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Summary of Reports

 DataMirror

 InterSystems

 Lansa

 NDL

 NEON Systems

 Oracle

 Pervasive Software

 Sunopsis

 Telelogic

 WRQ

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version of the full report


Management Briefings



 Market Overview & Analysis | Part 2 | Part 3

 Expert Opinion: Ted Carroll of Impact Plus

 View from the Top: Air carrier Lufthansa Cargo | Part 2

 Service Oriented Architecture: Ravinder Chauhan of Atos Consulting | Part 2

 Round Table | Part 2

 Web Services: Roland Spiers of Clarity Integration | Part 2

 EAI: Mehran Nikoo of Dunstan Thomas Consulting | Part 2

 Implementation Issues: Parity’s Stewart Mills | Part 2

 Enterprise Architecture: Ceri Williams of The Integration Practice | Part 2

 Market Direction: Tony Hart of Datamonitor | Part 2 | Part 3

View from the Top - Part 2 | Part 1

Read Part 1

  COMPANY FILE

Founded in 1994, Lufthansa Cargo is the world’s biggest air cargo carrier. The company markets its own freighter capacities and the cargo capacities of all passenger aircraft in the Lufthansa Group.

In 2003, it handled 1.58 million tonnes of freight and mail. It has 5,000 employees and runs a fleet of 14 MD-11F aircraft and eight Boeing 747-200 freighters to 450 destinations worldwide.

Eight global freight forwarding companies and a large number of local business partners have linked their business processes with Lufthansa Cargo. It also has the ‘WOW’ alliance with SAS Cargo, Singapore Airlines Cargo and Japan Airlines Cargo – involving harmonised products, IT systems and handling processes – and joint ventures with a number of other cargo airlines as well as DHL.

The need to link systems with partners and respond to customer demand for more flexible services persuaded Lufthansa Cargo to modernise and standardise its IT systems.

Q: HOW IS THE SYSTEM BEING IMPLEMENTED?

A: We continued with the same EAI team that did the selection, so that we were now doing strategy work and the practical work of implementation.

It was worth running the PoTs to get hands-on experience of TIBCO’s integration tools and also to start the change management process – the project managers were getting involved and getting enthusiastic about the idea.

We set up a central EAI/Integration Competence Centre which designed the architecture and defined the coding guidelines and standards. We also clearly defined the tasks that the EAI competence team would carry out.

We started with two pilot EAI projects. We built a system for claims management, which involved integration of the Siebel CRM system, the shipment database and the ERP billing system; the other project was to rebuild the tracking system and move to customers proactively tracking shipments.

To date, we have now run 13 projects – not all integration projects, but in each project integration has played a key role. We have integrated 15- plus systems, including SAP, Oracle, Siebel CRM, shipment databases, EDIFACT communications, the booking engine which is Lufthansa Cargo’s core system, some older legacy host systems, some capacity control systems and some modern technologies such as web services.

The TIBCO integration components are a common platform with messaging and standard transport mechanisms which let the applications talk to each other – the systems now speak a common language through XML standards, both internally and externally with business partners.

This has enabled a service oriented architecture with shared services.

We have web services standards in place for B2B integration with the business partners. We have integrated just a few partners in this way and the next task is to get the web services security to a more granular level. But with web services, it means that we can integrate partner companies much more quickly, in a matter of days for existing services.

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