安达信供应链管理

TheValuePropositionofSupplyChainManagement0©1999AndersenConsultingManu-facturerTier2SuppliersTier1SuppliersWholesalerorDistributorRetailerorDealerConsumers“ThePowerofBusinesstoBusinessIntegration”

BenchmarkingPartners,December1998Costisoneofthemajordriverstoextendthetraditionalenterprise.60%ofvariablecostsofanorganizationaredrivenbydecisionsthatareexternaltotheorganization.1©1999AndersenConsultingLogisticsexpenseincludes:FinishedGoodsTransportationWarehousingOrderEntry/CustomerServiceAdministrationInventoryCarryingCost@18%—NorthAmericanAnnualTotalLogisticsCostChangeinPercentage—Source: CouncilofLogisticsManagement1997AnnualConferenceProceedings,LogisticsCostsandCustomerServiceLevels(HerbertW.Davis&WilliamH.Drumm)Thepasteffortshavenotbeenwithoutconsiderablerewards.-50%-30%-10%10%30%50%838485868788899091929394959697%ofSales$/CWT$/CWT=Dollarsperhundredweight.2©1999AndersenConsulting

BestinClassAverage12Source:LogisticsManagement,April1997Yet,supplychaincostreductionstillrepresentsasignificantbusinessopportunity…...SupplyChainSpendasaPercentageofRevenues$34$37$34$20$15$8$4$10$162SizeofGapinBillions3©1999AndersenConsultingVALUETHEORYholdsthattoincreasethevalueofacompany,youmustincreasecashearningsinexcessofitsfullcostofcapitalinasustainablefashionThesupplychainmustcontinuetodriveshareholdervalue.4©1999AndersenConsultingRevenueCostsWorkingCapitalFixedCapital—ImpactofSCM—Greatercustomerservice(i.e.,highermarketshare,greatergrossmargins)LowerrawmaterialsandfinishedgoodsinventoryShorter“order-to-cash”cyclesShareholderValueProfitabilityInvestedCapitalSCMhascontributedtoincreasedshareholdervaluebyimpactingtraditionalvaluelevers.Fewerphysicalassets(i.e.,trucks,warehouses,materialhandlingequipment,etc.)Lowercostofgoodssold,transportation,warehousing,materialhandlinganddistributionmanagementcosts5©1999AndersenConsultingCostsAssetsCustomer

ServiceStrategicandFinancialImpactTheimprovementofSCMhassignificantstrategicandfinancialimpactsonbottomlineactivities.ShareholderValueCreationCustomerServiceLevelIncreaseSupplyChainVariabilityReductionInventoryReductionCycle-timeCompressionFinancials/Metrics.ROA94%98%In-stockavailabilityLeadtimeAbilitytotailortospecific

customerneedsFixedPurchaseCostVariableManufacturingTrans/DistributionObsolescence/MarkdownAdministrative/TransactionManufacturingDistributionCentersInventory6©1999AndersenConsultingBestinClasscompaniesenjoysignificantadvantageovertheircompetitors.TotalSupply-ChainMgmt.Cost“Foracompanywithannualsalesof$2billionanda60%costofsales,thedifferencebetweenbeingatthemedianintermsofperformanceandbeinginthetop20%is$176millioninworkingcapital.”7.06.30%2%4%6%8%10%12%14%19961997RevenueBestMedian37318702040608010012019961997CalendarDaysCash-to-CashCycleTime13.111.61051997PRTMStudy7©1999AndersenConsulting35347866010203040506070809010019961997DaysofSupply949471810%10%20%30%40%50%60%70%80%90%100%19961997TotalDaysofSupplyOn-TimeDeliveryPerformanceBestMedianU.S.Dept.ofCommerceestimatesthatmanufacturershavecutinventoriesby9%inthe1990’ssavingabout$82Billion[Fortune3/3/97].BestinClasscompaniesenjoysignificantadvantageovertheircompetitors.1997PRTMStudy8©1999AndersenConsultingForperiod1988-1996;SourceStrategicSupplyChainAlignment,1998500%AboveAverage3000%AboveAverage250%AboveAverageIndustryleadershavedemonstratedthesignificantvaluethatsuccessfulsupplychainscancreate.PointofSaleDataandFlowThroughDistribution“RetailDirect”StrategyInvestmentinDistributionNetwork9©1999AndersenConsultingInventoryTurns50timesperyearThe1997AndersenConsultingGlobalElectronicsStudy(GES)showedthattotalinventoryintheU.S.technologyindustrysupplychainwasaround$0.5-1.5trillionandturnedlessthan10timesperyear.SupplyChainOpportunitiesforEHTIndustryStill,therearepotentialInventoryReductionOpportunities10-30%Inter-enterprisePostponement10-30%Intra-enterprisePostponement40-65%Direct-to-CustomerSales10-25%Joint(Collaborative)PlanningSource:AC-Stanford-Northwestern’sCDDNStudy,also1996U.S.Censusdata10©1999AndersenConsulting-Inter-CompanySupplyChainPractices-AlltheTimeNotatAllLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherSupplierOwnedOrManagedInventoryThirdPartyLogistics(Warehousing)ThirdPartyLogistics(Transportation)ThirdPartyLogistics(InformationManagement)ElectronicInformationSystemstoManageChannelFillRatesandReplenishmentCustomerAccesstoInternalSystemstoTrackOrderConfiguretoOrderStrategy543210LowerPerformersHigherPerformersSource:ManufacturingManagerResponses(4/2/97data)ThematerialcontainedinthispresentationisconfidentialandproprietarytoAndersenConsulting.4C-15Higherperformingglobalelectronicscompaniesintegratemoreextensivelyacrossthesupplychain.11©1999AndersenConsultingSubstantialvaluecreationhasbeenidentifiedforcomputersupplychain.AndersenConsulting’sCDDNStudy-BenefitsSummary-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 -- --Compressed

SupplyChainCollaborativePlanningDesignforResponsiveness10%-25%10%-25%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-$64M12©1999AndersenConsultingSupplychainbreakthroughhasrealizedinsignificantbenefits.TypicalLevelsofSupplyChainBenefits:Benchmark Improvement

Deliveryperformance 16-28%Inventoryreduction 25-60%Fulfilmentcycletime 30-50%Forecastaccuracy 25-80%Overallproductivity 10-16%LowerS.C.costs 25-50%Improvedcapacity 10-20%Source:AMR&PRTMBreakthroughareas:IntegratedDemandandSupplyPlanningNewbusinessmodelsandportfoliosofbestrelationshipsStrategicSourcingandeProcurementeCustomerlinkedtoDemandChain13©1999AndersenConsultingWhichshouldcomefirst?SCMorERP?CustomerValueSupplychainplanningERPGlobalfinancialsLowHighTickettoEntryLow-HangingFruitHardNuttoCrackNarcissisticTimetoProduceNetValueWarehousemgmt.ShortLongSource:

Gartner

Group,1998

SCM ERPROI(times) 5to15 1.5to2Payback in 2to3Period months yearsAchievinginternalefficienciesisimportant,however,theexternalintegrationcanmakethedifferencebetweenmarketleadershipandfailure.Highreturnsfromexternalintegrationcanbeachievedevenwheninternalintegrationisnotverysophisticated.Itisn’tnecessarytowaituntilyourinternalintegrationeffortsarecompletetobeginexternalintegrationinitiatives.(KenRoss,ExtricitySoftware,Inc.)14©1999AndersenConsulting供应期链管圈理的父价值15©伞19倡99淡A浅nd握er批se叼n迫Co望ns夹ul弦ti畏ng制造氧商第二钳层供应泡商第一影层供应禽商批发担商或分销陪商零售臣商或经销旧商顾客“Th羡e档Po引we笨r堆of俭B尖us其in枝es塑s别to番B秋us谷in据es抽s援In稠te垂gr疾at索io葬n”而B景en况ch股ma耻rk蛛in涝g培Pa绞rt僻ne葡rs涉,这De亩ce扑mb数er镇1阻99锣8成本锁是扩柿展传请统企贪业的宫主要愉推动值力之翁一.机构恒的60理%可变廊成本尽由机吴构对胖外的豪决策芦所支豪配16©耍19纲99磁A港nd植er贡se码n名Co端ns退ul练ti丙ng后勤锅开销包括:产成挨品运比输仓库蜓费定货俘手续/客户促服务管理仓储优成本@惹18祖%—北美零每年疾总的悠后勤唯成本喜变化所百分搏比—So谅ur梅ce汁:良Co坟un到ci够l边of搬L扔og搅is梦ti蓄cs肢M督an屿ag甘em落en鉴t宽19匆97夏A好nn永ua驴l皮Co福nf羞er草en念ce蔬P吉ro弹ce报ed当in寸gs悠,央Lo雅gi好st港ic煤s例Co败st雹s篇an番d轰Cu旺st什om谷er凝S董er稼vi洗ce目L俩ev警el糖s让(H括er叼be宰rt眨W纠.浮Da精vi准s县&碗Wi艰ll戴ia辫m剧H.Dr半um滔m)过去鞠的努荣力不施是没似有回申报-5想0%-3旱0%-1鞋0%10督%30望%50批%838485868788899091929394959697%of绿S级al摸es$/CW先T$/CW猴T压=判Do遥ll脊ar做s涉pe丘r轻hu阁nd蒸re嗽d锁we哭ig忙ht宴.17©魄19转99今A情nd证er耀se颂n群Co段ns挖ul靠ti鸡ng最好平均12So馒ur浊ce会:海Lo六gi贵st拍ic浪s俭Ma忌na挪ge甩me滨nt祥,沟Ap铁ri顷l很19屋97然而,供应链成本担降低仍存在浸巨大途的商将业机呈会..岗.供应链消耗扒占销县售收弄入的疼百分辜比$掩34$撤37$吵34$涌20$际15$个8$鞭4$料10$渡16根2Si所ze弟o浴f纹Ga闻pin阻B易il仁li另on蛾s18©悠19碌99残A刺nd锅er山se封n喊Co刺ns好ul揉ti露ng价值暂理论为了蝴让企坛业增史值，祝必须剃以能剥够持帽续经通营的帐方式播将收暴入提减高到虽超过飞总成胶本供应紧链一膊定会休推动轻股东事的利渴益.19©通19坛99唇A供nd断er昏se罢n永Co寄ns然ul速ti网ng收入成本营运资本固定资本—SC挤M的影贿响—更强剩大的双客户集服务(如，没更高佛的市超场份忆额,更多至的毛践利)更低拖的原型料及稿产成燥品的爽库存更短滩的“定单粉变现”周期股东价值收益药性投资资本SC芽M通过汗对传想统价慌值杠含杆的协影响琴，为阀增加泻股东释的价齿值做泳出贡计献更少膛的实标物资浑产(如,卡车,仓库,原料泉处理炸设备,等)更低扩的商为品销曲售、泪运输祥、仓厦储、艘材料痕处理伙及分股销管脾理成与本20©红19协99讨A杏nd他er劫se溜n特Co岗ns愿ul桶ti宣ng成本资产客户服务战略流及财塑务的脂影响SC痕M改善合对有厌战略宇及财静务具卡有巨旅大影凳响创造萝股东野价值客户单服务明水平日提高供应驰链变吓动性渡降低库存咸减少周期真压缩财务丢衡量RO克A94%98%现货贸供应灵能力交付梁周期根据衔客户赌特殊俭要求戴定制宇的能段力固定采购夺成本可变应制造旷成本运输踢/发塔行成辰本无形叹磨损薯费/减价管理凝/交愚易成丛本制造挣行业亩的资棍产分销戴中心库存21©震19扎99撤A仗nd糕er息se析n居Co岗ns轧ul量ti贿ng最好嫩的公销司得轿益于忙巨大产的竞合争优挂势.总供购应链捐管理遗成本“对于弄年销竟售收甜入为合20盲亿及神60以%的骗销售谦成本架的企油业，拆中等恳层次粮的企以业与啊前2扰0%茄的企旷业之乱间的瞎运营悔资本宝的差此异为六1.煌76捕亿美督圆。7.家06.泛30%2%4%6%8%10等%12拆%14块%19咽9619待97收入最好中等37318702040608010健012莫019贯9619除97天数现金烫周转御周期13枯.111池.610猎519床97PR滤TM纷S找tu胳dy22©播19筛99尘A系nd洗er惜se玻n谋Co壳ns愈ul利ti主ng35347866010203040506070809010019961997供应天数949471810%10%20%30%40%50%60%70%80%90%100%19961997总供蒸应天础数按时饺供货最好中等美国酷商业痒部门臣估计司，制结造业糕在2耗0世忠纪9盘0年敬代降叛低了睬9%武的库朽存，踢节省笼了8蛇20积亿美巧圆[财富3/墙3/料97细].最好搜的公株司得至益于蚂巨大握的竞滥争优胶势.19膨97PR择TM胆S槽tu论dy23©挺19壤99恳A撑nd文er仰se研n振Co谎ns奔ul贞ti蜂ngFo票r枕pe街ri毙od催1本98园8-浅19帖96片;射So供ur慰ce状S问tr演at胞eg孔ic嗽S矮up存pl纵y勿Ch缴ai顾n任Al析ig惯nm连en轮t,苗1销99祥8高于平均浆水平50墓0%高于平均惰水平30睁00盟%高于平均寒水平25虎0%行业蔑巨头露证明阀供应魂链的反成功外带来鸭的巨妨大价屑值贯穿旁整个芹销售甜过程仔的销爱售信绘息及呈流程“直销愿策略刚”分销锐网络的投病资24©慌19臣99绝A墓nd犁er妇se隆n失Co歉ns螺ul徒ti产ng库存蝴周转赤率为50障次/廉年19归97安达倘信全校球电便子行戴业研盲究显组示，家美国修科技塌企业上供应劈燕链的守总库善存约豆为$0熟.5乏-1抵.5万亿覆，并贵且库甲存周喝转率北低于季10复次/作年对于理高科序技电开子行抢业的谨供应寨链尽管适如此存，仍绢存在骂减少独库存本的潜夫力10换-3示0%企业召内部软的延守迟10妙-3择0%企业汁外部半的延衫迟40妨-6删5%直销10丧-2父5%协同到计划So智ur欧ce慢:置AC款-S灰ta巾nf绩or乒d-宴No联rt孔hw镇es阴te雷rn数’s躲C瞧DD伏N筹St教ud满y,过a税ls每o奇19拦96棒U荷.S销.抗Ce嫁ns努us语d估at警a25©散19默99竟A厌nd爷er谋se清n扒Co条ns堂ul迁ti馒ng-企业亿内部肉供应习链实视践-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:ManufacturingManagerResponses(4/2/97data)ThematerialcontainedinthispresentationisconfidentialandproprietarytoAndersenConsulting.4C-15优秀另的全消球化蓝电子休公司扑广泛起地整同合供丘应链26©扑19钓99绑A擦nd哄er舱se榜n敲Co播ns奖ul容ti眯ng计算宪机行之业的提价值