某咨询供应链管理2

1、The Value Proposition ofSupply Chain Management0Manu-facturerTier 2SuppliersTier 1SuppliersWholesalerorDistributorRetailerorDealerConsumers “The Power of Business to Business Integration”Benchmarking Partners, December 1998Cost is one of the major drivers to extend the traditional enterprise.60% of

2、variable costs of an organization are driven by decisions that are external to the organization.1Logistics expenseincludes:n Finished Goods Transportationn Warehousingn Order Entry/ Customer Servicen Administrationn Inventory Carrying Cost 18% North American Annual Total Logistics Cost Change in Per

3、centage Source: Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis & William H. Drumm)The past efforts have not been without considerable rewards.-50%-30%-10%10%30%50%83848586878889909192939495 9697%of Sales$/CWT$/CWT

4、 = Dollars per hundred weight.2 14.09%10.40%9.06%11.85%13.28%11.96%14.06%8.77%7.42%5.80%3.87%6.52%7.29%6.35%8.08%4.32%TelecomSemiconductorPharmaceuticalPackaged GoodsComputerChemicalAppliancesAutomotive Best in Class Average12Source: Logistics Management, April 1997Yet, supply chain cost reduction s

5、till represents a significant business opportunity .Supply Chain Spend as a Percentage of Revenues$ 34$ 37$ 34$ 20$ 15$ 8$ 4$ 10Size of Gapin Billions3VALUE THEORYholds that to increase the value of a company, you must increase cash earnings in excess of its full cost of capital in a sustainable fas

6、hionThe supply chain must continue to drive shareholder value.4RevenueCostsWorking CapitalFixed Capital Impact of SCM n Greater customer service (i.e., higher market share, greater gross margins)n Lower raw materials and finished goods inventoryn Shorter “order-to-cash” cyclesShareholder ValueProfit

7、abilityInvested CapitalSCM has contributed to increased shareholder value by impacting traditional value levers.n Fewer physical assets (i.e., trucks, warehouses, material handling equipment, etc.) n Lower cost of goods sold, transportation, warehousing, material handling and distribution management

8、 costs5CostsAssetsCustomerServiceThe improvement of SCM has significant strategic and financial impacts on bottom line activities.Shareholder Value CreationCustomer Service Level IncreaseSupply Chain Variability Reduction Inventory ReductionCycle-time CompressionnIn-stock availability nLead timenAbi

9、lity to tailor to specific customer needsnFixednPurchase CostnVariable ManufacturingnTrans/DistributionnObsolescence/MarkdownnAdministrative/TransactionnManufacturingnDistribution CentersnInventory6Best in Class companies enjoy significant advantage over their competitors.Total Supply-Chain Mgmt. Co

10、st“For a company with annual sales of $2 billion and a 60% cost of sales, the difference between being at the median in terms of performance and being in the top 20% is $176 million in working capital.”7.06.30%2%4%6%8%10%12%14%19961997RevenueBestMedian37318702040608010012019961997Calendar DaysCash-t

11、o-Cash Cycle Time13.111.61051997 PRTM Study735347866010203040506070809010019961997Days of Supply949471810%10%20%30%40%50%60%70%80%90%100%19961997Total Days of SupplyOn-Time Delivery PerformanceBestMedianU.S. Dept. of Commerce estimates that manufacturers have cut inventories by 9% in the 1990s savin

12、g about $82 Billion Fortune 3/3/97.Best in Class companies enjoy significant advantage over their competitors.1997 PRTM Study8For period 1988-1996; Source Strategic Supply Chain Alignment, 1998Industry leaders have demonstrated the significant value that successful supply chains can create.Point of

13、Sale Data and Flow Through Distribution“Retail Direct” StrategyInvestment in Distribution Network9Inventory Turns 50 times per yearThe 1997 Andersen Consulting Global Electronics Study (GES) showed that total inventory in the U.S. technology industry supply chain was around $0.5-1.5 trillion and tur

14、ned less than 10 times per year.Supply Chain Opportunities for EHT IndustryStill, there are potential Inventory Reduction Opportunities 10-30% Inter-enterprise Postponement 10-30% Intra-enterprise Postponement 40-65% Direct-to-Customer Sales 10-25% Joint (Collaborative) PlanningSource: AC-Stanford-N

15、orthwesterns CDDN Study, also 1996 U.S. Census data10- Inter-Company Supply Chain Practices -All the TimeNot at AllLower HigherLower HigherLower HigherLower HigherLower HigherLower HigherLower HigherSupplier OwnedOr ManagedInventoryThird PartyLogistics(Warehousing)Third PartyLogistics(Transportation

16、)Third PartyLogistics(InformationManagement)ElectronicInformation Systemsto Manage ChannelFill Rates and ReplenishmentCustomerAccess toInternal Systemsto Track OrderConfigure toOrderStrategy543210Lower PerformersHigher PerformersSource: Manufacturing Manager Responses (4/2/97 data)The material conta

17、ined in this presentation is confidential and proprietary to Andersen Consulting.4C-15Higher performing global electronics companies integrate more extensively across the supply chain.11Substantial value creation has been identified for computer supply chain.Andersen Consultings CDDN Study- Benefits

18、 Summary -SuppliersSemic. StorageAssemblersDistributorsRetailersInv.MarginValue - 10%-70%10%-100%- - .7%-4.7%.5%-4.9%- - $70-$470M$10-$102M-Inv.MarginValueInv.MarginValue - 10%-70%10%-100%- 5.3%2.0% 2.2%-$69M$18M $145M-CompressedSupply ChainCollaborativePlanningDesign forResponsiveness10%-25% 10%-25

19、%10%-25%10%-25%10%-25%.6%-1.4%.6%-.7%.7%-1.8%.5%-1.2%.7%-1.6%$9-$23M$4-$9M$70-$181M$10-$26M$26-$64M12Supply chain breakthrough has realized in significant benefits.Typical Levels of Supply Chain Benefits:BenchmarkImprovement Delivery performance16 - 28%Inventory reduction25 - 60%Fulfilment cycle tim

20、e30 - 50%Forecast accuracy25 - 80%Overall productivity10 - 16%Lower S.C. costs 25 - 50%Improved capacity10 - 20%Source:AMR & PRTMBreakthrough areas: Integrated Demand and Supply Planning New business models and portfolios of best relationships Strategic Sourcing and eProcurement eCustomer linked

21、 to Demand Chain13Which should come first? SCM or ERP?Customer ValueSupply chainplanningERPGlobalfinancialsLowHighTicket to EntryLow-Hanging Fruit Hard Nut to CrackNarcissisticTime to Produce Net ValueWarehousemgmt.ShortLongSo urce: Gartner Group, 1998SCMERPROI (times)5 to 15 1.5 to 2Payback in 2 to

22、 3Period months yearsAchieving internal efficiencies is important, however, the external integration can make the difference between market leadership and failure.High returns from external integration can be achieved even when internal integration is not very sophisticated.It isnt necessary to wait

23、 until your internal integration efforts are complete to begin external integration initiatives.(Ken Ross, Extricity Software, Inc.)14供应链管理的价值15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 “The Power of Business to Business Integration”Benchmarking Partners, December 1998成本是扩展传统企业的主要推动力之成本是扩展传统企业的主要推动力之一一.机构的机构的

24、60% 可变成本由机构对外的决策所支配可变成本由机构对外的决策所支配16后勤开销后勤开销包括包括:n 产成品运输n 仓库费n 定货手续/ 客户服务n 管理n 仓储成本 18% 北美每年总的后勤成本变化百分比北美每年总的后勤成本变化百分比 Source: Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis & William H. Drumm)过去的努力不是没有回报过去的努力不是没有

25、回报-50%-30%-10%10%30%50%83848586878889909192939495 9697%of Sales$/CWT$/CWT = Dollars per hundred weight.17 14.09%10.40%9.06%11.85%13.28%11.96%14.06%8.77%7.42%5.80%3.87%6.52%7.29%6.35%8.08%4.32%电信半导体制药包装计算机化工器具汽车 最好 平均12Source: Logistics Management, April 1997然而然而 , 供应供应链链成本降低成本降低仍仍存在巨大的商业存在巨大的商业机会机会.

26、供应供应链链消耗占销售收入的百分比消耗占销售收入的百分比$ 34$ 37$ 34$ 20$ 15$ 8$ 4$ 10Size of Gapin Billions18价值理论价值理论为了让企业增值，必须以能够持续经营的方式将收入提高到超过总成本供应链一定会推动股东的利益供应链一定会推动股东的利益.19收入收入成本成本营运营运资本资本固定固定资本资本SCM 的影响的影响n 更强大的客户服务 (如，更高的市场份额, 更多的毛利)n 更低的原料及产成品的库存n 更短的 “定单变现” 周期股东股东价值价值收益性收益性投资投资资本资本SCM 通过对传统价值杠杆的影响，为通过对传统价值杠杆的影响，为增加股东

27、的价值做出贡献增加股东的价值做出贡献n 更少的实物资产 (如, 卡车, 仓库, 原料处理设备,等) n 更低的商品销售、运输、仓储、材料处理及分销管理成本20成本成本资产资产客户客户服务服务SCM 改善对有战略及财务具有巨大影响改善对有战略及财务具有巨大影响创造股东价值创造股东价值客户服务水平提高客户服务水平提高供应链变动性降低供应链变动性降低 库存减少库存减少周期压缩周期压缩n现货供应能力现货供应能力 n交付周期交付周期n根据客户特殊要求定制的能根据客户特殊要求定制的能力力n固定固定n采购成本采购成本n可变制造成本可变制造成本n运输运输/发行成本发行成本n无形磨损费无形磨损费/减价减价n管理

28、管理/交易成本交易成本n制造行业的资产制造行业的资产n分销中心分销中心n库存库存21最好的公司得益于巨大的竞争优势最好的公司得益于巨大的竞争优势.总供应链管理成本总供应链管理成本“对于年销售收入为对于年销售收入为20亿及亿及60%的销售成本的企业，中等层次的企的销售成本的企业，中等层次的企业与前业与前20%的企业之间的运营资本的差异为的企业之间的运营资本的差异为1.76亿美圆。亿美圆。7.06.30%2%4%6%8%10%12%14%19961997收入收入最好最好中等中等37318702040608010012019961997天数天数现金周转周期现金周转周期13.111.61051997

29、PRTM Study2235347866010203040506070809010019961997供应天数供应天数949471810%10%20%30%40%50%60%70%80%90%100%19961997总供应天数总供应天数按时供货按时供货最好最好中等中等美国商业部门估计，制造业在美国商业部门估计，制造业在20世纪世纪90年代降低了年代降低了9%的库存，节省了的库存，节省了820亿美圆亿美圆 财富财富 3/3/97.最好的公司得益于巨大的竞争优势最好的公司得益于巨大的竞争优势.1997 PRTM Study23For period 1988-1996; Source Strategi

30、c Supply Chain Alignment, 1998行业巨头证明供应链的成功带来的巨大价行业巨头证明供应链的成功带来的巨大价值值贯穿整个销售过程贯穿整个销售过程的销售信息及流程的销售信息及流程“直销策略直销策略”分销网络分销网络的投资的投资24库存周转率库存周转率为为50次次/年年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尽管如此，仍存在减少库存的潜力 10-30% 企业内部的延迟企业内部的延迟 10-30%企业外部的延迟企业外

31、部的延迟 40-65% 直销直销 10-25% 协同计划协同计划Source: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census data25- 企业内部供应链实践企业内部供应链实践 -总是根本不差好差好差好差好差好差好差好供应商拥有或管理库存第三方后勤(仓储)第三方后勤(运输)第三方后勤(信息管理)电子信息系统管理渠道供应与补充客户访问内部系统跟踪定单制订定货策略543210差好Source: Manufacturing Manager Responses (4/2/97 data)The material contained in this presentation is confidential and proprietary to Andersen Consulting.4C-15优秀的全球化电子公司广泛地整合供应链优秀的全球化电子公司广泛