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

1、創(chuàng)立適應(yīng)能力強(qiáng)的供應(yīng)鏈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?很少的供應(yīng)鏈表現(xiàn)良好 極好很好好良好 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(.

2、8的概率)”主動(dòng)企業(yè)的市場(chǎng)價(jià)值時(shí)間EVA/股東價(jià)值企業(yè)范圍供應(yīng)鏈機(jī)率當(dāng)前方案固定資本功效稅款減至最小限度唯一沒變的是股東價(jià)值仍是我們的目標(biāo)! 總成本減至最小限度運(yùn)營(yíng)資金功效利潤(rùn)成長(zhǎng)三代供應(yīng)鏈管理方式 商業(yè)尺度功能優(yōu)化 綜合Silo 組織部門表現(xiàn)成本決定功能性 技術(shù)局部的解決方案 時(shí)間幾周或幾月三代供應(yīng)鏈管理方式商業(yè)尺度功能優(yōu)化綜合的供應(yīng)鏈 綜合部門企業(yè) 組織部門集中表現(xiàn)成本成本與服務(wù)決定功能性流程主導(dǎo) 技術(shù)局部的解決方案ERP / Bolt-on 時(shí)間幾周或幾月幾天或幾周三代供應(yīng)鏈管理方式商業(yè)尺度功能優(yōu)化綜合的供應(yīng)鏈適應(yīng)性強(qiáng)的供應(yīng)鏈 綜合Silo企業(yè)擴(kuò)大企業(yè)范圍 組織部門集中協(xié)同表現(xiàn)成本成本與

3、服務(wù)收入及利潤(rùn)決定功能性流程主導(dǎo)Event Based Agent Assisted 技術(shù)局部的解決方案ERP / Bolt-on完整的網(wǎng)絡(luò)連接 時(shí)間幾周或幾月幾天或幾周實(shí)時(shí)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)工程學(xué)網(wǎng)絡(luò)設(shè)計(jì)消費(fèi)者主導(dǎo)戰(zhàn)略供應(yīng)及需求計(jì)劃利潤(rùn)及收入優(yōu)化資產(chǎn)管理運(yùn)作訂購管理補(bǔ)貨履行/交貨 執(zhí)行 被重要的促成者所支持理解我們適應(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 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 凱捷安永網(wǎng)絡(luò)價(jià)值鏈結(jié)構(gòu)TM 購買遷移制造供應(yīng)鏈最終顧客服務(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通過供求管理

4、的一體化來增長(zhǎng)利潤(rùn)銷售渠道顧客分類 當(dāng)前狀況 Orders in Fulfillment 實(shí)時(shí)成本 短期計(jì)劃 能夠提交供應(yīng)鏈需求 當(dāng)前狀況 Current Offer Portfolio 價(jià)錢/優(yōu)惠 服務(wù)需求 需求模式提議調(diào)整提議訂購訂購國(guó)際貿(mào)易后勤供應(yīng)商運(yùn)送者顧客需求可見度查詢訂購庫存促銷一個(gè)適應(yīng)能力強(qiáng)的企業(yè)擁有整個(gè)供應(yīng)鏈從末端到末端的可見度LLP履行/交貨依從設(shè)定可提供性供應(yīng)可見度生產(chǎn)量結(jié)算協(xié)同中心是適應(yīng)能力強(qiáng)的供應(yīng)鏈的關(guān)鍵促成者制造銷售協(xié)同商業(yè)基礎(chǔ)構(gòu)造 綜合電子-中心 計(jì)劃采購運(yùn)行供應(yīng)商協(xié)同渠道協(xié)同協(xié)同實(shí)行新產(chǎn)品設(shè)計(jì)協(xié)同事件管理建立在供應(yīng)鏈流程上立基于程序企業(yè)是用預(yù)先確定的標(biāo)準(zhǔn)的商業(yè)程序

5、來管理的. 一般以ERP 和batch 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)算事件促成實(shí)時(shí)監(jiān)控參數(shù)及事件擴(kuò)大的企業(yè)內(nèi)部環(huán)境內(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)用來監(jiān)控管理優(yōu)化計(jì)算適應(yīng)能力強(qiáng)的技術(shù)構(gòu)造 網(wǎng)絡(luò)目錄用戶檔案,程序及數(shù)據(jù)繪制程序資料庫用戶程序和協(xié)助者應(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)綜合凱捷安永端到端供應(yīng)鏈方案的框架TM汽車工業(yè)能源業(yè)高科技醫(yī)療/生命科學(xué)業(yè)消費(fèi)產(chǎn)品及物流分配業(yè)其他Technology ArchitectureSUPPLIERCOMMUNICATORPlanningFulfillm

6、entTransportation SourcingManufacturingProcurement(direct / indirect)Demand & Supply SynchronizationServicesHUBsSet Based Design &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

7、D A S H B O A R DPrice Revenue OptimizationCustomer segmentation and product/service bundles for differentiation.Customer Segment& Service LevelStrategyCampaignMgmt.ProductPriceServicePromotionPlacementReal Time Order ManagementsmReal-time product configuration, promising, and status.Configureto Ord

8、erAvailable/Capable to PromiseOrderTracking, & TracingDemand/Supply Planning and MatchingReal-time collaboration with manufacturing and suppliers.DemandPlanningSupplyPlanningExecutionNear real-time coordination of internal activities with suppliers, assemblers, logistics providers for optimal invent

9、ory and servicePurchasing Mgmt.Manufacturing Mgmt.DistributionMgmt.CUSTOMERCOMMUNICATORCo-managed InventorySynchronized InventoryInventory ManagementInternetPrice-RevCampaignMgmt.RTOMProductPriceServicePromotionPlacementCustomer Segment& Service LevelStrategyConfigureto OrderAvailable/Capable to Pro

10、miseOrderTracking, & TracingDesignNewChannelsStandardChannelSalesCo-managed InventoryChannelHUBsSUPPLIERCOMMUNICATORB2B MarketplacesB2C & B2B MarketplacesSupport Processes Product Lifecycle Management - Real time product development collaboration with suppliers, customers, and within the enterprise.

11、Launch And Post-LaunchSupportPortfolioManagementComponent Supply ManagementProductDevelopment3PLsContractMFGFulfillmentManufacturingNVC 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 decisio

12、ns, policies, decision flows, objectsIntegration architecture roles, responsibilities, organisation, control-system, performance measuresApplication architecture applications, functionality, data & flows, interfaces, middlewarePhysical architecture servers, drives, firewalls, network, scalability, r

13、eliability, security, management Physical HardwareSite and Network PlanGovernance OwnershipBusiness ProcessModelApplicationsLandscapeX:ProvisionX:CallCnterX:OMX:FinanceX:Billing:22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitecture綜合優(yōu)化價(jià)值鏈的企業(yè)案例MillionsGross DIVCOS potential = $0.65/Bbl

14、(4.2/MT)$100$200$300后勤及分配排期的效率庫存可見度進(jìn)行中的主動(dòng)的財(cái)政可見度預(yù)測(cè)精確度花費(fèi)/風(fēng)險(xiǎn) 管理其他行政花費(fèi)彈性增加銷量對(duì)變化的抵抗力DIVCOS 價(jià)值 陳述下游價(jià)值鏈利潤(rùn)升高的實(shí)例$210M$0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 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 凱捷安永網(wǎng)絡(luò)價(jià)值鏈結(jié)構(gòu)TM 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 Month

15、sNVC Index & Value AssessmentPhase 0Phase IPhase IIChange ManagementProgram ManagementClient SC Transformation Management OfficeSetting the PlanCreatingChange!MiningValueSupply Chain Accelerator Launch PadMobilizing the CompanyPhase IIISC Strategy NVC Blueprint Transformation Roadmap ASE6 8 WeeksQui

16、ckHits改革實(shí)施路線圖一般始于Early WinsAs-IsStreamline the enabling processesLean DeliveryPrepare the TransformationIncrease visibility from supplier to end userConnect the repair loopProvide enabling frameworkTo-BePeople and OrganizationSupply ChainKey EnablersSystemsSupport ProcessesConnectivityShared informa

17、tion with industryDLO Vision AgreedComms Strategy EstablishedPerformance Measures Aligned with Business ObjectivesClear Accountabilities AssignedClear Understanding of Current SkillsSkill Gaps IdentifiedStructure Aligned with Operational NeedsMoD Wide Stock VisibleInternal Stock VisibleInventory Cod

18、ing UnifiedPurchasing by Commodity PossibleInventory Duplication RemovedService Levels DefinedClearly Documented ProcessesSupply Chain Measures AdoptedDistribution Network UnifiedFleet Management Processes EstablishedPredictive Maintenance Capability AvailableGuaranteed Turnaround Times CommonplaceP

19、rognostic Health Monitoring PossibleComprehensive Usage Data AvailableDefect Reporting Procedures in PlaceUnified configuration controlMaintenance Activity Reporting EstablishedProducts StandardisedEnd-to-end Asset Tracking PossibleIntegrated BDR capabilityRepair Loop VisibleSupport Chain Measures A

20、doptedService Levels DefinedClearly Documented ProcessesCollaborative Mindset (not adversarial) EmbeddedAcquisition Perspective SharedSingle DLO Culture EmbeddedOperational Excellence Translated into Logistics ExcellenceLeading Practice Logistics StatusOrganisation Ready and Capable for ChangeLeadin

21、g Practice Acquisition StatusBoundaries 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 VisibleSuppl

22、iers RationalisedIntegrated Risk Management Procedures AdoptedAdaptive Supply Chain EstablishedCollaborative Engineering Capability in PlaceWhole Life Management Processes EstablishedDistribution IntegratedAvailability Based Support CommonplaceEngineering Process Integrated -Industry to MoDEngineeri

23、ng Operations IntegratedCapability Based Support CommonplaceTrading Partners CollaboratingChange Endorsed PoliticallyAppropriate Policy and Performance Measures AdoptedSupport Processes StreamlinedContracts and Policy RestructuredProcesses Defined -Clear Ownership and GovernanceManagement Accounting

24、 in PlaceBalanced Scorecards IntegratedRAB 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

25、 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 ProgrammesEstablishedSupplier Development Programme EstablishedNew Approaches to Risk ManagementPaperless Purchas