供應鏈管理PPT

1、PwCSupply Chain ManagementAccelerating Cost EffectivenessPricewaterhouseCoopers2Supply 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 custome

2、rs. Today, the talk is 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.PricewaterhouseCoopers3Top Issues Facing SCM Professional

3、sIn 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 logistics strategy?”Source: AMR Research 2000The top three responses were;Cost (21%), Systems Applications (20%) and Integratio

4、n (19%)21%20%18%14%13%13%12%12%11%0%5%10%15%20%25%CostSystems ApplicationIntegrationQualified AssociatesSupport ManagementE-BusinessOrganisation StructureGlobal ManagementFundingPricewaterhouseCoopers4SCM BenefitsManufacturerDistributors/WholesalersCustomers SuppliersRetailersMaterials Flows Informa

5、tion FlowsCash FlowsUS companies expect to reap $3-400B of savings through a variety of benefits (3 5% of revenues)Source: PRTMPricewaterhouseCoopers5Move From Push To PullManufacturersDistributors/ WholesalersCustomerSuppliersRetailersManufacturersDistributors/ WholesalersCustomerSuppliersRetailers

6、Make what we sell, not sell what we make!PricewaterhouseCoopers6Move to Cross-Functional Business ProcessesPurchasing ManufacturingDistributionInstall/MaintenanceSalesSourceMakeDeliverInstallSellOrder FulfillmentAvailable-to-PromiseSales & Operations PlanningDepartment PerformancePricewaterhouse

7、Coopers7Supply Chain OptimizationSynchronized, Sequential PlanningForecastingDistributionPlanningManufacturing PlanningProcurementPlanningSupply Chain OptimizationSynchronized, Concurrent PlanningDemandPlanningDistributionPlanningManufacturing PlanningProcurementPlanningPricewaterhouseCoopers8Purcha

8、sing ManufacturingDistributionInstall/MaintenanceSalesCross-Functional Supply Chain MetricsProcess PerformanceSourceMakeDeliverInstallSellPerfect Order ProcessLSLUSLLSLUSLLSLUSLLSLUSLLSLUSLPricewaterhouseCoopers9Sharing and CollaborationManufacturerDistributors/WholesalersSuppliersRetailersSynchroni

9、zed Production SchedulingCollaborative Product DevelopmentCollaborative Demand PlanningCollaborative Logistics Planning Transportation services Distribution center servicesPricewaterhouseCoopers10Full Value ProcurementObjective Lowest total cost of ownershipQuality meeting customer needsOn-time deli

10、veryAcceptable supply riskProcess efficiencyDemand reductionUnderpinned by procurement infrastructure excellencePurchasePriceAcquisitionInstallationMaintenanceDisposalPrice is often just the tip of the iceberg!PricewaterhouseCoopers11Strategic SouringTraditionalProgressive Tactical Emphasis Acquisit

11、ion Cost Focus Staff Function Cost Center Reactive Strategic Emphasis Total Cost Focus Profit Center ProactiveTacticalStrategicTacticalStrategicEvolving Model of ProcurementPricewaterhouseCoopers12Logistic and TransportationLogistics accounts for 8-12% of sales. In 1998, it accounted for over 10% of

12、 the US GDPLogistic is 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 h

13、ave reported annual growth rate of 25-50%Source: industry weekPricewaterhouseCoopers13ManufacturingMaterial. . . . .BOMPRTCustomerorderDocumentWork centerRoutingetc. Manufacturing managers view efficiency and flexibility as two objectives which must be balanced in order to arrive the lowest total co

14、st World-class companies 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 achiev

15、e an effective quality improvement which result in operation cost increases.PricewaterhouseCoopers14StrategicBusinessPlanningForecasting and Planninghoursdaysweeksmonthsyear +OperationalTacticalStrategicSchedulingRolling ForecastDemand PlanningManufacturing PlanningSchedulingDistribution PlanningTra

16、nsportationOrderPromiseSourceMakeMoveStoreSellPricewaterhouseCoopers15Top 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 ManagementS

17、ource: AMR Research 2000e-Business will fundamentally change SCM21%20%18%14%13%13%12%12%11%0%5%10%15%20%25%CostSystems ApplicationIntegrationQualified AssociatesSupport Managemente-BusinessOrganisation StructureGlobal ManagementFundingPricewaterhouseCoopers16ENTERPRISE OPTIMIZATIONProcureProduceProd

18、uctsManageLogisticsForecastDemandOptimizeNETWORK OPTIMIZATIONAFDGCEBCompanyCompanyCompanyCompanyCompanyCompanye-Business Is Driving a Fundamental Transformation in SCMThe larger the network of companies the greater the power of the network to reduce cost for its membersIncreased leverage with suppli

19、ersBroader market access for suppliersExpanded community and collaboration opportunitiesGreater integration across market supply chainsNetworkEffectEconomies of ScaleThe larger the Meta-Market the faster it can form and launch facilitate the operational excellentBroader communities to allocate R&

20、;D cost Operational efficiencies via back office shared services Depth of industry and procurement knowledge and resources available to develop supplier contractsCompanyPricewaterhouseCoopers17The Impact of e-Business on SCMe-Business affects four broad categories that determine the production and t

21、ransaction 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 logisticsPricewaterhouseCoopers18The Cost of e-Business SalesAccessibilityAn e-Business web sit

22、e 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. Pricewaterhous

23、eCoopers19The Cost of e-Business SalesOrder 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 mor

24、e 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. Produce or Service OutputCritical Customer RequirementDefects: Service unacceptable to customerBAPricewaterhouseCoopers20The Cost of e-Business SalesFundamental

25、 ShiftClearly, e-Business represents a fundamental shift in how the sales process is executed by a company. As a result, e-Business compels existing businesses to re-examine how they interact with customers, even as new entrants exploit e-Businesses to reach customer bases previously thought unreach

26、able. LowHighCost of Sale“Off-the-Rack”CustomisedValue-Addedof SaleDirectSaleswFace-to-face salesw$500/sales contactwDistributors/VARsw$2-300/sales contactwTelephone sales and servicew$25 per sales contactwNo human contactw$1 per sales contactResellersTele-channelElectronicChannelsSource: Dr. Rowlan

27、d Moriarty, Cubex Corp.PricewaterhouseCoopers21The Costs Associated With Procuring Production InputsWeb-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

28、that are not raw materials used in the direct manufacture of a product or the provision of a service.ProfitOtherCostsPurchases 100 10045504547.557.5-5%A 5% reduction in purchase cost can result in a 50% increase in profit margin.+50%PricewaterhouseCoopers22The Costs Associated With Procuring Product

29、ion 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 have accelerated the trend. The first factor is a defensive reaction by firms that note the cost savings b

30、eing 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 their Web-based procurement systems as a condition of doing business with them. Source: RB WeberCOST PER PO

31、POTENTIAL COST PER POCURRENTCOST PER POPricewaterhouseCoopers23The Cost of e-Business Supply Chain ManagementEven 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 custome

32、r demand, e-businesses are looking to make both their own supply chains and those of their customers and suppliers respond in real time to actual sales.SupplierManufacturerDistributionRetailerConsumerCREDIT CARD1234 5678 9012VALID FRO MGOO D THRUXX/XX/XXXX/XX/XXPAU L FISCH ERInformationPricewaterhou

33、seCoopers24The 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 production between installations or bus

34、iness 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 transforms logistics from simply pack

35、aging 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 essentially the same service via the

36、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.PricewaterhouseCoopers26Supply Chain Managemente-BusinessDriving TransparencyWhen building visibility of the entire supply chai

37、n, 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.Product Lifecycle ManagementCustomerManagementSupplier CollaborationDesign PartnersConsumers and ChannelsPricewaterhouseCoopers27Recommendations Include e-business as part of your top three s