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Amongst the library systems suppliers, BLCMP have been at the forefront of EDI developments: some of the first UK libraries to install EDI software were their BLS system users. Two of the early users, the libraries of Birmingham University and West London Institute here present accounts of their experiences so far. Implementation of EDI ordering via BLS is described, together with its performance and effects on the acquisitions process. At the time of writing, there are now 21 libraries and 16 suppliers using BLCMP's EDI facilities.

Inter‐organizational‐systems such as EDI have been the main form of business to business e‐commerce application in the automotive industry for the last two decades. However, previous studies in EDI adoption mostly examined environmental, organizational and technological factors. This study examines behavioral dimensions of trading partner trust in EDI adoption via a qualitative interpretative case study conducted between an automotive manufacturer and their first tier supplier. While trading partner trust was observed to be an implicit factor embedded in pre‐arranged contractual agreements, the findings of this study suggests that trading partner trust is important for cooperative long term trading relationships and contributes to increased awareness on the importance of trading partner trust in EDI adoption.

Reports a recent survey of warehousing firms which examined the extent of involvement in electronic data interchange (EDI) and the impact which EDI has had on the firms′ operations and service capabilities. Warehousing firms providing EDI services to their customers were found to be better able to accommodate selected customers′ requests than firms not providing EDI services. Additionally, the firms providing EDI service were offering more services to their customers than firms not providing EDI service. Based on the research results, EDI firms appear to be more flexible and more responsive to customer requests. EDI offers significant potential for helping firms to gain competitive advantage and enhance customer responsiveness.

As the use of inter‐organizational information systems such as electronic data interchange (EDI) increases, it becomes important to determine what impact, if any, their adoption has on different functions of an organization. Since the purchasing function is among one of the most affected by EDI adoption, a survey of purchasing managers was conducted to assess the extent of EDI′s impact on purchasing. The results, based on 122 EDI users, indicate that increasing the percentage of purchasing transactions using EDI permits more automation but some of these benefits may not be fully realized due to some associated inefficiencies. However, those organizations that have encouraged their vendors to use EDI appear to have significantly improved organizational efficiencies. These organizations also did not perceive any significant organizational changes due to EDI adoption. The implications of these findings are discussed.

Until electronic data interchange (EDI) reaches a business manager audience, it still has inertia to overcome. These are the people who can harness the real advantages that EDI developments provide and to whom the article is addressed. Discusses all the practical problems of implementing EDI, from the initial choice of the type of system to common problems with electronic trading partners. Includes the three main types of EDI systems and the advantages of each, together with some basic design criteria for EDI software. Places emphasis on the impetus that EDI can give to change dated working practices. This is the real commercial secret of EDI.

The key factor in selecting EDI software is flexibility. Companies need this flexibility to adapt to the rapidly changing user requirements. This article reviews the essential elements of EDI software and discusses software selection and implementation strategies.

With any new technology such as EDI there is a need to reduce the confusion that might arise, by adopting standard terms and by positioning it within a proper context. Reports on the results of work within the Cranfield EDI research project, one of which was a concept model for EDI which achieved standard definitions and a proper contextual model for EDI. Concept models cannot be developed without rules for their construction and in this case entity modelling was used. The Cranfield EDI concept model identifies 14 fundamental aspects of EDI in business and their interrelationships. Drawing on this basic model it is possible to derive checklists, and to build more explicit models of specific EDI implementation situations.

Details an investigation into the extent to which electronic data interchange (EDI) is used in warehouses to communicate with suppliers (as opposed to customers). A questionnaire distributed to warehouse managers was used. Reports results indicate that EDI is used to a large extent in the warehousing function; in fact, warehousing personnel, working with customers, contributed to the development of their firms′ EDI systems. While EDI use was strong on the outbound side, its use at the warehouse‐supplier interface was relatively non‐existent. For similar communications with suppliers, warehouse managers will need to take the lead, as the development of the information‐exchange systems appears to be customer‐driven.

Only about 5 per cent of the companies that could be doing EDI are doing EDI. Can the Internet change the mathematics with its lower costs and easy accessibility? The Internet is attractive, not only because it is free and can handle EDI, but because it affords even small retail concerns a new marketplace for linking with suppliers. The Internet has its own vulnerabilities. Unreliable Internet performance could result in message loss – totally unacceptable to trading partners. The Internet is perceived as an unsafe medium for the valuable and sensitive information in business transactions. Mass adoption of Internet/EDI will come when Web browser technology is married to forms‐based EDI. While Internet/EDI may be dark and dangerous, several firms are now conducting pilots or implementing production systems.

This article analyses the moderation effect of co‐operation on electronic data interchange (EDI) adoption, and the influence of EDI use on the co‐ordinating activities in the automotive supply chain. The empirical results from a survey of 116 Spanish automotive suppliers indicate that EDI adopters perceive more operational benefits, more external pressure and mutual understanding, and fewer technical and organisational difficulties than do non‐adopters of EDI. The use of EDI is greater among suppliers that perceive more strategic benefits and fewer cost and organisational difficulties, have a proactive management, are less dependence on suppliers, and adopt EDI earlier. Co‐operation is a moderator of organisational difficulties for EDI adoption and use, and strategic benefits for the use of EDI. The results also show that companies use EDI to become more co‐ordinated with suppliers and customers.