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1、BusinessIntegrationModel 2003AndersenConsulting 2 Linkingtheglobewithreal timeapplicationsthatmaximizecustomerdesireswithreducedcoststructuresthroughoptimizedsoftwarewithoperationsexecutedbybothinternalpeopleandexternalalliancepartners GregoryJ OwensFormerGlobalManagingPartnerSupplyChainPracticeMarc
2、h4 1999 AHolisticPerspective SupplyChainManagement 2003AndersenConsulting 3 TheSCMpitfallswehavelearnedtodate BenefitsfromsharingsalesforecastsandinventorylevelsareachievablebutfallshortofthepromiseThebarrierstocollaborationandintegrationareorganizationalandbehavioralnottechnologicaloreconomic theFe
3、arofChangeLackoftrustandintegrationofcompanypracticesarekeyobstacles 2003AndersenConsulting 4 TheSCMPracticecomprisesexpertsintechnology processes strategyandchangemanagement enablingittoprovideclientswithcross functionalsolutions AMRResearchAlertonSupplyChainManagement August1998 SuccessfulSCMiniti
4、ativestypicallycombinestrategicandtacticalchangetoallcomponentsofacompany 2003AndersenConsulting 5 Executivesshouldtakeaholisticbusinessapproachtosuccessfullysynchronizetheirsupplychains Implementtherightenablingtechnologies Developasynchronizationstrategy andchoosetherightinitiative Developsupporti
5、ngprocesscapabilities Restructureandre skillorganizationalrelationships 2003AndersenConsulting 6 DetermineWithWhomToSynchronize DetermineYourSynchronizationScope NumberofPartners Partners StrategicImportance UpstreamorDownstreamPositioningofPartners NatureofRelationship Partners Capabilities SupplyC
6、hainStructure ProductLines CustomerPriorities BusinessFunctions MarketOfferings ChannelStrategies Firstandforemost successfulsynchronizationrequiresdevelopingasynchronizationstrategy 2003AndersenConsulting 7 DemandGeneration Companieswillthenneedtodevelopprocessestosupporteachcorecapability Forecast
7、ing Fulfillment ProductDesign Outsourcing Materials Capacity SynchronizedSupplyChainStrategy 11 4 98 2003AndersenConsulting 8 Implementingtherightenablingtechnologiesisalsocriticaltothesuccessofsynchronization Automatedbusinessprocesses Today sTechnology ERP Y2K Singlesolutionlegacydriven ProcessSol
8、ution Drivers TechnologySolution 2003AndersenConsulting 9 2003AndersenConsulting 10 Commitment Interdependent Interactive Aligned Investment Transactional Understanding Hostile Connection Culture Synergistic Integrate Collaborate Synchronized TheJourneytoSynchronization 2003AndersenConsulting 11 Sup
9、plychainorganizationsmustberestructuredandre skilledtosupportthesestrategies FeaturesofatypicalsupplychainorganizationContractualrelationshipswithcustomersandsuppliersOrganizationandmanagementoffunctionalactivitiesFunctionallyorientedmetricsandremunerationMistrustbetweenfunctionsFocusonfunctionalskillbuilding FeaturesofaleadingsupplychainorganizationHarnessthepowerofbusinesspartnersandalliancesOrganizationandmanagementofcrossfunctionalprocessesCustomerfocusedmetricsandincentivesTeamapproachDevelopmentofresourceswithsophisticatedsupplychainwideunderstanding
