战略分析工具--分析方法-bdp讲解课件.ppt

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1、Author:Laird ReedReviewers:Sarah Millard,Jason Trevison bcBDPMarch 1998Copyright 1998 Bain&Company,Inc.1CU7030298IMBbcBOS Copyright 1998 Bain&Company,Inc.BDPAgenda The Best Demonstrated Practices(BDP)ConceptApplicationsBDP StepsClient ExampleKey Takeaways2CU7122997KRAbcBOS Copyright 1998 Bain&Compan

2、y,Inc.BDPAgenda The Best Demonstrated Practices(BDP)ConceptApplicationsBDP StepsClient ExampleKey Takeaways3CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPDescription*Whereas an RCP always deals with costs,a BDP could deal with costs or revenuesBDP is used to identify the best practices-those

3、leading to the most revenue at the least cost-inside of or outside of a company.BDP-practices leading to the most revenue at the least cost*InternalExternalBetween organizationsHistoricalCompetitorsCompanies in different industries4CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPInternal vs.Ext

4、ernal Internal BDPs are more straightforward to conduct than are external BDPs,but they tend to lead to less dramatic,though often significant,change.Gathering data:Degree of change:BDPInternalExternalBetween organizationsHistoricalCompetitorsCompanies in different industriesStraightforwardContinuou

5、s improvementDifficultDramatic change5CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPPossible Reasons for Better Performance More consolidated supply(VMRs)Lower cost raw materialsHigher quality raw materialsMore parts outsourcedMore parts made in lower-cost countriesProductsSimpler productsFew

6、er product variationsPlantsFewer,more highly-focused plantsMore efficient production process(longer runs,less waste)Better equipmentBetter quality controlLaborLonger-term contractsBetter structured incentivesBetter supervisor-to-labor ratioFollowing is a list of possible reasons some companies perfo

7、rm better than others:PurchasingManufacturingDistributionSellingBetter delivery method(truck vs.train vs.airplane)More(or less)frequent deliveriesLarger(or smaller)delivery sizesBetter trained salesforceLarger salesforceBetter organized salesforce(by region,by product,by industry)Better structured i

8、ncentives6CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPBDP in Theory In theory,by applying BDP practices,you could create a BDP company.PurchasingManu-facturingDistributionSellingCorporatePurchasingManu-facturingDistributionSellingCorporatePurchasingManu-facturingDistributionSellingCorporate

9、ClientCompetitor ACompetitor BBDP CompanyNon-BDPBDP7CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPBDP in Practice In practice,BDP analysis is used only in areas of the company where it can have a significant impact.Manufacturing BDPSalesforce BDP Non-BDPBDPSituation:Before BDP:After BDP:Corpo

10、ratePurchasingManufacturing DistributionSelling CorporatePurchasingManufacturing DistributionSellingManufacturing costs are a significant portion of total costs,and the client is far from BDP in manufacturing.Revenue per sales representative is a major driver of profitability,and the clients sales r

11、epresentatives are far from BDP in revenue per representative.Corporate CorporateActions:Purchase new equipmentRearrange equipment to improve production flowRecycle wasteDecrease supervisor to labor ratioIncrease amount of trainingReorganize salesforce by industryRestructure incentives to encourage

12、cross-selling8CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPReasons for Using BDP Because BDP is simple,pragmatic,and positive(it focuses on what the client does best),it helps us achieve results.BDP helps us achieve resultsSimplePragmaticPositiveSimple methodologyEasy to explain to clientStr

13、aightforward to implementEasy to measure resultsFocuses on existing businessFocuses on most leveraged areasAllows for quantification of potential improvementLeads to concrete actionsBuilds morale at the client by focusing on what client does bestProvides a framework for continuous learning9CU7122997

14、KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPAgenda The Best Demonstrated Practices(BDP)ConceptApplicationsBDP StepsClient ExampleKey Takeaways10CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPApplications A large European paperboard manufacturer operated seven plants throughout Europe.A Bain te

15、am analyzed unit costs at each plant and identified a number of best practices worth$20MM or 40%of total operating expenses.A Spanish steel producers margins were coming under pressure from falling trade barriers.The company asked Bain to conduct an analysis of the technology and practices of its gl

16、obal competitors.The BDP resulted in dramatic cuts in labor costs and a reduction in the cost per kilogram of steel of 20%.The CEO of an Italian supermarket chain demanded cost cuts his management team could not deliver.A Bain BDP revealed 10-15%productivity gaps between departments in the chains 20

17、0 stores.The full scale BDP led to an average cost improvement of 10%per store.Bain has used BDP in hundreds of cases and in dozens of industries.Some examples of our work include:11CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPAgenda The Best Demonstrated Practices(BDP)ConceptApplicationsBDP

18、 StepsClient ExampleKey Takeaways12CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPBDP Steps Process StepKey Success FactorsSelect comparableorganizations for BDPDisaggregate organizationsinto major processesConstruct first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion”inleveraged

19、 areasDevelop an action planImplementOrganizations should produce similar products/services under similar operating conditionsLay out major(3-5)processesGather dataIdentify best practice organization for each processAdjust data for uncontrollable elements(e.g.,labor rates,product mix)to ensure an“ap

20、ples-to-apples”comparisonCalculate potential impact(revenue increase or cost savings)by unit and by processFocus on organizations and processes with the most potentialDetermine drivers of differences at a more disaggregated levelSet a BDP targetEstablish a detailed scheduleAssign responsibilitiesObt

21、ain commitment at all levels of the organizationCommunicate goals,deadlines and responsibilitiesCelebrate successes along the wayDoing a BDP analysis involves several steps.13CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPAgenda The Best Demonstrated Practices(BDP)ConceptApplicationsBDP StepsC

22、lient ExampleKey Takeaways14CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape*-Background*Disguised client caseSituation:The client,Sticky Tape,is the the market leader in the adhesive tape industry and has four plants making duct tape and masking tape.There is significant cost sharin

23、g between these two productsComplication:The CEO is concerned that Sticky Tapes cost advantage might be eroding and he is eager to find ways to cut manufacturing costsQuestion:How can Sticky Tape identify the most leveraged areas for cost reduction,the cost reduction potential,and ways to implement

24、the cost reduction opportunities?Bain used BDP to help our client,Sticky Tape,reduce its manufacturing costs.15CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPBDP Steps Process StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConstruct

25、 first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion”in leveraged areasDevelop an action planImplementOrganizations should produce similar products/services under similar operating conditions16CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape-Comparable OrganizationsAcro

26、ss the most important screening criteria,Sticky Tapes four plants and its competitors plants are roughly comparable.Comparable organizationsSimilar products,product mixes,and volumesSimilar customer requirements and business practicesSimilar technologySimilar product designsSimilar accounting practi

27、ces17CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPBDP Steps Process StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion”in leveraged areasDevelop an action pla

28、nImplementLay out major(3-5)processes18CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape-Major Processes Making tape involves three major processes:RewindingSlittingPackagingBase material runs from a core rollAdhesive material is added and curedBase material plus adhesive is fed onto

29、a master rollMaster roll is slit into final widthsVarious sized units are packaged19CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPBDP Steps Process StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstruct adj

30、usted BDPQuantify impact“Peel the Onion”in leveraged areasDevelop an action planImplement Gather dataIdentify best practice organization for each process20CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape-Overall Cost Position Overall,Sticky Tape is the lowest cost manufacturer.21CU71

31、22997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape-First-Cut BDP*Competitors B and C had no BDPsAlthough Sticky Tape is already the lowest cost manufacturer,none of its plants is BDP in every process,and Competitor A is the BDP in packaging.BDPCompetitor APlant DPlants A and CSticky Tape$0

32、.15$0.05$0.10$0.10$0.07$0.15$0.10$0.10$0.10$0.08$0.02$0.15$0.10$0.05$0.20$0.02$0.05$0.1022CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPBDP Steps Process StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstru

33、ct adjusted BDPQuantify impact“Peel the Onion”in leveraged areasDevelop an action planImplementAdjust data for uncontrollable elements(e.g.,labor rates,product mix)to ensure an“apples-to-apples”comparison23CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPControllable vs.Uncontrollable Costs For

34、analysis to be meaningful(and believable),costs must be adjusted for those that are beyond the control of operating managers.ControllableUncontrollableRaw materialscost/unitusageQualityLabor hoursOverhead staffingSpace utilizationProduct mixLabor ratesUnion-imposed costsRental ratesUtility ratesInsu

35、ranceTaxesAccounting procedures24CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape-Uncontrollable Costs Different plants have different uncontrollable costs.“An unadjusted comparison is unfair.Weve got the highest labor rates in the country.”-Supervisor,Plant A“Were making masking tap

36、e over 30%of the time.That stuff rips all the time.Let me run duct tape all day and Ill beat any plant.”-Rewinder,Plant C“Were a union shop.Our work rules create costs the other plants dont have.”-Plant manager,Plant D25CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape-Adjusted*BDP*Ad

37、justed for labor and utility rates and product mix*In this particular case,the overall BDP does not happen to change.The components,however,do change.Adjusting for uncontrollable costs has a significant impact on the costs for each plant.BDP(adjusted)BDP(unadjusted)RewindSlitPackagePlant APlant BPla

38、nt CPlant DCompetitor A$0.15$0.05$0.05$0.07$0.10$0.15$0.10$0.05$0.07$0.07$0.15$0.18$0.10$0.08$0.10$0.08$0.10$0.09$0.08$0.05$0.02$0.03$0.15$0.12$0.05$0.05$0.10$0.09$0.20$0.18$0.05$0.03$0.02$0.09$0.10$0.0526CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPBDP Steps Process StepKey Success FactorsS

39、elect comparable organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion”in leveraged areasDevelop an action planImplementCalculate potential impact(revenue increase or cost savings)by unit and by process27CU7122

40、997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape-Potential Savings Sticky Tape can save an average of$0.08 per roll,or$5.6MM overall,by implementing best practices.Rolls per year:20MM 18MM6MM27MMPotential Savings per RollPotential Total SavingsAverage potential savings =$0.0828CU7122997KRA

41、bcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape-Backup for Potential Savings Total potential savings by plant:Total potential savings by process:Plant A savings per rollXNumber of rolls=()+Plant B savings per rollXNumber of rolls()Plant C savings per rollXNumber of rolls()+Plant D savings per r

42、ollXNumber of rolls()+=($0.10 x 20MM)+($0.13 x 18MM)+($0.08 x 6MM)+($0.03 x 27MM)=$5.6MM=Rewind savings at each plant+Slit savings for each plant+Package savings for each plant=($0.06 x 20MM)+($0.09 x 18MM)+($0.03 x 27MM)+($0.04 x 20MM)+($0.04 x 18MM)+($0.05 x 6MM)+($0.03 x 6MM)=$5.6MM Rewind saving

43、s at each plantSlit savings for each plantPackage savings for each plant+=29CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPBDP Steps Process StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstruct adjusted BD

44、PQuantify impact“Peel the Onion”in leveraged areasDevelop an action planImplementFocus on organizations and processes with the most potentialDetermine drivers of differences at a more disaggregated level30CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPPriority Matrix UnattainablesBack burnerHi

45、ghLowLowHighAbility to ImplementImpactQuick hitsTop priorityFocus on those areas that will yield the greatest benefits.31CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape-Top Priorities The top priorities for Sticky Tape are plants A and B and rewinding.What do Plants C and D do diffe

46、rently that results in lower costs?What drives rewinding costs?Plant DPlant CPlant BPlant APackageSlitRewindBy plantBy process$5.6MM$5.6MM$0.0$2.0$4.0$6.0Potential Annual Savings($MM)Potential Total Savings32CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape-Rewinding Costs*Utilities,o

47、ccupancy,supplies,supervisionPlant C is the BDP in rewinding labor and rewinding raw materials,plant D in rewinding overhead.Plant DPlant CPlant C33CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape-Drivers of Rewinding Costs The Bain team determined the drivers of rewinding costs in o

48、rder to suggest concrete action steps:Run timeMaster roll load/unloadCore load/unloadFirst qualityDefectsEase of moving spools of tape around the roomEase of loading and unloading spools of tapeTape tearsAdhesive runsSuggest concrete action stepsLaborRaw materialsOverheadRewinding34CU7122997KRAbcBOS

49、 Copyright 1998 Bain&Company,Inc.BDPBDP Steps Process StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion”in leveraged areasDevelop an action planImplementSet a BDP ta

50、rgetEstablish a detailed scheduleAssign responsibilities35CU7122997KRAbcBOS Copyright 1998 Bain&Company,Inc.BDPSticky Tape-Action Plan Buy larger internal diameter cores to slide more easily into placeMove rewinding room walls to provide greater clearance for loading/unloadingUse lower core bins to