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1、Supply Chain ManagementAccelerating Cost EffectivenessSupplyChainManagementThesupply chain usedtobeasimpleserial processwithrawmaterials slowlymovinginone directionthrough manufacturingproductionandonward viaa distributionsystemtoretailers andcustomers.Today,the talkisofsupplynetworks, parallelchain

2、s,enhancedconcurrentactivities,and “customercentric”with newinformationplatformsand technologyset to cutboth inventoryandlead-timesthroughout thedeliverypipelinefurther.TopIssues FacingSCMProfessionalsIna recentquantitativesurvey,SCMprofessionalswere asked aopen-endedsubjective question,“What arethe

3、threebiggestissuesfacing youpersonally in developingyourlogisticsstrategy?”Source: AMRResearch2000Thetop three responseswere;Cost (21%),Systems Applications(20%)andIntegration(19%)SCMBenefitsManufacturerDistributors/WholesalersCustomersSuppliersRetailersMaterialsFlowsInformationFlowsCash FlowsUScomp

4、aniesexpect to reap$3-400Bofsavings throughavariety of benefits (3 5%ofrevenues)Source: PRTMMove FromPushToPullManufacturersDistributors/ WholesalersCustomerSuppliersRetailersManufacturersDistributors/ WholesalersCustomerSuppliersRetailersMake whatwesell,not sellwhatwemake!Move to Cross-FunctionalBu

5、sinessProcessesPurchasingManufacturingDistributionInstall/MaintenanceSalesSourceMakeDeliverInstallSellOrderFulfillmentAvailable-to-PromiseSales& OperationsPlanningDepartment PerformanceSupplyChainOptimizationSynchronized, SequentialPlanningForecastingDistributionPlanningManufacturing PlanningProcure

6、mentPlanningSupplyChainOptimizationSynchronized, ConcurrentPlanningDemandPlanningDistributionPlanningManufacturing PlanningProcurementPlanningPurchasingManufacturingDistributionInstall/MaintenanceSalesCross-Functional SupplyChainMetricsProcess PerformanceSourceMakeDeliverInstallSellPerfect Order Pro

7、cessLSLUSLLSLUSLLSLUSLLSLUSLLSLUSLSharing andCollaborationManufacturerDistributors/WholesalersSuppliersRetailersSynchronizedProductionSchedulingCollaborative ProductDevelopmentCollaborative DemandPlanningCollaborative LogisticsPlanningTransportationservicesDistributioncenter servicesFull Value Procu

8、rementObjectiveLowesttotalcostofownershipQuality meetingcustomerneedsOn-time deliveryAcceptable supplyriskProcess efficiencyDemandreductionUnderpinnedbyprocurementinfrastructureexcellencePurchasePriceAcquisitionInstallationMaintenanceDisposalPrice is often just the tip of the iceberg!StrategicSourin

9、gTraditionalProgressiveTacticalEmphasisAcquisitionCost FocusStaffFunctionCost CenterReactiveStrategicEmphasisTotalCost FocusProfitCenterProactiveTacticalStrategicTacticalStrategicEvolvingModelofProcurementLogisticandTransportationLogisticsaccounts for8-12%ofsales.In 1998, it accountedforover10%ofthe

10、 US GDPLogisticisoneofthe glues thatholdsthe supplychaintogether.Thetechniques thatmostmanufacturers employtoincreasespeedandreducingcostisoutsourcingAverage costreductionsfrom outsourcing is 32%The3PL markethasenjoyedexplosivegrowth overthe past5years.Most3PLshave reported annualgrowthrateof25-50%S

11、ource: industry weekManufacturingMaterial. . . . .BOMPRTCustomerorderDocumentWork centerRoutingetc.Manufacturing managers viewefficiencyandflexibilityastwo objectiveswhichmustbebalancedinordertoarrivethe lowesttotalcostWorld-classcompaniesadoptstrategiesandtacticssuch as pullsystem,JITreplenishment,

12、and cycle timereductionsthat enablesacompany to havelowerlevels of inventorywhilestilldriving reductionsinproductionunit costCompaniesfrequentlyunderestimate thecommitment required to achieveaneffective qualityimprovementwhichresult in operationcost increases.StrategicBusinessPlanningForecastingandP

13、lanninghoursdaysweeksmonthsyear +OperationalTacticalStrategicSchedulingRollingForecastDemandPlanningManufacturing PlanningSchedulingDistributionPlanningTransportationOrderPromiseSourceMakeMoveStoreSellTopIssues FacingSCMProfessionalse-Business is arelativelylowpriority, cominginsixthofthetop issuesf

14、acingSCM professionals.However,this doesnot reflectthe impactthat e-Businesswillhave on SupplyChainManagementSource: AMRResearch2000e-Business willfundamentallychangeSCMENTERPRISE OPTIMIZATIONProcureProduceProductsManageLogisticsForecastDemandOptimizeNETWORK OPTIMIZATIONAFDGCEBCompanyCompanyCompanyC

15、ompanyCompanyCompanye-Business Is DrivingaFundamentalTransformationinSCMThelarger thenetwork of companiesthegreaterthepowerofthe networktoreduce costfor itsmembersIncreasedleveragewithsuppliersBroader marketaccessfor suppliersExpandedcommunityand collaborationopportunitiesGreater integration acrossm

16、arketsupply chainsNetworkEffectEconomiesof ScaleThelarger theMeta-Marketthefaster it canform andlaunchfacilitatetheoperationalexcellentBroader communities to allocate R&DcostOperationalefficienciesvia backoffice sharedservicesDepthofindustryandprocurementknowledge andresourcesavailable to developsup

17、pliercontractsCompanyTheImpact of e-BusinessonSCMe-Businessaffectsfour broad categoriesthatdeterminethe productionand transaction costs of afirm:ThecostofexecutingasaleThecostsassociatedwith procuringproduction inputsThecostsassociatedwith makinganddeliveringa productorserviceThecostassociated withl

18、ogisticsTheCostofe-Business SalesAccessibilityAne-Business website is open24hoursper day,7days perweek.A business no longerhastobuildseparatephysicalestablishmentstoattracta largercustomerbase.A virtualstorefrontalso allowsane-business to manageonestoreinsteadofmultiplestores, thuseliminatingduplica

19、te inventorycosts.TheCostofe-Business SalesOrderReworkAnotheraspectofe-Businessisthat it enablesmoreefficientorderconfiguration.For example, bothGeneralElectric(GE) andCiscoSystems reported nearlyone-quarteroftheirpre-Web-siteorders hadtobereworkedbecause of errors-atotalofmore than1million orders,i

20、nthe caseofGE. Since adopting aWeb-enabledcustomerinterface,Ciscoreports an error rateofonly2 percent.Produce or Service OutputCritical Customer RequirementDefects: Service unacceptable to customerBATheCostofe-Business SalesFundamental ShiftClearly,e-Businessrepresents afundamentalshiftinhow thesale

21、sprocess is executed by acompany.Asa result,e-Businesscompels existing businessestore-examinehowtheyinteractwith customers,evenasnewentrantsexploite-Businessestoreachcustomerbasespreviouslythought unreachable.LowHighCost of Sale“Off-the-Rack”CustomisedValue-AddedofSaleDirectSalesFace-to-facesales$50

22、0/sales contactDistributors/VARs$2-300/salescontactTelephonesalesand service$25per sales contactNohumancontact$1persalescontactResellersTele-channelElectronicChannelsSource: Dr.Rowland Moriarty,CubexCorp.TheCostsAssociatedWith ProcuringProduction InputsWeb-basedprocurementofmaintenance, repair,and o

23、perations(MRO)suppliesisexpectedtoreachmorethan $100billionworldwidebythe year2000.MRO comprisesthosegoodsrequiredtorunacompany thatare notrawmaterials usedinthe directmanufactureofa productorthe provisionofa service.SuppliersSuppliers Connected to MarketPlace via Web or ERPBuyersBuyers connected to

24、 marketplace via E-Procurement AppB2B MarketPlaceProfitOtherCostsPurchases10010045504547.557.5-5%A 5% reductioninpurchasecost canresultina50%increaseinprofit margin.+50%TheCostsAssociatedWith ProcuringProduction InputsLowertransactioncostscoupled withthe abilitytoenforcepurchasing policyacrossthe en

25、terprisehavebeen instrumentalindriving Web-basedMROprocurement.Twoadditionalfactors haveacceleratedthe trend.Thefirstfactor is adefensive reaction by firms thatnotethecostsavings being enjoyedbyrivals switchingtoane-business procurement mode. Thesecond, andpossiblymore importantfactoristhe insistenc

26、ebylargefirmssuchasFord,that their supplierslink intotheirWeb-based procurement systemsasaconditionofdoingbusinesswiththem.Source:RBWeberCOSTPERPOPOTENTIALCOSTPERPOCURRENTCOSTPERPOTheCostofe-Business SupplyChainManagementEven thescopeofMROprocurementpalesbeside thepossibilities forreorganizingsupply

27、 chainsarounde-business.Rather thanincreasingproduction andinventoryinadvanceofactualcustomerdemand,e-businessesare lookingtomakeboth their ownsupplychains andthoseoftheircustomersand suppliersrespond in realtimetoactualsales.SupplierManufacturerDistributionRetailerConsumerInformationTheCostofe-Busi

28、ness SupplyChainManagementVisibility of theentiresupply chain is necessarysoa business cananalyse theinterplaybetweeninteractionssuchasprocuringmaterials,components,andsubassembliesfrom varioussuppliers;shiftingproduction betweeninstallationsorbusinesspartners;and movinggoodstothefinalconsumer. Unde

29、rstandingrelationshipsbetween allplayers in aparticularvaluechainallowsane-businesstoadjusttonew contingenciesinrealtime.TheTransformationofLogisticse-Businesstransformslogisticsfromsimplypackaging andmovinggoodsand turns it intoaninformationbusiness. Introducing onlineparcelorderand tracking viaa p

30、roprietary networkin1983,FederalExpress tooknearly 12 years to signup50,000 customers.In 3years, between1995-1998,afterFedExoffered essentially thesame servicevia theWeb, thenumberofcustomers roseto1million.FedExestimatesnearly 70 percentofthe 3millionpackagesitprocesseseachdaynow areinitiatedvia in

31、teractive networks.SupplyChainManagemente-BusinessDrivingTransparencyWhen building visibilityofthe entiresupplychain, thisalsoincludescustomers. e-Businessgivesthe customer accesstothesuppliers productdata,orderingand delivery information.Thisdrivestransparency withintheorganization andforcesthe supplier to developbetter delivery andsupport systems.EnterpriseConnectivityProduct LifecycleManagementCustomerManagementSupplier CollaborationDesignPartnersConsumersand ChannelsRecommendationsInclude e-businessaspartofyour topthreesupplychainagenda items.Putinefforttoarticulatea value prop