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AgendaTheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagementAgendaTheSupplyChainChallenAgendaTheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagementAgendaTheSupplyChainChallenWhyisE&HTindustryfocusingonSupplyChainexcellence?
SupplyChainImpactsGreatercustomerservice(i.e.,highermarketshare,greatergrossmargins)LowerrawmaterialsandfinishedgoodsinventoryShorter“order-to-cash”cyclesRevenueCostsWorkingCapitalFixedCapitalShareholderValueProfitabilityInvestedCapitalFewerphysicalassets(i.e.,plants,warehouses,materialhandlingequipment,trucks,etc.)Lowercostofgoodssold,transportation,warehousing,materialhandlinganddistributionmanagementcostsSupplyChainimprovementscanimpactalldriversofshareholdervalueWhyisE&HTindustryfocusingSELLMAKE&MOVEDESIGNTheboundariesofthetraditionalSupply/ValueChainarenolongerdefinedwithanyclarityduetoreactiontoincreasingcomplexityTheChallengeofDisintegration
SuppliersPLANCustomersBUYB2BExchanges(Converge,e2Open,etc.)3PLs(TNT,DHL,DeutschePost,UPSWorldwide,Schenker-BTL,Exel,etc)CEM/EMS(Flextronics,Solectron,etc.)ChannelPartners(IngramMicro,C2000,Computacentre,Techdata,
ICL,GECapital,WMData,etc.)SELLMAKE&MOVEDESIGNTheboundSELLMAKE&MOVEDESIGNPLANSuppliersCustomersCEM/EMS(Flextronics,Solectron,etc.)BUYB2BExchanges(Converge,e2Open,etc.)3PLs(TNT,DHL,DeutschePost,UPSWorldwide,Schenker-BTL,Exel,etc)CollaborativecapabilitiesTheopportunitycomesfromoperatingtheconnectedSupplyChainasacollaborativeentityTheopportunity
ChannelPartners(IngramMicro,C2000,Computacentre,Techdata,
ICL,GECapital,WMData,etc.)SELLMAKE&MOVEDESIGNPLANSupplAgendaTheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagementAgendaTheSupplyChainChallenTheintelligentSupplyChainJourneyTheiSCJourney
RelationshipsAlongtheSupplyChainScopeofImpactWithinBusinessActivitiesTraditionalOptimisationIntegrationIntegratedStep1: Integratefunctionsofthe existingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationAcrossAlliancePartnersSynchronisationIncreasingCapabilities,IncreasingBenefitsThepathtowardsiSCvisionisanevolutionfrom
thetraditionalSupplyChaintotheeSynchronisedSupplyChainTheintelligentSupplyChainJSuppliersManufacturersDistributorsDemandSignalDemandSignalStep1-Integration
Thefocusisontheco-ordinationofinternal
activitieswithintheManufacturerandthe
relationshipisone-waySuppliersManufacturersDistribuTheintelligentSupplyChainJourneyTheiSCJourney
RelationshipsAlongtheSupplyChainScopeofImpactWithinBusinessActivitiesTraditionalOptimisationIntegrationIntegratedStep1: Integratefunctionsofthe existingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep2: Improvecollaborationandcontrolwithvendors,customersAcrossAlliancePartnersSynchronisationIncreasingCapabilities,IncreasingBenefitsThepathtowardsiSCvisionisanevolutionfrom
thetraditionalsupplychaintotheeSynchronisedSupplyChainTheintelligentSupplyChainJSuppliersManufacturersDistributorsDistributorsSuppliersDemandSignalDemandSignalSupplySignalSupplySignalThefocusisontheManufacturer,Tier1CustomerandSuppliersworkingtogethertooptimizetheirSupplyChainbysharinginformation,makingjointdecisions,andusingcommontoolsandprocessesStep2-CollaborationSuppliersManufacturersDistribuTheintelligentSupplyChainJourneyTheiSCJourney
RelationshipsAlongtheSupplyChainScopeofImpactWithinBusinessActivitiesTraditionalOptimisationIntegrationIntegratedStep1: Integratefunctionsofthe existingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep2: Improvecollaborationandcontrolwithvendors,customersAcrossAlliancePartnersSynchronisationeSynchronisationStep3: VirtuallySynchronisethesupplychainacrossplayersintoonelogicalenterpriseWeb-BasedEntrantsIncreasingCapabilities,IncreasingBenefitsThepathtowardsiSCvisionisanevolutionfrom
thetraditionalsupplychaintotheeSynchronisedSupplyChainTheintelligentSupplyChainJCustomersContractManufacturersCustomersSuppliersManufacturersDistributorsDistributorsSuppliersTier2SuppliersTier2Suppliers3PLDemandSignalSupplySignalThisisanextensionofsupplychaincollaborationwherethecollaborationextendsupanddowntheSupplyChaintomultiplesuppliersandcustomersStep3-eSynchronisation
CustomersContractManufacturerCustomersContractManufacturersCustomersSuppliersDistributorsDistributorsSuppliersTier2SuppliersTier2Suppliers3PLDemandSignalSupplySignalKingmakerTheiSCVision
TheiSCconceptisbasedonthepremisethattheSupplyChain‘kingmaker’willsynchronizetheplanningprocesseswithallSupplyChainpartnersCustomersContractManufactureriSCVisionManageInformationNotAssetsBetheSupplyChainKingmakerTakecontroloftheSupplyChaindecisionprocessOut-sourcenon-corecapabilities(CEMs,3PLs)CollaborationProcessintegrationmoreimportantthantechnologyintegrationOwnthecustomer/supplier/CEM/3PL–TradingPartnersBuildFlexibilityNotCapacityorInventoryBuildflexibilityintotheSupplyChain–postponementstrategiesHavetheinfrastructuretorespondtobothexternal
&internalforcesUseAPSTechnologyasanEnablerImplementthetoolstosupporttheSupplyChaindecisionprocess–visibilityacrosstheSupplyChainHavethetechnologytorespondtobothexternal&internalforcesSpeedSpeedtoMarketSpeedtoCustomerSpeedtoChange12345iSCVision
The5principlesofintelligentSupplyChainsiSCVisionManageInformationNQuantifyingtheBenefits
DemandPlanning2-5%ofsalesProductionPlanning5-10%ofproductioncostsMaterialsPlanning1-2%ofinventorycostsCarrier&RouteMgmt.10-20%oftransportcostsTransportationScheduling5-10%oftransportcostsDesigntoSpecifications5-10%ofdesigncycletimeConcurrentEngineering15-33%oftimetomarketInventoryManagement5-10%ofinventorycostsSupplierManagement1-2%ofinventorycostsSource:AccentureSupplyChainValueAssessment:HightechIndustryCollaborative
SupplyChainFunctionIntelligentSupplyChainOperationsSupplyChainActivityTypicalBenefitRangeCollaborative
DemandandSupplyPlanningCollaborative
LogisticsOperationsCollaborativeProductDesignCollaborativeMaterialsManagementQuantifyingtheBenefits
DemanAgendaTheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagementAgendaTheSupplyChainChallenLeadingproviderofB2BandSupplyChainsolutionsProvidesplanning,executionandcollaborativeoptimisation.iSCuses:SCP,DP,CP-DC,CP-PC,TMandTOERPsolutionproviderwithlargeinstallbaseacrossmanyindustriesProvidestransactionbackboneCommonlyusedDBplatformacrossindustriesProvidesdatabaseplatformSolutionproviderofcollaborativedesignandchangeordermanagementProvidescollaborativedesignsolutionssupportingNewProductIntroductionandDesignChangeManagementscenariosOverviewUseiniSCSolutionproviderfore-businesssoftwareapplicationPureECommerceprovidesordermanagementandmonitoringsolutionsupportingSupplyChainResponsivenessscenariosLeadingTechnology
LeadingproviderofB2BandSuConstrainedBasedSupplyPlanningDemandPlanningCollaborativeForecastsMgtCollaborativeSupplierMgtOrderManagementTransportationExecutionCarrier&RouteMgtTransportationPlanningTrack&TraceAvailableToPromiseNewProductIntroductionOrderExecutionDesignChangeManagementSuppliersCustomersWhatisiSC?ConstrainedBasedDemandCollabScenarioValueDescriptionCollaborativeSupplierManagementThisscenariodemonstrateshowunforeseensupplyconstraintscanberespondedtorapidlyandeffectivelybymaximisingthevalueofrelationshipswithmultiplesuppliersDesignChangeManagementNewProductIntroductionThisscenariodemonstrateshowthedesignchangeprocesscanbestreamlinedthroughcollaborativedesignThisscenariodemonstrateshowthedesignprocessfornewproductscanbeexpeditedthroughcollaborativedesignSupplyChainResponsivenessThisscenariodemonstrateshowunseasonaldemandcanbeefficientlymetthroughvisibilityofallmanufacturingoperationsrealizedbyrunningmultiplestrategies,enabling3rdpartytoseedemandwithcollaborationThisscenariodemonstrateshowunforeseenproblemscanberespondedtorapidlyandeffectivelywithinthesupplychain,thusminimisingtheimpactoncustomerserviceManagingInfrastructureFlexibilityManagingInventoryObsolescenceThisscenariodemonstratesthecross-regionaldeploymentofinventoryinresponsetoalocaldecreaseindemandduetotheintroductionofanewproductbyacompetitorcompanCollaborativeForecastManagementThisscenariodemonstrateshowaccuratedemandforecastcanbegeneratedwiththefullcooperation/collaborationofinternalandexternalpartiesinthesaleschannelScenariosCriticalSupplyChaincapabilitieshavebeenmappedagainsteachofthe7scenariosthatareusedintheiSCdemonstration
ScenarioValueDescriptionCollabNewProductIntroductionManufacturingInfrastructureFlexibilityCollaborativeForecastManagementSupplyChainResponsivenessDesignChangeManagementCollaborativeSupplierManagementManagingInventoryObsolescenceDemandPlanning2-5%ofsalesProductionPlanning5-10%ofproductioncostsMaterialsPlanning1-2%ofinventorycostsCarrier&RouteMgmt.10-20%oftransportcostsTransportationScheduling5-10%oftransportcostsDesigntoSpecifications5-10%ofdesigncycletimeConcurrentEngineering15-33%oftimetomarketInventoryManagement5-10%ofinventorycostsSupplierManagement1-2%ofinventorycostsSource:AccentureSupplyChainValueAssessment:HightechIndustryCollaborative
SupplyChainFunctionIntelligentSupplyChainOperationsSupplyChainActivityTypicalBenefitRangeCollaborative
DemandandSupplyPlanningCollaborative
LogisticsOperationsCollaborativeProductDesignCollaborativeMaterialsManagementiSCScenarioQuantifyingthebenefitsoftheiSCscenarios
NewProductCollaborativeSupplyAgendaTheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagementAgendaTheSupplyChainChallenRespondtounforeseensupplyconstraintsrapidlyandeffectivelybymaximisingthevalueofrelationshipswithmultiplesuppliersCollaborativeSupplierManagementRespondtounforeseensupplycScenarioSummaryThisscenariodemonstrateshowunforeseensupplyconstraintscanberespondedtorapidlyandeffectively,bymaximisingthevalueofcloserelationshipswithmultiplesuppliers.Theobjectiveofthescenarioistodemonstratehowcollaborationwithsuppliersenablesashortfallinavailablematerialstobeovercomeallowingfinalplanningtotakeplace.FinalPlanProducedCustomerOrderEnteredSCPCP-PCSCPInternetEnabledProcurementCollaborationProductionRequirementsPlannedR/3OrderProcessing
CollaborativeSupplierManagementScenarioSummaryFinalCustomiTecActiveDataWarehousePrimarySupplier-SeahorseSecondarySupplier-DolphinCustomerOrderiTecCustomerservicesenteranorderinSAPiTecActivePrimarySupplier-SiTecActiveDataWarehousePrimarySupplier-SeahorseSecondarySupplier-DolphinCustomerOrderSCPTheorderdetailsarepassedtoSupplyChainPlanner(SCP)thatanalysesthecurrentinventoryandmaterialsavailability,andplansthematerialsrequirementsnecessarytofulfiltheorder.iTecActivePrimarySupplier-SiTecActiveDataWarehousePrimarySupplier-SeahorseSecondarySupplier-DolphinCustomerOrderSCPThematerialsrequirementsarepostedonCollaborationPlannerProcurementCollaborator(CP-PC)fortheattentionofiTec’sprimary&secondarysuppliersofthenecessarygoods.CP-PCWebBrowserCP-PCWebBrowseriTecActivePrimarySupplier-SiTecActiveDataWarehousePrimarySupplier-SeahorseSecondarySupplier-DolphinCustomerOrderSCPSeahorselogsontoCP-PCandtheirMaterialPromise.Duetoaproductionfault,theycannotmeetiTecfullrequirements.CP-PCWebBrowserCP-PCWebBrowseriTecActivePrimarySupplier-SiTecActiveDataWarehousePrimarySupplier-SeahorseSecondarySupplier-DolphinCustomerOrderSCPTheiTecplanningteamreceivesthealertfromSeahorseandimmediatelycontactDolphintorequestanincreaseinsupplyrelativetotheinitialproportionalrequestgeneratedinSCP.CP-PCWebBrowserCP-PCWebBrowserCP-PCWebBrowseriTecActivePrimarySupplier-SiTecActiveDataWarehousePrimarySupplier-SeahorseSecondarySupplier-DolphinCustomerOrderSCPDolphinlogsontoCP-PC.Receivingthealert,theyarenowawareofthesituationandcanupdatetheirsupplypositionaccordingly.CP-PCWebBrowserCP-PCWebBrowserCP-PCWebBrowseriTecActivePrimarySupplier-SiTecActiveDataWarehousePrimarySupplier-SeahorseSecondarySupplier-DolphinCustomerOrderSCPMaterialpromisesfrombothsuppliersaresentbacktoSCPforfinalplanning.CP-PCWebBrowserCP-PCWebBrowserCP-PCWebBrowseriTecActivePrimarySupplier-SAgendaTheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagementAgendaTheSupplyChainChallenAgendaTheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagementAgendaTheSupplyChainChallenWhyisE&HTindustryfocusingonSupplyChainexcellence?
SupplyChainImpactsGreatercustomerservice(i.e.,highermarketshare,greatergrossmargins)LowerrawmaterialsandfinishedgoodsinventoryShorter“order-to-cash”cyclesRevenueCostsWorkingCapitalFixedCapitalShareholderValueProfitabilityInvestedCapitalFewerphysicalassets(i.e.,plants,warehouses,materialhandlingequipment,trucks,etc.)Lowercostofgoodssold,transportation,warehousing,materialhandlinganddistributionmanagementcostsSupplyChainimprovementscanimpactalldriversofshareholdervalueWhyisE&HTindustryfocusingSELLMAKE&MOVEDESIGNTheboundariesofthetraditionalSupply/ValueChainarenolongerdefinedwithanyclarityduetoreactiontoincreasingcomplexityTheChallengeofDisintegration
SuppliersPLANCustomersBUYB2BExchanges(Converge,e2Open,etc.)3PLs(TNT,DHL,DeutschePost,UPSWorldwide,Schenker-BTL,Exel,etc)CEM/EMS(Flextronics,Solectron,etc.)ChannelPartners(IngramMicro,C2000,Computacentre,Techdata,
ICL,GECapital,WMData,etc.)SELLMAKE&MOVEDESIGNTheboundSELLMAKE&MOVEDESIGNPLANSuppliersCustomersCEM/EMS(Flextronics,Solectron,etc.)BUYB2BExchanges(Converge,e2Open,etc.)3PLs(TNT,DHL,DeutschePost,UPSWorldwide,Schenker-BTL,Exel,etc)CollaborativecapabilitiesTheopportunitycomesfromoperatingtheconnectedSupplyChainasacollaborativeentityTheopportunity
ChannelPartners(IngramMicro,C2000,Computacentre,Techdata,
ICL,GECapital,WMData,etc.)SELLMAKE&MOVEDESIGNPLANSupplAgendaTheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagementAgendaTheSupplyChainChallenTheintelligentSupplyChainJourneyTheiSCJourney
RelationshipsAlongtheSupplyChainScopeofImpactWithinBusinessActivitiesTraditionalOptimisationIntegrationIntegratedStep1: Integratefunctionsofthe existingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationAcrossAlliancePartnersSynchronisationIncreasingCapabilities,IncreasingBenefitsThepathtowardsiSCvisionisanevolutionfrom
thetraditionalSupplyChaintotheeSynchronisedSupplyChainTheintelligentSupplyChainJSuppliersManufacturersDistributorsDemandSignalDemandSignalStep1-Integration
Thefocusisontheco-ordinationofinternal
activitieswithintheManufacturerandthe
relationshipisone-waySuppliersManufacturersDistribuTheintelligentSupplyChainJourneyTheiSCJourney
RelationshipsAlongtheSupplyChainScopeofImpactWithinBusinessActivitiesTraditionalOptimisationIntegrationIntegratedStep1: Integratefunctionsofthe existingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep2: Improvecollaborationandcontrolwithvendors,customersAcrossAlliancePartnersSynchronisationIncreasingCapabilities,IncreasingBenefitsThepathtowardsiSCvisionisanevolutionfrom
thetraditionalsupplychaintotheeSynchronisedSupplyChainTheintelligentSupplyChainJSuppliersManufacturersDistributorsDistributorsSuppliersDemandSignalDemandSignalSupplySignalSupplySignalThefocusisontheManufacturer,Tier1CustomerandSuppliersworkingtogethertooptimizetheirSupplyChainbysharinginformation,makingjointdecisions,andusingcommontoolsandprocessesStep2-CollaborationSuppliersManufacturersDistribuTheintelligentSupplyChainJourneyTheiSCJourney
RelationshipsAlongtheSupplyChainScopeofImpactWithinBusinessActivitiesTraditionalOptimisationIntegrationIntegratedStep1: Integratefunctionsofthe existingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep2: Improvecollaborationandcontrolwithvendors,customersAcrossAlliancePartnersSynchronisationeSynchronisationStep3: VirtuallySynchronisethesupplychainacrossplayersintoonelogicalenterpriseWeb-BasedEntrantsIncreasingCapabilities,IncreasingBenefitsThepathtowardsiSCvisionisanevolutionfrom
thetraditionalsupplychaintotheeSynchronisedSupplyChainTheintelligentSupplyChainJCustomersContractManufacturersCustomersSuppliersManufacturersDistributorsDistributorsSuppliersTier2SuppliersTier2Suppliers3PLDemandSignalSupplySignalThisisanextensionofsupplychaincollaborationwherethecollaborationextendsupanddowntheSupplyChaintomultiplesuppliersandcustomersStep3-eSynchronisation
CustomersContractManufacturerCustomersContractManufacturersCustomersSuppliersDistributorsDistributorsSuppliersTier2SuppliersTier2Suppliers3PLDemandSignalSupplySignalKingmakerTheiSCVision
TheiSCconceptisbasedonthepremisethattheSupplyChain‘kingmaker’willsynchronizetheplanningprocesseswithallSupplyChainpartnersCustomersContractManufactureriSCVisionManageInformationNotAssetsBetheSupplyChainKingmakerTakecontroloftheSupplyChaindecisionprocessOut-sourcenon-corecapabilities(CEMs,3PLs)CollaborationProcessintegrationmoreimportantthantechnologyintegrationOwnthecustomer/supplier/CEM/3PL–TradingPartnersBuildFlexibilityNotCapacityorInventoryBuildflexibilityintotheSupplyChain–postponementstrategiesHavetheinfrastructuretorespondtobothexternal
&internalforcesUseAPSTechnologyasanEnablerImplementthetoolstosupporttheSupplyChaindecisionprocess–visibilityacrosstheSupplyChainHavethetechnologytorespondtobothexternal&internalforcesSpeedSpeedtoMarketSpeedtoCustomerSpeedtoChange12345iSCVision
The5principlesofintelligentSupplyChainsiSCVisionManageInformationNQuantifyingtheBenefits
DemandPlanning2-5%ofsalesProductionPlanning5-10%ofproductioncostsMaterialsPlanning1-2%ofinventorycostsCarrier&RouteMgmt.10-20%oftransportcostsTransportationScheduling5-10%oftransportcostsDesigntoSpecifications5-10%ofdesigncycletimeConcurrentEngineering15-33%oftimetomarketInventoryManagement5-10%ofinventorycostsSupplierManagement1-2%ofinventorycostsSource:AccentureSupplyChainValueAssessment:HightechIndustryCollaborative
SupplyChainFunctionIntelligentSupplyChainOperationsSupplyChainActivityTypicalBenefitRangeCollaborative
DemandandSupplyPlanningCollaborative
LogisticsOperationsCollaborativeProductDesignCollaborativeMaterialsManagementQuantifyingtheBenefits
DemanAgendaTheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagementAgendaTheSupplyChainChallenLeadingproviderofB2BandSupplyChainsolutionsProvidesplanning,executionandcollaborativeoptimisation.iSCuses:SCP,DP,CP-DC,CP-PC,TMandTOERPsolutionproviderwithlargeinstallbaseacrossmanyindustriesProvidestransactionbackboneCommonlyusedDBplatformacrossindustriesProvidesdatabaseplatformSolutionproviderofcollaborativedesignandchangeordermanagementProvidescollaborativedesignsolutionssupportingNewProductIntroductionandDesignChangeManagementscenariosOverviewUseiniSCSolutionproviderfore-businesssoftwareapplicationPureECommerceprovidesordermanagementandmonitoringsolutionsupportingSupplyChainResponsivenessscenariosLeadingTechnology
LeadingproviderofB2BandSuConstrainedBasedSupplyPlanningDemandPlanningCollaborativeForecastsMgtCollaborativeSupplierMgtOrderManagementTransportationExecutionCarrier&RouteMgtTransportationPlanningTrack&TraceAvailableToPromiseNewProductIntroductionOrderExecutionDesignChangeManagementSuppliersCustomersWhatisiSC?ConstrainedBasedDemandCollabScenarioValueDescriptionCollaborativeSupplierManagementThisscenariodemonstrateshowunforeseensupplyconstraintscanberespondedtorapidlyandeffectivelybymaximisingthevalueofrelationshipswithmultiplesuppliersDesignChangeManagementNewProductIntroductionThisscenariodemonstrateshowthedesignchangeprocesscanbestreamlinedthroughcollaborativedesignThisscenariodemonstrateshowthedesignprocessfornewproductscanbeexpeditedthroughcollaborativedesignSupplyChainResponsivenessThisscenariodemonstrateshowunseasonaldemandcanbeefficientlymetthroughvisibilityofallmanufacturingoperationsrealizedbyrunningmultiplestrategies,enabling3rdpartytoseedemandwithcollaborationThisscenariodemonstrateshowunforeseenproblemscanberespondedtorapidlyandeffectivelywithinthesupplychain,thusminimisingtheimpactoncustomerserviceManagingInfrastructureFlexibilityManagingInventoryObsolescenceThisscenariodemonstratesthecross-regionaldeploymentofinventoryinresponsetoalocaldecreaseindemandduetotheintroductionofanewproductbyacompetitorcompanCollaborativeForecastManagementThisscenariodemonstrateshowaccuratedemandforecastcanbegeneratedwiththefullcooperation/collaborationofinternalandexternalpartiesinthesaleschannelScenariosCriticalSupplyChaincapabilitieshavebeenmappedagainsteachofthe7scenariosthatareusedintheiSCdemonstration
ScenarioValueDescriptionCollabNewProductIntroductionManufacturingInfrastructureFlexibilityCollaborativeForecastManagementSupplyChainResponsivenessDesignChangeManagementCollaborativeSupplierManagementManagingInventoryObsolescenceDemandPlanning2-5%ofsalesProductionPlanning5-10%ofproductioncostsMaterialsPlanning1-2%ofinventorycostsCarrier&RouteMgmt.10-20%oftransportcostsTransportationScheduling5-10%oftransportcostsDesigntoSpecifications5-10%ofdesigncycletimeConcurrentEngineering15-33%oftimetomarketInventoryManagement5-10%ofinventorycostsSupplierManagement1-2%ofinventorycostsSource:AccentureSupplyChainValueAssessment:HightechIndustryCollaborative
SupplyChainFunctionIntelligentSupplyChainOperationsSupplyChainActivityTypicalBenefitRangeCollaborative
DemandandSupplyPlanningCollaborative
LogisticsOperationsCollaborativeProductDesignCollaborativeMaterialsManagementiSCScenarioQuantifyingthebenefitsoftheiSCscenarios
NewProductCollaborativeSupplyAgendaTheSupplyChainChallengeTheiSCSolutionWhathavewebuilt?CollaborativeSupplierManagementAgendaTheSupplyChainChallenRespondtounforeseensupplyconstraintsrapidlyandeffectivelybymaximisingthevalueofrelationshipswithmultiplesuppliersCollaborativeSupplierManagementRespondtounforeseensu
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