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

1、New Business Models in Supply ChainHarry E. Salzberg Memorial ProgramSyracuse UniversityApril 6, 2001Andersen Consulting 2000Supply Chain capability continues to be the difference between eCommerce success and failureThe Internet isnt the first commerce platform, but it certainly holds more potentia

2、l than any that have come 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 suppl

3、y chain does more than 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-chai

4、n management will stay 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 1Andersen Consulting 2000AgendaNew B

5、usiness Models in Action: Selected Case StudiesMaking it Happen in Your CompanyRedefining Supply Chains to Drive Revenue and Profits2Andersen Consulting 2000AgendaNew Business Models in Action: Selected Case StudiesMaking it Happen in Your CompanyRedefining Supply Chains to Drive Revenue and Profits

6、3Andersen Consulting 2000What is a business model, anyway? Its an organizations core logic for 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

7、?How does it price distinctively?What are the Companys value propositions?Non-Operating RevenueHow 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 p

8、lay in the value chain?How is its cost structure distinctive?What distinctive resources, assets, and capabilities does it leverage?What distinctive relationships does it enjoy?How does it structure and leads its organization to achieve world class performance?4Andersen Consulting 2000Successful busi

9、ness models are driven by two key concepts revenue and profitabilityBusiness Model Design ConceptsDesign ConceptsThink Global; Act LocalCustomer Revenue and ProfitabilityCustomerServiceRequirementsChannelAssetLeverageCollaborativeValue CreationRevenue/ ProfitabilityServiceGlobal OptimaCustomer (1)Cu

10、stomer (2)Customer (3)5Andersen Consulting 2000Focusing on revenue/profitability oriented business models have significant implications for supply chain designTraditional Supply Chain DesignsSupply Chain Design InnovationsOverall logistics costsChannel service levelsDo it yourselfFocus on getting st

11、uff out the doorCustomer-level revenue/profitabilityCustomer-level service standardsCollaborate with supply chain partnersFocus on creating customer value6Andersen Consulting 2000Lets look at the track record for new business models in supply chain, especially the “new economy” entrantsEvolutionary

12、Masters constantly improving on proven designsNew, New Entrants web-enabled entrants seeking long-term competitive advantageSpectacular Failures the $100 million space explorers7Andersen Consulting 2000Our Evolutionary Masters have deftly managed supply chain complexity and relationships over the la

13、st decadeManaging RelationshipsIntegrate technologies to extend into suppliers and customersBuy, build & borrow new capabilities from the best companiesSupply chain human performance-engaging your peopleBuild demand chain synchronization capabilitiesManaging ComplexityIntegrate and continuously impr

14、ove: operational excellenceCompress the supply chain to eliminate wasted time and inventoryCreate new reserves to allow flexible response to the unexpectedAbility to Manage Supply Chain RelationshipsIntegrationCollaborationSynchronizationValue Creator PositioningFunctionalComplexityEnterpriseComplex

15、ityValue ChainNetworkComplexityAbility toManageSupply ChainComplexity= B2B web based world8Andersen Consulting 2000and they have been rewarded by Wall StreetPrice toEarningsRatio(AnnualizedGrowth1995-1999)Market Capitalization (Annualized Growth 1995-1999)Shareholder Value Creation1995-1999Source: A

16、ccenture Financial Analysis(43%, 27%)(152%,57%)(38%, 30%)(57%, 36%)(11%, -13%)(6%, 4%)9Andersen Consulting 2000Report CardSupply Chain InnovationThe jury remains out on the new, new entrants with “innovative” supply chainsNew, New EntrantsMore products, no stores, efficient consumer direct delivery

17、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 efficiencyCool Move: Partnership with Toys R UsConcierge for th

18、e 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 the business at a fraction of the costCool Move: B+M Partne

19、rship/Takeover? Really Cool Move?: Amazon buys Webvan10Andersen Consulting 2000Our spectacular failures all violated basic business and supply chain rules11 AugustWanted to be The Price Club of the Web. Plagued by billing/fulfillment problemsThe ReasonsDOD Hit Parade6 NovemberNo sit, no buy. Manufac

20、turers 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 needsPWeb House Club11Andersen Consulting 2000We believ

21、e 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 BenefitsWithinBusinessActivitiesTraditionalOptimizationIntegrationIntegrat

22、edStep 1:Integrate functions of theexisting supply chainBetweenBusinessFunctionsWithCustomers & SuppliersCollaborationCollaborativeStep 2:Improve collaboration and control with vendors, customersAcrossAlliancePartnersSynchronizationeSynchronizationStep 3:Virtually Synchronize the supply chain across

23、 players into one logical enterpriseWeb-Based EntrantsLeader in the New Economy12Andersen Consulting 2000Our vision of winning new business models in supply chain leverage the emerging exchange space, integrated with innovative supply chain planning and execution capabilitiesProcurementSupply ChainP

24、lanning3rd Party Partners/Alliances/ VentureseFulfillmentCollaborative ManufacturingeCRMVirtual SynchronizationeSupportService/ Support/ MaintenanceMaterial/procurement exchanges/auctionsIP/product development exchangesCapability/service exchangesSupply Chain EcosystemeDesigneCommerce Capabilities13

25、Andersen Consulting 2000AgendaNew Business Models in Action: Selected Case StudiesMaking it Happen in Your CompanyRedefining Supply Chains to Drive Revenue and Profits14Andersen Consulting 2000We will now highlight how new business models are emerging in key supply chain functions, as well as across

26、 multiple enterprisesSupply ChainPlanning3rd Party Partners/Alliances/ VentureseFulfillmenteCRMVirtual SynchronizationeSupportService/ Support/ MaintenanceMaterial/Procurement Exchanges/AuctionsIP/Product Development ExchangesCapability/Service ExchangesSupply Chain EcosystemeDesigneCommerce Capabil

27、itiesCollaborative ManufacturingProcurement15Andersen Consulting 2000New Business 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

28、 costs(Time to Volume)Higher revenue/ margins from new products(Time to Profits)Key Concepts: +=eDesignCustomer-driven designDesign for supply chainSharing R&D assets16Andersen Consulting 2000eDesign Case Study: Rule-Breakers Rule!Zara redefines retailing with a collaborative design processHow They

29、Do It(“Design on Demand” Retailing)Challenge:Effectively manage explosive growth in volatile retail sector 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 st

30、ore sell-thruCollaborative store manager/central planning/supplier design decisions via the internetLess than 15 day manufacturing cycleTwice-a-week store replenishment17Andersen Consulting 2000New Business Model: Using web-based virtual marketplaces as a fast-track mechanism for creating a tightly

31、synchronized supply/customer baseRevenue/Profit Drivers:New source of buyers and sellersState-of-the art auction/exchange/ delivery/management processesCheaper sourcesNew customersLower admin costsImproved efficiencies Key Concepts: +=eMarketplacesIndustry vertical eMarketplacesPrivate virtual eMark

32、etplacesHorizontal eMarketplaces18Andersen Consulting 2000eMarketplace Case Study: Six Sigma Excellence! GE implements network to streamline purchasing processes and compress cycle timeHow They Do It(“Global eXchange” Procurement)Leverage web technologies and business scale to create “Trading Proces

33、s Network” Streamline procurement process by extending “Trading Process Network” purchasing technologies to buyers and sellersCompressed purchasing cycle times by 50%Reduced labor costs by 30% and material costs by 5%-20%“Trading Process Network” Challenge:Drive bottom line purchasing benefits by tr

34、ansforming traditional business processes to a dot bricks-and-mortar (.bam) operating modelResults:Reduced overall procurement costs by $600 million (30%) over three years19Andersen Consulting 2000eMarketplace Case Study: Collaborative Logistics! Nistevo coordinates trucking operations with sixteen

35、partners to save money, time and energyHow They Do It(“Managing for Profits” Transportation)Challenge:Deliver an eMarketplace transportation solution to industry leading customers - including General Mills, Nabisco, Pillsbury, Fort James and othersResults: General Mills already reports a 7% reductio

36、n in transportation costsWeb-enabled systems include private fleet and common carrier scheduling sitesAccess system anytime, anywhere with any web browserPost inbound/outbound truck space needed or availableReal-time updates when and where all partner shipments are going Next generation offering inc

37、ludes shipment and route optimization software20Andersen Consulting 2000New Business Model:Revenue/Profit Drivers:Key Concepts:LowHighStrategic ValueBasicAdvancedCumulative CapabilitiesStable ManufacturerReactive ManufacturerEfficientReactive ManufacturerEfficientProactive ManufacturerMaximizes Reve

38、nue and ProfitTraditional Manufacturing StrategyCollaborative Manufacturing StrategyCollaborative ManufacturingTransactional integrationCollaborative integrationNetworked operationsRedistributing production assets and forming tight collaborative partnerships to give flexibility in deciding the optim

39、al mix of internal and external manufacturing options21Andersen Consulting 2000Collaborative Manufacturing Case Study: Global Management! TI integrates plant planning across its multi-billion dollar manufacturing operationsHow They Do It(“Order Anywhere/Ship Anywhere” Operations)Challenge:Provide co

40、mmon 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%Delivery cycle times reduced by two weeksGlobal supply/demand match every

41、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 visibility22Andersen Consulting 2000New Business Model: Take a holistic and customer-centric approach

42、 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 maximizationeFulfillmentB2C fulfillment channelsB2B fulfillme

43、nt channels23Andersen Consulting 2000eFulfillment Case Study: Use the Tools! 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) capability for inter

44、net 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 new processes with st

45、ate-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 weeks24Andersen Consulting 2000New Business Model: Synchronize the supply chain across players into one log

46、ical 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-part

47、ner optimizationVirtual Synchronization25Andersen Consulting 2000Virtual 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

48、 and tightening margins through 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%; Fi

49、nished goods inventory drops by 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 manufacturi

50、ng yields dramaticallyImplement SAP R/3 system to optimize and integrate supply chain processes and technologies26Andersen Consulting 2000AgendaNew Business Models in Action: Selected Case StudiesMaking it Happen in Your CompanyRedefining Supply Chains to Drive Revenue and Profits27Andersen Consulti

51、ng 2000How do I get started? Supply Chain Information Sharing PlanContinuous Relationship ManagementProcess/activity CollaborationChannel Ownership/ RationalizationeSynch StrategyVirtuous Circle of eSynchronization28Andersen Consulting 2000A successful business model for supply chain synchronization

52、 requires a cold, hard look at whom and how to define partnership relationsWhom?How?Strategic Partners Key CapabilitiesRevenue/Profit OpportunitiesOptimal Supply Chain StructureNature of RelationshipProduct LinesProcess IntegrationSupply VendorsCustomer PrioritiesChannel Priorities29Andersen Consult

53、ing 2000Five key traps to avoid as you define your new supply chain business modelsBeing devoted to the wrong customersStuck with the wrong supply chain partnersChoking on physical assetsCreating false synergyLooking too far ahead30Andersen Consulting 2000Pitfall #1: Being devoted to the wrong custo

54、mersOver 50% of current supply chain designs cater to least profitable customersIssueTop 10 20% of customers generate over 80% of revenue and profitabilityRealityAdjust your supply chain to cater to the customers you wantDefine less costly (web-based, distributor) solutions for least profitable cust

55、omersMake all customers continue to feel they are getting a good dealAction Plan31Andersen Consulting 2000Pitfall #2: Stuck with the wrong supply chain partnersConsumers prefer a direct-to-customer distribution modelLong-term channel partner contracts, relationships, ownership create difficult confl

56、ict scenariosDispassionately evaluate long-term industry trendsIdentify right partners and right relationships that match business plansDefine win-win exit strategies with loser partners; execute cautious deals with winnersIssueRealityAction Plan32Andersen Consulting 2000Pitfall #3: Choking on physi

57、cal 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 Plan33Andersen Consulting 2000Pitfall #4