普华永道—供应链管理

1、pwc supply chain management accelerating cost effectiveness pricewaterhousecoopers2 supply chain management the supply chain used to be a simple serial process with raw materials slowly moving in one direction through manufacturing production and onward via a distribution system to retailers and cus

2、tomers. today, the talk is of supply networks, parallel chains, enhanced concurrent activities, and “customer centric” with new information platforms and technology set to cut both inventory and lead-times throughout the delivery pipeline further. pricewaterhousecoopers3 top issues facing scm profes

3、sionals in a recent quantitative survey, scm professionals were asked a open-ended subjective question, “what are the three biggest issues facing you personally in developing your logistics strategy?” source: amr research 2000 the top three responses were; cost (21%), systems applications (20%) and

4、integration (19%) 21% 20% 18% 14% 13% 13% 12% 12% 11% 0%5%10%15%20%25% cost systems application integration qualified associates support management e-business organisation structure global management funding pricewaterhousecoopers4 scm benefits manufacturer distributors/ wholesalers customers suppli

5、ersretailers materials flows information flows cash flows us companies expect to reap $3-400b of savings through a variety of benefits (3 5% of revenues) source: prtm pricewaterhousecoopers5 move from push to pull manufacturers distributors/ wholesalers customer suppliersretailers manufacturers dist

6、ributors/ wholesalers customer suppliersretailers make what we sell, not sell what we make! pricewaterhousecoopers6 move to cross-functional business processes purchasing manufacturing distribution install/ maintenance sales sourcemakedeliverinstallsell order fulfillment available-to-promise sales s

7、hifting production between installations or business partners; and moving goods to the final consumer. understanding relationships between all players in a particular value chain allows an e-business to adjust to new contingencies in real time. pricewaterhousecoopers25 the transformation of logistic

8、s e-business transforms logistics from simply packaging and moving goods and turns it into an information business. introducing online parcel order and tracking via a proprietary network in 1983, federal express took nearly 12 years to sign up 50,000 customers. in 3 years, between 1995-1998, after f

9、edex offered essentially the same service via the web, the number of customers rose to 1 million. fedex estimates nearly 70 percent of the 3 million packages it processes each day now are initiated via interactive networks. pricewaterhousecoopers26 supply chain management e-business driving transpar

10、ency when building visibility of the entire supply chain, this also includes customers. e-business gives the customer access to the suppliers product data, ordering and delivery information. this drives transparency within the organization and forces the supplier to develop better delivery and suppo

11、rt systems. product lifecycle management customer management supplier collaboration design partners consumers and channels pricewaterhousecoopers27 recommendations include e-business as part of your top three supply chain agenda items. put in effort to articulate a value proposition for e-business w

12、ithin your company, and the impact it will have on your supply chain. seek and gain cross-functional and key trading partner alignment on your strategy. look for additional learning opportunities. look at the early adopter or e-business-oriented companies, e-business consultants, system integrators,

13、 and colleagues in supply chain management. lessons can be learned in both the business-to-consumer (b2c), as well as business-to-business (b2b) domains. broaden your perspectives on e-business beyond customer interaction and supply chain cost savings. consider the broader implications of supplier a

14、nd trading partner visibility, business community integration (bci), and partner collaboration. a broadened perspective can yield greater opportunities for leveraging e-business processes within the supply chain. consider some form of electronic marketplace adoption as part of your supply chain strategy. evaluate the long-term presence