Customer Billing &
Strategy & Offer Portfolio Capability Capability Support & Problem
Marketing QoS/SLA Collections
Policy Planning Delivery Delivery Readiness Order Handling
Product Marketing Product & Offer Fulfillment Management Management

p
Communications Development & Handling
Response
& Promotion Retirement

Retention & Loyalty

Service Development & Management Service Management & Operations

Service Service Service &
Service Service Service SM&O Service Problem Quality Specific
Strategy & Capability Development & Support & Configuration & Management Management Instance Rating
Planning Delivery Retirement Readiness Activation

Resource Development & Management Resource Management & Operations

o
Resource Resource
Resource Trouble Performance
Resource Resource RM&O Management Management
Development & Resource
Strategy & Capability Support &
Retirement Provisioning
Planning Delivery Readiness
Resource Data Collection & Processing

Supply Chain Development & Management Supplier/Partner Relationship Management

Supply Chain
Strategy &
Planning
Supply Chain
Capability
Delivery
q Supply Chain
Development &
Change Management
S/PRM
Support &
S/P
Requisition
Management
S/P Problem
Reporting &
Management
S/P
Performance
Management
S/P Settlements
& Billing
Management

r
Readiness

S/P Interface Management

n Supplier/Partner s
Enterprise Management
Strategic & Enterprise Planning Enterprise Risk Management Enterprise Effectiveness Management Knowledge & Research Management
Strategic Enterprise Group Business Process Enterprise Program & Enterprise Facilities Knowledge Technology
Business Security Fraud Audit Insurance Research
Business Architecture Enterprise Continuity Management & Quality Project Performance Management & Management Scanning
Development Management Management Management Management Management
Planning Management Management Management Support Management Management Assessment Support

Financial & Asset Management Stakeholder & External Relations Management Human Resources Management
Corporate Community Shareholder Board & Employee &
Financial Asset Procurement Regulatory Legal HR Policies & Organization Workforce Workforce
Communications & Relations Relations Shares/Securities Labor Relations
Management Management Management Management Management Practices Development Strategy Development
Image Management Management Management Management Management

Shareholders Employees Other Stakeholders

eTOM Version 4.0

Figure 4.1 Mapping of ebXML Process Steps on eTOM Business Process Framework

The numbers that appear in Figure 4.1 refer to ebXML e-business Integration Process
Steps of Table 4.1.

It can be seen that the main areas of impact are in the SIP Area of eTOM v4.0 rather
than the Operations Area.

eTOM Public B2B Business Operations

Map

The ebXML RosettaNet model for Public Processes presumes the existence of a
repository. Conceptually this repository is owned by an industry group. The Value
Chain Market Centre ‘Issues Facing players in the ICT industry’ [Ref 8] has identified
that the main industry libraries do not yet give adequate coverage of the B2B public
processes needed for ICT.

B2B public processes have to be based upon B2B standards being developed outside
the TMF and are, therefore, partially under the design control of external authorities.

This section proposes the development of a public eTOM B2B Business Operations
Map that is the conceptual repository used for holding public B2B Business
Transactions or PIPs.

The TMF in cooperation with other organizations might chose in the future to establish
a role to develop and manage such a repository.
GB921B v4.0.1 TeleManagement Forum 2004
eTOM Business Process Framework, Addendum B Page 33
Relevance to B2B for the eTOM

The main areas relevant to the creation of an eTOM Public B2B BOM are the Process
and Information areas of the RosettaNet Conceptual Model – see Figure 3.2.

In the RosettaNet Partner Interchange Process -PIPs™ - it is presumed that the

technical framework is based upon the RosettaNet Implementation Framework
(RNIF), and also that Business Documents and Public Processes are defined in each
PIP.

ebXML is following the same conceptual ,model as RosettaNet but with some
improvements.

Specifically:
¾ Business Process Specification Schema (BPSS) that describes how a
multiparty multi-stage process can be decomposed into Business
Transaction Activities that align with the RosettaNet PIP concept of an
atomic process component;
¾ The Business Transaction Activities comply with six business
transaction patterns that cover request reply and notification functions,
with varying levels of non-repudiation, and reliability;
¾ The modeling of business documents is separated from the Business
Transactions which allows existing e-commerce libraries to evolve
e.g. CBL and OAGIS; and
¾ Recent work on Core Components and Assembly Documents are
providing a flexible way of creating and extending business
documents based upon fragments of specifications that are
individually registered.
More information on ebXML and RosettaNet is contained in Annex A.

The eTOM Public B2B BOM would contain all the elements described in the
RosettaNet Conceptual Model and conceptually the registry/ repository aspects of
ebXML. However the primary focus for this document will be on the process aspects
namely:
¾ Universal Business Processes; and
¾ Vertical Industry Processes for the ICT industry.

eTOM Public B2B Business Operation Map

(ePBOM)

In the main part of GB921 the concept of an external environment was introduced for
establishing and operating inter organizational processes. The B2B External
Environment is a specific form of inter-organizational processes that are based on the
use of e-commerce methods and technologies. The RosettaNet Conceptual Model
presented in section 3.3 describes all of the aspects that need to be addressed by the
B2B External Environment.

The main focus for the eTOM Public B2B BOM is the Business Conceptual Model.
The issues addressed in the RosettaNet Technical Conceptual Model, which focuses
on technical matters such as XML specification languages, process specifications are
TeleManagement Forum 2004 GB921B v4.0.1
Page 34 eTOM Business Process Framework, Addendum B
not addressed in this document. The details of such topics are more appropriate to
NGOSS.

B2B External Environment - Process components

B2B External Environment - Processes

Horizontal/Universal B2B Transaction template

Business Operations Map Dictionary
e.g. Twelve entries
RosettaNet, ebXML Requestor responder
for each of
Six
Business Transaction
Vertical Industry Patterns
eTOM Public B2B
Business Operations Map

Figure 4.2 eTOM Public B2B BOM – Public Processes

Using the RosettaNet model there are three main process aspects that need to be
captured and modeled in the public B2B External Environment.
¾ The B2B Transaction Pattern templates – RosettaNet and ebXML are
both based on the definition of atomic Business Transactions. These
utilize six basic transaction patterns. As each Business Transaction
Pattern has a supplier and a seller side this corresponds to 12
process templates.
¾ Horizontal /Universal Business Operations Map. This area has to
provide a public process decomposition hierarchy for public process
component / Business Transactions that are cross industry. The
obvious approach in this area is to use the RosettaNet and ebXML
Business Operations Maps that cover mostly Ordering and Invoicing
processes. Currently the RosettaNet Business Operations Map is
more detailed than the ebXML work that is not yet at an approved
status.
¾ Vertical Industry Business Operations Map. This area has to provide a
public process decomposition hierarchy for public process component
/ Business Transactions that are specific to the telecommunications
and ICT industry: examples are Assurance Service Level Agreement
Management and Billing (beyond simple invoicing). Many of the
issues Identified by the VC_MC work are related to missing Vertical
Industry public process components.
The need to incorporate public process hierarchies developed in other industry groups
is a strong rationale for an eTOM Public B2B BOM document that is separate and
distinct (GB921C) from the eTOM Business Process Framework process groups
(GB921 Addendum D) that are solely under the design control of the TMF.

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eTOM Business Process Framework, Addendum B Page 35
B2B Environment - Information Entities

Experience with Process modeling shows that it is also necessary to specify and
document information entities at some level. This aligns with the RosettaNet
experiences. The Information that needs to be specified includes:
¾ Horizontal /Universal Business Dictionaries, structure and content
covering general business information, company identifiers, currency
codes, country codes etc.
¾ Technical or Vertical Dictionary, structure and content covering ICT
specific information such as telephone numbers, circuit Identifiers,
locations, etc.

B2B External Environment - Information

Telecom vertical

Universal Business Dictionary Technical Dictionary

Content Content
E.g. TMF SID,
E.g. CBL ITU-T Generic Telecom
Data Dictionary (GTDD)

Business Dictionary Technical Dictionary

Structure Structure

E.g. RosettaNet Business ITU-T GTDD

Dictionary Structure

Figure 4.3 eTOM Public B2B BOM – Information

In these areas there are significant practical difficulties in making specific and concrete
selections.
¾ For Horizontal /Universal dictionaries several commercial universal
XML based dictionaries are in place, for example, the Commerce One
Common Business Library (CBL) and work in the OAGIS group. For
the moment ebXML has not produced a specific dictionary other than
the definition of general trade terms in its parent organization UN
CEFACT. It has not defined specific XML tags, which are important for
interoperability.
¾ For Technical Dictionaries the work of RosettaNet has focused on the
definitions in the fulfillment area with the well established needs of the
IT and Electronics industry that also provides partial coverage of the
ICT industry needs – specifically ordering and provisioning some
physical equipment. What it does not cover are terms needed for ICT
services such as interconnection point, locations designation and
many other service related parameters.
These missing information definitions may be addressed by the ITU-T tML initiatives in
Study Group 4. The ITU work on a Generic Telecom Data Dictionary GTDD is also
relevant to the vertical Telecomm Dictionary structure.

The structuring and choice of the Dictionary structures is obviously dependent on the
appropriate choices for Universal and Technical Dictionaries. However at this stage of
the eTOM Public B2B BOM development these information aspects are secondary to
the process aspects. The structuring and definitions of B2B information entities in the
eTOM Public B2B BOM is not considered further at this time. It is expected that this

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Page 36 eTOM Business Process Framework, Addendum B
will be addressed when the eTOM Public B2B Business Operations Map has been
developed further.

The remainder of this chapter focuses solely on the process component aspects of the
B2B External Environment.

RosettaNet Business Operations Map (BOM) Overview

RosettaNet has approved the structuring and organization of its process components-
Partner Interchange Processes PIPs™ - using an arrangement called a Business
Operation Map (BOM) which is conceptually identical to many of the eTOM Process
Groupings and decompositions, except it has been produced specifically to support
inter-enterprise process interactions. ebXML also uses the term BOM to classify
process components.

The structure of this map is to divide the problem domain firstly into Clusters and then
to divide Clusters into Segments that contain the PIPs. The purpose of the BOM is to
provide a classification structure that can evolve and provide the basis for evolving the
elementary process components.

BOM Clusters
• Cluster 0: RosettaNet Support
–Provides administrative functionality.
• Cluster 1: Partner Product and Service Review
–Allows information collection, maintenance and distribution for the development of
trading-partner profiles and product-information subscriptions
• Cluster 2: Product Information
– Enables distribution and periodic update of product and detailed design information,
including product change notices and product technical specifications
• Cluster 3: Order Management
–Supports full order management business area from price and delivery quoting through
purchase order initiation, status reporting, and management. Order invoicing, payment
and discrepancy notification also managed using this Cluster of processes.
• Cluster 4: Inventory Management
–Enables inventory management, including collaboration, replenishment, price
protection, reporting and allocation of constrained product
• Cluster 5: Marketing Information Management
– Enables communication of marketing information, including campaign plans, lead
information and design registration
• Cluster 6: Service and Support
–Provides post-sales technical support, service warranty and asset management
capabilities
• Cluster 7: Manufacturing
–Enables the exchange of design, configuration, process, quality and other
manufacturing floor information to support the "Virtual Manufacturing" environment

Figure 4.4 RosettaNet Business Operations Map –Clusters

RosettaNet defines eight clusters that cover a part of the eTOM Public B2B BOM
process requirements.

Each Cluster is further subdivided into segments that enumerate the elementary
process components (PIP™ and are equivalent to the ebXML Business Transaction

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eTOM Business Process Framework, Addendum B Page 37
Activities (BTA).). These Clusters correspond to eTOM Business Process Framework
Level 1 processes

An example of the 3A segment of the Cluster 3 is shown below. The things to note are
that the Cluster would support external B2B interactions with the Fulfillment Process
Group of the eTOM Business Process Framework and also has the concept of
covering the pre-order and order phases.

Cluster 3: Order Management

• Segment 3A: Quote and Order Entry

Allows partners to exchange price and availability information, quotes,
purchase orders and order status, and enables partners to send
requested orders, or shopping carts, to other partners
– PIP 3A1: Request Quote
– PIP 3A2: Request Price and Availability
– PIP 3A3: Request Shopping Cart Transfer
– PIP 3A4: Request Purchase Order
– PIP 3A5: Query Order Status
– PIP 3A6: Distribute Order Status
– PIP 3A7: Notify of Purchase Order Update
– PIP 3A8: Request Purchase Order Change
– PIP 3A9: Request Purchase Order Cancellation
– PIP 3A10: Notify of Quote Acknowledgement
– PIP 3A11: Notify of Authorization to Build
– PIP 3A12: Notify of Authorization to Ship
– PIP 3A13: Notify of Purchase Order (Information)
– PIP 3A14: Distribute Planned Order

Figure 4.5 RosettaNet Business Operations Map –Cluster 3 Order Management

The RosettaNet BOM classifies the PIPs in a way that may or may not be convenient
for users in the ICT industry. This means that if the RosettaNet public process
components are adopted for the eTOM Public B2B BOM then some form of mapping
between the eTOM Public B2B BOM and the single enterprise version of the eTOM
Business Process Framework is necessary.

Vertical Telecomm industry B2B Business Operations Map

At the present time there is no comprehensive ICT/ Telecom Business Operations

Map. The work of the ITU- SG4 tML and GTDD activities, and national groups such as
the ANSI T1 tML group and the UK Telco B2B Forum seem to be natural places for
standardizing the vertical Telecomm industry B2B BOM. From the perspective of
defining these public processes, the eTOM Business Process Framework can form a
major contribution to this work.

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eTOM Public B2B BOM-Level 0 Process
Area

A major requirement is to develop a structure that allows the inclusion of public

process hierarchy structures brought in from cross Industry groups such as
RosettaNet and ebXML AND to incorporate structures to support ICT/Telecomm
Verticals.

A description of the RosettaNet Business Operations Map is included in Addendum C.

The proposal is to use the structure shown below to organize the eTOM Public B2B
Business Operations Map (ePBOM):

eTOM Public B2B Business Operations Map

eTOM Public B2B
Horizontal
Business Operations Map
Business
Operations Map
e.g.
Level 0 RosettaNet, ebXML
B2B BOM B2B BOM
B2B BOM SIP
Operations Enterprise

Level 1
B2B B2B B2B
Fulfilment Assurance Billing
Rosetta PIP
Vertical ICT/ e.g. PIP3A1
eTOM B2B Business Operations
Map Request
Quote

Figure 4.6 eTOM Public B2B Business Operations Map Level 0 and 1

This figure shows the eTOM Public B2B Business Operations Map (BOM) Level
0/Level 1 view. The eTOM Public B2B Business Operations Map Level 0 process is
decomposed into three inter-organizational processes areas.
¾ Those associated with supporting the SIP Process Area;
¾ Those associated with supporting the Operations Process Area; and
¾ Those associated with supporting the Enterprise Management
Process Area.

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eTOM Business Process Framework, Addendum B Page 39
The rationale for this structure is that organizations wishing to define end to end
process flows will find it easier to discover relevant B2B Business Transactions if they
are organized in a way that can easily be related to eTOM Process Groupings.

Whilst the ePBOM is primarily concerned with vertical industry processes there is
some overlap in the Fulfillment area with the industry horizontal BOMs such as
RosettaNet. The figure shows an example of a RosettaNet PIP 3A4 being referenced
by both the eTOM Public B2B BOM Fulfillment Process Grouping, and the RosettaNet
net Cluster 3. Referencing these from the ePBOM makes the eBPOM a practically
useful tool for organizations defining and developing automated B2B Processes.

The majority of the proposed eTOM Public B2B BOM Fulfillment Process Grouping
will be aligned with the RosettaNet BOM. However concepts absent from RosettaNet
such as the ANSI T1 / ITU-T Unified Ordering Model that divides ordering into pre-
order, order and post order phases can be captured in the eTOM Public B2B BOM
and reference the individual process components in RosettaNet Clusters.

Conceptually this simply means that the proposed eTOM Public B2B BOM (GB921C)
needs to accommodate external classification schemes that are already in widespread
use through the use of external references.

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Summary

‘What processes does an organization have to put in place in order to deliver

automated Business to Business interfaces with its trading partners?’ The answer to
this question has been documented in section 4.2. This identifies the internal eTOM
Process Groups where the internal processes have to be designed and developed to
support public B2B processes, and automated interfaces. The concept of a public
process has been described and the need for a public registry of process activities has
been explained.

This document has provided the first analysis of the Process Grouping appropriate to
support the eTOM Public B2B Business Operations Map. Because the work links into
industry activities such as ebXML, RosettaNet and other groups.

The detailed definition of the eTOM Public B2B Business Operations Map is
developed in GB921C.

The level of analysis in this document together with GB921C is sufficient to allow
practical definition of end to end supply chain processes amongst trading
organizations, some using the definition contained in the eTOM Public B2B Business
Process Framework as a starting point for modeling; and some using proprietary or
other internal process models.

The specifications in the B2B industry are evolving and this work is based on
information available as of May 2003.

A specific issue that needs some care is that whilst RosettaNet has the most
comprehensive set of specifications that they currently bundle specific choices of
technical solutions e.g. RosettaNet Implementation Framework (RNIF) and specific
document types to the process activities (PIPs).

The modeling of information for the ICT industry sector is a major challenge and this is
likely to lead to an evolution from the RosettaNet mechanisms for capturing data
dictionaries and different ways of structuring the business documents that are
exchanged. RosettaNet itself is one of the leading partners for the evolution of these
standards. The most notable is ebXML OASIS Content Assembly Mechanism (CAM)
which will lead to more systematic ways of defining Business Documents that supports
change management more efficiently.

Readers are strongly advised to track the most update materials from ebXML,
RosettaNet, ITU-T and OASIS.

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References

Referenced Organizations

Reference Description Brief Use Summary

RosettaNet Consortium developing B2B solution
for electronic trading in the IT and
electronics industry
www.RosettaNet.org
VC-MC Value Chain Issues facing the ICT Describes the main issues and
Industry TR148 v0.5 June 2002 direction of B2B for telecom /ICT
Member evaluation version industry and does an initial impact
analysis on the technical aspect of
TMF work.
ebXML Working group established under the
UN CEFACT group responsible for
developing XML based solutions for
B2B
www.ebXML.org
www.ebtwg.org

Citations

[1] http://b2b.ebizq.net/ebiz_integration/jenz_1.html Achieving BPM: Two

Approaches, Two Sets of standards, Dieter Jenz

[2] www.RosettaNet.org

[3] www.ebxml.org and www.ebtwg.org

[4] TeleManagement Forum Enhanced Telecomm Operations Map GB921 v3

[5] Use Case p158 Object Oriented Analysis and Design Grady Booch ISBN 0-
805305340-2

[6] BT/ATT/CONCERT Alliance Common Information Model Version 3.1 Helen

Hepburn, Paul Muschamp

[7] TeleManagement Forum Shared Information /Data (SID) Model GB922 multi
part document www.tmforum.org

[8] Value Chain Issues facing the ICT Industry TR148 v0.5 June 2002 Member
evaluation version

[9] GB921C v 4.0 eTOM – Public eTOM Business Operations Map (BOM) An
initial proposal for the scope and structure of ICT B2B Business Transactions
TeleManagement Forum 2004 GB921B v4.0.1
Page 42 eTOM Business Process Framework, Addendum B

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eTOM Business Process Framework, Addendum B Page 43

ANNEX A: OVERVIEW OF ROSETTANET AND EBXML

A.1 Concepts

RosettaNet and ebXML both have the concept of atomic elementary process
components. In both cases these atomic processes component comply with six
transaction patterns.

ebXML also addresses the coordination of these atomic processes amongst multiple
trading partners.

A.2 Defining public processes

RosettaNet has developed a model for defining public processes between trading
partners based on defining atomic process components called Partner Interchange
Processes PIP™ . End to end processes are form by sequencing these atomic
process components.

ebXML (electronic Business extensible Mark-up Language) has adopted this concept
and has made a number of changes to terminology but basically following the same
conceptual model for forming end-to-end B2B processes.

RosettaNet PIPs are a tightly coupled package as they define:

¾ The message transport (RNIF);
¾ The business transaction patterns;
¾ The non functional aspects: non repudiation, time to perform;
¾ The XML message structures using Document Type Definitions
(DTDs); and
¾ The business dictionaries and technical dictionaries for the IT and
software industries.
ebXML captures the essential business transactions but allows more flexibility in the
following areas
¾ Use of XML Schemas;
¾ Multiple libraries for Universal processes and business dictionaries;
and
¾ Technical dictionaries for multiple industry sectors.
Current work is codifying a scheme for assembling business documents from
predefined assemblies that will create a more structured and re-useable business
document format than RosettaNet PIPs. This work is carried out with OAGIS under the
title Content Assembly Mechanism (CAM).

A.3 The B2B Transaction Patterns

The six transaction patterns are:

• Business Transaction (Commercial Transaction):
implies a contract formation process between two business partners.

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• Request/Response:
Used to obtain dynamic information i.e. information that the responding partner has that
requires a complex, inter-dependent set of results. An example might be to get a quote.
• Request/Confirm:
Used to get status information on some business activity, for example to get the status of an
order that was placed earlier. It may require manual intervention to process the request and
require long time than query response.
• Query/Response:
Used to directly obtain (automatically) static information that the responding partner has,
probably in a database. An example might be to get a catalogue.
• Information Distribution:
Used to informally pass information from the requesting partner to the responding partner and
therefore has no non-repudiation requirements.
• Notification:
As for Information Distribution but no business response is expected, but a delivery receipt
must be returned.

A.4 Binary Collaborations

In practical e-business situations B2B involves the exchange of Business Documents

amongst multiple trading partners. Three issues have to be addressed:
¾ Decomposition of multiparty trading arrangement into a set of bilateral
trading arrangements;
¾ Describing the coordination of the Business Transactions amongst the
trading partners; and
¾ Describing the coordination and the sequencing of Business
Transactions for a single Binary Collaboration between two trading
partners.

Choreography
Rol
e
Business
Business
Tra nsa ction
Business
Tra nsa ction
Tra nsa ction
e
Rol
Doc um ent
Flo w

Figure A.1: BPSS Model Business Transactions

BPSS focused on the relationship of a pair of trading roles supported by Business

Transactions that are implemented by the exchange of documents and sequenced
using a choreography.

The method for handling complex multiparty collaborations in ebXML is illustrated

below:
GB921B v4.0.1 TeleManagement Forum 2004
eTOM Business Process Framework, Addendum B Page 45

B2B environment
Trading Business Process
Trading B2B Collaborations Specification
Partners
Trading
Trading
Partners Binary Schema (BPSS)
Partners
Partners Collaborations
Long lived transactions
Business
Transaction
SYNCHRONISATION
Activity
Only requires
‘Buyer’ observation of message
Business
Trading Transaction
sequence and data
Partner in messages
Activity
‘Seller’
Trading Business
Transaction
Partner
Activity
Atomic unit of
Work

Figure A.2: From multiparty Collaborations to Business Transactions

This diagram shows that part of the B2B environment is about B2B collaborations
amongst multiple Trading Partners. The BPSS specification allows these multiparty
collaborations to be expressed as a series of binary collaborations between pairs of
trading partners operating in a Buyer and Seller roles respectively, together with a
definition of the choreography. The Binary Business Collaborations are further divided
into Business Transaction Activities that are the atomic unit of work and correspond to
the concept of a PIP in RosettaNet.

Note Business Transaction Activity is the formally defined name in BPSS but often the
informal name Business Transaction is used in the descriptions.

A.5 General structure of a Business Transaction

There is a concept in ebXML and RosettaNet of business signals that are distinct from
document flows.

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Request
RequestDocument
DocumentFlow
Flow

Receipt
ReceiptAcknowledgement
AcknowledgementSignal
Signal

Requesting
Requesting Acceptance
AcceptanceAcknowledgement
AcknowledgementSignal
Signal Responding
Responding
Activity
Activity Activity
Activity
Response
ResponseDocument
Documentflow
flow

Receipt
ReceiptAcknowledgement
AcknowledgementSignal
Signal

Business Signal

Figure A.3: Business Documents and Business Signals

Business signals are application level documents that ‘signal’ the current state of the
business transaction. These business signals have specific business purpose and are
separate from lower protocol and transport signals.

The example above shows a simple exchange of a business document and a

response such as an Order Request and an Order Confirmation document containing
additional information such as order reference appointment times, etc. In addition to
the Business Documents, three Business Signals are defined that are used to ensure
that the state of the transaction is synchronized between requesting and responding
activities in the buy and seller enterprises.

The structures of ebXML Business Signals are ‘universal’ and do not vary from
transaction to transaction. They are defined as part of the ebXML Business Process
Specification Schema. (www.ebxml.org ebBPSS.doc).

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A.6 Example Transaction Pattern – Request Response

This pattern is different to the query/response pattern in that it is used to obtain

dynamic information i.e. information that the responding partner has that requires a
complex, interdependent set of results. An example might be to get a quote. This
pattern requires some business processing by the responding partner before a result
can be returned, which may include manual intervention. It has similar constraints on
transaction properties to the query/response pattern, except that it optionally has non-
repudiation requirements. The pattern does not imply any contractual obligations.

A.7 Message Flows

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A.8 Example Transaction Pattern – Notification

This pattern is used to formally pass information from the requesting partner to the
responding partner and therefore has non-repudiation requirements. No business
response is expected, but a delivery receipt must be returned.

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ANNEX B: B2B TERMINOLOGY USED IN THIS DOCUMENT

This section identifies the important terms, abbreviations and acronyms relevant to this
document. The main GB921 document contains general terminology and acronyms.

B.1 RosettaNet and ebXML terms

The following terms are used:

ebXML

A family of B2B repository, modeling and messaging standards defined by

UN/CEFACT in conjunction with OASIS.

Source: ebXML

ebXML Messaging Service

A SOAP based protocol for the reliable exchange of Business Messages containing
Business Documents.

Source: ebXML

Business Processes

Activities that a business can engage in (and for which it would generally want one or
more partners). A Business Process is formally recorded in XML form conforming to
the Business Process Specification Schema but may also be modeled in UML.

Source: ebXML

Business Process Specification Schema

A schema defined to allow the exchange of business process information between

partners in XML form. The BPSS information model is derived from the notions of the
UN/CEFACT Modeling Method for modeling B2B business processes.

Source: ebXML

Collaboration - BPSS

A business process enacted between two or more business partners fulfilling particular
roles. Collaborations can be binary (two partners) or multiparty (more than two
partners).

Collaborations can also be nested.

The lowest level of collaboration is comprised of Business Transaction Activities

(process steps involving the exchange of one or two Business Documents).

Collaboration Protocol Profile (CPP)

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A profile filed with a Registry by a business wishing to engage in ebXML transactions.
The CPP will specify some Business Processes of the business, as well as some
Business Service Interfaces it supports.

Source: ebXML

Collaboration Protocol Agreement (CPA)

In essence, a contract between two or more enterprises that can be derived

automatically from the CPPs of the respective enterprises. If a CPP says "I can do X,"
a CPA says "We will do X together."

Source: ebXML

Business Partner Role - BPSS

A role to be fulfilled by one of the partners in executing Business Collaboration.

Source: ebXML

Business Transaction Activity-BPSS

A process step within a Business Collaboration

Source: ebXML

Business Transaction - BPSS

A reusable exchange of business documents invoked by one or more Business

Transaction Activities.

Source: ebXML

Business Document - BPSS

A document exchanged between one Role and another within a Business

Transaction.

Business Messages

The actual information communicated as part of a business transaction. A message

will contain multiple layers. At the outside layer, an actual communication protocol
must be used (such as HTTP or SMTP). SOAP is an ebXML recommendation as an
envelope for a message "payload." (Business Documents). Other layers may deal with
encryption or authentication.

Source: ebXML

Registry

A central server that stores a variety of data necessary to make ebXML work.
Amongst the information a Registry makes available in XML form are:

Business Process & Information Meta Models, Core Library, Collaboration Protocol
Profiles, and Business Library.

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Basically, when a business wants to start an ebXML relationship with another
business, it queries a Registry in order to locate a suitable partner and to find
information about requirements for dealing with that partner.

Source: ebXML

B.2 General e-Business Terminology

Definitions are provided here for common terms concerning Business processes and
the activities occurring within them. Common terminology makes it easier for Service
Providers to communicate with their Customers, Suppliers and Partners.

For the eTOM documentation to be understood and used effectively, it is essential that
the wording listed here be interpreted using the meanings provided, rather than
common usage or specific usage.

Complementary Provider

The Complementary Provider provides additional products and services to extend the
attractiveness of an enterprise’s products and services and scope of its value network.
Frequently, these products and services are co-branded.

Customer

The Customer buys products and services from the Enterprise or receives free offers
or services. A Customer may be a person or a business.

e-business

e-business includes the Internet presence and buy and sell transaction over digital
media of e-commerce. It also includes the integration of front- and back-office
processes and applications to provide support and bill for the product or service. For
eTOM it is even more expansive. e-business is the integration of traditional business
models and approaches with e-business opportunities.

e-commerce

e-commerce is Internet presence and business buying and selling transactions over
digital media.

End User

The End User is the actual user of the Products or Services offered by the Enterprise.
The end user consumes the product or service. See also Subscriber below.

Enterprise

Enterprise is used to refer to the overall business, corporation or firm, which is using
eTOM for modeling its business processes. The enterprise is responsible for delivering
products and services to the Customer. It is assumed that the enterprise is an
Information or Communications Service Provider (see ICSP explanation below).

Entity

Entity, is used to mean a person, a business, technology, etc. with which a process
interacts. The Customer is the most important Entity. The Enterprise Management
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processes interact with Government, Regulators, Competitors, Media, Shareholders,
the Public, Unions and Lobby groups. The Supplier and Partner Management
Processes interact with Dealers, Retailers, Partners, Brokers, Third-Party Providers,
Complementary Provider, Financial Provider, Service Suppliers, and Material
Suppliers.

Intermediary

Within the Value Network, the Intermediary performs a function on behalf of the
Enterprise that is a part of the Enterprise’s operational requirements. Intermediaries
provide products and services that the enterprise either cannot provide itself or
chooses not to due to cost and quality considerations. There are typically three
categories of intermediaries: sales, fulfillment, and information and communication.

Offer

An offer is an aggregation or bundling of Products or Services for sale to a Customer.

Outsourcing

Outsourcing is when an enterprise contracts out one or more of its internal processes
and/or functions out to an outside company. Outsourcing moves enterprise resources
to an outside enterprise and keeping a retained capability to manage the relationship
with the outsourced processes.

Out-tasking

Out-tasking is when an enterprise contracts with outside enterprise to provide a

process, function or capability without transfer of resource. The enterprise begins
using the other enterprise’s capabilities directly and electronically.

Partner

A Partner has a stronger profit and risk-sharing component in their Business

Agreement with the Enterprise, than a Supplier would have. A Partner generally is
more visible to the Enterprise's customer than a Supplier would be. A partner might be
part of an alliance, a joint service offering, etc.

Process

A Process describes a systematic, sequenced set of functional activities that deliver a

specified result. In other words, a Process is a sequence of related activities or tasks
required to deliver results or outputs.

Product

Product is what an entity (supplier) offers or provides to another entity (customer).

Product may include service, processed material, software or hardware or any
combination thereof. A product may be tangible (e.g. goods) or intangible (e.g.
concepts) or a combination thereof. However, a product ALWAYS includes a service
component.

Resource

Resources represent physical and non-physical components used to construct

Services. They are drawn from the Application, Computing and Network domains, and

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include, for example, Network Elements, software, IT systems, and technology
components.

Service

Services are developed by a Service Provider for sale within Products. The same
service may be included in multiple products, packaged differently, with different
pricing, etc.

Service Provider (SP)

See under Information and Communications Service Provider (ICSP)

Subscriber

The Subscriber is responsible for concluding contracts for the services subscribed to
and for paying for these services.

Supplier

Suppliers interact with the Enterprise in providing goods and services, which are
assembled by the Enterprise in order to deliver its products and services to the
Customer.

Supply Chain

’Supply Chain’ refers to entities and processes (external to the Enterprise) that are
used to supply goods and services needed to deliver products and services to
customers.

Third Party Service Provider

The Third Party Service Provider provides services to the Enterprise for integration
or bundling as an offer from the enterprise to the Customer. Third party service
providers are part of an enterprise’s seamless offer. In contrast, a complementary
service provider is visible in the offer to the enterprise’s customer, including having
customer interaction.

User

See End User above.

Value Network

The enterprise as the hub a value network is a key concept of e-business. The value
network is the collaboration of the enterprise, its suppliers, complementors and
intermediaries with the customer to deliver value to the customer and provide benefit
to all the players in the value network. E-business success and, therefore part of the
definition of a value network, is that the value network works almost as a vertically
integrated enterprise to serve the customer.

Vendor

Synonymous with Supplier above.

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ANNEX C ROSETTANET BUSINESS OPERATIONS MAP

The following paragraphs simply list the RosettaNet Clusters, Segments & PIPs. This
is what is referred to as the Business Operation Map.

It is based on the published information as of May 2003.

Readers are strongly advised to check the latest information at www.RosettaNet.org

as the PIP Dictionary /BOM is subject to frequent change.

Cluster 0: RosettaNet Support

Segment 0A: Administrative

PIP 0A1: Notification of Failure

Segment 0C: Testing

PIP 0C1: Asynchronous Test Notification

PIP 0C2: Asynchronous Test Request /Confirmation

PIP 0C3: Synchronous Test Notification

PIP 0C3: Synchronous Test Query/Response

Cluster 1: Partner Profile Management

Segment 1A: Partner Review

PIP 1A1: Request Account Setup

PIP 1A2: Maintain Account

Segment 1B: Product and Service Review

PIP 1B1: Manage Product Information Subscriptions

Cluster 2: Product Information

Segment 2A: Preparation for Distribution

PIP 2A1: Distribute New Product Information

PIP 2A2: Query Product Information

PIP 2A3: Query Marketing Information

PIP 2A4: Query Sales Promotion & Rebate Information

PIP 2A5: Query Technical Information

PIP 2A6: Query Product Lifecycle Information

PIP 2A7: Query Product Discontinuation Information

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PIP 2A8: Distribute Product Stock Keeping Unit (SKU)

PIP 2A9: Query EC Technical Information

PIP 2A10: Distribute Design Engineering Information

PIP 2A11: Query Product Master

PIP 2A12: Distribute Product Master

Segment 2B: Product Change Notification

PIP 2B1: Change Basic Product Information

PIP 2B2: Change Marketing Information

PIP 2B3: Change Sales Promotion & Rebate Information

PIP 2B4: Change Product Technical Information

PIP 2B5: Change Product Lifecycle Information

PIP 2B6: Query Optional Product Information

PIP 2B7: Notify of Product Change

PIP 2B8: Notify of Product Change Response

PIP 2B9: Notify of Modified Product Change

PIP 2B10: Notify of Cancel Product Change

PIP 2B11: Query Product Change

Segment 2C: Product Design Information

PIP 2C1: Distribute Engineering Change Notice

PIP 2C2: Request Engineering Change

PIP 2C3: Distribute Engineering Change Response

PIP 2C4: Request Engineering Change Approval

PIP 2C5: Notify of Engineering Change Order

PIP 2C6: Notify of Engineering Change Implementation Plan

PIP 2C7: Request Bill of Material

PIP 2C8: Notify of Bill of Material

PIP 2C9: Request Approved Manufacture List

PIP 2C10: Notify of Approved Manufacture List

Segment 2D: Collaborative Design

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Cluster 3: Order Management

Segment 3A: Quote and Order Entry

PIP 3A1: Request Quote

PIP 3A2: Request Price and Availability

PIP 3A3: Request Shopping Cart Transfer

PIP 3A4: Request Purchase Order

PIP 3A5: Query Order Status

PIP 3A6: Distribute Order Status

PIP 3A7: Notify of Purchase Order Update

PIP 3A8: Request Purchase Order Change

PIP 3A9: Request Purchase Order Cancellation

PIP3A10: Notify of Quote Acknowledgement

PIP3A11: Notify of Authorization to Build

PIP3A12: Notify of Authorization to Ship

PIP3A13: Notify of Purchase Order (Information)

PIP3A14: Distribute Planned Order

Segment 3B: Transportation and Distribution

PIP 3B1: Distribute Transportation Projection

PIP 3B18: Notify of Shipment Documentation

PIP 3B2: Notify of Advance Shipment

PIP 3B3: Distribute Shipment Status

PIP 3B4: Query Shipment Status

PIP 3B5: Request Shipment Change

PIP 3B6: Notify of Shipments Tendered

PIP 3B11: Notify of Shipping Order

PIP 3B12: Request Shipping Order Cancellation

PIP 3B13: Notify of Shipment Confirmation

PIP3B18: Notify of Shipping Documentation

Segment 3C: Returns and Finance

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PIP 3C1: Return Product

PIP 3C2: Request Financing Approval

PIP 3C3: Notify of Invoice

PIP 3C4: Notify of Invoice Reject

PIP 3C5: Notify of Billing Statement

PIP 3C6: Notify of Remittance Advice

PIP 3C7: Notify of Self-Billing Invoice

Segment 3D: Product Configuration

PIP 3D8: Distribute Work in Process

PIP 3D9: Query Work in Process

Cluster 4: Inventory Management

Segment 4A: Collaborative Forecasting

PIP 4A1: Notify of Strategic Forecast

PIP 4A2: Notify of Embedded Release Forecast

PIP 4A3: Notify of Threshold Release Forecast

PIP 4A4: Notify of Planning Release Forecast

PIP 4A5: Notify of Forecast Reply

PIP 4A6: Notify of Forecasting Exception

Segment 4B: Inventory Allocation

PIP 4B2: Notify of Shipment Receipt

PIP 4B3: Notify of Consumption

Segment 4C: Inventory Reporting

PIP 4C1: Distribute Inventory Report

Segment 4D: Inventory Replenishment

PIP 4D1:Notify of Inventory Release

Segment 4E: Sales Reporting

Segment 4F: Price Protection

Cluster 5: Marketing Information Management

Segment 5A: Lead Opportunity Management

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Segment 5B: Marketing Campaign Management

Segment 5C: Design Win Management (Electronic Components)

PIP 5C1: Distribute Product List

PIP 5C2: Request Design Registration

PIP 5C3: Create Design Win

PIP 5C4: Distribute Registration Status

PIP 5C5: Query Registration Status

Segment 5D: Ship from Stock and Debit (Electronic Components)

PIP 5D1: Request Ship from Stock and Debit Authorization

PIP 5D2: Notify of Blanket Ship from Stock and Debit Authorization

PIP 5D3: Distribute Open Ship from Stock and Debit Authorization Status

PIP 5D4: Query Ship from Stock and Debit Authorization Status

PIP 5D5: Create Ship from Stock and Debit Claim

PIP 5D6: Notify of Ship from Stock and Debit Claim Status

Cluster 6: Service and Support

Segment 6A: Provide and Administer Warranties, Service Packages, and Contract
Services

Segment 6B: Provide and Administer Asset Management (Merged with 6A)

Segment 6C: Technical Support and Service Management

PIP 6C1: Query Service Entitlement

PIP 6C2: Request Warranty Claim

Cluster 7: Manufacturing

Segment 7A: Design Transfer

Segment 7B: Manage Manufacturing Work Orders and WIP

PIP 7B1: Distribute Work in Progress

PIP 7B5: Notify of Manufacturing Work Order

Segment 7C: Distribute Manufacturing Information

PIP 7C1: Notify of Manufacturing Genealogy

PIP 7C2: Query Manufacturing Genealogy

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PIP 7C3: Notify of Quality goals

PIP 7C4: Notify of Manufacturing Quality

PIP 7C5: Query Manufacturing Quality

PIP 7C6: Distribute Product Quality Event Data

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ANNEX D: TERMINOLOGY AND ACRONYM GLOSSARY

B.3 Acronyms
ANSI American National Standards Institute
ASP Application Service Provider
B2B Business to Business
BOM Business Operations Map
BPSS Business Process Specification Schema
BSS Business Support System
BTA Business Transaction Activity
CAM Content Assembly Mechanism
CBL Common Business Library (also called xCBL)
COTS Commercial Off-the-shelf
CPA Collaboration Protocol Agreement
CPP Collaboration Protocol Profile
CRM Customer Relationship Management
DTD Document Type Definition
E2E End-to-end
ebXML Electronic Business Extensible Markup Language
ePBOM eTOM Public B2B Business Operations Map
EDI Electronic Data Interchange
eTOM enhanced Telecom Operations Map
EM Enterprise Management
FAB Fulfillment, Assurance and Billing
GTDD Generic Telecom Data Dictionary
HTML Hyper Text Markup Language
ICT Information and Communications Technology
ILM Infrastructure Lifecycle Management
IP Internet Protocol
IPDR Internet Protocol Detailed Records
ISP Internet Service Provider
ITU-T International Telecommunication Union – Telecommunication Standardization
Sector
NGOSS Next Generation Operations Systems and Software
OAGIS Open Applications Group Integration Specification
OASIS Organization for the Advancement of Structured Information Standards
OPS Operations

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ORT Operations Readiness Testing
OSR Operations Support & Readiness
OSS Operations Support System
PIP Partner Interface Process
PO Purchase Order
PLM Product Lifecycle Management
RFP Request for Proposal
RM&O Resource Management & Operations
RNIF RosettaNet Implementation Framework
SD&M Service Development & Management
SID Shared Information & Data Model
SIP Strategy, Infrastructure and Product
SM&O Service Management & Operations
SMTP Simple Mail Transfer Protocol
SOAP Simple Object Access Protocol
SP Service Provider
S/P Supplier/Partner
S/PRM Supplier/Partner Relationship Management
TM Forum TeleManagement Forum (see also TMF)
tML Telecommunications Markup Language
TMF TeleManagement Forum (see also TM Forum)
TMN Telecommunications Management Network
TOM Telecom Operations Map
UBL Universal Business Library
UML Unified Modeling Language
UN/CEFACT United Nations Center for Trade Facilitation and Electronic Business
VC-MC Value Chain Market Center
W3C World Wide Web Consortium
XML Extensible Markup Language

To find Acronyms expansions go to http://www.acronymfinder.com.

TeleManagement Forum 2004 GB921B v4.0.1