供应链管理：对电子商务的基本19页.ppt

1999AMRResearch,I,SupplyChainManagement:BasicstoE-Business,LarryLapide,AMRResearchVicePresidentofResearchOperations,BusinessApplications,Agenda,WhatsDrivingtheSupplyChainande-BusinessExcitement?OverviewofSupplyChainManagement(SCM)andTechnologyOverviewofSCMIssuesSCMande-BusinessPracticesConclusions,Manufacturers,WholesaleDistributors,Suppliers,Customers,InformationFlows,GoodsFlow,Retailers,TheTraditionalSupplyChain,Manufacturers,WholesaleDistributors,Suppliers,Customers,InformationFlows,GoodsFlow,FutureInternet-ConnectedSupplyChain,Retailers,APSande-businesstechnologysupportsbestSCMpracticesSCMwillallowUScompaniestoreapof$300Bto$400Bofsavings(1997:GDP$8.1T)3%to5%ofrevenuesavingsforbestSCMcompanies*50%reductionincash-to-cashcycle*17%improvementinmeetingcustomerdeliverydates*,*Source:PRTMIntegratedSupplyChainBenchmarkingStudy,1997,MRP,SCM,APSande-business,EvolutionofSCMTechnology,*Source:PRTMIntegratedSupplyChainBenchmarkingStudy,1997,TypicalQuantifiedBenefitsfromIntegratedtheSupplyChain,Enterprisefunctionalsiloswithconflictinggoals,Purchasing,Manufacturing,Distribution,CustomerService/Sales,Fewchange-oversStableschedulesLongrunlengths,HighinventoriesHighservicelevelsRegionalstocks,Lowpur-chasepriceMultiplevendors,Lowinvent-oriesLowtrans-portation,OverviewofSCM-Issues,InternalIntegrationandExternalCollaborationAreTheUnderlyingIssuesLegacyApplicationsDoNotAlignWithDesiredInternalBusinessProcessesEDIIsPrevalent,MostlyForConnectingLargerSuppliersCompaniesAreFocusedonInternalIntegration,WithAnEyeTowardsTheExternal,Findings:SupplyChainCouncil/AMRDiscreteManufacturingFocusGroup,CycleTimeReductionsMoveManufacturersTowardsSupplierSynchronization,SCMWillReduceVolatility,SCMdealslargelywithcross-functionalandinter-enterprisebusinessprocessestospeedproduct,informationandfundflowsupanddownasupplychain,Manufacturer,Distributors/Wholesalers,Consumers,Suppliers,Retailers,GoodsFlowsInformationFlowsFundsFlows,OverviewofSCM,SCMBusinessProcesses,TechnologyhelpsenableavarietyofSCMbusinessprocessesPushtopullProcessorientationOptimizationPostponementMorefrequentplanningCollaboration,Movefrompushtopullmanufacturing,Manufacturers,Distributors/Wholesalers,Consumers,Suppliers,Retailers,Makewhatwewillsell,notsellwhatwewillmake!,SCMande-BusinessPractices,Movefromfunctionalsilostoprocess-orientedbusinessprocesses(e.g.,order-to-cash,cash-to-cash),SCMande-BusinessPractices,Optimizationofallsupplychainactivities,Synchronized,SequentialPlanning,SCMande-BusinessPractices,PostponementMovetoMTO,ATOandCTOfromMTSFront-endAPSsuitessupportATP/CTPProductconfigurationBack-endintegrationtotransactionsystems,InternationalTradeLogistics,WarehouseManagement,AdvancedPlanningScheduling,CustomerRelationshipManagement,Logistics,Manufacturing,MaterialsManagement,Accounting,HumanResources,ERP,SCMande-BusinessPractices,SCM,Morefrequentplanningmeansresponsivetochangingcustomerneedswhiledecreasinginventories,Time,Time,AverageSupply,AverageSupply,PlanningCycle,PlanningCycle,SCMande-BusinessPractices,e-Businesswillenablesupplychaincollaborationamongtradingpartners,Manufacturer,Distributors/Wholesalers,Suppliers,Retailers,SCMande-BusinessPractices,LogisticsProviders,Conclusions,E-businesstechnologywillteardownthewallsinsidecompaniesWillalsoallowcompaniestodojointplanningandschedulingwiththeirsupplierssuppliersandcustomerscustomersTheInternetwillhelpfostertherapidgrowthofdynamicsupplychaintradingcommunities,Conclusions,Manufacturers,WholesaleDistributors,Suppliers,SupplierExchanges,Cu