供应链管理模型

1、Business Integration Model0 1999 Andersen ConsultingAndersenConsultingLinking the globe with real-time applications that maximize customer desires with reduced cost structures through optimized software with operations executed by both internal people and external alliance partners. Gregory J. Owens

2、Former Global Managing PartnerSupply Chain PracticeMarch 4, 1999A Holistic Perspective:Supply Chain Management1 1999 Andersen ConsultingAndersenConsultingThe SCM pitfalls we have learned to date.Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promiseTh

3、e barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of ChangeLack of trust and integration of company practices are key obstacles2 1999 Andersen ConsultingAndersenConsulting“The SCM Practice comprises experts in technology, processes

4、, strategy and change management, enabling it to provide clients with cross-functional solutions.”AMR Research Alert on Supply Chain Management (August 1998)Successful SCM initiatives typically combine strategic and tactical change to all components of a company.TECHNOLOGYBUSINESSINTEGRATIONPEOPLEPR

5、OCESS /OPERATIONSSTRATEGYSupply Chain Management Practice3 1999 Andersen ConsultingAndersenConsultingExecutives should take a holistic business approach to successfully synchronize their supply chains.TECHNOLOGYSynchronizedSupply ChainPEOPLEPROCESS /OPERATIONSSTRATEGYImplement the right enabling tec

6、hnologiesDevelop a synchronization strategy,and choose the right initiativeDevelop supporting process capabilitiesRestructure and re-skill organizational relationships4Determine With Whom To SynchronizeDetermine Your Synchronization ScopeNumber of PartnersPartners Strategic ImportanceUpstream or Dow

7、nstream Positioning of PartnersNature of RelationshipPartners CapabilitiesSupply Chain StructureProduct LinesCustomer PrioritiesBusiness FunctionsMarket OfferingsChannel StrategiesFirst and foremost, successful synchronization requires developing a synchronization strategy.5Demand GenerationCompanie

8、s will then need to develop processes to support each core capability.Forecasting & FulfillmentProduct DesignOutsourcingMaterials & Capacity Synchronized Supply Chain Strategy6Implementing the right enabling technologies is also critical to the success of synchronization.Automated business processes

9、Todays TechnologyERP, Y2KSingle solution legacy drivenProcessSolutionDriversTechnologySolutionSupply chain decision supportSupply chain integrationMultiple solution installsEmerging TechnologyAlign and IntegrateCollaborative supply chain technologyValue-based external collaborative modelsMultiple so

10、lution integrationFuture TechnologyCollaborate & Synchronize11/4/987Andersen Consulting 1998CommitmentInterdependentInteractive/AlignedInvestmentTransactionalUnderstandingHostileConnection/CultureSynergisticIntegrateCollaborateSynchronizedThe Journey to SynchronizationReal and Perceived Mutual Benef

11、its8 1999 Andersen ConsultingAndersenConsultingSupply chain organizations must be restructured and re-skilled to support these strategiesFeatures of a typical supply chain organization Contractual relationships with customers and suppliersOrganization and management of functional activitiesFunctionally oriented metrics and remuneration Mistrust between functions Focus on functional skill buildingFeatures of a leading supply chain organization Harness the power of business partners and alliancesOrganization and management of cross functi