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1、The Value Proposition ofSupply Chain ManagementManu-facturerTier 2SuppliersTier 1SuppliersWholesalerorDistributorRetailerorDealerConsumers“The Power of Business to Business IntegrationBenchmarking Partners, December 1998Cost is one of the major drivers to extend the traditional enterprise.60% of var
2、iable costs of an organization are driven by decisions that are external to the organization.Logistics expenseincludes:Finished Goods TransportationWarehousingOrder Entry/ Customer ServiceAdministrationInventory Carrying Cost 18% North American Annual Total Logistics Cost Change in Percentage Source
3、: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 per hund
4、red 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$ 162Size of Gapin BillionsVALUE THEORYholds that to increase t
5、he 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, greater gross ma
6、rgins)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 equipment, e
7、tc.) 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 activities.Sha
8、reholder 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 needsnFixednPurc
9、hase 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 billion and
10、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.7.06.30%2%4%6%8%10%12%14%19961997RevenueBestMedian37318702040608010012019961997Calendar DaysCash-to-Cash Cycle Time13.111.61051997 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 ch
14、ain 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 (Collabor
15、ative) 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)T
16、hird PartyLogistics(Transportation)Third PartyLogistics(InformationManagement)ElectronicInformation Systemsto Manage ChannelFill Rates and ReplenishmentCustomerAccess toInternal Systemsto Track OrderConfigure toOrderStrategy543210Lower PerformersHigher PerformersSource: Manufacturing Manager Respons
17、es (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 ChainCollaborativePlanningDesign
19、 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-$64MSupply chain breakthrough has realized in significant benefits.Typical Levels of Supply Chain Benefits:BenchmarkImprovement Delivery performance16 - 28%Inventory reduct
20、ion25 - 60%Fulfilment cycle time30 - 50%Forecast accuracy25 - 80%Overall productivity10 - 16%Lower S.C. costs 25 - 50%Improved capacity10 - 20%Source:AMR & PRTMBreakthrough areas:Integrated Demand and Supply PlanningNew business models and portfolios of best relationshipsStrategic Sourcing and eProc
21、urementeCustomer linked to Demand ChainWhich should come first? SCM or ERP?Customer ValueSupply chainplanningERPGlobalfinancialsLowHighTicket to EntryLow-Hanging Fruit Hard Nut to CrackNarcissisticTime to Produce Net ValueWarehousemgmt.ShortLongSo urce: Gartner Group, 1998SCMERPROI (times)5 to 15 1.
22、5 to 2Payback in 2 to 3Period months yearsAchieving internal efficiencies is important, however, the external integration can make the difference between market leadership and failure.High returns from external integration can be achieved even when internal integration is not very sophisticated.It i
23、snt necessary to wait until your internal integration efforts are complete to begin external integration initiatives.(Ken Ross, Extricity Software, Inc.)供应链管理的价值制造商第二层供应商第一层供应商零售商或分销商零售商或经销商顾客“The Power of Business to Business IntegrationBenchmarking Partners, December 1998本钱是扩展传统企业的主要推进力之本钱是扩展传统企业的
24、主要推进力之一一.机构的机构的60% 可变本钱由机构对外的决策所支配可变本钱由机构对外的决策所支配后勤开销后勤开销包括包括:产废品运输产废品运输仓库费仓库费定货手续定货手续/ 客户效力客户效力管理管理仓储本钱仓储本钱 18% 北美每年北美每年总总的后勤本的后勤本钱变钱变化百分比化百分比 Source:Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis & William H. Drumm)
25、过去的努力不是没有报答过去的努力不是没有报答-50%-30%-10%10%30%50%83848586878889909192939495 9697%of Sales$/CWT$/CWT = Dollars per hundred weight. 最好 平均12Source: Logistics Management, April 1997然而然而 , 供应链本钱降低仍存在宏大的商业供应链本钱降低仍存在宏大的商业时机时机.供应链耗费占销售收入的百分比供应链耗费占销售收入的百分比$ 34$ 37$ 34$ 20$ 15$ 8$ 4$ 10$ 162Size of Gapin Billions价值
26、实际价值实际为了让企业增值，必需以可为了让企业增值，必需以可以继续运营的方式将收入提以继续运营的方式将收入提高到超越总本钱高到超越总本钱供应链一定会推进股东的利益供应链一定会推进股东的利益.收入收入本本钱营营运运资资本本固定固定资本本SCM 的影响的影响n更强大的客户效力 (如，更高的市场份额, 更多的毛利)n更低的原料及产废品的库存n更短的 “定单变现 周期股股东价价值收益性收益性投投资资本本SCM 经过对传统价值杠杆的影响，为经过对传统价值杠杆的影响，为添加股东的价值做出奉献添加股东的价值做出奉献n更少的实物资产 (如, 卡车, 仓库, 原料处置设备,等) n更低的商品销售、运输、仓储、资
27、料处置及分销管理本钱本钱本钱资产资产客户客户效力效力战战略及略及略及略及财务财务的影响的影响的影响的影响 SCM 改善对有战略及财务具有宏大影响改善对有战略及财务具有宏大影响发明股东价值发明股东价值客户效力程度提高客户效力程度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紧缩周期紧缩财务财务财务衡量衡量衡量衡量衡量衡量ROAROA94%94%98%98%n现货供应才干现货供应才干 n交付周期交付周期n根据客户特殊要求定制的才根据客户特殊要求定制的才干干n固定固定n采购本钱采购本钱n可变制造本钱可变制造本钱n运输运输/发行本钱发行本钱n无形磨损费无形磨损费/减价减价n管理管理/买卖本
28、钱买卖本钱n制造行业的资产制造行业的资产n分销中心分销中心n库存库存最好的公司得益于宏大的竞争优势最好的公司得益于宏大的竞争优势.总供应链管理本钱总供应链管理本钱“对对于年于年销销售收入售收入为为20亿亿及及60%的的销销售本售本钱钱的企的企业业，中等，中等层层次的企次的企业业与前与前20%的企的企业业之之间间的运的运营资营资本的差本的差别为别为1.76亿亿美美圆圆。7.06.30%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13.111.61051997 PRTM Stud
29、y35347866010203040506070809010019961997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.最好的公司得益于宏大的竞争优势最好的公司得益于宏大的竞争优势.1997 PRTM StudyFor period 1988-1996; Source Strategic Supply Chai
30、n Alignment, 1998高于高于高于高于平均程度平均程度平均程度平均程度500%500%高于高于高于高于平均程度平均程度平均程度平均程度3000%3000%高于高于高于高于平均程度平均程度平均程度平均程度250%250%行业巨头证明供应链的胜利带来的宏大价值行业巨头证明供应链的胜利带来的宏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“直直销战销战略略分销网络分销网络的投资的投资库存周转率为库存周转率为50次次/年年1997安达信全球电子行业研讨显示，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
31、对于高科技电子行业的供应链虽然如此，仍存在减少库存的潜力虽然如此，仍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% 协同方案协同方案Source: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census data- 企业内部供应链实际企业内部供应链实际 -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定定货战略54321
32、0差好Source: Manufacturing Manager Responses (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发明了价值计算机行业的价值链发明了价值.Andersen Consultings CDDN Study- 受害情况受害情况 -供应商Semic. Storage装配企业分销商零售商库存.利润
33、价值 - 10%-70%10%-100%- - .7%-4.7%.5%-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-扁平化扁平化协同方案协同方案快速反响快速反响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宏大价值供应链的突飞猛进实现了宏大价值.供应链的典型收
34、益供应链的典型收益:工程 改善 交货才干16 - 28%库存减少25 - 60%实现周期30 - 50%预测的准确性25 - 80%总消费率10 - 16%降低供应链本钱 25 - 50%才干提高10 - 20%源自:AMR & PRTM胜利的领域:集成的需求与供应方案新商业模型及最正确关系组合战略资源及电子采购、电子客户被需求链联络起来哪个先开场哪个先开场? SCM 还是还是 ERP?客户价值客户价值供应链供应链方案方案ERPGlobalfinancials低低高高Ticket to EntryLow-Hanging Fruit Hard Nut to CrackNarcissistic产生
35、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投资报答率投资报答率 (倍倍)5 到到 15 1.5 到到 2报答周期报答周期 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胜利与失败。会影响到企业的胜利与失败。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报答。以从外部整合得到高额报答。没有必要等到内部整合完全终了才开场进展没有必要等到内部整合完全终了才开场进展外部的整合外部的整合.(Ken Ross, Extricity Software, Inc.)
