《安达信供应链管理模型ppt课件》由会员分享，可在线阅读，更多相关《安达信供应链管理模型ppt课件（10页珍藏版）》请在金锄头文库上搜索。
1、Business Integration ModelLinking the globe with real-time applications that maximize customer desires with reduced cost structures through optimized software with operations executed by both internal people and external alliance partners. Gregory J. OwensFormer Global Managing PartnerSupply Chain P
2、racticeMarch 4, 1999A Holistic Perspective:Supply Chain ManagementThe SCM pitfalls we have learned to date.Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promiseThe barriers to collaboration and integration are organizational and behavioral not techno
3、logical or economic - the Fear of ChangeLack of trust and integration of company practices are key obstacles“The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.AMR Research Alert on Supply Chain
4、Management (August 1998)Successful SCM initiatives typically combine strategic and tactical change to all components of a company.TECHNOLOGYTECHNOLOGYBUSINESSBUSINESSINTEGRATIONINTEGRATIONPEOPLEPEOPLEPROCESS /PROCESS /OPERATIONSOPERATIONSSTRATEGYSTRATEGYS SSu uup ppp ppl lly yy C CCh hha aai iin nn
5、MMMa aan nna aag gge eemmme een nnt tt P PPr rra aac cct tti iic cce eeExecutives should take a holistic business approach to successfully synchronize their supply chains.TECHNOLOGYTECHNOLOGYSynchronizedSynchronizedSupply ChainSupply ChainPEOPLEPEOPLEPROCESS /PROCESS /OPERATIONSOPERATIONSSTRATEGYSTR
6、ATEGYImplement the right enabling technologiesDevelop a synchronization strategy,and choose the right initiativeDevelop supporting process capabilitiesRestructure and re-skill organizational relationshipsDetermine With Whom To SynchronizeDetermine Your Synchronization ScopeNumber of PartnersPartners
7、 Strategic ImportanceUpstream or Downstream Positioning of PartnersNature of RelationshipPartners CapabilitiesSupply Chain StructureProduct LinesCustomer PrioritiesBusiness FunctionsMarket OfferingsChannel StrategiesFirst and foremost, successful synchronization requires developing a synchronization
8、 strategy.Demand GenerationCompanies will then need to develop processes to support each core capability.Forecasting & FulfillmentProduct DesignOutsourcingMaterials & Capacity Synchronized Supply Chain StrategyImplementing the right enabling technologies is also critical to the success of synchroniz
9、ation.Automated business processesTodays TechnologyERP, Y2KSingle solution legacy drivenProcessSolutionDriversTechnologySolutionSupply chain decision supportSupply chain integrationMultiple solution installsEmerging TechnologyAlign and IntegrateCollaborative supply chain technologyValue-based extern
10、al collaborative modelsMultiple solution integrationFuture TechnologyCollaborate & SynchronizeCommitmentInterdependentInteractive/AlignedInvestmentTransactionalUnderstandingHostileConnection/CultureSynergisticIntegrateCollaborateSynchronizedThe Journey to SynchronizationReal and Perceived Mutual Ben
11、efitsSupply chain organizations must be restructured and re-skilled to support these strategiesFeatures of a typical supply chain organization Contractual relationships with customers and suppliersOrganization and management of functional activitiesFunctionally oriented metrics and remuneration Mist
12、rust between functions Focus on functional skill buildingFeatures of a leading supply chain organization Harness the power of business partners and alliancesOrganization and management of cross functional processesCustomer focused metrics and incentivesTeam approach Development of resources with sophisticated supply chain wide understanding
