供应链管理的价值

1、The Value Proposition of Supply Chain Management,2003,2,Manu- facturer,Tier 2 Suppliers,Tier 1 Suppliers,Wholesaler or Distributor,Retailer or Dealer,Consumers,“The Power of Business to Business Integration”Benchmarking Partners, December 1998,Cost is one of the major drivers to extend the tradition

2、al enterprise.,60% of variable costs of an organization are driven by decisions that are external to the organization.,2003,3,Logistics expense includes: Finished Goods Transportation Warehousing Order Entry/ Customer Service Administration Inventory Carrying Cost 18%, North American Annual Total Lo

3、gistics Cost Change in Percentage ,Source:Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis Source Strategic Supply Chain Alignment, 1998,500% Above Average,3000% Above Average,250% Above Average,Industry leaders have de

4、monstrated the significant value that successful supply chains can create.,Point of Sale Data and Flow Through Distribution,“Retail Direct” Strategy,Investment in Distribution Network,2003,12,Inventory Turns 50 times per year,The 1997 Andersen Consulting Global Electronics Study (GES) showed that to

5、tal inventory in the U.S. technology industry supply chain was around $0.5-1.5 trillion and turned less than 10 times per year.,Supply Chain Opportunities for EHT Industry,Still, there are potential Inventory Reduction Opportunities 10-30% Inter-enterprise Postponement 10-30% Intra-enterprise Postpo

6、nement 40-65% Direct-to-Customer Sales 10-25% Joint (Collaborative) Planning,Source: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census data,2003,13,- Inter-Company Supply Chain Practices -,Higher performing global electronics companies integrate more extensively across the supply chain.,20

7、03,14,Substantial value creation has been identified for computer supply chain.,2003,15,Supply chain breakthrough has realized in significant benefits.,Typical Levels of Supply Chain Benefits:,Breakthrough areas: Integrated Demand and Supply Planning New business models and portfolios of best relati

8、onships Strategic Sourcing and eProcurement eCustomer linked to Demand Chain,2003,16,Which should come first? SCM or ERP?,供应链管理的价值,2003,18,制造商,第二层 供应商,第一层 供应商,批发商 或 分销商,零售商 或 经销商,顾客,“The Power of Business to Business Integration”Benchmarking Partners, December 1998,成本是扩展传统企业的主要推动力之一.,机构的60% 可变成本由机构对

9、外的决策所支配,2003,19,后勤开销 包括: 产成品运输 仓库费 定货手续/ 客户服务 管理 仓储成本 18%, 北美每年总的后勤成本变化百分比 ,Source:Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis Source Strategic Supply Chain Alignment, 1998,高于 平均水平 500%,高于 平均水平 3000%,高于 平均水平 250%,行

10、业巨头证明供应链的成功带来的巨大价值,贯穿整个销售过程的销售信息及流程,“直销策略”,分销网络 的投资,2003,27,库存周转率为 50次/年,1997安达信全球电子行业研究显示，美国科技企业供应链的总库存约为 $0.5-1.5 万亿，并且库存周转率低于10次/年,对于高科技电子行业的供应链,尽管如此，仍存在减少库存的潜力 10-30% 企业内部的延迟 10-30%企业外部的延迟 40-65% 直销 10-25% 协同计划,Source: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census data,2003,28,- 企业内部供应链实践 -,优