




已阅读5页,还剩25页未读, 继续免费阅读
版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
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
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 餐饮连锁店运营管理标准流程手册
- 志愿者服务管理工作总结汇编
- 高中语文新课标写作技巧训练
- 企业数字营销数据分析应用指南
- 地基梁钢筋检查验收报告模板
- 国际英语音标学习及发音技巧
- 初中数学几何重点难点总结
- 2025-2030数字孪生技术在儿童神经发育模拟中的应用前景
- 2025-2030数字化幼教平台用户体验痛点与产品迭代建议
- 2025-2030教育综合体业态发展及商业模式创新研究报告
- 水利安全风险防控“六项机制”与安全生产培训
- 导医客服礼仪培训
- 第三届“皇家杯”职业院校宠物营养学知识竞赛考试题库(含答案)
- QGDW12505-2025电化学储能电站安全风险评估规范
- 2025年部编版新教材三年级上册《9.犟龟》教案
- 盆栽种植基础知识培训课件
- 常见病护理常规
- 2024年南宁市招聘中小学教师笔试真题
- 养老院安全生产培训
- 老员工带新员工的培训制度
- 高标准农田建设项目风险评估与应对措施
评论
0/150
提交评论