普华永道-供应链管理

1、Supply Chain Management,Accelerating Cost Effectiveness,Supply Chain Management,The supply chain used to be a simple serial process with raw materials slowly moving in one direction through manufacturing production and onward via a distribution system to retailers and customers. Today, the talk is o

2、f supply networks, parallel chains, enhanced concurrent activities, and “customer centric” with new information platforms and technology set to cut both inventory and lead-times throughout the delivery pipeline further.,Top Issues Facing SCM Professionals,In a recent quantitative survey, SCM profess

3、ionals were asked a open-ended subjective question, “What are the three biggest issues facing you personally in developing your logistics strategy?”,Source: AMR Research 2000,The top three responses were; Cost (21%), Systems Applications (20%) and Integration (19%),SCM Benefits,Manufacturer,Distribu

4、tors/ Wholesalers,Customers,Suppliers,Retailers,Materials Flows Information Flows Cash Flows,US companies expect to reap $3-400B of savings through a variety of benefits (3 5% of revenues),Source: PRTM,Move From Push To Pull,Make what we sell, not sell what we make!,Move to Cross-Functional Business

5、 Processes,Purchasing,Manufacturing,Distribution,Install/ Maintenance,Sales,Source,Make,Deliver,Install,Sell,Order Fulfillment,Available-to-Promise,Sales shifting production between installations or business partners; and moving goods to the final consumer. Understanding relationships between all pl

6、ayers in a particular value chain allows an e-business to adjust to new contingencies in real time.,The Transformation of Logistics,e-Business transforms logistics from simply packaging and moving goods and turns it into an information business. Introducing online parcel order and tracking via a pro

7、prietary network in 1983, Federal Express took nearly 12 years to sign up 50,000 customers. In 3 years, between 1995-1998, after FedEx offered essentially the same service via the Web, the number of customers rose to 1 million. FedEx estimates nearly 70 percent of the 3 million packages it processes

8、 each day now are initiated via interactive networks.,Supply Chain Management,e-BusinessDriving Transparency,When building visibility of the entire supply chain, this also includes customers. e-Business gives the customer access to the suppliers product data, ordering and delivery information. This

9、drives transparency within the organization and forces the supplier to develop better delivery and support systems.,Enterprise,Connectivity,Product Lifecycle Management,Customer Management,Design Partners,Consumers and Channels,Recommendations,Include e-business as part of your top three supply chai

10、n agenda items. Put in effort to articulate a value proposition for e-business within your company, and the impact it will have on your supply chain. Seek and gain cross-functional and key trading partner alignment on your strategy. Look for additional learning opportunities. Look at the early adopt

11、er or e-business-oriented companies, e-business consultants, system integrators, and colleagues in supply chain management. Lessons can be learned in both the Business-to-Consumer (B2C), as well as Business-to-Business (B2B) domains. Broaden your perspectives on e-business beyond customer interactio

12、n and supply chain cost savings. Consider the broader implications of supplier and trading partner visibility, Business Community Integration (BCI), and partner collaboration. A broadened perspective can yield greater opportunities for leveraging e-business processes within the supply chain. Consider some form of electronic marketplace adoption as part of your supply chain strategy. Evaluate the long-term presence of trading exchanges acco