供应链管理_普华永道

1、Supply Chain ManagementAccelerating Cost EffectivenessPwCSupply 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

2、of 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.2 PricewaterhouseCoopers11%12%12%13%13%14%18%20%21%Funding Global Management Org

3、anisation StructureE-Business Support Management Qualified AssociatesIntegration Systems ApplicationCost0%5%10%15%20%25%In a recent quantitative survey, SCM professionals were asked a open-ended subjective question, “What are the three biggest issues facing you personally in developing your logistic

4、s strategy?”Top Issues Facing SCM ProfessionalsSource: AMR Research 2000The top three responses were;Cost (21%), Systems Applications (20%) and Integration (19%)3 PricewaterhouseCoopersMaterials Flows Information Flows Cash FlowsSuppliersManufacturerDistributors/WholesalersRetailersCustomersSCM Bene

5、fitsUS companies expect to reap $3-400B of savings through a variety of benefits (3 5% of revenues)Source: PRTM4 PricewaterhouseCoopersSuppliersSuppliersManufacturersDistributors/Wholesalers ManufacturersDistributors/WholesalersRetailersRetailersCustomerCustomerMove From Push To Pull Make what we se

6、ll, not sell what we make!5 PricewaterhouseCoopersPurchasingManufacturingDistributionInstall/Order FulfillmentAvailable-to-PromiseSales & Operations PlanningDepartment PerformanceMaintenanceSalesMove to Cross-Functional Business ProcessesSourceMakeDeliverInstallSell6 PricewaterhouseCoopersSupply Cha

7、in OptimizationProcurement PlanningManufacturing PlanningDistribution PlanningForecastingSynchronized, Sequential PlanningSynchronized, Concurrent PlanningSupply Chain OptimizationProcurementPlanningManufacturingPlanningDistributionPlanningDemandPlanning7 PricewaterhouseCoopersPurchasingManufacturin

8、gDistributionInstall/MaintenanceSalesCross-Functional Supply Chain MetricsLSLUSLLSLUSLLSLUSLLSLUSLLSLUSLPerfect Order ProcessSourceMakeDeliverInstallSell8 PricewaterhouseCoopersRetailersSynchronized Production SchedulingCollaborative Product DevelopmentSuppliersManufacturerCollaborative Demand Plann

9、ingDistributors/ WholesalersSharing and CollaborationCollaborative Logistics Planning Transportation services Distribution center services9 PricewaterhouseCoopersFull Value ProcurementPrice is often just the tip of the iceberg!Purchase PriceAcquisitionInstallationMaintenanceDisposalObjectiveLowest t

10、otal cost of ownership Quality meeting customer needs On-time delivery Acceptable supply risk Process efficiency Demand reductionUnderpinned by procurement infrastructure excellence10 PricewaterhouseCoopersEvolving Model of ProcurementTraditionalProgressiveStrategicTacticalStrategicTactical Tactical

11、 Emphasis Acquisition Cost Focus Staff Function Cost Center Reactive Strategic Emphasis Total Cost Focus Profit Center ProactiveStrategic Souring11 PricewaterhouseCoopersLogistic and Transportation Logistics accounts for 8-12% of sales. In 1998, it accounted for over 10% of the US GDP Logistic is on

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

13、 rate of 25- 50%Source: industry week12 PricewaterhouseCoopersManufacturingDocument. . . . .Work centerPRTCustomer orderMaterialRoutingBOMetc. Manufacturing managers view efficiency and flexibility as two objectives which must be balanced in order to arrive the lowest total cost World-class companie

14、s adopt strategies and tactics such as pull system, JIT replenishment, and cycle time reductions that enables a company to have lower levels of inventory while still driving reductions in production unit cost Companies frequently underestimate the commitment required to achieve an effective quality

15、improvement which result in operation cost increases.13 PricewaterhouseCoopersSchedulingOperationalTacticalStrategicSource Make MoveManufacturing Planning SchedulingTransportationRollingForecas tStrategic BusinessStoreSellOrder PromiseDistribution PlanningDemandPlanningPlanningForecasting and Planni

16、nghoursdaysweeksmonthsyear +14 PricewaterhouseCoopersFunding Global Management Organisation Structuree-Business Support Management Qualified AssociatesIntegration Systems ApplicationCost11%12%12%13%13%14%18%20%21%e-Business is a relatively low priority, coming in sixth of the top issues facing SCM p

17、rofessionals.However, this does not reflect the impact that e-Business will have on Supply Chain ManagementTop Issues Facing SCM Professionals0%5%10%15%20%25%Source: AMR Research 2000e-B usiness will fundamentally change SCM15 PricewaterhouseCoopersENTERPRISE OPTIMIZATIONCompanyACompanyBCompanyGComp

18、any DCompanyECompanyCFCompanyNETWORK OPTIMIZATIONProcureProduceProductsManage LogisticsForecast Demande-Business Is Driving a Fundamental Transformation in SCMOptimizeNetwork EffectThe larger the network of companies the greater the power of the network to reduce cost for its members Increased lever

19、age with suppliers Broader market access for suppliers Expanded community and collaboration opportunities Greater integration across market supply chainsEconomies of ScaleThe larger the Meta-Market the faster it can form and launch facilitate the operational excellent Broader communities to allocate

20、 R&D cost Operational efficiencies via back office shared services Depth of industry and procurement knowledge and resources available to develop supplier contracts16 PricewaterhouseCoopersThe Impact of e-Business on SCMe-B usiness affects four broad categories that determine the production and tran

21、saction costs of a firm: The cost of executing a sale The costs associated with procuring production inputs The costs associated with making and delivering a product or service The cost associated with logistics17 PricewaterhouseCoopersThe Cost of e-Business Sales AccessibilityAn e-Business web site

22、 is open 24 hours per day, 7 days 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 inventory costs.18 Pricewaterho

23、useCoopersCritical Customer RequirementBADefects: Service unacceptable to customerProduce or Service OutputAnother 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 o

24、rders had to be reworked because of errors-a total of more than 1 million orders, in the case of GE. Since adopting a Web-enabled customer interface, Cisco reports an error rate of only 2 percent.The Cost of e-Business Sales Order Rework19 PricewaterhouseCoopersCustomisedw Face-to-face salesw $500/s

25、ales contactDirect SalesClearly, e-Business represents a fundamental shift in how the sales processis executed by a company.Value- Added of Salew Distributors/VARsw $2-300/sales contactTele- channelResellersw Telephone sales and servicew $25 per sales contactAs a result, e-Business compels existing

26、businesses to re-examine how they interact with customers, even as new entrants exploit e-“Off-the- Rack”LowElectronic Channelsw No human contactw $1 per sales contactCost of SaleHighBusinesses to reach customer bases previously thought unreachable.The Cost of e-Business Sales Fundamental ShiftSourc

27、e: Dr. Rowland Moriarty, Cubex Corp.20PricewaterhouseCoopersBuyersProfitOther CostsPurchasesB2B MarketPlaceSuppliers Connected to MarketPlace via Web or ERPBuyers connected to marketplace via E-Procurement App7.55100100455045+50%47.5-5%Web-based procurement of maintenance, repair, and operations (MR

28、O) 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 not raw materials used in the direct manufacture of a product or the provision of a service.The Costs Associated With Procuring Production InputsSuppliersA

29、 5% reduction in purchase cost can result in a 50% increase in profit margin.21PricewaterhouseCoopersThe Costs Associated With Procuring Production InputsSource: RB WeberLower transaction costs coupled with the ability to enforce purchasing policy across the enterprise have been instrumental in driv

30、ing Web-based MRO procurement.CURRENT COST PER POCOST PER POPOTENTIALCOST PER POTwo additional factors have 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 possibl

31、y more important factor is the insistence by large firms such as Ford, that their suppliers link into their Web- based procurement systems as acondition of doing business with them.22PricewaterhouseCoopersThe Cost of e-Business Supply Chain ManagementInformationConsumerVALIDFRO/ IRetailerDistributio

32、nManufacturerSupplierEven the scope of MRO procurement pales beside the possibilities for reorganizing supply 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 th

33、eir customers and suppliers respond in real time to actual sales.23 PricewaterhouseCoopersThe 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 subasse

34、mblies from various suppliers; shifting production 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.24 PricewaterhouseCooper

35、sThe Transformation of Logisticse-Business 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 year

36、s, 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 each day now are initiated via interactive networks.25 PricewaterhouseCooperse-BusinessDriving Trans

37、parencySupplier CollaborationSupply Chain ManagementProduct Lifecycle ManagementCustomer ManagementDesign PartnersConsumers and ChannelsWhen 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 drives transparency within the organization and forces the supplier to develop better delivery and support systems.26 PricewaterhouseCoopersRecommendations Include e-business as part of your top three supply chain