创立适应能力强的供应链

1、创立适应能力强的供应链这不是您的父辈所认知的商业环境期望在提升(人和客户)产品周期在缩短与客户及合作伙伴的连通性不容忽视全球化已成为关键促成者强大的供应链技术已出现及已经可以应用环境经常在改变我们在接近可管理性的极限吗?很少的供应链表现良好 极好很好好良好 差05%10%15%20%25%30%35%40%45% 50%12.0%41.6%38.9%1.3%6.2%供应链表现资料来源:凯捷安永/ Industry Week 供应链研究对这些改变的反映不可轻心资料来源: Gartner Group“在2004年之前, 那些失败应用供应链管理技术及程序的企业中,90%会失去他们首选供应商的地位(.

2、8的概率)”主动企业的市场价值时间EVA/股东价值企业范围供应链机率当前方案固定资本功效税款减至最小限度唯一没变的是股东价值仍是我们的目标! 总成本减至最小限度运营资金功效利润成长三代供应链管理方式 商业尺度功能优化 综合Silo 组织部门表现成本决定功能性 技术局部的解决方案 时间几周或几月三代供应链管理方式商业尺度功能优化综合的供应链 综合部门企业 组织部门集中表现成本成本与服务决定功能性流程主导 技术局部的解决方案ERP / Bolt-on 时间几周或几月几天或几周三代供应链管理方式商业尺度功能优化综合的供应链适应性强的供应链 综合Silo企业扩大企业范围 组织部门集中协同表现成本成本与

3、服务收入及利润决定功能性流程主导Event Based Agent Assisted 技术局部的解决方案ERP / Bolt-on完整的网络连接 时间几周或几月几天或几周实时适应性强的供应链在三个水平上运作生态系统工程学网络设计消费者主导战略供应及需求计划利润及收入优化资产管理运作订购管理补货履行/交货 执行 被重要的促成者所支持理解我们适应能力强的供应链的观点 需求和供应管理一体化 适应性强的供应链的关键 可见度 协同 立基于事件的管理 综合的技术平台 转化途径 凯捷安永网络价值链结构TM 购买迁移制造供应链最终顾客服务了解目标销售每个公司的战略应该建立在供应和需求管理的一体化上通过供求管理

4、的一体化来增长利润销售渠道顾客分类 当前状况 Orders in Fulfillment 实时成本 短期计划 能够提交供应链需求 当前状况 Current Offer Portfolio 价钱/优惠 服务需求 需求模式提议调整提议订购订购国际贸易后勤供应商运送者顾客需求可见度查询订购库存促销一个适应能力强的企业拥有整个供应链从末端到末端的可见度LLP履行/交货依从设定可提供性供应可见度生产量结算协同中心是适应能力强的供应链的关键促成者制造销售协同商业基础构造 综合电子-中心 计划采购运行供应商协同渠道协同协同实行新产品设计协同事件管理建立在供应链流程上立基于程序企业是用预先确定的标准的商业程序

5、来管理的. 一般以ERP 和batch processing来处理交易行为用模型来处理计划编制及优化计算事件促成实时监控参数及事件扩大的企业内部环境内部明确的行为立基于特殊的情形 (e.g. 边缘成本)协助者(Agent)用来监控管理优化计算适应能力强的技术构造 网络目录用户档案,程序及数据绘制程序资料库用户程序和协助者应用软件处理和数据数据应用数据应用数据应用数据应用ERP 数据综合凯捷安永端到端供应链方案的框架TM汽车工业能源业高科技医疗/生命科学业消费产品及物流分配业其他Technology ArchitectureSUPPLIERCOMMUNICATORPlanningFulfillm

6、entTransportation SourcingManufacturingProcurement(direct / indirect)Demand & Supply SynchronizationServicesHUBsSet Based Design &Transition PlanningCapacity Sourcing凯捷安永的网络价值链(Network Value Chain)参考结构CUSTOMERCOMMUNICATORFulfillmentProvidersSuppliersManufacturingSourcingFulfillmentE X E C U T I V E

7、D A S H B O A R DPrice Revenue OptimizationCustomer segmentation and product/service bundles for differentiation.Customer Segment& Service LevelStrategyCampaignMgmt.ProductPriceServicePromotionPlacementReal Time Order ManagementsmReal-time product configuration, promising, and status.Configureto Ord

8、erAvailable/Capable to PromiseOrderTracking, & TracingDemand/Supply Planning and MatchingReal-time collaboration with manufacturing and suppliers.DemandPlanningSupplyPlanningExecutionNear real-time coordination of internal activities with suppliers, assemblers, logistics providers for optimal invent

9、ory and servicePurchasing Mgmt.Manufacturing Mgmt.DistributionMgmt.CUSTOMERCOMMUNICATORCo-managed InventorySynchronized InventoryInventory ManagementInternetPrice-RevCampaignMgmt.RTOMProductPriceServicePromotionPlacementCustomer Segment& Service LevelStrategyConfigureto OrderAvailable/Capable to Pro

10、miseOrderTracking, & TracingDesignNewChannelsStandardChannelSalesCo-managed InventoryChannelHUBsSUPPLIERCOMMUNICATORB2B MarketplacesB2C & B2B MarketplacesSupport Processes Product Lifecycle Management - Real time product development collaboration with suppliers, customers, and within the enterprise.

11、Launch And Post-LaunchSupportPortfolioManagementComponent Supply ManagementProductDevelopment3PLsContractMFGFulfillmentManufacturingNVC 参考结构有四个阶层Process architecture detailed closed-loop process flows, responsibilities, cycle times, workflowsGovernance architecture ownership and influence of decisio

12、ns, policies, decision flows, objectsIntegration architecture roles, responsibilities, organisation, control-system, performance measuresApplication architecture applications, functionality, data & flows, interfaces, middlewarePhysical architecture servers, drives, firewalls, network, scalability, r

13、eliability, security, management Physical HardwareSite and Network PlanGovernance OwnershipBusiness ProcessModelApplicationsLandscapeX:ProvisionX:CallCnterX:OMX:FinanceX:Billing:22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitecture综合优化价值链的企业案例MillionsGross DIVCOS potential = $0.65/Bbl

14、(4.2/MT)$100$200$300后勤及分配排期的效率库存可见度进行中的主动的财政可见度预测精确度花费/风险 管理其他行政花费弹性增加销量对变化的抵抗力DIVCOS 价值 陈述下游价值链利润升高的实例$210M$0理解我们适应能力强的供应链的观点 需求和供应管理一体化 适应性强的供应链的关键 可见度 协同 立基于事件的管理 综合的技术平台 转化途径 凯捷安永网络价值链结构TM 我们在建立适应能力强的供应链方面拥有丰富的经验及实施方法Program ImplementationTechnology Architecture Management0.5 - 3 Days4 - 5 Month

15、sNVC Index & Value AssessmentPhase 0Phase IPhase IIChange ManagementProgram ManagementClient SC Transformation Management OfficeSetting the PlanCreatingChange!MiningValueSupply Chain Accelerator Launch PadMobilizing the CompanyPhase IIISC Strategy NVC Blueprint Transformation Roadmap ASE6 8 WeeksQui

16、ckHits改革实施路线图一般始于Early WinsAs-IsStreamline the enabling processesLean DeliveryPrepare the TransformationIncrease visibility from supplier to end userConnect the repair loopProvide enabling frameworkTo-BePeople and OrganizationSupply ChainKey EnablersSystemsSupport ProcessesConnectivityShared informa

17、tion with industryDLO Vision AgreedComms Strategy EstablishedPerformance Measures Aligned with Business ObjectivesClear Accountabilities AssignedClear Understanding of Current SkillsSkill Gaps IdentifiedStructure Aligned with Operational NeedsMoD Wide Stock VisibleInternal Stock VisibleInventory Cod

18、ing UnifiedPurchasing by Commodity PossibleInventory Duplication RemovedService Levels DefinedClearly Documented ProcessesSupply Chain Measures AdoptedDistribution Network UnifiedFleet Management Processes EstablishedPredictive Maintenance Capability AvailableGuaranteed Turnaround Times CommonplaceP

19、rognostic Health Monitoring PossibleComprehensive Usage Data AvailableDefect Reporting Procedures in PlaceUnified configuration controlMaintenance Activity Reporting EstablishedProducts StandardisedEnd-to-end Asset Tracking PossibleIntegrated BDR capabilityRepair Loop VisibleSupport Chain Measures A

20、doptedService Levels DefinedClearly Documented ProcessesCollaborative Mindset (not adversarial) EmbeddedAcquisition Perspective SharedSingle DLO Culture EmbeddedOperational Excellence Translated into Logistics ExcellenceLeading Practice Logistics StatusOrganisation Ready and Capable for ChangeLeadin

21、g Practice Acquisition StatusBoundaries with Industry Defined“Just enough” Supply Chain EstablishedResponsive Supply Chain EstablishedInventory Rationalised -Level 2Dynamic Forecasting PossibleRight First Time Procedures Established Inventory Managed StrategicallyEnd-to-end Supply Chain VisibleSuppl

22、iers RationalisedIntegrated Risk Management Procedures AdoptedAdaptive Supply Chain EstablishedCollaborative Engineering Capability in PlaceWhole Life Management Processes EstablishedDistribution IntegratedAvailability Based Support CommonplaceEngineering Process Integrated -Industry to MoDEngineeri

23、ng Operations IntegratedCapability Based Support CommonplaceTrading Partners CollaboratingChange Endorsed PoliticallyAppropriate Policy and Performance Measures AdoptedSupport Processes StreamlinedContracts and Policy RestructuredProcesses Defined -Clear Ownership and GovernanceManagement Accounting

24、 in PlaceBalanced Scorecards IntegratedRAB EmbeddedCommon Application SetsGlobal People ManagementDecisions Support ToolsCommon Information Network with IndustrySecure End to End ConnectionEnterprise Data WarehouseKey Systems AlignedOpen InformationShared Systems in PlaceIntegrated NetworkAbility to

25、 cleanse dataCertificates link to Global DirectoryIntegrated Financial/Activity Systems Global Directory Established -Information ModelCommon Information Network InternallyClear Systems OwnershipCommon informationRegeneration Capability UnderstoodSupply Chain Integrated with Support ChainIncentive ProgrammesEstablishedSupplier Development Programme EstablishedNew Approaches to Risk ManagementPaperless Purchas