创立适应能力强的供应链.ppt

创立适应能力强的供应链,这不是您的父辈所认知的商业环境,期望在提升(人和客户) 产品周期在缩短 与客户及合作伙伴的连通性不容忽视 全球化已成为关键促成者 强大的供应链技术已出现及已经可以应用 环境经常在改变,我们在接近可管理性的极限吗?,很少的供应链表现良好,极好,很好,好,良好,差,05%,10%,15%,20%,25%,30%,35%,40%,45%,50%,12.0%,41.6%,38.9%,1.3%,6.2%,供应链 表现,资料来源:凯捷安永/ Industry Week 供应链研究,对这些改变的反映 不可轻心,资料来源: Gartner Group,“在2004年之前, 那些失败应用供应链管理技术及程序的企业中,90%会失去他们首选供应商的地位(.8的概率)”,唯一没变的是 股东价值仍是我们的目标!,三代供应链管理方式,三代供应链管理方式,三代供应链管理方式,适应性强的供应链 在三个水平上运作,被重要的促成者所支持,理解我们适应能力强的供应链的观点,需求和供应管理一体化,适应性强的供应链的关键,可见度 协同 立基于事件的管理 综合的技术平台,转化途径,凯捷安永网络价值链结构TM,通过供求管理的一体化来增长利润,当前状况 Orders in Fulfillment 实时成本 短期计划 能够提交,供应链,需求,当前状况 Current Offer Portfolio 价钱/优惠 服务需求 需求模式,提议,调整提议,订购,订购,一个适应能力强的企业拥有整个供应链从末端到末端的可见度,LLP,协同中心是适应能力强的供应链的关键促成者,制造,销售,协同商业基础构造 综合电子-中心,计划,采购,运行,供应商协同,渠道协同,协同实行,新产品设计 协同,事件管理建立在供应链流程上,立基于程序 企业是用预先确定的标准的商业程序来管理的. 一般以ERP 和batch processing来处理交易行为 用模型来处理计划编制及优化计算,事件促成 实时监控参数及事件 扩大的企业 内部环境 内部 明确的行为立基于特殊的情形 (e.g. 边缘成本) 协助者(Agent)用来 监控 管理 优化计算,适应能力强的技术构造,网络目录 用户档案,程序及数据绘制,程序资料库 用户程序和协助者,数据,应用,数据,应用,数据,应用,数据,应用,ERP 数据综合,凯捷安永端到端供应链方案的框架,TM,汽车工业 能源业 高科技 医疗/生命科学业 消费产品及物流分配业 其他,S U P P L I E R C O M M U N I C A T O R,Planning,Fulfillment,Transportation Sourcing,Manufacturing,Procurement (direct / indirect),Demand & Supply Synchronization,Services HUBs,Set Based Design & Transition Planning,Capacity Sourcing,凯捷安永的网络价值链 (Network Value Chain)参考结构,C U S T O M E R C O M M U N I C A T O R,Fulfillment Providers,Suppliers,Manufacturing,Sourcing,Fulfillment,E X E C U T I V E D A S H B O A R D,Price Revenue Optimization Customer segmentation and product/ service bundles for differentiation.,Customer Segment & Service Level Strategy,Campaign Mgmt.,Product Price Service Promotion Placement,Real Time Order Managementsm Real-time product configuration, promising, and status.,Configure to Order,Available/ Capable to Promise,Order Tracking, & Tracing,Demand/Supply Planning and Matching Real-time collaboration with manufacturing and suppliers.,Demand Planning,Supply Planning,Execution Near real-time coordination of internal activities with suppliers, assemblers, logistics providers for optimal inventory and service,Purchasing Mgmt.,Manufacturing Mgmt.,Distribution Mgmt.,C U S T O M E R C O M M U N I C A T O R,Co-managed Inventory,Synchronized Inventory,Inventory Management,Internet,Price-Rev,Campaign Mgmt.,RTOM,Product Price Service Promotion Placement,Customer Segment & Service Level Strategy,Configure to Order,Available/ Capable to Promise,Order Tracking, & Tracing,Design,New Channels,Standard Channel Sales,Co-managed Inventory,Channel HUBs,SUPPLI E R C O M M U N I C A T O R,B2B Marketplaces,B2C & B2B Marketplaces,Support Processes,Product Lifecycle Management - Real time product development collaboration with suppliers, customers, and within the enterprise.,Launch And Post-Launch Support,Portfolio Management,Component Supply Management,Product Development,3PLs,Fulfillment,Manufacturing,NVC 参考结构有四个阶层,Process architecture detailed closed-loop process flows, responsibilities, cycle times, workflows Governance architecture ownership and influence of decisions, policies, decision flows, objects Integration architecture roles, responsibilities, organisation, control-system, performance measures Application architecture applications, functionality, data & flows, interfaces, middleware Physical architecture servers, drives, firewalls, network, scalability, reliability, security, management,综合优化价值链的企业案例,Millions,Gross DIVCOS potential = $0.65/Bbl (4.2/MT),$100,$200,$300,后勤及分配,排期的 效率,库存 可见度,进行中的主动的,财政 可见度,预测 精确度,花费/风险 管理,其他,行政 花费,弹性,增加 销量,对变化的 抵抗力,DIVCOS 价值 陈述,下游价值链利润升高的实例,$210M,$0,理解我们适应能力强的供应链的观点,需求和供应管理一体化,适应性强的供应链的关键,可见度 协同 立基于事件的管理 综合的技术平台,转化途径,凯捷安永网络价值链结构TM,我们在建立适应能力强的供应链方面拥有丰富的经验及实施方法,Program Implementation,Technology Architecture Management,0.5 - 3 Days,4 - 5 Months,NVC Index & Value Assessment,Phase 0,Phase I,Phase II,Change Management,Program Management,Client SC Transformation Management Office,Setting the Plan,Creating Change!,Mining Value,Supply Chain Accelerator Launch Pad,Mobilizing the Company,Phase III,SC Strategy NVC Blueprint Transformation Roadmap,ASE,6 8 Weeks,Quick Hits,改革实施路线图一般始于Early Wins,As,-,Is,Streamline the enabling processes,Lean Delivery,Prepare the Transformation,Increase visibility from supplier to end user,Connect the repair loop,Provide enabling framework,To,-,Be,People and Organization,Supply Chain,Key Enablers,Systems,Support Processes,Connectivity,Whole Life,Management,Processes,Established,Distribution,Integrated,Availability,Based Support,Commonplace,Engineering Process,Integrated,-,Industry,to MoD,Engineering,Operations,Integrated,Capability,Based Support,Commonplace,Trading Partners,Collaborating,Change Endorsed,Politically,Appropriate Policy and,Performance Measures,Adopted,Support,Processes,Streamlined,Contracts and,Policy,Restructured,Processes Defined,-,Clear Ownership and,Governance,Management,Accounting in,Place,Balanced Scorecards,Integrated,RAB Embedded,Common,Application Sets,Global People,Management,Decisions,Support Tools,Common,Information,Network with,Industry,Secure End to,End,Connection,Enterprise Data,Warehouse,Key Systems,Aligned,Open,Information,Shared,Systems in,Place,Integrated Network,Ability to,cleanse data,Certificates link,to Global,Directory,Integrated,Financial/Activity,Systems,Global Directory,Established,-,Information,Model,Common Information,Network Internally,Clear Systems Ownership,Common information,Regeneration Capability,Understood,Supply Chain,Integrated with Support,Chain,Incentive,Programmes,Established,Supplier,Development,Programme,Established,New Approaches,to Risk,Management,Paperless,Purchasing,Possible,Modular,Replacement,Programme,Established,Information Assurance,Policy Reformed,Trading Partners,Engaged,Measures,Based on,Targets,Performance Measures,Aligned with Business,Objectives,True Partnership,with Industry,CWE