安达信－供应链管理

TheValuePropositionofSupplyChainManagement,1999AndersenConsulting,1,Manu-facturer,Tier2Suppliers,Tier1Suppliers,WholesalerorDistributor,RetailerorDealer,Consumers,“ThePowerofBusinesstoBusinessIntegration”BenchmarkingPartners,December1998,Costisoneofthemajordriverstoextendthetraditionalenterprise.,60%ofvariablecostsofanorganizationaredrivenbydecisionsthatareexternaltotheorganization.,1999AndersenConsulting,2,Logisticsexpenseincludes:FinishedGoodsTransportationWarehousingOrderEntry/CustomerServiceAdministrationInventoryCarryingCost18%,NorthAmericanAnnualTotalLogisticsCostChangeinPercentage,Source:CouncilofLogisticsManagement1997AnnualConferenceProceedings,LogisticsCostsandCustomerServiceLevels(HerbertW.DavisSourceStrategicSupplyChainAlignment,1998,500%AboveAverage,3000%AboveAverage,250%AboveAverage,Industryleadershavedemonstratedthesignificantvaluethatsuccessfulsupplychainscancreate.,PointofSaleDataandFlowThroughDistribution,“RetailDirect”Strategy,InvestmentinDistributionNetwork,1999AndersenConsulting,10,InventoryTurns50timesperyear,The1997AndersenConsultingGlobalElectronicsStudy(GES)showedthattotalinventoryintheU.S.technologyindustrysupplychainwasaround$0.5-1.5trillionandturnedlessthan10timesperyear.,SupplyChainOpportunitiesforEHTIndustry,Still,therearepotentialInventoryReductionOpportunities10-30%Inter-enterprisePostponement10-30%Intra-enterprisePostponement40-65%Direct-to-CustomerSales10-25%Joint(Collaborative)Planning,Source:AC-Stanford-NorthwesternsCDDNStudy,also1996U.S.Censusdata,1999AndersenConsulting,11,-Inter-CompanySupplyChainPractices-,Higherperformingglobalelectronicscompaniesintegratemoreextensivelyacrossthesupplychain.,1999AndersenConsulting,12,Substantialvaluecreationhasbeenidentifiedforcomputersupplychain.,1999AndersenConsulting,13,Supplychainbreakthroughhasrealizedinsignificantbenefits.,TypicalLevelsofSupplyChainBenefits:,Breakthroughareas:IntegratedDemandandSupplyPlanningNewbusinessmodelsandportfoliosofbestrelationshipsStrategicSourcingandeProcurementeCustomerlinkedtoDemandChain,1999AndersenConsulting,14,Whichshouldcomefirst?SCMorERP?,供应链管理的价值,1999AndersenConsulting,16,制造商,第二层供应商,第一层供应商,批发商或分销商,零售商或经销商,顾客,“ThePowerofBusinesstoBusinessIntegration”BenchmarkingPartners,December1998,成本是扩展传统企业的主要推动力之一.,机构的60%可变成本由机构对外的决策所支配,1999AndersenConsulting,17,后勤开销包括:产成品运输仓库费定货手续/客户服务管理仓储成本18%,北美每年总的后勤成本变化百分比,Source:CouncilofLogisticsManagement1997AnnualConferenceProceedings,LogisticsCostsandCustomerServiceLevels(HerbertW.DavisSourceStrategicSupplyChainAlignment,1998,高于平均水平500%,高于平均水平3000%,高于平均水平250%,行业巨头证明供应链的成功带来的巨大价值,贯穿整个销售过程的销售信息及流程,“直销策略”,分销网络的投资,1999AndersenConsulting,25,库存周转率为50次/年,1997安达信全球电子行业研究显示，美国科技企业供应链的总库存约为$0.5-1.5万亿，并且库存周转率低于10次/年,对于高科技电子行业的供应链,尽管如此，仍存在减少库存的潜力10-30%企业内部的延迟10-30%企业外部的延迟40-65%直销10-25%协同计划,Source:AC-Stanford-NorthwesternsCDDNStudy,also1996U.S.Censusdata,1999AndersenConsulting,26,-企业内部供应链实践-,优秀的全球化电子公司广泛地整合供应链,1999AndersenConsulting,27,计算机行业的价值链