某咨询供应链管理30670.pptx

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1、PwCSupply Chain ManagementAccelerating Cost EffectivenessPricewaterhouseCoopers2Supply 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 system to retailers and customer

2、s.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.PricewaterhouseCoopers3Top Issues Facing SCM ProfessionalsIn a re

3、cent 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 responses were;Cost(21%),Systems Applications(20%)and Integration(19%)Pricewate

4、rhouseCoopers4SCM BenefitsManufacturerDistributors/WholesalersCustomers SuppliersRetailersMaterials Flows Information FlowsCash FlowsUS companies expect to reap$3-400B of savings through a variety of benefits(3 5%of revenues)Source:PRTMPricewaterhouseCoopers5Move From Push To PullManufacturersDistri

5、butors/WholesalersCustomerSuppliersRetailersManufacturersDistributors/WholesalersCustomerSuppliersRetailersMake what we sell,not sell what we make!PricewaterhouseCoopers6Move to Cross-Functional Business ProcessesPurchasing ManufacturingDistributionInstall/MaintenanceSalesSourceMakeDeliverInstallSel

6、lOrder FulfillmentAvailable-to-PromiseSales&Operations PlanningDepartment PerformancePricewaterhouseCoopers7Supply Chain OptimizationSynchronized,Sequential PlanningForecastingDistributionPlanningManufacturing PlanningProcurementPlanningSupply Chain OptimizationSynchronized,Concurrent PlanningDemand

7、PlanningDistributionPlanningManufacturing PlanningProcurementPlanningPricewaterhouseCoopers8Purchasing ManufacturingDistributionInstall/MaintenanceSalesCross-Functional Supply Chain MetricsProcess PerformanceSourceMakeDeliverInstallSellPerfect Order ProcessLSLUSLLSLUSLLSLUSLLSLUSLLSLUSLPricewaterhou

8、seCoopers9Sharing and CollaborationManufacturerDistributors/WholesalersSuppliersRetailersSynchronized Production SchedulingCollaborative Product DevelopmentCollaborative Demand PlanningCollaborative Logistics Planning Transportation services Distribution center servicesPricewaterhouseCoopers10Full V

9、alue ProcurementObjective Lowest total cost of ownershipQuality meeting customer needsOn-time deliveryAcceptable supply riskProcess efficiencyDemand reductionUnderpinned by procurement infrastructure excellencePurchasePriceAcquisitionInstallationMaintenanceDisposalPrice is often just the tip of the

10、iceberg!PricewaterhouseCoopers11Strategic SouringTraditionalProgressiveTactical EmphasisAcquisition Cost FocusStaff FunctionCost CenterReactiveStrategic EmphasisTotal Cost FocusProfit CenterProactiveTacticalStrategicTacticalStrategicEvolving Model of ProcurementPricewaterhouseCoopers12Logistic and T

11、ransportationLogistics 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 increase speed and reducing cost is outsourcingAverage cost reductions from outsourcing i

12、s 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 weekPricewaterhouseCoopers13ManufacturingMaterial.BOMPRTCustomerorderDocumentWork centerRoutingetc.Manufacturing managers view efficiency and flexibility as two

13、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 company to have lower levels of inventory while still driving reductions in production unit cost

14、 Companies frequently underestimate the commitment required to achieve an effective quality improvement which result in operation cost increases.PricewaterhouseCoopers14StrategicBusinessPlanningForecasting and Planninghoursdaysweeksmonthsyear+OperationalTacticalStrategicSchedulingRolling ForecastDem

15、and PlanningManufacturing PlanningSchedulingDistribution PlanningTransportationOrderPromiseSourceMakeMoveStoreSellPricewaterhouseCoopers15Top Issues Facing SCM Professionalse-Business is a relatively low priority,coming in sixth of the top issues facing SCM professionals.However,this does not reflec

16、t the impact that e-Business will have on Supply Chain ManagementSource:AMR Research 2000e-Business will fundamentally change SCMPricewaterhouseCoopers16ENTERPRISE OPTIMIZATIONProcureProduceProductsManageLogisticsForecastDemandOptimizeNETWORK OPTIMIZATIONAFDGCEBCompanyCompanyCompanyCompanyCompanyCom

17、panye-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 suppliersExpanded community and collaboration opportunitiesGreater integratio

18、n 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 office shared services Depth of industry and procurement knowledge a

19、nd resources available to develop supplier contractsCompanyPricewaterhouseCoopers17The 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 saleThe costs associated with procuring production inputsTh

20、e costs associated with making and delivering a product or service The cost associated with logisticsPricewaterhouseCoopers18The Cost of e-Business SalesAccessibilityAn e-Business web site is open 24 hours per day,7 days per week.A business no longer has to build separate physical establishments to

21、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.PricewaterhouseCoopers19The Cost of e-Business SalesOrder ReworkAnother aspect of e-Business is that it enables more efficient order

22、 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 interface,Cisco reports an error rate of o

23、nly 2 percent.Produce or Service OutputCritical Customer RequirementDefects:Service unacceptable to customerBAPricewaterhouseCoopers20The Cost of e-Business SalesFundamental ShiftClearly,e-Business represents a fundamental shift in how the sales process is executed by a company.As a result,e-Busines

24、s 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 salesw$500/sales contactwDistributors/VA

25、Rsw$2-300/sales contactwTelephone sales and servicew$25 per sales contactwNo human contactw$1 per sales contactResellersTele-channelElectronicChannelsSource:Dr.Rowland Moriarty,Cubex Corp.PricewaterhouseCoopers21The Costs Associated With Procuring Production InputsWeb-based procurement of maintenanc

26、e,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.SuppliersSuppliersSuppliers Connected to

27、Suppliers 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 10045504547.557.5-5%A 5%reduction in purchase

28、cost can result in a 50%increase in profit margin.+50%PricewaterhouseCoopers22The 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-based MRO procurement.Two addit

29、ional 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 such as Ford,that their suppliers l

30、ink into their Web-based procurement systems as a condition of doing business with them.Source:RB WeberCOST PER POPOTENTIAL COST PER POCURRENTCOST PER POPricewaterhouseCoopers23The Cost of e-Business Supply Chain ManagementEven the scope of MRO procurement pales beside the possibilities for reorgani

31、zing 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.SupplierManufacturerDistributionReta

32、ilerConsumerInformationPricewaterhouseCoopers24The 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 suppliers;shifting produc

33、tion 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.PricewaterhouseCoopers25The Transformation of Logisticse-Business transf

34、orms 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 offered essentially

35、 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.PricewaterhouseCoopers26Supply Chain Managemente-BusinessDriving TransparencyWhen building visibility o

36、f 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 Lifecycle Manage

37、mentCustomerManagementSupplier CollaborationDesign PartnersConsumers and ChannelsPricewaterhouseCoopers27RecommendationsInclude 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.Lessons c

39、an 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 Community Integratio

40、n(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.