普华永道supply chain management

1、Supply Chain ManagementAccelerating Cost EffectivenessPwCSupply Chain ManagementThe 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 of

2、 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.2PricewaterhouseCoopersTop Issues Facing SCM ProfessionalsIn a recent quantitative

3、 survey, SCM professionals were asked a open-ended subjective question, “What are the three biggest issues facing you personally in developing your logistics strategy?”Funding11%Global Management12%12%Organisation StructureE-Business13%Support Management13%Qualified Associates14%Integration18%System

4、s Application20%Cost21%0%5%10%15%20%25%Source: AMR Research 2000The top three responses were;Cost (21%), Systems Applications (20%) and Integration (19%)3PricewaterhouseCoopersSCM BenefitsDistributors/ WholesalersSuppliersManufacturerRetailersCustomersUS companies expect to reap $3-400B of savings t

5、hrough a variety of benefits (3 5% of revenues)Source: PRTM4PricewaterhouseCoopersMaterials Flows Information Flows Cash FlowsMove From Push To PullDistributors/ WholesalersCustomerSuppliersManufacturersRetailersDistributors/ WholesalersCustomerSuppliersManufacturersRetailersMake what we sell, not s

6、ell what we make!5PricewaterhouseCoopersMove to Cross-Functional Business ProcessesInstall/ MaintenanceManufacturingPurchasingDistributionSalesOrder FulfillmentAvailable-to-PromiseSales & Operations PlanningSourceMakeDeliverInstallSell6PricewaterhouseCoopersDepartment PerformanceSupply Chain Optimiz

7、ationSynchronized, Sequential PlanningSynchronized, Concurrent PlanningSupply Chain OptimizationProcurement PlanningManufacturing PlanningDistribution PlanningDemand Planning7PricewaterhouseCoopersForecastingDistribution PlanningManufacturing PlanningProcurement PlanningCross-Functional Supply Chain

8、 MetricsInstall/ MaintenanceManufacturingPurchasingDistributionSalesLSLLSLLSLLSLLSLUSLUSLUSLUSLUSLPerfect Order ProcessSourceMakeDeliverInstallSell8PricewaterhouseCoopersSharing and CollaborationRetailersSuppliersManufacturerDistributors/Wholesalers9PricewaterhouseCoopersCollaborative Logistics Plan

9、ning Transportation services Distribution center servicesCollaborative Demand PlanningSynchronized Production SchedulingCollaborative Product Development10PricewaterhouseCoopersFull Value ProcurementObjectiveLowest total cost of ownershipPrice is often just the tip of the iceberg!Quality meeting cus

10、tomer needsPurchase PriceOn-time deliveryAcquisitionAcceptable supply riskInstallationProcess efficiencyDemand reductionMaintenanceDisposalUnderpinned by procurement infrastructure excellence11PricewaterhouseCoopersStrategic SouringEvolving Model of ProcurementTraditionalProgressiveStrategicStrategi

11、cTacticalTacticalTactical Emphasis Acquisition Cost Focus Staff FunctionCost Center ReactiveStrategic Emphasis Total Cost Focus Profit Center Proactive12PricewaterhouseCoopersLogistic and TransportationLogistics accounts for 8-12% of sales. In 1998, it accounted for over 10% of the US GDPLogistic is

12、 one of the glues that holds the supply chain together.The techniques that most manufacturers employ to increase speed and reducing cost is outsourcingAverage cost reductions from outsourcing is 32%The 3PL market has enjoyed explosive growth over the past 5 years.Most 3PLs have reported annual growt

13、h rate of 25- 50%Source: industry week13PricewaterhouseCoopersManufacturingManufacturing managers view efficiency and flexibility as two objectives which must be balanced in order to arrive the lowest total costWorld-class companies adopt strategies and tactics such as pull system, JIT replenishment

14、, and cycle time reductions that enables a company to have lower levels of inventory while still driving reductions in production unit costCompanies frequently underestimate the commitment required to achieve an effective quality improvement which result in operation cost increases.14. . . . .Work c

15、enterDocumentPricewaterhouseCoopersPRTCustomer orderMaterialRoutingBOMetc.Forecasting and PlanningOperationalTacticalStrategicManufacturing PlanningSourceRollingSchedulingStrategicMakeForecas tMoveTransportationBusinessStoreSellDistribution PlanningPlanningOrderPromiseDemandPlanning15Pricewaterhouse

16、Coopershoursdaysweeksmonthsyear +SchedulingTop Issues Facing SCM Professionalse-Business is a relatively low priority, coming in sixth of the top issues facing SCM professionals.However, this does not reflect the impact that e-Business will have on Supply Chain ManagementFunding11%Global Management1

17、2%12%Organisation Structuree-Business13%Support Management13%Qualified Associates14%Integration18%Systems Application20%Cost21%0%5%10%15%20%25%Source: AMR Research 2000e-Business will fundamentally change SCM16PricewaterhouseCooperse-Business Is Driving a Fundamental Transformation in SCMENTERPRISE

18、OPTIMIZATIONNETWORK OPTIMIZATIONCompanyDCompanyAForecast DemandProduce ProductsManage LogisticsCompanyProcureCompanyECompanyBGCFCompanyCompanyOptimizeThe larger the network of companies the greater the power of the network to reduce cost for its membersIncreased leverage with suppliers Broader marke

19、t access for suppliersExpanded community and collaboration opportunitiesGreater integration across market supply chainsThe larger the Meta-Market the faster it can form and launch facilitate the operational excellentBroader communities to allocate R&D costOperational efficiencies via back office sha

20、red servicesDepth of industry and procurement knowledge and resources available to develop supplier contracts17PricewaterhouseCoopersEconomies of ScaleNetwork EffectThe Impact of e-Business on SCMe-Business affects four broad categories that determine theproduction and transaction costs of a firm:Th

21、e cost of executing a saleThe costs associated with procuring production inputsThe costs associated with making and delivering a product or serviceThe cost associated with logistics18PricewaterhouseCoopersThe Cost of e-Business Sales AccessibilityAn e-Business web site is open 24 hours per day, 7 da

22、ys per week. A business no longer has to build separate physical establishments to attract a larger customer base. A virtual storefront also allows an e- business to manage one store instead of multiple stores, thus eliminating duplicate inventorycosts.19PricewaterhouseCoopersThe Cost of e-Business

23、Sales Order ReworkAnother aspect of e-Business is that it enables more efficient order configuration. For example, both General Electric (GE) and Cisco Systems reported nearly one-quarter of their pre-Web-site orders had to be reworked because of errors-a total of more than 1 million orders, in the

24、case of GE. Since adopting a Web-enabled customer interface, Cisco reports anerror rate of only 2 percent.Critical Customer RequirementBADefects:Serviceunacceptable tocustomerProduce or Service Output20PricewaterhouseCoopersThe Cost of e-Business Sales Fundamental ShiftClearly, e-Business represents

25、 a fundamental shift in how the sales process is executed by a company.As a result, e-Businesscompels existing businessesCustomisedValue- Added of Saleto re-examine how they interact with customers, even as new entrants exploit e- Businesses to reach customer bases previouslythought unreachable.“Off

26、-the- Rack”LowHighCost of SaleSource: Dr. Rowland Moriarty, Cubex Corp.21PricewaterhouseCoopersw Face-to-face saw $500/sales contw Distributors/VARsRew $2-300/sales contactlesDirectactSalessellersTele-w T channelw $2Electronicw No human cont Channelsw $1 per sales coelephone sales and service 5 per

27、sales contactact ntactThe Costs Associated With Procuring Production InputsB2B MarketPlaceWeb-based procurement of maintenance, repair, and operations (MRO) supplies is expected to reach more than $100 billion worldwide by the year 2000. MRO comprises those goods required to run a company that are n

28、ot raw materials used in the direct manufacture of a product or theprovision of a service.BuyersSuppliersBuyers connected to marketplace via E-Procurement AppSuppliers Connected to MarketPlace via Web or ERP100100ProfitOther Costs%A 5% reduction in purchase cost can result in a 50% increase in profi

29、t margin.Purchases-5%22PricewaterhouseCoopers545507.5+504547.5The Costs Associated With Procuring Production InputsLower transaction costs coupled with the ability to enforce purchasing policy across the enterprise have been instrumental in driving Web-based MRO procurement.Two additional factors ha

30、ve accelerated the trend. The first factor is a defensive reaction by firms that note the cost savings being enjoyed by rivals switching to an e-business procurement mode. The second, and possibly more important factor is the insistence by large firms such as Ford, that their suppliers link into the

31、ir Web- based procurement systems as acondition of doing business with them.PricewaterhouseCoopersCURRENT COST PER POCOST PER POPOTENTIALCOST PER PO23Source: RB WeberThe Cost of e-Business Supply Chain ManagementEven the scope of MRO procurement pales beside the possibilities for reorganizing supply

32、 chains around e-business. Rather than increasing production and inventory in advance of actual customer demand, e- businesses are looking to make both their own supply chains and those of their customers and suppliers respond in real time to actualsales.Information24PricewaterhouseCoopersConsumerVA

33、LIDFRO/ IRetailerDistributionManufacturerSupplierThe Cost of e-Business Supply Chain ManagementVisibility of the entire supply chain is necessary so a business can analyse the interplay between interactions such as procuring materials, components, and subassemblies from various suppliers; shifting p

34、roduction between installations or business partners; and moving goods to the final consumer. Understanding relationships between all players in a particular value chain allows an e-business to adjust to new contingencies in real time.PricewaterhouseCoopers25The Transformation of Logisticse-Business

35、 transforms logistics from simply packaging and moving goods and turns it into an information business. Introducing online parcel order and tracking via a proprietary network in 1983, Federal Express took nearly 12 years to sign up 50,000 customers.In 3 years, between 1995-1998, after FedEx offered

36、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 each day now areinitiated via interactive networks.26PricewaterhouseCooperse-BusinessDriving TransparencyWhen building visibility of the entir

37、e supply chain, this also includes customers. e-Business gives the customer access to the suppliers product data, ordering and delivery information.This drives transparency within the organization and forces the supplier to develop better deliveryand support systems.Supplier CollaborationSupply Chain ManagementProduct Lifecycle ManagementCustomer ManagementConsumers and ChannelsDesign Partners27PricewaterhouseCoopersRecommendationsInclude e-business as part of your top three supply chain