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1、Supply Chain ManagementAccelerating Cost Effectiveness第一页，共二十八页。Supply Chain ManagementThe 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 customers.Today, the tal

2、k 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.第二页，共二十八页。Top Issues Facing SCM ProfessionalsIn a recent quantitative surve

3、y, 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 2000The top three responses were;Cost (21%), Systems Applications (20%) and Integration (19%)第三页，共二十八页。SCM BenefitsMa

4、nufacturerDistributors/WholesalersCustomers SuppliersRetailersMaterials Flows Information FlowsCash FlowsUS companies expect to reap $3-400B of savings through a variety of benefits (3 5% of revenues)Source: PRTM第四页，共二十八页。Move From Push To PullManufacturersDistributors/ WholesalersCustomerSuppliersR

5、etailersManufacturersDistributors/ WholesalersCustomerSuppliersRetailersMake what we sell, not sell what we make!第五页，共二十八页。Move to Cross-Functional Business ProcessesPurchasingManufacturingDistributionInstall/MaintenanceSalesSourceMakeDeliverInstallSellOrder FulfillmentAvailable-to-PromiseSales & Op

6、erations PlanningDepartment Performance第六页，共二十八页。Supply Chain OptimizationSynchronized, Sequential PlanningForecastingDistributionPlanningManufacturing PlanningProcurementPlanningSupply Chain OptimizationSynchronized, Concurrent PlanningDemandPlanningDistributionPlanningManufacturing PlanningProcure

7、mentPlanning第七页，共二十八页。PurchasingManufacturingDistributionInstall/MaintenanceSalesCross-Functional Supply Chain MetricsProcess PerformanceSourceMakeDeliverInstallSellPerfect Order ProcessLSLUSLLSLUSLLSLUSLLSLUSLLSLUSL第八页，共二十八页。Sharing and CollaborationManufacturerDistributors/WholesalersSuppliersReta

8、ilersSynchronized Production SchedulingCollaborative Product DevelopmentCollaborative Demand PlanningCollaborative Logistics Planning Transportation services Distribution center services第九页，共二十八页。Full Value ProcurementObjective Lowest total cost of ownershipQuality meeting customer needsOn-time deli

9、veryAcceptable supply riskProcess efficiencyDemand reductionUnderpinned by procurement infrastructure excellencePurchasePriceAcquisitionInstallationMaintenanceDisposalPrice is often just the tip of the iceberg!第十页，共二十八页。Strategic SouringTraditionalProgressiveTactical EmphasisAcquisition Cost FocusSt

10、aff FunctionCost CenterReactiveStrategic EmphasisTotal Cost FocusProfit CenterProactiveTacticalStrategicTacticalStrategicEvolving Model of Procurement第十一页，共二十八页。Logistic and TransportationLogistics accounts for 8-12% of sales. In 1998, it accounted for over 10% of the US GDPLogistic is one of the gl

11、ues that holds the supply chain together. The techniques that most manufacturers employ to increase speed and reducing cost is outsourcingAverage cost reductions from outsourcing is 32% The 3PL market has enjoyed explosive growth over the past 5 years. Most 3PLs have reported annual growth rate of 2

12、5-50%Source: industry week第十二页，共二十八页。ManufacturingMaterial. . . . .BOMPRTCustomerorderDocumentWork centerRoutingetc.Manufacturing managers view efficiency and flexibility as two objectives which must be balanced in order to arrive the lowest total costWorld-class companies adopt strategies and tacti

13、cs such as pull system, JIT replenishment, and cycle time reductions that enables a company to have lower levels of inventory while still driving reductions in production unit cost Companies frequently underestimate the commitment required to achieve an effective quality improvement which result in

14、operation cost increases.第十三页，共二十八页。StrategicBusinessPlanningForecasting and Planninghoursdaysweeksmonthsyear +OperationalTacticalStrategicSchedulingRolling ForecastDemand PlanningManufacturing PlanningSchedulingDistribution PlanningTransportationOrderPromiseSourceMakeMoveStoreSell第十四页，共二十八页。Top Iss

15、ues Facing SCM Professionalse-Business is a relatively low priority, coming in sixth of the top issues facing SCM professionals.However, this does not reflect the impact that e-Business will have on Supply Chain ManagementSource: AMR Research 2000e-Business will fundamentally change SCM第十五页，共二十八页。EN

16、TERPRISE OPTIMIZATIONProcureProduceProductsManageLogisticsForecastDemandOptimizeNETWORK OPTIMIZATIONAFDGCEBCompanyCompanyCompanyCompanyCompanyCompanye-Business Is Driving a Fundamental Transformation in SCMThe larger the network of companies the greater the power of the network to reduce cost for it

17、s membersIncreased leverage with suppliersBroader market access for suppliersExpanded community and collaboration opportunitiesGreater integration across market supply chainsNetworkEffectEconomies of ScaleThe larger the Meta-Market the faster it can form and launch facilitate the operational excelle

18、ntBroader communities to allocate R&D cost Operational efficiencies via back office shared services Depth of industry and procurement knowledge and resources available to develop supplier contractsCompany第十六页，共二十八页。The Impact of e-Business on SCMe-Business affects four broad categories that determin

19、e the production and transaction costs of a firm: The cost of executing a saleThe costs associated with procuring production inputsThe costs associated with making and delivering a product or service The cost associated with logistics第十七页，共二十八页。The Cost of e-Business SalesAccessibilityAn e-Business

20、web site is open 24 hours per day, 7 days per week. A business no longer has to build separate physical establishments to attract a larger customer base. A virtual storefront also allows an e-business to manage one store instead of multiple stores, thus eliminating duplicate inventory costs. 第十八页，共二

21、十八页。The Cost of e-Business SalesOrder ReworkAnother aspect of e-Business is that it enables more efficient order configuration. For example, both General Electric (GE) and Cisco Systems reported nearly one-quarter of their pre-Web-site orders had to be reworked because of errors-a total of more than

22、 1 million orders, in the case of GE. Since adopting a Web-enabled customer interface, Cisco reports an error rate of only 2 percent. Produce or Service OutputCritical Customer RequirementDefects: Service unacceptable to customerBA第十九页，共二十八页。The Cost of e-Business SalesFundamental ShiftClearly, e-Bu

23、siness represents a fundamental shift in how the sales process is executed by a company. As a result, e-Business compels existing businesses to re-examine how they interact with customers, even as new entrants exploit e-Businesses to reach customer bases previously thought unreachable. LowHighCost o

24、f Sale“Off-the-Rack”CustomisedValue-Addedof SaleDirectSalesFace-to-face sales$500/sales contactDistributors/VARs$2-300/sales contactTelephone sales and service$25 per sales contactNo human contact$1 per sales contactResellersTele-channelElectronicChannelsSource: Dr. Rowland Moriarty, Cubex Corp.第二十页

25、，共二十八页。The Costs Associated With Procuring Production InputsWeb-based procurement of maintenance, repair, and operations (MRO) supplies is expected to reach more than $100 billion worldwide by the year 2000. MRO comprises those goods required to run a company that are not raw materials used in the d

26、irect manufacture of a product or the provision of a service.SuppliersSuppliers Connected to MarketPlace via Web or ERPBuyersBuyers connected to marketplace via E-Procurement AppB2B MarketPlaceProfitOtherCostsPurchases 100 10045504547.557.5-5%A 5% reduction in purchase cost can result in a 50% incre

27、ase in profit margin.+50%第二十一页，共二十八页。The Costs Associated With Procuring Production InputsLower transaction costs coupled with the ability to enforce purchasing policy across the enterprise have been instrumental in driving Web-based MRO procurement. Two additional factors have accelerated the trend

28、. The first factor is a defensive reaction by firms that note the cost savings being enjoyed by rivals switching to an e-business procurement mode. The second, and possibly more important factor is the insistence by large firms such as Ford, that their suppliers link into their Web-based procurement

29、 systems as a condition of doing business with them. Source: RB WeberCOST PER POPOTENTIAL COST PER POCURRENTCOST PER PO第二十二页，共二十八页。The Cost of e-Business Supply Chain ManagementEven the scope of MRO procurement pales beside the possibilities for reorganizing supply chains around e-business. Rather t

30、han increasing production and inventory in advance of actual customer demand, e-businesses are looking to make both their own supply chains and those of their customers and suppliers respond in real time to actual sales.SupplierManufacturerDistributionRetailerConsumerInformation第二十三页，共二十八页。The Cost

31、of e-Business Supply Chain ManagementVisibility of the entire supply chain is necessary so a business can analyse the interplay between interactions such as procuring materials, components, and subassemblies from various suppliers; shifting production between installations or business partners; and

32、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.第二十四页，共二十八页。The Transformation of Logisticse-Business transforms logistics from simply packaging and moving goods and turns

33、 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 FedEx offered essentially the same service via the Web, the number of customers ros

34、e to 1 million. FedEx estimates nearly 70 percent of the 3 million packages it processes each day now are initiated via interactive networks.第二十五页，共二十八页。Supply Chain Managemente-BusinessDriving TransparencyWhen building visibility of the entire supply chain, this also includes customers. e-Business

35、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 support systems.EnterpriseConnectivityProduct Lifecycle ManagementCustomerManagementSupplier Collaborati

36、onDesign PartnersConsumers and Channels第二十六页，共二十八页。RecommendationsInclude e-business as part of your top three supply chain agenda items. Put in effort to articulate a value proposition for e-business within your company, and the impact it will have on your supply chain. Seek and gain cross-functional and key trading partner alig