創(chuàng)立適應能力強的供應鏈課件

創(chuàng)立適應能力強的供應鏈創(chuàng)立適應能力強的供應鏈這不是您的父輩所認知的商業(yè)環(huán)境期望在提升(人和客戶)產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鍵促成者強大的供應鏈技術已出現及已經可以應用環(huán)境經常在改變我們在接近可管理性的極限嗎?這不是您的父輩所認知的商業(yè)環(huán)境期望在提升(人和客戶)我們在接很少的供應鏈表現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%供應鏈表現資料來源:凱捷安永/

IndustryWeek

供應鏈研究很少的供應鏈表現良好極好很好好良好差05%10%15%20對這些改變的反映

不可輕心資料來源:GartnerGroup“在2004年之前,那些失敗應用供應鏈管理技術及程序的企業(yè)中,90%會失去他們首選供應商的地位(.8的概率)”對這些改變的反映

不可輕心資料來源:Gartner主動企業(yè)的市場價值時間EVA/股東價值企業(yè)范圍供應鏈機率當前方案固定資本功效稅款減至最小限度唯一沒變的是—

股東價值仍是我們的目標!

總成本減至最小限度運營資金功效利潤成長主動企業(yè)的市場價值時間EVA/企業(yè)范圍供應鏈機率當前方案固定三代供應鏈管理方式商業(yè)尺度功能優(yōu)化綜合Silo組織部門表現成本決定功能性技術局部的解決方案

時間幾周或幾月三代供應鏈管理方式功能優(yōu)化綜合Silo組織部門表現成三代供應鏈管理方式商業(yè)尺度功能優(yōu)化綜合的供應鏈綜合部門企業(yè)組織部門集中表現成本成本與服務決定功能性流程主導技術局部的解決方案ERP/Bolt-on

時間幾周或幾月幾天或幾周三代供應鏈管理方式功能優(yōu)化綜合的供應鏈綜合部門企業(yè)組織三代供應鏈管理方式商業(yè)尺度功能優(yōu)化綜合的供應鏈適應性強的供應鏈綜合Silo企業(yè)擴大企業(yè)范圍組織部門集中協(xié)同表現成本成本與服務收入及利潤決定功能性流程主導EventBasedAgentAssisted技術局部的解決方案ERP/Bolt-on完整的網絡連接

時間幾周或幾月幾天或幾周實時三代供應鏈管理方式功能優(yōu)化綜合的供應鏈適應性強的供應鏈綜合適應性強的供應鏈

在三個水平上運作生態(tài)系統(tǒng)工程學網絡設計消費者主導戰(zhàn)略供應及需求計劃利潤及收入優(yōu)化資產管理運作訂購管理補貨履行/交貨

執(zhí)行被重要的促成者所支持適應性強的供應鏈

在三個水平上運作生態(tài)系統(tǒng)工程學網絡設計消費理解我們適應能力強的供應鏈的觀點需求和供應管理一體化適應性強的供應鏈的關鍵可見度協(xié)同立基于事件的管理綜合的技術平臺

轉化途徑凱捷安永網絡價值鏈結構TM理解我們適應能力強的供應鏈的觀點購買遷移制造供應鏈最終顧客服務了解目標銷售每個公司的戰(zhàn)略應該建立在供應和需求管理的一體化上購買遷移制造供應鏈最終顧客服務了解目標銷售每個公司的戰(zhàn)略應該通過供求管理的一體化來增長利潤銷售渠道顧客分類

當前狀況

OrdersinFulfillment實時成本短期計劃能夠提交供應鏈需求

當前狀況

CurrentOfferPortfolio

價錢/優(yōu)惠服務需求需求模式提議調整提議訂購訂購通過供求管理的一體化來增長利潤銷售顧客當前狀況供應鏈需求國際貿易后勤供應商運送者顧客需求可見度查詢訂購庫存促銷一個適應能力強的企業(yè)擁有整個供應鏈從末端到末端的可見度LLP履行/交貨依從設定可提供性供應可見度生產量結算國際貿易供應商運送者顧客需求可見度查詢訂購庫存促銷一個適應能協(xié)同中心是適應能力強的供應鏈的關鍵促成者制造銷售協(xié)同商業(yè)基礎構造–綜合電子-中心

計劃采購運行供應商協(xié)同渠道協(xié)同協(xié)同實行新產品設計協(xié)同協(xié)同中心是適應能力強的供應鏈的關鍵促成者制造銷售協(xié)同商業(yè)基礎事件管理建立在供應鏈流程上立基于程序企業(yè)是用預先確定的標準的商業(yè)程序來管理的.一般以ERP和batchprocessing來處理交易行為用模型來處理計劃編制及優(yōu)化計算事件促成實時監(jiān)控參數及事件擴大的企業(yè)內部環(huán)境內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)化計算事件管理建立在供應鏈流程上立基于程序事件促成適應能力強的技術構造

網絡目錄用戶檔案,程序及數據繪制程序資料庫用戶程序和協(xié)助者應用軟件處理和數據數據應用數據應用數據應用數據應用ERP數據綜合適應能力強的技術構造

網絡目錄程序資料庫應用軟件凱捷安永端到端供應鏈方案的框架TM汽車工業(yè)能源業(yè)高科技醫(yī)療/生命科學業(yè)消費產品及物流分配業(yè)其他凱捷安永端到端供應鏈方案的框架TM汽車工業(yè)TechnologyArchitectureSUPPLIERCOMMUNICATORPlanningFulfillmentTransportationSourcingManufacturingProcurement(direct/indirect)Demand&SupplySynchronizationServicesHUB’sSetBasedDesign&TransitionPlanningCapacitySourcing凱捷安永的網絡價值鏈

(NetworkValueChain)參考結構CUSTOMERCOMMUNICATORFulfillmentProvidersSuppliersManufacturingSourcingFulfillmentEXECUTIVEDASHBOARDPrice–RevenueOptimizationCustomersegmentationandproduct/servicebundlesfordifferentiation.CustomerSegment&ServiceLevelStrategyCampaignMgmt.ProductPriceServicePromotionPlacementRealTimeOrderManagementsmReal-timeproductconfiguration,promising,andstatus.ConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDemand/SupplyPlanningandMatchingReal-timecollaborationwithmanufacturingandsuppliers.DemandPlanningSupplyPlanningExecutionNearreal-timecoordinationofinternalactivitieswithsuppliers,assemblers,logisticsprovidersforoptimalinventoryandservicePurchasingMgmt.ManufacturingMgmt.DistributionMgmt.CUSTOMERCOMMUNICATORCo-managedInventorySynchronizedInventoryInventoryManagementInternetPrice-RevCampaignMgmt.RTOMProductPriceServicePromotionPlacementCustomerSegment&ServiceLevelStrategyConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDesignNew

ChannelsStandardChannelSalesCo-managedInventoryChannelHUB’sSUPPLIERCOMMUNICATORB2BMarketplacesB2C&B2BMarketplacesSupportProcesses

ProductLifecycleManagement-Realtimeproductdevelopmentcollaborationwithsuppliers,customers,andwithintheenterprise.LaunchAndPost-LaunchSupportPortfolioManagementComponentSupplyManagementProductDevelopment3PLsContractMFGFulfillmentManufacturingTechnologyArchitectureSPlanniNVC參考結構有四個階層Processarchitecture –detailedclosed-loopprocessflows,responsibilities,cycletimes,workflowsGovernancearchitecture –ownershipandinfluenceofdecisions,policies,decisionflows,objectsIntegrationarchitecture –roles,responsibilities,organisation,control-system,performancemeasuresApplicationarchitecture –applications,functionality,data&flows,interfaces,middlewarePhysicalarchitecture –servers,drives,firewalls,network,scalability,reliability,security,management

PhysicalHardwareSiteandNetworkPlanGovernanceOwnershipBusinessProcessModelApplicationsLandscapeX

:ProvisionX

:CallCnterX

:OMX

:FinanceX

:Billing::::::22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitectureNVC參考結構有四個階層PhysicalHardware綜合優(yōu)化價值鏈的企業(yè)案例MillionsGrossDIVCOS

potential=$0.65/Bbl(€4.2/MT)$100$200$300后勤及分配排期的效率庫存可見度進行中的主動的財政可見度預測精確度花費/風險

管理其他行政花費彈性增加銷量對變化的抵抗力DIVCOS

價值陳述下游價值鏈利潤升高的實例$210M$0綜合優(yōu)化價值鏈的企業(yè)案例MillionsGrossDIV理解我們適應能力強的供應鏈的觀點需求和供應管理一體化適應性強的供應鏈的關鍵可見度協(xié)同立基于事件的管理綜合的技術平臺轉化途徑凱捷安永網絡價值鏈結構TM理解我們適應能力強的供應鏈的觀點我們在建立適應能力強的供應鏈方面擁有豐富的經驗及實施方法ProgramImplementationTechnologyArchitectureManagement0.5-3Days4-5MonthsNVCIndex&ValueAssessmentPhase0Phase

IPhaseIIChangeManagementProgramManagementClientSCTransformationManagementOfficeSettingthePlanCreatingChange!MiningValueSupplyChainAcceleratorLaunchPadMobilizingtheCompanyPhaseIIISCStrategyNVCBlueprintTransformationRoadmapASE6–8WeeksQuickHits我們在建立適應能力強的供應鏈方面擁有豐富的經驗及實施方法Pr改革實施路線圖一般始于EarlyWinsAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframeworkTo-BePeopleandOrganizationSupplyChainKeyEnablersSystemsSupportProcessesConnectivitySharedinformationwithindustryDLOVisionAgreedCommsStrategyEstablishedPerformanceMeasuresAlignedwithBusinessObjectivesClearAccountabilitiesAssignedClearUnderstandingofCurrentSkillsSkillGapsIdentifiedStructureAlignedwithOperationalNeedsMoDWideStockVisibleInternalStockVisibleInventoryCodingUnifiedPurchasingbyCommodityPossibleInventoryDuplicationRemovedServiceLevelsDefinedClearlyDocumentedProcessesSupplyChainMeasuresAdoptedDistributionNetworkUnifiedFleetManagementProcessesEstablishedPredictiveMaintenanceCapabilityAvailableGuaranteedTurnaroundTimesCommonplacePrognosticHealthMonitoringPossibleComprehensiveUsageDataAvailableDefectReportingProceduresinPlaceUnifiedconfigurationcontrolMaintenanceActivityReportingEstablishedProductsStandardisedEnd-to-endAssetTrackingPossibleIntegratedBDRcapabilityRepairLoopVisibleSupportChainMeasuresAdoptedServiceLevelsDefinedClearlyDocumentedProcessesCollaborativeMindset(notadversarial)EmbeddedAcquisitionPerspectiveSharedSingleDLOCultureEmbeddedOperationalExcellenceTranslatedintoLogisticsExcellenceLeadingPracticeLogisticsStatusOrganisationReadyandCapableforChangeLeadingPracticeAcquisitionStatusBoundarieswithIndustryDefined“Justenough”SupplyChainEstablishedResponsiveSupplyChainEstablishedInventoryRationalised-Level2DynamicForecastingPossible‘RightFirstTime’ProceduresEstablishedInventoryManagedStrategicallyEnd-to-endSupplyChainVisibleSuppliersRationalisedIntegratedRiskManagementProceduresAdoptedAdaptiveSupplyChainEstablishedCollaborativeEngineeringCapabilityinPlaceWholeLifeManagementProcessesEstablishedDistributionIntegratedAvailabilityBasedSupportCommonplaceEngineeringProcessIntegrated-IndustrytoMoDEngineeringOperationsIntegratedCapabilityBasedSupportCommonplaceTradingPartnersCollaboratingChangeEndorsedPoliticallyAppropriatePolicyandPerformanceMeasuresAdoptedSupportProcessesStreamlinedContractsandPolicyRestructuredProcessesDefined-ClearOwnershipandGovernanceManagementAccountinginPlaceBalancedScorecardsIntegratedRABEmbeddedCommonApplicationSetsGlobalPeopleManagementDecisionsSupportToolsCommonInformationNetworkwithIndustrySecureEndtoEndConnectionEnterpriseDataWarehouseKeySystemsAlignedOpenInformationSharedSystemsinPlaceIntegratedNetworkAbilitytocleansedataCertificateslinktoGlobalDirectoryIntegratedFinancial/ActivitySystemsGlobalDirectoryEstablished-InformationModelCommonInformationNetworkInternallyClearSystemsOwnershipCommoninformationRegenerationCapabilityUnderstoodSupplyChainIntegratedwithSupportChainIncentiveProgrammesEstablishedSupplierDevelopmentProgrammeEstablishedNewApproachestoRiskManagementPaperlessPurchasingPossibleModularReplacementProgrammeEstablishedInformationAssurancePolicyReformedTradingPartnersEngagedMeasuresBasedonTargetsPerformanceMeasuresAlignedwithBusinessObjectivesTruePartnershipwithIndustryCWEInfrastructureinPlaceSingleDataEntryIntegratedChangeProgrammeManagementEstablishedImpactofChangeUnderstoodCultureSupportsChangeProgrammeDevelopourpeoplewithintherightstructureStaffCommittedtoChangeChangeLeadershipinPlaceLeadershipCompetenciesIdentifiedAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframework改革實施路線圖一般始于EarlyWinsAs-IsStre創(chuàng)造QuickWins動力的五個區(qū)域采購及電子購買庫存管理運送與貯庫LEANMANUFACTURING稅務優(yōu)化供應鏈在很多情況下QuickWins能提供整條供應鏈轉化所需的資金創(chuàng)造QuickWins動力的五個區(qū)域采購及電子購買在很多情Questions&DiscussionWemakeourclientsFamous…forSupplyChainExcellenceQuestions&DiscussionWemake創(chuàng)立適應能力強的供應鏈創(chuàng)立適應能力強的供應鏈這不是您的父輩所認知的商業(yè)環(huán)境期望在提升(人和客戶)產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鍵促成者強大的供應鏈技術已出現及已經可以應用環(huán)境經常在改變我們在接近可管理性的極限嗎?這不是您的父輩所認知的商業(yè)環(huán)境期望在提升(人和客戶)我們在接很少的供應鏈表現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%供應鏈表現資料來源:凱捷安永/

IndustryWeek

供應鏈研究很少的供應鏈表現良好極好很好好良好差05%10%15%20對這些改變的反映

不可輕心資料來源:GartnerGroup“在2004年之前,那些失敗應用供應鏈管理技術及程序的企業(yè)中,90%會失去他們首選供應商的地位(.8的概率)”對這些改變的反映

不可輕心資料來源:Gartner主動企業(yè)的市場價值時間EVA/股東價值企業(yè)范圍供應鏈機率當前方案固定資本功效稅款減至最小限度唯一沒變的是—

股東價值仍是我們的目標!

總成本減至最小限度運營資金功效利潤成長主動企業(yè)的市場價值時間EVA/企業(yè)范圍供應鏈機率當前方案固定三代供應鏈管理方式商業(yè)尺度功能優(yōu)化綜合Silo組織部門表現成本決定功能性技術局部的解決方案

時間幾周或幾月三代供應鏈管理方式功能優(yōu)化綜合Silo組織部門表現成三代供應鏈管理方式商業(yè)尺度功能優(yōu)化綜合的供應鏈綜合部門企業(yè)組織部門集中表現成本成本與服務決定功能性流程主導技術局部的解決方案ERP/Bolt-on

時間幾周或幾月幾天或幾周三代供應鏈管理方式功能優(yōu)化綜合的供應鏈綜合部門企業(yè)組織三代供應鏈管理方式商業(yè)尺度功能優(yōu)化綜合的供應鏈適應性強的供應鏈綜合Silo企業(yè)擴大企業(yè)范圍組織部門集中協(xié)同表現成本成本與服務收入及利潤決定功能性流程主導EventBasedAgentAssisted技術局部的解決方案ERP/Bolt-on完整的網絡連接

時間幾周或幾月幾天或幾周實時三代供應鏈管理方式功能優(yōu)化綜合的供應鏈適應性強的供應鏈綜合適應性強的供應鏈

在三個水平上運作生態(tài)系統(tǒng)工程學網絡設計消費者主導戰(zhàn)略供應及需求計劃利潤及收入優(yōu)化資產管理運作訂購管理補貨履行/交貨

執(zhí)行被重要的促成者所支持適應性強的供應鏈

在三個水平上運作生態(tài)系統(tǒng)工程學網絡設計消費理解我們適應能力強的供應鏈的觀點需求和供應管理一體化適應性強的供應鏈的關鍵可見度協(xié)同立基于事件的管理綜合的技術平臺

轉化途徑凱捷安永網絡價值鏈結構TM理解我們適應能力強的供應鏈的觀點購買遷移制造供應鏈最終顧客服務了解目標銷售每個公司的戰(zhàn)略應該建立在供應和需求管理的一體化上購買遷移制造供應鏈最終顧客服務了解目標銷售每個公司的戰(zhàn)略應該通過供求管理的一體化來增長利潤銷售渠道顧客分類

當前狀況

OrdersinFulfillment實時成本短期計劃能夠提交供應鏈需求

當前狀況

CurrentOfferPortfolio

價錢/優(yōu)惠服務需求需求模式提議調整提議訂購訂購通過供求管理的一體化來增長利潤銷售顧客當前狀況供應鏈需求國際貿易后勤供應商運送者顧客需求可見度查詢訂購庫存促銷一個適應能力強的企業(yè)擁有整個供應鏈從末端到末端的可見度LLP履行/交貨依從設定可提供性供應可見度生產量結算國際貿易供應商運送者顧客需求可見度查詢訂購庫存促銷一個適應能協(xié)同中心是適應能力強的供應鏈的關鍵促成者制造銷售協(xié)同商業(yè)基礎構造–綜合電子-中心

計劃采購運行供應商協(xié)同渠道協(xié)同協(xié)同實行新產品設計協(xié)同協(xié)同中心是適應能力強的供應鏈的關鍵促成者制造銷售協(xié)同商業(yè)基礎事件管理建立在供應鏈流程上立基于程序企業(yè)是用預先確定的標準的商業(yè)程序來管理的.一般以ERP和batchprocessing來處理交易行為用模型來處理計劃編制及優(yōu)化計算事件促成實時監(jiān)控參數及事件擴大的企業(yè)內部環(huán)境內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)化計算事件管理建立在供應鏈流程上立基于程序事件促成適應能力強的技術構造

網絡目錄用戶檔案,程序及數據繪制程序資料庫用戶程序和協(xié)助者應用軟件處理和數據數據應用數據應用數據應用數據應用ERP數據綜合適應能力強的技術構造

網絡目錄程序資料庫應用軟件凱捷安永端到端供應鏈方案的框架TM汽車工業(yè)能源業(yè)高科技醫(yī)療/生命科學業(yè)消費產品及物流分配業(yè)其他凱捷安永端到端供應鏈方案的框架TM汽車工業(yè)TechnologyArchitectureSUPPLIERCOMMUNICATORPlanningFulfillmentTransportationSourcingManufacturingProcurement(direct/indirect)Demand&SupplySynchronizationServicesHUB’sSetBasedDesign&TransitionPlanningCapacitySourcing凱捷安永的網絡價值鏈

(NetworkValueChain)參考結構CUSTOMERCOMMUNICATORFulfillmentProvidersSuppliersManufacturingSourcingFulfillmentEXECUTIVEDASHBOARDPrice–RevenueOptimizationCustomersegmentationandproduct/servicebundlesfordifferentiation.CustomerSegment&ServiceLevelStrategyCampaignMgmt.ProductPriceServicePromotionPlacementRealTimeOrderManagementsmReal-timeproductconfiguration,promising,andstatus.ConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDemand/SupplyPlanningandMatchingReal-timecollaborationwithmanufacturingandsuppliers.DemandPlanningSupplyPlanningExecutionNearreal-timecoordinationofinternalactivitieswithsuppliers,assemblers,logisticsprovidersforoptimalinventoryandservicePurchasingMgmt.ManufacturingMgmt.DistributionMgmt.CUSTOMERCOMMUNICATORCo-managedInventorySynchronizedInventoryInventoryManagementInternetPrice-RevCampaignMgmt.RTOMProductPriceServicePromotionPlacementCustomerSegment&ServiceLevelStrategyConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDesignNew

ChannelsStandardChannelSalesCo-managedInventoryChannelHUB’sSUPPLIERCOMMUNICATORB2BMarketplacesB2C&B2BMarketplacesSupportProcesses

ProductLifecycleManagement-Realtimeproductdevelopmentcollaborationwithsuppliers,customers,andwithintheenterprise.LaunchAndPost-LaunchSupportPortfolioManagementComponentSupplyManagementProductDevelopment3PLsContractMFGFulfillmentManufacturingTechnologyArchitectureSPlanniNVC參考結構有四個階層Processarchitecture –detailedclosed-loopprocessflows,responsibilities,cycletimes,workflowsGovernancearchitecture –ownershipandinfluenceofdecisions,policies,decisionflows,objectsIntegrationarchitecture –roles,responsibilities,organisation,control-system,performancemeasuresApplicationarchitecture –applications,functionality,data&flows,interfaces,middlewarePhysicalarchitecture –servers,drives,firewalls,network,scalability,reliability,security,management

PhysicalHardwareSiteandNetworkPlanGovernanceOwnershipBusinessProcessModelApplicationsLandscapeX

:ProvisionX

:CallCnterX

:OMX

:FinanceX

:Billing::::::22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitectureNVC參考結構有四個階層PhysicalHardware綜合優(yōu)化價值鏈的企業(yè)案例MillionsGrossDIVCOS

potential=$0.65/Bbl(€4.2/MT)$100$200$300后勤及分配排期的效率庫存可見度進行中的主動的財政可見度預測精確度花費/風險

管理其他行政花費彈性增加銷量對變化的抵抗力DIVCOS

價值陳述下游價值鏈利潤升高的實例$210M$0綜合優(yōu)化價值鏈的企業(yè)案例MillionsGrossDIV理解我們適應能力強的供應鏈的觀點需求和供應管理一體化適應性強的供應鏈的關鍵可見度協(xié)同立基于事件的管理綜合的技術平臺轉化途徑凱捷安永網絡價值鏈結構TM理解我們適應能力強的供應鏈的觀點我們在建立適應能力強的供應鏈方面擁有豐富的經驗及實施方法ProgramImplementationTechnologyArchitectureManagement0.5-3Days4-5MonthsNVCIndex&ValueAssessmentPhase0Phase

IPhaseIIChangeManagementProgramManagementClientSCTransformationManagementOfficeSettingthePlanCreatingChange!MiningValueSupplyChainAcceleratorLaunchPadMobilizingtheCompanyPhaseIIISCStrategyNVCBlueprintTransformationRoadmapASE6–8WeeksQuickHits我們在建立適應能力強的供應鏈方面擁有豐富的經驗及實施方法Pr改革實施路線圖一般始于EarlyWinsAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframeworkTo-BePeopleandOrganizationSupplyChainKeyEnablersSystemsSupportProcessesConnectivitySharedinformationwithindustryDLOVisionAgreedCommsStrategyEstablishedPerformanceMeasuresAlignedwithBusinessObjectivesClearAccountabilitiesAssignedClearUnderstandingofCurrentSkillsSkillGapsIdentifiedStructureAlignedwithOperationalNeedsMoDWideStockVisibleInternalStockVisibleInventoryCodingUnifiedPurchasingbyCommodityPossibleInventoryDuplicationRemovedServiceLevelsDefinedClearlyDocumentedProcessesSupplyChainMeasuresAdoptedDistributionNetworkUnifiedFleetManagementProcessesEstablishedPredictiveMaintenanceCapabilityAvailableGuaranteedTurnaroundTimesCommonplacePrognosticHealthMonitoringPossibleComprehensiveUsageDataAvailableDefectReportingProceduresinPlaceUnifiedconfigurationcontrolMaintenanceActivityReportingEstablishedProductsStandardisedEnd-to-endAssetTrackingPossibleIntegratedBDRcapabilityRepairLoopVisibleSupportChainMeasuresAdoptedServiceLevelsDefinedClearlyDocumentedProcessesCollaborativeMindset(notadversarial)EmbeddedAcquisitionPerspectiveSharedSingleDLOCultureEmbeddedOperationalExcellenceTranslatedintoLogisticsExcellenceLeadingPracticeLogisticsStatusOrganisationReadyandCapableforChangeLeadingPracticeAcquisitionStatusBoundarieswithIndustryDefined“Justenough”SupplyChainEstablishedResponsiveSupplyChainEstablishedInventoryRationalised-Level2DynamicForecastingPossible‘RightFirstTime’ProceduresEstablishedInventoryManagedStrategicallyEnd-to-endSupplyChainVisibleSuppliersRationalisedIntegratedRiskManagementProceduresAdoptedAdaptiveSupplyChainEstablishedCollaborativeEngineeringCapabilityinPlaceWholeLifeManagementProcessesEstablishedDistributionIntegratedAvailabilityBasedSupportCommonplaceEngineeringProcessIntegrated-IndustrytoMoDEngineeringOperationsInteg