艾森哲-+i2+供应链介绍.ppt

Agenda,TheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagement,Agenda,TheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagement,WhyisE&HTindustryfocusingonSupplyChainexcellence?,SupplyChainImpacts,Greatercustomerservice(i.e.,highermarketshare,greatergrossmargins),LowerrawmaterialsandfinishedgoodsinventoryShorter“order-to-cash”cycles,Fewerphysicalassets(i.e.,plants,warehouses,materialhandlingequipment,trucks,etc.),Lowercostofgoodssold,transportation,warehousing,materialhandlinganddistributionmanagementcosts,SupplyChainimprovementscanimpactalldriversofshareholdervalue,MAKE&MOVE,DESIGN,TheboundariesofthetraditionalSupply/ValueChainarenolongerdefinedwithanyclarityduetoreactiontoincreasingcomplexity,TheChallengeofDisintegration,Suppliers,PLAN,Customers,B2BExchanges(Converge,e2Open,etc.),MAKE&MOVE,DESIGN,PLAN,Suppliers,Customers,CEM/EMS(Flextronics,Solectron,etc.),B2BExchanges(Converge,e2Open,etc.),3PLs(TNT,DHL,DeutschePost,UPSWorldwide,Schenker-BTL,Exel,etc),Collaborativecapabilities,TheopportunitycomesfromoperatingtheconnectedSupplyChainasacollaborativeentity,Theopportunity,ChannelPartners(IngramMicro,C2000,Computacentre,Techdata,ICL,GECapital,WMData,etc.),Agenda,TheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagement,TheintelligentSupplyChainJourney,TheiSCJourney,RelationshipsAlongtheSupplyChain,ScopeofImpact,WithinBusinessActivities,Traditional,Optimisation,Integration,Integrated,Step1:Integratefunctionsoftheexistingsupplychain,BetweenBusinessFunctions,WithCustomers&Suppliers,Collaboration,AcrossAlliancePartners,Synchronisation,IncreasingCapabilities,IncreasingBenefits,ThepathtowardsiSCvisionisanevolutionfromthetraditionalSupplyChaintotheeSynchronisedSupplyChain,Suppliers,Manufacturers,Distributors,Step1-Integration,Thefocusisontheco-ordinationofinternalactivitieswithintheManufacturerandtherelationshipisone-way,TheintelligentSupplyChainJourney,TheiSCJourney,RelationshipsAlongtheSupplyChain,ScopeofImpact,WithinBusinessActivities,Traditional,Optimisation,Integration,Integrated,Step1:Integratefunctionsoftheexistingsupplychain,BetweenBusinessFunctions,WithCustomers&Suppliers,Collaboration,Collaborative,Step2:Improvecollaborationandcontrolwithvendors,customers,AcrossAlliancePartners,Synchronisation,IncreasingCapabilities,IncreasingBenefits,ThepathtowardsiSCvisionisanevolutionfromthetraditionalsupplychaintotheeSynchronisedSupplyChain,Suppliers,Manufacturers,Distributors,Distributors,Suppliers,DemandSignal,DemandSignal,SupplySignal,SupplySignal,ThefocusisontheManufacturer,Tier1CustomerandSuppliersworkingtogethertooptimizetheirSupplyChainbysharinginformation,makingjointdecisions,andusingcommontoolsandprocesses,Step2-Collaboration,TheintelligentSupplyChainJourney,TheiSCJourney,RelationshipsAlongtheSupplyChain,ScopeofImpact,WithinBusinessActivities,Traditional,Optimisation,Integration,Integrated,Step1:Integratefunctionsoftheexistingsupplychain,BetweenBusinessFunctions,WithCustomers&Suppliers,Collaboration,Collaborative,Step2:Improvecollaborationandcontrolwithvendors,customers,AcrossAlliancePartners,Synchronisation,eSynchronisation,Step3:VirtuallySynchronisethesupplychainacrossplayersintoonelogicalenterprise,Web-BasedEntrants,IncreasingCapabilities,IncreasingBenefits,ThepathtowardsiSCvisionisanevolutionfromthetraditionalsupplychaintotheeSynchronisedSupplyChain,Customers,ContractManufacturers,Customers,Suppliers,Manufacturers,Distributors,Distributors,Suppliers,Tier2Suppliers,Tier2Suppliers,3PL,DemandSignal,SupplySignal,ThisisanextensionofsupplychaincollaborationwherethecollaborationextendsupanddowntheSupplyChaintomultiplesuppliersandcustomers,Step3-eSynchronisation,Kingmaker,TheiSCVision,TheiSCconceptisbasedonthepremisethattheSupplyChainkingmakerwillsynchronizetheplanningprocesseswithallSupplyChainpartners,iSCVision,ManageInformationNotAssets,BetheSupplyChainKingmakerTakecontroloftheSupplyChaindecisionprocessOut-sourcenon-corecapabilities(CEMs,3PLs),Collaboration,ProcessintegrationmoreimportantthantechnologyintegrationOwnthecustomer/supplier/CEM/3PLTradingPartners,BuildFlexibilityNotCapacityorInventory,BuildflexibilityintotheSupplyChainpostponementstrategiesHavetheinfrastructuretorespondtobothexternal&internalforces,UseAPSTechnologyasanEnabler,ImplementthetoolstosupporttheSupplyChaindecisionprocessvisibilityacrosstheSupplyChainHavethetechnologytorespondtobothexternal&internalforces,Speed,SpeedtoMarketSpeedtoCustomerSpeedtoChange,1,2,3,4,5,iSCVision,The5principlesofintelligentSupplyChains,QuantifyingtheBenefits,DemandPlanning,2-5%ofsales,ProductionPlanning,5-10%ofproductioncosts,MaterialsPlanning,1-2%ofinventorycosts,Carrier&RouteMgmt.,10-20%oftransportcosts,TransportationScheduling,5-10%oftransportcosts,DesigntoSpecifications,5-10%ofdesigncycletime,ConcurrentEngineering,15-33%oftimetomarket,InventoryManagement,5-10%ofinventorycosts,SupplierManagement,1-2%ofinventorycosts,Source:AccentureSupplyChainValueAssessment:HightechIndustry,CollaborativeSupplyChainFunction,IntelligentSupplyChainOperations,SupplyChainActivity,TypicalBenefitRange,CollaborativeDemandandSupplyPlanning,CollaborativeLogisticsOperations,CollaborativeProductDesign,CollaborativeMaterialsManagement,Agenda,TheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagement,LeadingproviderofB2BandSupplyChainsolutions,Providesplanning,executionandcollaborativeoptimisation.iSCuses:SCP,DP,CP-DC,CP-PC,TMandTO,ERPsolutionproviderwithlargeinstallbaseacrossmanyindustries,Providestransactionbackbone,CommonlyusedDBplatformacrossindustries,Providesdatabaseplatform,Solutionproviderofcollaborativedesignandchangeordermanagement,ProvidescollaborativedesignsolutionssupportingNewProductIntroductionandDesignChangeManagementscenarios,Overview,UseiniSC,Solutionproviderfore-businesssoftwareapplication,PureECommerceprovidesordermanagementandmonitoringsolutionsupportingSupplyChainResponsivenessscenarios,LeadingTechnology,ConstrainedBasedSupplyPlanning,DemandPlanning,CollaborativeForecastsMgt,CollaborativeSupplierMgt,OrderManagement,TransportationExecution,Carrier&RouteMgt,TransportationPlanning,Track&Trace,AvailableToPromise,NewProductIntroduction,OrderExecution,DesignChangeManagement,Suppliers,Customers,WhatisiSC?,Scenario,Value,Description,CollaborativeSupplierManagement,Thisscenariodemonstrateshowunforeseensupplyconstraintscanberespondedtorapidlyandeffectivelybymaximisingthevalueofrelationshipswithmultiplesuppliers,DesignChangeManagement,NewProductIntroduction,Thisscenariodemonstrateshowthedesignchangeprocesscanbestreamlinedthroughcollaborativedesign,Thisscenariodemonstrateshowthedesignprocessfornewproductscanbeexpeditedthroughcollaborativedesign,SupplyChainResponsiveness,Thisscenariodemonstrateshowunseasonaldemandcanbeefficientlymetthroughvisibilityofallmanufacturingoperationsrealizedbyrunningmultiplestrategies,enabling3rdpartytoseedemandwithcollaboration,Thisscenariodemonstrateshowunforeseenproblemscanberespondedtorapidlyandeffectivelywithinthesupplychain,thusminimisingtheimpactoncustomerservice,ManagingInfrastructureFlexibility,ManagingInventoryObsolescence,Thisscenariodemonstratesthecross-regionaldeploymentofinventoryinresponsetoalocaldecreaseindemandduetotheintroductionofanewproductbyacompetitorcompan,CollaborativeForecastManagement,Thisscenariodemonstrateshowaccuratedemandforecastcanbegeneratedwiththefullcooperation/collaborationofinternalandexternalpartiesinthesaleschannel,Scenarios,CriticalSupplyChaincapabilitieshavebeenmappedagainsteachofthe7scenariosthatareusedintheiSCdemonstration,NewProductIntroduction,ManufacturingInfrastructureFlexibility,CollaborativeForecastManagement,SupplyChainResponsiveness,DesignChangeManagement,CollaborativeSupplierManagement,ManagingInventoryObsolescence,DemandPlanning,2-5%ofsales,ProductionPlanning,5-10%ofproductioncosts,MaterialsPlanning,1-2%ofinventorycosts,Carrier&RouteMgmt.,10-20%oftransportcosts,TransportationScheduling,5-10%oftransportcosts,DesigntoSpecifications,5-10%ofdesigncycletime,ConcurrentEngineering,15-33%oftimetomarket,InventoryManagement,5-10%ofinventorycosts,SupplierManagement,1-2%ofinventorycosts,Source:AccentureSupplyChainValueAssessment:HightechIndustry,CollaborativeSupplyChainFunction,IntelligentSupplyChainOperations,SupplyChainActivity,TypicalBenefitRange,CollaborativeDemandandSupplyPlanning,CollaborativeLogisticsOperations,CollaborativeProductDesign,CollaborativeMaterialsManagement,iSCScenario,QuantifyingthebenefitsoftheiSCscenarios,Agenda,TheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagement,ScenarioSummaryThisscenariodemonstrateshowunforeseensupplyconstraintscanberespondedtorapidlyandeffectively,bymaximisingthevalueofcloserelationshipswithmultiplesuppliers.Theobjectiveofthescenarioistodemonstratehowcollaborationwithsuppliersenablesashortfallinavailablematerialstobeovercomeallowingfinalplanningtotakeplace.,FinalPlanProduced,CustomerOrderEntered,SCP,CP-PC,SCP,InternetEnabledProcurementCollaboration,ProductionRequirementsPlanned,R/3,OrderProcessing,CollaborativeSupplierManagement,iTec,ActiveDataWarehouse,PrimarySupplier-Seahorse,SecondarySupplier-Dolphin,CustomerOrder,iTecCustomerservicesenteranorderinSAP,iTec,ActiveDataWarehouse,PrimarySupplier-Seahorse,SecondarySupplier-Dolphin,CustomerOrder,SCP,TheorderdetailsarepassedtoSupplyChainPlanner(SCP)thatanalysesthecurrentinventoryandmaterialsavailability,andplansthematerialsrequirementsnecessarytofulfiltheorder.,iTec,ActiveDataWarehouse,PrimarySupplier-Seahorse,SecondarySupplier-Dolphin,CustomerOrder,SCP,ThematerialsrequirementsarepostedonCollaborationPlannerProcurementCollaborator(CP-PC)fortheattentionofiT