《着名咨询公司供应链管理英文课件》由会员分享，可在线阅读，更多相关《着名咨询公司供应链管理英文课件（27页珍藏版）》请在金锄头文库上搜索。
1、Supply Chain ManagementAccelerating Cost Effectiveness天马行空官方博客：http:/ ；QQ:1318241189；QQ群：175569632着名咨询公司供应链管理英文Supply Chain ManagementThe supply chain used to be a simple serial process with raw materials slowly moving in one direction through manufacturing production and onward via a distribution s
2、ystem to retailers and customers.Today, the talk is of supply networks, parallel chains, enhanced concurrent activities, and “customer centric” with new information platforms and technology set to cut both inventory and lead-times throughout the delivery pipeline further.天马行空官方博客：http:/ ；QQ:13182411
3、89；QQ群：175569632着名咨询公司供应链管理英文Top Issues Facing SCM ProfessionalsIn a recent quantitative survey, SCM professionals were asked a open-ended subjective question, “What are the three biggest issues facing you personally in developing your logistics strategy?”Source: AMR Research 2000The top three respo
4、nses were;Cost (21%), Systems Applications (20%) and Integration (19%)天马行空官方博客：http:/ ；QQ:1318241189；QQ群：175569632着名咨询公司供应链管理英文SCM BenefitsManufacturerDistributors/WholesalersCustomers SuppliersRetailersMaterials Flows Information FlowsCash FlowsUS companies expect to reap $3-400B of savings through
5、 a variety of benefits (3 5% of revenues)Source: PRTM天马行空官方博客：http:/ ；QQ:1318241189；QQ群：175569632着名咨询公司供应链管理英文Move From Push To PullManufacturersDistributors/ WholesalersCustomerSuppliersRetailersManufacturersDistributors/ WholesalersCustomerSuppliersRetailersMake what we sell, not sell what we make
6、!着名咨询公司供应链管理英文Move to Cross-Functional Business ProcessesPurchasing ManufacturingDistributionInstall/MaintenanceSalesSourceMakeDeliverInstallSellOrder FulfillmentAvailable-to-PromiseSales & Operations PlanningDepartment Performance着名咨询公司供应链管理英文Supply Chain OptimizationSynchronized, Sequential Planni
7、ngForecastingDistributionPlanningManufacturing PlanningProcurementPlanningSupply Chain OptimizationSynchronized, Concurrent PlanningDemandPlanningDistributionPlanningManufacturing PlanningProcurementPlanning着名咨询公司供应链管理英文Purchasing ManufacturingDistributionInstall/MaintenanceSalesCross-Functional Sup
8、ply Chain MetricsProcess PerformanceSourceMakeDeliverInstallSellPerfect Order ProcessLSLUSLLSLUSLLSLUSLLSLUSLLSLUSL着名咨询公司供应链管理英文Sharing and CollaborationManufacturerDistributors/WholesalersSuppliersRetailersSynchronized Production SchedulingCollaborative Product DevelopmentCollaborative Demand Plann
9、ingCollaborative Logistics Planning Transportation services Distribution center services着名咨询公司供应链管理英文Full Value ProcurementObjective Lowest total cost of ownershipQuality meeting customer needsOn-time deliveryAcceptable supply riskProcess efficiencyDemand reductionUnderpinned by procurement infrastr
10、ucture excellencePurchasePriceAcquisitionInstallationMaintenanceDisposalPrice is often just the tip of the iceberg!着名咨询公司供应链管理英文Strategic SouringTraditionalProgressiveTactical EmphasisAcquisition Cost FocusStaff FunctionCost CenterReactiveStrategic EmphasisTotal Cost FocusProfit CenterProactiveTacti
11、calStrategicTacticalStrategicEvolving Model of Procurement着名咨询公司供应链管理英文Logistic and TransportationLogistics accounts for 8-12% of sales. In 1998, it accounted for over 10% of the US GDPLogistic is one of the glues that holds the supply chain together. The techniques that most manufacturers employ to
12、 increase speed and reducing cost is outsourcingAverage cost reductions from outsourcing is 32% The 3PL market has enjoyed explosive growth over the past 5 years. Most 3PLs have reported annual growth rate of 25-50%Source: industry week着名咨询公司供应链管理英文ManufacturingMaterial. . . . .BOMPRTCustomerorderDo
13、cumentWork centerRoutingetc.Manufacturing managers view efficiency and flexibility as two objectives which must be balanced in order to arrive the lowest total costWorld-class companies adopt strategies and tactics such as pull system, JIT replenishment, and cycle time reductions that enables a comp
14、any to have lower levels of inventory while still driving reductions in production unit cost Companies frequently underestimate the commitment required to achieve an effective quality improvement which result in operation cost increases.着名咨询公司供应链管理英文StrategicBusinessPlanningForecasting and Planningh
15、oursdaysweeksmonthsyear +OperationalTacticalStrategicSchedulingRolling ForecastDemand PlanningManufacturing PlanningSchedulingDistribution PlanningTransportationOrderPromiseSourceMakeMoveStoreSell着名咨询公司供应链管理英文Top Issues Facing SCM Professionalse-Business is a relatively low priority, coming in sixth
16、 of the top issues facing SCM professionals.However, this does not reflect the impact that e-Business will have on Supply Chain ManagementSource: AMR Research 2000e-Business will fundamentally change SCM着名咨询公司供应链管理英文ENTERPRISE OPTIMIZATIONProcureProduceProductsManageLogisticsForecastDemandOptimizeNE
17、TWORK OPTIMIZATIONAFDGCEBCompanyCompanyCompanyCompanyCompanyCompanye-Business Is Driving a Fundamental Transformation in SCMThe larger the network of companies the greater the power of the network to reduce cost for its membersIncreased leverage with suppliersBroader market access for suppliersExpan
18、ded community and collaboration opportunitiesGreater integration across market supply chainsNetworkEffectEconomies of ScaleThe larger the Meta-Market the faster it can form and launch facilitate the operational excellentBroader communities to allocate R&D cost Operational efficiencies via back offic
19、e shared services Depth of industry and procurement knowledge and resources available to develop supplier contractsCompany着名咨询公司供应链管理英文The Impact of e-Business on SCMe-Business affects four broad categories that determine the production and transaction costs of a firm: The cost of executing a saleTh
20、e costs associated with procuring production inputsThe costs associated with making and delivering a product or service The cost associated with logistics着名咨询公司供应链管理英文The Cost of e-Business SalesAccessibilityAn e-Business web site is open 24 hours per day, 7 days per week. A business no longer has t
21、o build separate physical establishments to attract a larger customer base. A virtual storefront also allows an e-business to manage one store instead of multiple stores, thus eliminating duplicate inventory costs. 着名咨询公司供应链管理英文The Cost of e-Business SalesOrder ReworkAnother aspect of e-Business is
22、that it enables more efficient order configuration. For example, both General Electric (GE) and Cisco Systems reported nearly one-quarter of their pre-Web-site orders had to be reworked because of errors-a total of more than 1 million orders, in the case of GE. Since adopting a Web-enabled customer
23、interface, Cisco reports an error rate of only 2 percent. Produce or Service OutputCritical Customer RequirementDefects: Service unacceptable to customerBA着名咨询公司供应链管理英文The Cost of e-Business SalesFundamental ShiftClearly, e-Business represents a fundamental shift in how the sales process is executed
24、 by a company. As a result, e-Business compels existing businesses to re-examine how they interact with customers, even as new entrants exploit e-Businesses to reach customer bases previously thought unreachable. LowHighCost of Sale“Off-the-Rack”CustomisedValue-Addedof SaleDirectSaleswFace-to-face s
25、alesw$500/sales contactwDistributors/VARsw$2-300/sales contactwTelephone sales and servicew$25 per sales contactwNo human contactw$1 per sales contactResellersTele-channelElectronicChannelsSource: Dr. Rowland Moriarty, Cubex Corp.着名咨询公司供应链管理英文The Costs Associated With Procuring Production InputsWeb-
26、based procurement of maintenance, repair, and operations (MRO) supplies is expected to reach more than $100 billion worldwide by the year 2000. MRO comprises those goods required to run a company that are not raw materials used in the direct manufacture of a product or the provision of a service.Sup
27、pliersSuppliersSuppliers Connected toSuppliers Connected to MarketPlace via Web or ERP MarketPlace via Web or ERPBuyersBuyersBuyers connected to marketplace Buyers connected to marketplace via E-Procurement Appvia E-Procurement AppB2B MarketPlaceB2B MarketPlaceProfitOtherCostsPurchases 100 100455045
28、47.557.5-5%A 5% reduction in purchase cost can result in a 50% increase in profit margin.+50%着名咨询公司供应链管理英文The Costs Associated With Procuring Production InputsLower transaction costs coupled with the ability to enforce purchasing policy across the enterprise have been instrumental in driving Web-bas
29、ed MRO procurement. Two additional factors have accelerated the trend. The first factor is a defensive reaction by firms that note the cost savings being enjoyed by rivals switching to an e-business procurement mode. The second, and possibly more important factor is the insistence by large firms suc
30、h as Ford, that their suppliers link into their Web-based procurement systems as a condition of doing business with them. Source: RB WeberCOST PER POPOTENTIAL COST PER POCURRENTCOST PER PO着名咨询公司供应链管理英文The Cost of e-Business Supply Chain ManagementEven the scope of MRO procurement pales beside the po
31、ssibilities for reorganizing supply chains around e-business. Rather than increasing production and inventory in advance of actual customer demand, e-businesses are looking to make both their own supply chains and those of their customers and suppliers respond in real time to actual sales.SupplierMa
32、nufacturerDistributionRetailerConsumerInformation着名咨询公司供应链管理英文The Cost of e-Business Supply Chain ManagementVisibility of the entire supply chain is necessary so a business can analyse the interplay between interactions such as procuring materials, components, and subassemblies from various supplier
33、s; shifting production between installations or business partners; and moving goods to the final consumer. Understanding relationships between all players in a particular value chain allows an e-business to adjust to new contingencies in real time.着名咨询公司供应链管理英文The Transformation of Logisticse-Busine
34、ss transforms logistics from simply packaging and moving goods and turns it into an information business. Introducing online parcel order and tracking via a proprietary network in 1983, Federal Express took nearly 12 years to sign up 50,000 customers. In 3 years, between 1995-1998, after FedEx offer
35、ed essentially the same service via the Web, the number of customers rose to 1 million. FedEx estimates nearly 70 percent of the 3 million packages it processes each day now are initiated via interactive networks.着名咨询公司供应链管理英文Supply Chain Managemente-BusinessDriving TransparencyWhen building visibil
36、ity of the entire supply chain, this also includes customers. e-Business gives the customer access to the suppliers product data, ordering and delivery information. This drives transparency within the organization and forces the supplier to develop better delivery and support systems.Product Lifecyc
37、le ManagementCustomerManagementSupplier CollaborationDesign PartnersConsumers and Channels着名咨询公司供应链管理英文RecommendationsInclude e-business as part of your top three supply chain agenda items. Put in effort to articulate a value proposition for e-business within your company, and the impact it will hav
38、e on your supply chain. Seek and gain cross-functional and key trading partner alignment on your strategy.Look for additional learning opportunities. Look at the early adopter or e-business-oriented companies, e-business consultants, system integrators, and colleagues in supply chain management. Les
39、sons can be learned in both the Business-to-Consumer (B2C), as well as Business-to-Business (B2B) domains. Broaden your perspectives on e-business beyond customer interaction and supply chain cost savings. Consider the broader implications of supplier and trading partner visibility, Business Communi
40、ty Integration (BCI), and partner collaboration. A broadened perspective can yield greater opportunities for leveraging e-business processes within the supply chain.Consider some form of electronic marketplace adoption as part of your supply chain strategy. Evaluate the long-term presence of trading exchanges according to the value-added services they can provide that are over and above procurement transactional cost savings. Evaluate your strategies to impact both the sell-side and the buy-side processes.着名咨询公司供应链管理英文
