供应链管理的价值

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1、The Value Proposition ofSupply Chain ManagementManu-facturerTier 2SuppliersTier 1SuppliersWholesalerorDistributorRetailerorDealerConsumers“The Power of Business to Business Integration”Benchmarking Partners, December 1998Cost is one of the major drivers to extend the traditional enterprise.60% of va

2、riable costs of an organization are driven by decisions that are external to the organization.Logistics expenseincludes:nFinished Goods TransportationnWarehousingnOrder Entry/ Customer ServicenAdministrationnInventory Carrying Cost 18% North American Annual Total Logistics Cost Change in Percentage

3、Source: Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis & William H. Drumm)The past efforts have not been without considerable rewards.-50%-30%-10%10%30%50%83848586878889909192939495 9697%of Sales$/CWT$/CWT = Dollars p

4、er hundred weight. Best in Class Average12Source: Logistics Management, April 1997Yet, supply chain cost reduction still represents a significant business opportunity .Supply Chain Spend as a Percentage of Revenues$ 34$ 37$ 34$ 20$ 15$ 8$ 4$ 10$ 162$ 162Size of Gapin BillionsVALUE THEORYholds that t

5、o increase the value of a company, you must increase cash earnings in excess of its full cost of capital in a sustainable fashionThe supply chain must continue to drive shareholder value.RevenueCostsWorking CapitalFixed Capital Impact of SCM nGreater customer service (i.e., higher market share, grea

6、ter gross margins)nLower raw materials and finished goods inventorynShorter “order-to-cash” cyclesShareholder ValueProfitabilityInvested CapitalSCM has contributed to increased shareholder value by impacting traditional value levers.nFewer physical assets (i.e., trucks, warehouses, material handling

7、 equipment, etc.) nLower cost of goods sold, transportation, warehousing, material handling and distribution management costsCostsAssetsCustomerServiceStrategic and Financial Impact Strategic and Financial Impact The improvement of SCM has significant strategic and financial impacts on bottom line a

8、ctivities.Shareholder Value CreationCustomer Service Level IncreaseSupply Chain Variability Reduction Inventory ReductionCycle-time CompressionFinancials / Metrics.Financials / Metrics.Financials / Metrics.ROAROA94%94%98%98%nIn-stock availability nLead timenAbility to tailor to specific customer nee

9、dsnFixednPurchase CostnVariable ManufacturingnTrans/DistributionnObsolescence/MarkdownnAdministrative/TransactionnManufacturingnDistribution CentersnInventoryBest in Class companies enjoy significant advantage over their competitors.Total Supply-Chain Mgmt. Cost“For a company with annual sales of $2

10、 billion and a 60% cost of sales, the difference between being at the median in terms of performance and being in the top 20% is $176 million in working capital.”0%2%4%6%8%10%12%14%19961997RevenueBestMedian37318702040608010012019961997Calendar DaysCash-to-Cash Cycle Time1051997 PRTM Study35347866010

11、203040506070809010019961997Days of Supply949471810%10%20%30%40%50%60%70%80%90%100%19961997Total Days of SupplyOn-Time Delivery PerformanceBestMedianU.S. Dept. of Commerce estimates that manufacturers have cut inventories by 9% in the 1990s saving about $82 Billion Fortune 3/3/97.Best in Class compan

12、ies enjoy significant advantage over their competitors.1997 PRTM StudyFor period 1988-1996; Source Strategic Supply Chain Alignment, 1998500%500%AboveAboveAverageAverage3000%3000%AboveAboveAverageAverage250%250%AboveAboveAverageAverageIndustry leaders have demonstrated the significant value that suc

13、cessful supply chains can create.Point of Sale Data and Flow Through Distribution“Retail Direct” StrategyInvestment in Distribution NetworkInventory Turns 50 times per yearThe 1997 Andersen Consulting Global Electronics Study (GES) showed that total inventory in the U.S. technology industry supply c

14、hain was around $0.5-1.5 trillion and turned less than 10 times per year.Supply Chain Opportunities for EHT IndustryStill, there are potential Inventory Reduction Opportunities10-30% Inter-enterprise Postponement10-30% Intra-enterprise Postponement40-65% Direct-to-Customer Sales10-25% Joint (Collabo

15、rative) PlanningSource: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census data- Inter-Company Supply Chain Practices -All the TimeNot at AllLower HigherLower HigherLower HigherLower HigherLower HigherLower HigherLower HigherSupplier OwnedOr ManagedInventoryThird PartyLogistics(Warehousing)

16、Third PartyLogistics(Transportation)Third PartyLogistics(InformationManagement)ElectronicInformation Systemsto Manage ChannelFill Rates and ReplenishmentCustomerAccess toInternal Systemsto Track OrderConfigure toOrderStrategy543210Lower PerformersHigher PerformersSource: Manufacturing Manager Respon

17、ses (4/2/97 data)The material contained in this presentation is confidential and proprietary to Andersen Consulting.4C-15Higher performing global electronics companies integrate more extensively across the supply chain.Substantial value creation has been identified for computer supply chain.Andersen

18、 Consultings CDDN Study- Benefits Summary -SuppliersSemic. StorageAssemblersDistributorsRetailersInv.MarginValue - 10%-70%10%-100%- - .7%-4.7%.5%-4.9%- - $70-$470M$10-$102M-Inv.MarginValueInv.MarginValue - 10%-70%10%-100%- 5.3%2.0% 2.2%-$69M$18M $145M-CompressedSupply ChainCollaborativePlanningDesig

19、n forResponsiveness10%-25% 10%-25%10%-25%10%-25%10%-25%.6%-1.4%.6%-.7%.7%-1.8%.5%-1.2%.7%-1.6%$9-$23M$4-$9M$70-$181M$10-$26M$26-$64MSupply chain breakthrough has realized in significant benefits.Typical Levels of Supply Chain Benefits:BenchmarkImprovement Delivery performance16 - 28%Inventory reduct

20、ion25 - 60%Fulfilment cycle time30 - 50%Forecast accuracy25 - 80%Overall productivity10 - 16%Lower S.C. costs 25 - 50%Improved capacity10 - 20%Source:AMR & PRTMBreakthrough areas:Integrated Demand and Supply PlanningNew business models and portfolios of best relationshipsStrategic Sourcing and eProc

21、urementeCustomer linked to Demand ChainWhich should come first? SCM or ERP?Customer ValueSupply chainplanningERPGlobalfinancialsLowHighTicket to EntryLow-Hanging Fruit Hard Nut to CrackNarcissisticTime to Produce Net ValueWarehousemgmt.ShortLongSo urce: Gartner Group, 1998SCMERPROI (times)5 to 15 1.

22、5 to 2Payback in 2 to 3Period months yearsAchieving internal efficiencies is important, however, the external integration can make the difference between market leadership and failure.High returns from external integration can be achieved even when internal integration is not very sophisticated.It i

23、snt necessary to wait until your internal integration efforts are complete to begin external integration initiatives.(Ken Ross, Extricity Software, Inc.)供应链管理的价值制造商第二层供应商第一层供应商批发商或分销商零售商或经销商顾客“The Power of Business to Business Integration”Benchmarking Partners, December 1998成本是扩展传统企业的主要推动力之成本是扩展传统企业

24、的主要推动力之一一.机构的机构的60% 可变成本由机构对外的决策所支配可变成本由机构对外的决策所支配后勤开销后勤开销包括包括:n产成品运输n仓库费n定货手续/ 客户服务n管理n仓储成本 18% 北美每年总的后勤成本变化百分比北美每年总的后勤成本变化百分比 Source: Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis & William H. Drumm)过去的努力不是没有回报过去的努

25、力不是没有回报-50%-30%-10%10%30%50%83848586878889909192939495 9697%of Sales$/CWT$/CWT = Dollars per hundred weight. 最好 平均12Source: Logistics Management, April 1997然而然而 , 供应链供应链成本降低成本降低仍仍存在巨大的商业存在巨大的商业机会机会.供应链供应链消耗占销售收入的百分比消耗占销售收入的百分比$ 34$ 37$ 34$ 20$ 15$ 8$ 4$ 10$ 162$ 162Size of Gapin Billions价值理论价值理论为了让企

26、业增值，必须以能够持续经营的方式将收入提高到超过总成本供应链一定会推动股东的利益供应链一定会推动股东的利益.收入收入成本成本营运营运资本资本固定固定资本资本SCM 的影响的影响n更强大的客户服务 (如，更高的市场份额, 更多的毛利)n更低的原料及产成品的库存n更短的 “定单变现” 周期股东股东价值价值收益性收益性投资投资资本资本SCM 通过对传统价值杠杆的影响，为通过对传统价值杠杆的影响，为增加股东的价值做出贡献增加股东的价值做出贡献n更少的实物资产 (如, 卡车, 仓库, 原料处理设备,等) n更低的商品销售、运输、仓储、材料处理及分销管理成本成本成本资产资产客户客户服务服务战略及财务的影响

27、战略及财务的影响战略及财务的影响战略及财务的影响 SCM 改善对有战略及财务具有巨大影响改善对有战略及财务具有巨大影响创造股东价值创造股东价值客户服务水平提高客户服务水平提高供应链变动性降低供应链变动性降低 库存减少库存减少周期压缩周期压缩财务衡量财务衡量财务衡量财务衡量财务衡量财务衡量ROAROA94%94%98%98%n现货供应能力现货供应能力 n交付周期交付周期n根据客户特殊要求定制的能根据客户特殊要求定制的能力力n固定固定n采购成本采购成本n可变制造成本可变制造成本n运输运输/发行成本发行成本n无形磨损费无形磨损费/减价减价n管理管理/交易成本交易成本n制造行业的资产制造行业的资产n分

28、销中心分销中心n库存库存最好的公司得益于巨大的竞争优势最好的公司得益于巨大的竞争优势.总供应链管理成本总供应链管理成本“对于年销售收入为对于年销售收入为20亿及亿及60%的销售成本的企业，中等层次的企的销售成本的企业，中等层次的企业与前业与前20%的企业之间的运营资本的差异为的企业之间的运营资本的差异为1.76亿美圆。亿美圆。0%2%4%6%8%10%12%14%19961997收入收入最好最好中等中等37318702040608010012019961997天数天数现金周转周期现金周转周期1051997 PRTM Study3534786601020304050607080901001996

29、1997供应天数供应天数949471810%10%20%30%40%50%60%70%80%90%100%19961997总供应天数总供应天数按时供货按时供货最好最好中等中等美国商业部门估计，制造业在美国商业部门估计，制造业在20世纪世纪90年代降低了年代降低了9%的库存，节省了的库存，节省了820亿美圆亿美圆 财富财富 3/3/97.最好的公司得益于巨大的竞争优势最好的公司得益于巨大的竞争优势.1997 PRTM StudyFor period 1988-1996; Source Strategic Supply Chain Alignment, 1998高于高于高于高于平均水平平均水平平均

30、水平平均水平500%500%高于高于高于高于平均水平平均水平平均水平平均水平3000%3000%高于高于高于高于平均水平平均水平平均水平平均水平250%250%行业巨头证明供应链的成功带来的巨大价值行业巨头证明供应链的成功带来的巨大价值贯穿整个销售过程的贯穿整个销售过程的销售信息及流程销售信息及流程“直销策略直销策略”分销网络分销网络的投资的投资库存周转率库存周转率为为50次次/年年1997安达信全球电子行业研究显示，美国科技企业供应链的总库存约为 $0.5-1.5 万亿，并且库存周转率低于10次/年对于高科技电子行业的供应链对于高科技电子行业的供应链尽管如此，仍存在减少库存的潜力尽管如此，仍

31、存在减少库存的潜力10-30% 企业内部的延迟企业内部的延迟10-30%企业外部的延迟企业外部的延迟40-65% 直销直销10-25% 协同计划协同计划Source: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census data- 企业内部供应链实践企业内部供应链实践 -总是根本不差好差好差好差好差好差好差好供应商拥有或管理库存第三方后勤(仓储)第三方后勤(运输)第三方后勤(信息管理)电子信息系统管理渠道供应与补充客户访问内部系统跟踪定单制订定货策略543210差好Source: Manufacturing Manager R

32、esponses (4/2/97 data)The material contained in this presentation is confidential and proprietary to Andersen Consulting.4C-15优秀的全球化电子公司广泛地整合供应链优秀的全球化电子公司广泛地整合供应链计算机行业的价值链创造了价值计算机行业的价值链创造了价值.Andersen Consultings CDDN Study- 受益情况受益情况 -供应商Semic. Storage装配企业分销商零售商库存.利润价值 - 10%-70%10%-100%- - .7%-4.7%.5

33、%-4.9%- - $70-$470M$10-$102M-库存.利润价值库存.利润价值 - 10%-70%10%-100%- 5.3%2.0% 2.2%-$69M$18M $145M-扁平化扁平化协同计划协同计划快速反应快速反应10%-25% 10%-25%10%-25%10%-25%10%-25%.6%-1.4%.6%-.7%.7%-1.8%.5%-1.2%.7%-1.6%$9-$23M$4-$9M$70-$181M$10-$26M$26-$64M供应链的突飞猛进实现了巨大价值供应链的突飞猛进实现了巨大价值.供应链的典型收益供应链的典型收益:项目 改善 交货能力16 - 28%库存减少25

34、- 60%实现周期30 - 50%预测的准确性25 - 80%总生产率10 - 16%降低供应链成本 25 - 50%能力提高10 - 20%源自:AMR & PRTM成功的领域:集成的需求与供应计划新商业模型及最佳关系组合战略资源及电子采购、电子客户被需求链联系起来哪个先开始哪个先开始? SCM 还是还是 ERP?客户价值客户价值供应链供应链计划计划ERPGlobalfinancials低低高高Ticket to EntryLow-Hanging Fruit Hard Nut to CrackNarcissistic产生净值的时间产生净值的时间仓库仓库管理管理短短长长So urce: Gartner Group, 1998SCMERP投资回报率投资回报率 (倍倍)5 到到 15 1.5 到到 2回报周期回报周期 数月数月2 到到 3年年 内部效率的提高固然重要，但是，外部整合内部效率的提高固然重要，但是，外部整合会影响到企业的成功与失败。会影响到企业的成功与失败。即使内部整合不是很完善的时候，我们也可即使内部整合不是很完善的时候，我们也可以从外部整合得到高额回报以从外部整合得到高额回报。没有必要等到内部整合完全结束才开始进行没有必要等到内部整合完全结束才开始进行外部的整合外部的整合.(Ken Ross, Extricity Software, Inc.)