![[创业][管理]供应链管理_安达信_模型.ppt_第1页](http://file1.renrendoc.com/fileroot_temp2/2020-3/15/63d7bd1c-2405-47a3-91cf-27bfff8594eb/63d7bd1c-2405-47a3-91cf-27bfff8594eb1.gif)
![[创业][管理]供应链管理_安达信_模型.ppt_第2页](http://file1.renrendoc.com/fileroot_temp2/2020-3/15/63d7bd1c-2405-47a3-91cf-27bfff8594eb/63d7bd1c-2405-47a3-91cf-27bfff8594eb2.gif)
![[创业][管理]供应链管理_安达信_模型.ppt_第3页](http://file1.renrendoc.com/fileroot_temp2/2020-3/15/63d7bd1c-2405-47a3-91cf-27bfff8594eb/63d7bd1c-2405-47a3-91cf-27bfff8594eb3.gif)
![[创业][管理]供应链管理_安达信_模型.ppt_第4页](http://file1.renrendoc.com/fileroot_temp2/2020-3/15/63d7bd1c-2405-47a3-91cf-27bfff8594eb/63d7bd1c-2405-47a3-91cf-27bfff8594eb4.gif)
![[创业][管理]供应链管理_安达信_模型.ppt_第5页](http://file1.renrendoc.com/fileroot_temp2/2020-3/15/63d7bd1c-2405-47a3-91cf-27bfff8594eb/63d7bd1c-2405-47a3-91cf-27bfff8594eb5.gif)
版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
1、Business Integration Model, 1999 Andersen Consulting,1,Linking 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 Former Global
2、Managing Partner Supply Chain Practice March 4, 1999,A Holistic Perspective:Supply Chain Management, 1999 Andersen Consulting,2,The SCM pitfalls we have learned to date.,Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise The barriers to collaborat
3、ion and integration are organizational and behavioral not technological or economic - the Fear of Change Lack of trust and integration of company practices are key obstacles, 1999 Andersen Consulting,3,“The SCM Practice comprises experts in technology, processes, strategy and change management, enab
4、ling 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.,4,Executives should take a holistic business approach to successfully sy
5、nchronize their supply chains.,Implement the right enabling technologies,Develop a synchronization strategy, and choose the right initiative,Develop supporting process capabilities,Restructure and re-skill organizational relationships,5,Determine With Whom To Synchronize,Determine Your Synchronizati
6、on Scope,Number of Partners,Partners Strategic Importance,Upstream or Downstream Positioning of Partners,Nature of Relationship,Partners Capabilities,Supply Chain Structure,Product Lines,Customer Priorities,Business Functions,Market Offerings,Channel Strategies,First and foremost, successful synchro
7、nization requires developing a synchronization strategy.,6,Demand Generation,Companies will then need to develop processes to support each core capability.,Forecasting & Fulfillment,Product Design,Outsourcing,Materials & Capacity,Synchronized Supply Chain Strategy,Andersen Consulting 1998,7,Implemen
8、ting the right enabling technologies is also critical to the success of synchronization.,Automated business processes,Todays Technology,ERP, Y2K,Single solution legacy driven,Process Solution,Drivers,Technology Solution, 1999 Andersen Consulting,8,Commitment,Interdependent,Interactive/Aligned,Invest
9、ment,Transactional,Understanding,Hostile,Connection/Culture,Synergistic,Integrate,Collaborate,Synchronized,The Journey to Synchronization, 1999 Andersen Consulting,9,Supply chain organizations must be restructured and re-skilled to support these strategies,Features of a typical supply chain organiza
10、tion Contractual relationships with customers and suppliers Organization and management of functional activities Functionally oriented metrics and remuneration Mistrust between functions Focus on functional skill building,Features of a leading supply chain organization Harness the power of business partners and alliances Organization and management
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 建筑行业农民工权益保障现状及2025年数字化用工模式研究报告
- 传达外出管理办法信息
- 住房装修管理办法浙江
- 云南高校收费管理办法
- 代管资金机构管理办法
- 信息合法收集管理办法
- 企业煤场人员管理办法
- 2025年绿色建材市场推广与政策支持下的绿色建筑市场拓展策略创新研究报告
- 企业账务集中管理办法
- 会员积分考核管理办法
- 斜视弱视学试题及答案
- MT/T 1222-2024液压支架再制造工程设计指南
- 2025-2030中国锻条行业市场现状分析及竞争格局与投资发展研究报告
- GB/T 30134-2025冷库管理规范
- 《成人糖尿病患者的高血糖危象:共识报告》-学习与应用
- 遵义社工面试真题及答案
- 金属材料的断裂和断裂韧性
- 脑卒中急救培训课件
- 2025年上海中考复习必背英语考纲词汇表默写(汉英互译)
- 《中国脑卒中防治报告(2023)》
- 集团公司企业各岗位廉洁风险点防控表格(41份)
评论
0/150
提交评论