Accenture的供應(yīng)鏈中的新業(yè)務(wù)模式(英文,36頁(yè))ppt課件

1、New Business Models in Supply ChainHarry E. Salzberg Memorial ProgramSyracuse UniversityApril 6, 2001.Supply Chain capability continues to be the difference between eCommerce success and failureThe Internet isnt the first commerce platform, but it certainly holds more potential than any that have co

2、me before it. That potential is particularly evident in supply chain management. How effectively organizations can integrate the Internet into their core supply chain strategy will in large measure determine their future business success.- Goldman SachsA truly integrated supply chain does more than

3、reduce costs. It also creates value for the company, its supply chain partners, and its shareholders.The industry leaders have made one thing clear: The payoffs from successful supply chain integration can be handsome indeed.- Hau L. Lee (Stanford University)Online supply-chain management will stay

4、one of the hottest B2B technology fieldsCompanies are only now starting to figure out the efficiencies and cost savings they can realize with Web systems that allow buyers and sellers to access the same information online.- Jupiter Research .AgendaNew Business Models in Action: Selected Case Studies

5、Making it Happen in Your CompanyRedefining Supply Chains to Drive Revenue and Profits.AgendaNew Business Models in Action: Selected Case StudiesMaking it Happen in Your CompanyRedefining Supply Chains to Drive Revenue and Profits.What is a business model, anyway? Its an organizations core logic for

6、creating valueWhat are the Companys Revenue Streams?Operating RevenueWhat does it sell?To whom?Why do customers choose this company over others?How does the company communicate distinctively with customers?How does it price distinctively?What are the Companys value propositions?Non-Operating Revenue

7、How does it attract financial resources?How does it maximize the value of its financial assets?How does the Company manage its finances distinctively? How does the company make a profit?What role does it play in the value chain?How is its cost structure distinctive?What distinctive resources, assets

8、, and capabilities does it leverage?What distinctive relationships does it enjoy?How does it structure and leads its organization to achieve world class performance?.Successful business models are driven by two key concepts revenue and profitabilityBusiness Model Design ConceptsDesign ConceptsThink

9、Global; Act LocalCustomer Revenue and ProfitabilityCustomerServiceRequirementsChannelAssetLeverageCollaborativeValue CreationRevenue/ ProfitabilityServiceGlobal OptimaCustomer (1)Customer (2)Customer (3).Focusing on revenue/profitability oriented business models have significant implications for sup

10、ply chain designTraditional Supply Chain DesignsSupply Chain Design InnovationsOverall logistics costsChannel service levelsDo it yourselfFocus on getting stuff out the doorCustomer-level revenue/profitabilityCustomer-level service standardsCollaborate with supply chain partnersFocus on creating cus

11、tomer value.Lets look at the track record for new business models in supply chain, especially the “new economy entrantsEvolutionary Masters constantly improving on proven designsNew, New Entrants web-enabled entrants seeking long-term competitive advantageSpectacular Failures the $100 million space

12、explorers.Our Evolutionary Masters have deftly managed supply chain complexity and relationships over the last decadeManaging RelationshipsIntegrate technologies to extend into suppliers and customersBuy, build & borrow new capabilities from the best companiesSupply chain human performance-engaging

13、your peopleBuild demand chain synchronization capabilitiesManaging ComplexityIntegrate and continuously improve: operational excellenceCompress the supply chain to eliminate wasted time and inventoryCreate new reserves to allow flexible response to the unexpectedAbility to Manage Supply Chain Relati

14、onshipsIntegrationCollaborationSynchronizationValue Creator PositioningFunctionalComplexityEnterpriseComplexityValue ChainNetworkComplexityAbility toManageSupply ChainComplexity= B2B web based world.and they have been rewarded by Wall StreetPrice toEarningsRatio(AnnualizedGrowth1995-1999)Market Capi

15、talization (Annualized Growth 1995-1999)Shareholder Value Creation1995-1999Source: Accenture Financial Analysis(43%, 27%)(152%,57%)(38%, 30%)(57%, 36%)(11%, -13%)(6%, 4%).Report CardSupply Chain InnovationThe jury remains out on the new, new entrants with “innovative supply chainsNew, New EntrantsMo

16、re products, no stores, efficient consumer direct delivery systemComments: early outsourcing model a bust. Volume growth key to lowering supply chain costs. Service level leader with consumers.Probability of Success: Moderate to HighChallenge: B+M retailers develop models with more supply chain effi

17、ciencyCool Move: Partnership with Toys R UsConcierge for the home, backed by a state-of-the-art “l(fā)ast mile delivery systemComments: Huge investment in a UPS/FedEx like delivery model. Key 3PL players have much better cost profilesProbability of Success: LowChallenge: Existing supermarkets entering t

18、he business at a fraction of the costCool Move: B+M Partnership/Takeover? Really Cool Move?: Amazon buys Webvan.Our spectacular failures all violated basic business and supply chain rules11 AugustWanted to be The Price Club of the Web. Plagued by billing/fulfillment problemsThe ReasonsDODdotcomfailu

19、res Hit Parade6 NovemberNo sit, no buy. Manufacturers could not meet delivery times site promised consumers7 NovemberDogs really do not have wallets. Sold low margin products with high delivery costs11 DecemberIllogical brand extension. Infrastructure did not exist to meet consumer delivery needsPet

20、sWeb House Club.We believe that success in the new economy lies in a seamless combination of capabilities across the extended supply chainThe Supply Chain ContinuumRelationships along the Supply ChainScope of ImpactIncreasing Capabilities, Increasing BenefitsWithinBusinessActivitiesTraditionalOptimi

21、zationIntegrationIntegratedStep 1:Integrate functions of theexisting supply chainBetweenBusinessFunctionsWithCustomers & SuppliersCollaborationCollaborativeStep 2:Improve collaboration and control with vendors, customersAcrossAlliancePartnersSynchronizationeSynchronizationStep 3:Virtually Synchroniz

22、e the supply chain across players into one logical enterpriseWeb-Based EntrantsLeader in the New Economy.Our vision of winning new business models in supply chain leverage the emerging exchange space, integrated with innovative supply chain planning and execution capabilitiesProcurementSupply ChainP

23、lanning3rd Party Partners/Alliances/ VentureseFulfillmentCollaborative ManufacturingeCRMVirtual SynchronizationeSupportService/ Support/ MaintenanceMaterial/procurement exchanges/auctionsIP/product development exchangesCapability/service exchangesSupply Chain EcosystemeDesigneCommerce Capabilities.A

24、gendaNew Business Models in Action: Selected Case StudiesMaking it Happen in Your CompanyRedefining Supply Chains to Drive Revenue and Profits.We will now highlight how new business models are emerging in key supply chain functions, as well as across multiple enterprisesSupply ChainPlanning3rd Party

25、 Partners/Alliances/ VentureseFulfillmenteCRMVirtual SynchronizationeSupportService/ Support/ MaintenanceMaterial/Procurement Exchanges/AuctionsIP/Product Development ExchangesCapability/Service ExchangesSupply Chain EcosystemeDesigneCommerce CapabilitiesCollaborative ManufacturingProcurement.New Bu

26、siness Model: Creating a cross-company collaborative product design processRevenue/Profit Drivers:Faster product rollout/simpler designsProducts people want(Time to Market)Enhanced supplier/ channel relationLower supply chain costs(Time to Volume)Higher revenue/ margins from new products(Time to Pro

27、fits)Key Concepts: +=eDesignCustomer-driven designDesign for supply chainSharing R&D assets.eDesign Case Study: Rule-Breakers Rule!Zara redefines retailing with a collaborative design processHow They Do It(“Design on Demand Retailing)Challenge:Effectively manage explosive growth in volatile retail s

28、ector of this $2 billion Spanish clothing retailer with 400 Stores in 25 countries Results:25+% same-store sales increase34+ % yearly increase in profits in a weak retail sectorDaily evaluation of store sell-thruCollaborative store manager/central planning/supplier design decisions via the internetL

29、ess than 15 day manufacturing cycleTwice-a-week store replenishment.New Business Model: Using web-based virtual marketplaces as a fast-track mechanism for creating a tightly synchronized supply/customer baseRevenue/Profit Drivers:New source of buyers and sellersState-of-the art auction/exchange/ del

30、ivery/management processesCheaper sourcesNew customersLower admin costsImproved efficiencies Key Concepts: +=eMarketplacesIndustry vertical eMarketplacesPrivate virtual eMarketplacesHorizontal eMarketplaces.eMarketplace Case Study: Six Sigma Excellence! GE implements network to streamline purchasing

31、 processes and compress cycle timeHow They Do It(“Global eXchange Procurement)Leverage web technologies and business scale to create “Trading Process Network Streamline procurement process by extending “Trading Process Network purchasing technologies to buyers and sellersCompressed purchasing cycle

32、times by 50%Reduced labor costs by 30% and material costs by 5%-20%“Trading Process Network Challenge:Drive bottom line purchasing benefits by transforming traditional business processes to a dot bricks-and-mortar (.bam) operating modelResults:Reduced overall procurement costs by $600 million (30%)

33、over three years.eMarketplace Case Study: Collaborative Logistics! Nistevo coordinates trucking operations with sixteen partners to save money, time and energyHow They Do It(“Managing for Profits Transportation)Challenge:Deliver an eMarketplace transportation solution to industry leading customers -

34、 including General Mills, Nabisco, Pillsbury, Fort James and othersResults: General Mills already reports a 7% reduction in transportation costsWeb-enabled systems include private fleet and common carrier scheduling sitesAccess system anytime, anywhere with any web browserPost inbound/outbound truck

35、 space needed or availableReal-time updates when and where all partner shipments are going Next generation offering includes shipment and route optimization software.New Business Model:Revenue/Profit Drivers:Key Concepts:LowHighStrategic ValueBasicAdvancedCumulative CapabilitiesStable ManufacturerRe

36、active ManufacturerEfficientReactive ManufacturerEfficientProactive ManufacturerMaximizes Revenue and ProfitTraditional Manufacturing StrategyCollaborative Manufacturing StrategyCollaborative ManufacturingTransactional integrationCollaborative integrationNetworked operationsRedistributing production

37、 assets and forming tight collaborative partnerships to give flexibility in deciding the optimal mix of internal and external manufacturing options.Collaborative Manufacturing Case Study: Global Management! TI integrates plant planning across its multi-billion dollar manufacturing operationsHow They

38、 Do It(“Order Anywhere/Ship Anywhere Operations)Challenge:Provide common financial, procurement, logistics, planning, field sales and marketing systems in 30 countries to transform a multi-product component manufacturer into a DSP solutions provider Results: Factory utilization increased by 2%Delive

39、ry cycle times reduced by two weeksGlobal supply/demand match every 50 hours45,000 products56 factoriesCustomer integration with over 70% of orders online and real-time order status via customer customized web sitesFactory-level planning optimizationGlobal inventory visibility.New Business Model: Ta

40、ke a holistic and customer-centric approach to managing the fast expanding variety of fulfillment channels traditional, web-based & exchange/eMarkets Revenue/Profit Drivers:Customer Product/Service RequirementsOptimal channels and operationsKey Concepts: +=Customer revenue/ profit maximizationeFulfi

41、llmentB2C fulfillment channelsB2B fulfillment channels.eFulfillment Case Study: Use the Tools!wine builds eFulfillment solution to meet explosive growthHow They Do It(“State-of-the-Art Systems at eSpeed)Challenge:Immediately implement a customer service and product delivery (e.g., same day shipping)

42、 capability for internet business with explosive growth and highly seasonal demandResults: Increased warehouse & shipping capacity by 40% in existing facilityPositioned business for additional growth in new facilityIntegrated eFulfillment systems with business operating rules and processesSupported

43、new processes with state-of-the-art WMS tools to manage warehouse operationsProvide customer service with real-time inventory visibility to detailed product and location Designed and installed new systems in eight weeks.New Business Model: Synchronize the supply chain across players into one logical

44、 enterpriseRevenue/Profit Drivers:eSynchronization Improvements (Examples)Delivery performance 16 28%Inventory reduction25 60%Capacity improvements10 20%Forecast accuracy25 80%Lower supply chain cost25 50%Key Concepts:Multi-channel order flow managementCollaborative supply chain designCross-partner

45、optimizationVirtual Synchronization.Virtual Synchronization Case Study: Customer Satisfaction!Ericsson addresses competitive pressures with synchronized supply chain programHow They Do It(“A Network of Capabilities)Challenge:Address slowing demand, increased competition and tightening margins throug

46、h a greater emphasis on customer service. Results: Number of very satisfied customers tripledDelivery accuracy improved to nearly 100%; supplier accuracy increased by 30%Orders delivered in less than a week increased by 50%Work-in-progress levels reduced up to 85%; Finished goods inventory drops by

47、a factor seven in some marketsDefine and implement supply chain strategies, business models and systemsDevelop new build-to-order manufacturing, supplier-managed inventory and streamlined logistics capabilitiesCreate global, procurement organizationImprove manufacturing yields dramaticallyImplement

48、SAP R/3 system to optimize and integrate supply chain processes and technologies.AgendaNew Business Models in Action: Selected Case StudiesMaking it Happen in Your CompanyRedefining Supply Chains to Drive Revenue and Profits.How do I get started? Supply Chain Information Sharing PlanContinuous Relat

49、ionship ManagementProcess/activity CollaborationChannel Ownership/ RationalizationeSynch StrategyVirtuous Circle of eSynchronization.A successful business model for supply chain synchronization requires a cold, hard look at whom and how to define partnership relationsWhom?How?Strategic Partners Key

50、CapabilitiesRevenue/Profit OpportunitiesOptimal Supply Chain StructureNature of RelationshipProduct LinesProcess IntegrationSupply VendorsCustomer PrioritiesChannel Priorities.Five key traps to avoid as you define your new supply chain business modelsBeing devoted to the wrong customersStuck with th

51、e wrong supply chain partnersChoking on physical assetsCreating false synergyLooking too far ahead.Pitfall #1: Being devoted to the wrong customersOver 50% of current supply chain designs cater to least profitable customersIssueTop 10 20% of customers generate over 80% of revenue and profitabilityRe

52、alityAdjust your supply chain to cater to the customers you wantDefine less costly (web-based, distributor) solutions for least profitable customersMake all customers continue to feel they are getting a good dealAction Plan.Pitfall #2: Stuck with the wrong supply chain partnersConsumers prefer a dir

53、ect-to-customer distribution modelLong-term channel partner contracts, relationships, ownership create difficult conflict scenariosDispassionately evaluate long-term industry trendsIdentify right partners and right relationships that match business plansDefine win-win exit strategies with loser part

54、ners; execute cautious deals with winnersIssueRealityAction Plan.Pitfall #3: Choking on physical assetsSignificant, duplicative supply chain assets clog existing distribution channelsCollaborating on optimal levels of warehouses, inventory and transport with supply chain partners will yield significant benefitsIdentify optimal distribution strategies for key/non-key customersWork with partners to collectively lower costs and improve revenue/profits through enhanced availabilitySeriously consider outsourcing channel logistics operationsIssueRealityAction Plan.Pitfall #4: Creating fals