如何創(chuàng)立適應(yīng)能力強(qiáng)的供應(yīng)鏈

1、Creating Adaptive Supply Chains Philip D. Robers, PhDGlobal Director, Supply Chain 創(chuàng)立適應(yīng)能力強(qiáng)的供應(yīng)鏈Copyright 2002, Cap Gemini Ernst & Young這不是您的父輩所認(rèn)知的商業(yè)環(huán)境期望在提升(人和客戶)產(chǎn)品周期在縮短與客戶及合作伙伴的連通性不容忽視全球化已成為關(guān)鍵促成者強(qiáng)大的供應(yīng)鏈技術(shù)已出現(xiàn)及已經(jīng)可以應(yīng)用環(huán)境經(jīng)常在改變我們?cè)诮咏晒芾硇缘臉O限嗎我們?cè)诮咏晒芾硇缘臉O限嗎?Copyright 2002, Cap Gemini Ernst & Young很少的供應(yīng)鏈

2、表現(xiàn)良好 極好極好很好很好好好良好良好 差差05%10%15%20%25%30%35%40%45% 50%12.0%41.6%38.9%1.3%6.2%供應(yīng)鏈表現(xiàn)資料來源:凱捷安永/ Industry Week 供應(yīng)鏈研究Copyright 2002, Cap Gemini Ernst & Young對(duì)這些改變的反映不可輕心資料來源: Gartner Group“在2004年之前, 那些失敗應(yīng)用供應(yīng)鏈管理技術(shù)及程序的企業(yè)中,90%會(huì)失去他們首選供應(yīng)商的地位(.8的概率)”Copyright 2002, Cap Gemini Ernst & Young主動(dòng)企業(yè)的市場(chǎng)價(jià)值企業(yè)的市場(chǎng)

3、價(jià)值時(shí)間EVA/股東價(jià)值企業(yè)范圍供應(yīng)鏈機(jī)率供應(yīng)鏈機(jī)率當(dāng)前方案固定資本功效固定資本功效稅款減至最小限稅款減至最小限度度唯一沒變的是股東價(jià)值仍是我們的目標(biāo)! 總成本減至最小總成本減至最小限度限度運(yùn)營資金功效運(yùn)營資金功效利潤成長利潤成長Copyright 2002, Cap Gemini Ernst & Young三代供應(yīng)鏈管理方式 商業(yè)尺度商業(yè)尺度功能優(yōu)化功能優(yōu)化 綜合綜合Silo 組織組織部門部門表現(xiàn)表現(xiàn)成本成本決定決定功能性功能性 技術(shù)技術(shù)局部的解決方案局部的解決方案 時(shí)間時(shí)間幾周或幾月幾周或幾月Copyright 2002, Cap Gemini Ernst & Young三

4、代供應(yīng)鏈管理方式商業(yè)尺度商業(yè)尺度功能優(yōu)化功能優(yōu)化綜合的供應(yīng)鏈綜合的供應(yīng)鏈 綜合綜合部門部門企業(yè)企業(yè) 組織組織部門部門集中集中表現(xiàn)表現(xiàn)成本成本成本與服務(wù)成本與服務(wù)決定決定功能性功能性流程主導(dǎo)流程主導(dǎo) 技術(shù)技術(shù)局部的解決方案局部的解決方案ERP / Bolt-on 時(shí)間時(shí)間幾周或幾月幾周或幾月幾天或幾周幾天或幾周Copyright 2002, Cap Gemini Ernst & Young三代供應(yīng)鏈管理方式商業(yè)尺度商業(yè)尺度功能優(yōu)化功能優(yōu)化綜合的供應(yīng)鏈綜合的供應(yīng)鏈適應(yīng)性強(qiáng)的供應(yīng)適應(yīng)性強(qiáng)的供應(yīng)鏈鏈 綜合綜合Silo企業(yè)企業(yè)擴(kuò)大企業(yè)范圍擴(kuò)大企業(yè)范圍 組織組織部門部門集中集中協(xié)同協(xié)同表現(xiàn)表現(xiàn)成本

5、成本成本與服務(wù)成本與服務(wù)收入及利潤收入及利潤決定決定功能性功能性流程主導(dǎo)流程主導(dǎo)Event Based Agent Assisted 技術(shù)技術(shù)局部的解決方案局部的解決方案ERP / Bolt-on完整的網(wǎng)絡(luò)連接完整的網(wǎng)絡(luò)連接 時(shí)間時(shí)間幾周或幾月幾周或幾月幾天或幾周幾天或幾周實(shí)時(shí)實(shí)時(shí)Copyright 2002, Cap Gemini Ernst & Young適應(yīng)性強(qiáng)的供應(yīng)鏈在三個(gè)水平上運(yùn)作生態(tài)系統(tǒng)工程生態(tài)系統(tǒng)工程學(xué)學(xué)網(wǎng)絡(luò)設(shè)計(jì)網(wǎng)絡(luò)設(shè)計(jì)消費(fèi)者主導(dǎo)消費(fèi)者主導(dǎo)供應(yīng)及需求計(jì)供應(yīng)及需求計(jì)劃劃利潤及收入優(yōu)利潤及收入優(yōu)化化資產(chǎn)管理資產(chǎn)管理訂購管理訂購管理補(bǔ)貨補(bǔ)貨履行履行/交貨交貨 被重要的促成者所支

6、持被重要的促成者所支持Copyright 2002, Cap Gemini Ernst & Young理解我們適應(yīng)能力強(qiáng)的供應(yīng)鏈的觀點(diǎn) 需求和供應(yīng)管理一體化需求和供應(yīng)管理一體化 適應(yīng)性強(qiáng)的供應(yīng)鏈的關(guān)鍵適應(yīng)性強(qiáng)的供應(yīng)鏈的關(guān)鍵 可見度 協(xié)同 立基于事件的管理 綜合的技術(shù)平臺(tái) 轉(zhuǎn)化途徑轉(zhuǎn)化途徑 凱捷安永網(wǎng)絡(luò)價(jià)值鏈結(jié)構(gòu)凱捷安永網(wǎng)絡(luò)價(jià)值鏈結(jié)構(gòu)TM Copyright 2002, Cap Gemini Ernst & Young購買遷移制造供應(yīng)鏈供應(yīng)鏈最終顧客最終顧客服務(wù)了解目標(biāo)銷售每個(gè)公司的戰(zhàn)略應(yīng)該建立在供應(yīng)和需求管理的一體化上Copyright 2002, Cap Gemini Ern

7、st & Young通過供求管理的一體化來增長利潤銷售銷售渠道渠道顧客顧客分類分類 當(dāng)前狀況當(dāng)前狀況 Orders in Fulfillment 實(shí)時(shí)成本實(shí)時(shí)成本 短期計(jì)劃短期計(jì)劃 能夠提交能夠提交供應(yīng)鏈供應(yīng)鏈需求需求 當(dāng)前狀況當(dāng)前狀況 Current Offer Portfolio 價(jià)錢價(jià)錢/優(yōu)惠優(yōu)惠 服務(wù)需求服務(wù)需求 需求模式需求模式提議提議調(diào)整提議調(diào)整提議訂購訂購訂購訂購Copyright 2002, Cap Gemini Ernst & Young國際貿(mào)易國際貿(mào)易后勤后勤供應(yīng)商供應(yīng)商運(yùn)送者運(yùn)送者顧客顧客需求可見度需求可見度查詢查詢訂購訂購庫存庫存促銷促銷一個(gè)適應(yīng)能力強(qiáng)的

8、企業(yè)擁有整個(gè)供應(yīng)鏈從末端到末端的可見度LLP履行履行/交貨交貨依從設(shè)定依從設(shè)定可提供性可提供性供應(yīng)可見度供應(yīng)可見度生產(chǎn)量生產(chǎn)量結(jié)算結(jié)算Copyright 2002, Cap Gemini Ernst & Young協(xié)同中心是適應(yīng)能力強(qiáng)的供應(yīng)鏈的關(guān)鍵促成者協(xié)同商業(yè)基礎(chǔ)構(gòu)造協(xié)同商業(yè)基礎(chǔ)構(gòu)造 綜合電子綜合電子-中心中心供應(yīng)商協(xié)同供應(yīng)商協(xié)同渠道協(xié)同渠道協(xié)同協(xié)同實(shí)行協(xié)同實(shí)行新產(chǎn)品設(shè)計(jì)新產(chǎn)品設(shè)計(jì)協(xié)同協(xié)同Copyright 2002, Cap Gemini Ernst & Young事件管理建立在供應(yīng)鏈流程上立基于程序立基于程序企業(yè)是用預(yù)先確定的標(biāo)準(zhǔn)的商業(yè)程序來管理的. 一般以ERP 和ba

9、tch processing來處理交易行為用模型來處理計(jì)劃編制及優(yōu)化計(jì)算事件促成事件促成實(shí)時(shí)監(jiān)控參數(shù)及事件w擴(kuò)大的企業(yè)w內(nèi)部環(huán)境w內(nèi)部明確的行為立基于特殊的情形 (e.g. 邊緣成本)協(xié)助者(Agent)用來w監(jiān)控w管理w優(yōu)化計(jì)算Copyright 2002, Cap Gemini Ernst & Young適應(yīng)能力強(qiáng)的技術(shù)構(gòu)造 網(wǎng)絡(luò)目錄網(wǎng)絡(luò)目錄用戶檔案,程序及數(shù)據(jù)繪制程序資料庫程序資料庫用戶程序和協(xié)助者應(yīng)用軟件應(yīng)用軟件處理和數(shù)據(jù)數(shù)據(jù)應(yīng)用數(shù)據(jù)應(yīng)用數(shù)據(jù)應(yīng)用數(shù)據(jù)應(yīng)用ERP 數(shù)據(jù)綜合Copyright 2002, Cap Gemini Ernst & Young凱捷安永端到端供應(yīng)鏈方

10、案的框架TM汽車工業(yè)汽車工業(yè)能源業(yè)能源業(yè)高科技高科技醫(yī)療醫(yī)療/生命科學(xué)業(yè)生命科學(xué)業(yè)消費(fèi)產(chǎn)品及物流分配業(yè)消費(fèi)產(chǎn)品及物流分配業(yè)其他其他Copyright 2002, Cap Gemini Ernst & YoungTechnology ArchitectureSUPPLIERCOMMUNICATORPlanningFulfillmentTransportation SourcingManufacturingProcurement(direct / indirect)Demand & Supply SynchronizationServicesHUBsSet Based Design

11、 &Transition PlanningCapacity Sourcing凱捷安永的網(wǎng)絡(luò)價(jià)值鏈(Network Value Chain)參考結(jié)構(gòu)CUSTOMERCOMMUNICATORFulfillmentProvidersSuppliersManufacturingSourcingFulfillmentE X E C U T I V E D A S H B O A R DPrice Revenue OptimizationCustomer segmentation and product/service bundles for differentiation.Customer Se

12、gment& Service LevelStrategyCampaignMgmt.ProductPriceServicePromotionPlacementReal Time Order ManagementsmReal-time product configuration, promising, and status.Configureto OrderAvailable/Capable to PromiseOrderTracking, & TracingDemand/Supply Planning and MatchingReal-time collaboration wit

13、h manufacturing and suppliers.DemandPlanningSupplyPlanningExecutionNear real-time coordination of internal activities with suppliers, assemblers, logistics providers for optimal inventory and servicePurchasing Mgmt.Manufacturing Mgmt.DistributionMgmt.CUSTOMERCOMMUNICATORCo-managed InventorySynchroni

14、zed InventoryInventory ManagementInternetPrice-RevCampaignMgmt.RTOMProductPriceServicePromotionPlacementCustomer Segment& Service LevelStrategyConfigureto OrderAvailable/Capable to PromiseOrderTracking, & TracingDesignNewChannelsStandardChannelSalesCo-managed InventoryChannelHUBsSUPPLIERCOMM

15、UNICATORB2B MarketplacesB2C & B2B MarketplacesSupport Processes Product Lifecycle Management - Real time product development collaboration with suppliers, customers, and within the enterprise.Launch And Post-LaunchSupportPortfolioManagementComponent Supply ManagementProductDevelopment3PLsContrac

16、tMFGFulfillmentManufacturingCopyright 2002, Cap Gemini Ernst & YoungNVC 參考結(jié)構(gòu)有四個(gè)階層參考結(jié)構(gòu)有四個(gè)階層Process architecture detailed closed-loop process flows, responsibilities, cycle times, workflowsGovernance architecture ownership and influence of decisions, policies, decision flows, objectsIntegration ar

17、chitecture roles, responsibilities, organisation, control-system, performance measuresApplication architecture applications, functionality, data & flows, interfaces, middlewarePhysical architecture servers, drives, firewalls, network, scalability, reliability, security, management Physical Hardw

18、areSite and Network PlanGovernance OwnershipBusiness ProcessModelApplicationsLandscapeX :ProvisionX :CallCnterX :OMX :FinanceX :Billing:22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitectureCopyright 2002, Cap Gemini Ernst & Young綜合優(yōu)化價(jià)值鏈的企業(yè)案例綜合優(yōu)化價(jià)值鏈的企業(yè)案例MillionsGross DIVCOS potentia

19、l = $0.65/Bbl (4.2/MT)$100$200$300后勤及分配后勤及分配排期的排期的效率效率庫存庫存可見度可見度進(jìn)行中的進(jìn)行中的主動(dòng)的主動(dòng)的財(cái)政財(cái)政可見度可見度預(yù)測(cè)預(yù)測(cè)精確度精確度花費(fèi)花費(fèi)/風(fēng)險(xiǎn)風(fēng)險(xiǎn) 管理管理其他其他行政行政花費(fèi)花費(fèi)彈性彈性增加增加銷量銷量對(duì)變化的對(duì)變化的抵抗力抵抗力DIVCOS 價(jià)值價(jià)值 陳述陳述下游價(jià)值鏈利潤升高的實(shí)例下游價(jià)值鏈利潤升高的實(shí)例$210M$0Copyright 2002, Cap Gemini Ernst & Young理解我們適應(yīng)能力強(qiáng)的供應(yīng)鏈的觀點(diǎn) 需求和供應(yīng)管理一體化需求和供應(yīng)管理一體化 適應(yīng)性強(qiáng)的供應(yīng)鏈的關(guān)鍵適應(yīng)性強(qiáng)的供應(yīng)鏈的關(guān)

20、鍵 可見度 協(xié)同 立基于事件的管理 綜合的技術(shù)平臺(tái) 轉(zhuǎn)化途徑轉(zhuǎn)化途徑 凱捷安永網(wǎng)絡(luò)價(jià)值鏈結(jié)構(gòu)凱捷安永網(wǎng)絡(luò)價(jià)值鏈結(jié)構(gòu)TM Copyright 2002, Cap Gemini Ernst & Young我們?cè)诮⑦m應(yīng)能力強(qiáng)的供應(yīng)鏈方面擁有豐富的經(jīng)驗(yàn)及實(shí)施方法Program ImplementationTechnology Architecture Management0.5 - 3 Days4 - 5 MonthsNVC Index & Value AssessmentPhase 0Phase IPhase IIChange ManagementProgram Managemen

21、tClient SC Transformation Management OfficeSetting the PlanCreatingChange!MiningValueSupply Chain Accelerator Launch PadMobilizing the CompanyPhase IIISC Strategy NVC Blueprint Transformation Roadmap ASE6 8 WeeksQuickHitsCopyright 2002, Cap Gemini Ernst & Young改革實(shí)施路線圖一般始于Early WinsAs-IsStreamlin

22、e the enabling processesLean DeliveryPrepare the TransformationIncrease visibility from supplier to end userConnect the repair loopProvide enabling frameworkTo-BePeople and OrganizationSupply ChainKey EnablersSystemsSupport ProcessesConnectivityShared information with industryDLO Vision AgreedComms

23、Strategy EstablishedPerformance Measures Aligned with Business ObjectivesClear Accountabilities AssignedClear Understanding of Current SkillsSkill Gaps IdentifiedStructure Aligned with Operational NeedsMoD Wide Stock VisibleInternal Stock VisibleInventory Coding UnifiedPurchasing by Commodity Possib

24、leInventory Duplication RemovedService Levels DefinedClearly Documented ProcessesSupply Chain Measures AdoptedDistribution Network UnifiedFleet Management Processes EstablishedPredictive Maintenance Capability AvailableGuaranteed Turnaround Times CommonplacePrognostic Health Monitoring PossibleCompr

25、ehensive Usage Data AvailableDefect Reporting Procedures in PlaceUnified configuration controlMaintenance Activity Reporting EstablishedProducts StandardisedEnd -to-end Asset Tracking PossibleIntegrated BDR capabilityRepair Loop VisibleSupport Chain Measures AdoptedService Levels DefinedClearly Docu

26、mented ProcessesCollaborative Mindset (not adversarial) EmbeddedAcquisition Perspective SharedSingle DLO Culture EmbeddedOperational Excellence Translated into Logistics ExcellenceLeading Practice Logistics StatusOrganisation Ready and Capable for ChangeLeading Practice Acquisition StatusBoundaries

27、with Industry Defined“Just enough” Supply Chain EstablishedResponsive Supply Chain EstablishedInventory Rationalised -Level 2Dynamic Forecasting PossibleRight First Time Procedures Established Inventory Managed StrategicallyEnd -to-end Supply Chain VisibleSuppliers RationalisedIntegrated Risk Manage

28、ment Procedures AdoptedAdaptive Supply Chain EstablishedCollaborative Engineering Capability in PlaceWhole Life Management Processes EstablishedDistribution IntegratedAvailability Based Support CommonplaceEngineering Process Integrated - Industry to MoDEngineering Operations IntegratedCapability Bas

29、ed Support CommonplaceTrading Partners CollaboratingChange Endorsed PoliticallyAppropriate Policy and Performance Measures AdoptedSupport Processes StreamlinedContracts and Policy RestructuredProcesses Defined -Clear Ownership and GovernanceManagement Accounting in PlaceBalanced Scorecards Integrate

30、dRAB EmbeddedCommon Application SetsGlobal People ManagementDecisions Support ToolsCommon Information Network with IndustrySecure End to End ConnectionEnterprise Data WarehouseKey Systems AlignedOpen InformationShared Systems in PlaceIntegrated NetworkAbility to cleanse dataCertificates link to Global DirectoryIntegrated Financial/Activity Systems Global Directory Established - Information ModelCommon Information Network InternallyClear Systems OwnershipCommon informationRegeneration Capability UnderstoodSupply Chain Integrated with Support ChainIncentive