某咨詢汽車行業(yè)供應(yīng)鏈管理課件

AutomotiveBestPracticesForum

SupplyChainManagement

0AutomotiveBestPracticesForuWELCOME!Today’smeetingwillfocusontheresultsoftheSupplyChainManagementAssessment,completedby22automotivesupplierexecutivesand3vehiclemanufacturerexecutives.Introduction1WELCOME!Introduction1TableofContentsIntroduction 4-13SupplyChainManagement 14-21DefinitionsandStrategy 22-32UnderstandingExpectations 33-38SupplyChainManagement 39-47PerformanceMeasurement 48-55TechnologySolutions 56-60SCMOpportunities 61-72PageNumber2TableofContentsIntroduction IndustryForcesandIssuesIntroductionTheautomotivesupplychainisgoingthroughaperiodofunprecedentedchangeinordertomeetincreasingconsumerexpectationswithregardtoprice,delivery,andproductcustomization.Themanagingofthesupplychainpipelineisthereforefacedwithanumberofkeyissuesincluding;ElevatingsupplychainmanagementasacriticalsuccessfactortoachievingcompetitiveadvantageAligningtheorganizationalstructuretosupportglobalsupplychainmanagementEstablishingaprocessoriented,functionallyintegratedsupplychainForecastingtheimpactofchangingglobalmarketsonsupplychaincostsandcapabilitiesDefiningkeyperformanceindicatorsandmeasuringsupplychainperformanceUnderstanding,selectingandintegratingsupplychainmanagementenablingtechnologyAnticipatingandrespondingtotheimpactofsupplierconsolidationsAnticipatingandrespondingtotheimpactofOEMconsolidationsDefiningandtrackingtotalsupplychaincosts

3IndustryForcesandIssuesIntrIntroductionDefinesupplychainmanagementanditscomponentsUnderstandtheelementsofasupplychainstrategyPositiontheroleofasupplychainexecutiveIdentifytheelementsofsupplychainmanagementUnderstandtheroleofinformationtechnologyapplicationsIdentifyhowtoutilizeperformancemeasuresinthesupplychainprocessUnderstandhowtousebestpracticesandbenchmarkinginsupportofsupplychainmanagementUnderstandroleofcustomers,suppliers,andthirdpartiesforcollaborativesupport.Today’sObjectives4IntroductionDefinesupplychaiTheintegratedsupplychainconcepthasgonethroughthreedistinctphases...“Push”erafocusedondistributionoffinishedgoodsManagedWIP,rawmaterials,andfinishedgoodsasseparatefunctionsMgmtrequiredproductiontobebalancedwithcustomerrequirementsPhaseI1960-1975ImportancerealizedinintegratingoperationswithintheenterpriseComputerhorsepowerappliedtomanagematerialflowCompaniesbegantomigratefrom“inventorypush”toa“customerpull”channelPhaseII1975-1990Significantproductivityincreasescouldonlyberealizedthroughmanagingrelationships,informationandmaterialflowacrossenterprisebordersRecognizedthe“deliveryofenhancedcustomersandeconomicvaluethroughthesynchronizedmanagementoftheflowofphysicalgoodsandassociatedinformationfromsourcingtoconsumption”PhaseIIIlate80’s-presentSource:BernardLaLonde,professoremeritusoflogisticsatOhioStateUniversityHistoryofSCMSCMOverview5TheintegratedsupplychaincoThefollowingrepresentsomeoftheotherinitiativeswhichhaveeitherhelpeddeveloporhavebeenspawnedfromtheSCMmovementAgileManufacturingEfficientConsumerResponseTotalQualityManagementDirectivesChannelManagementSharedServicesConstraintBasedSchedulingChannelIntegrationValueChain(extended)FlowReplenishment/FluidDistributionDistributionResourcePlanningVendorManagedInventoryTheoryofConstraintsChangeBasedStrategyVendorManagedInventory(VMI)FlexibleManufacturingTimebasedmfg./logisticsContinuousReplenishmentPlanning(CRP)QuickResponse(QR)ReverseFlowLogisticsTheoryofConstraintsSynchronousManufacturingJust-in-time(JIT)ThirdPartyLogistics(3PL)FlexibleDistributionCategoryManagement

ContinuousReplenishmentPlanningSCMRelatedConceptsSCMOverviewJust-in-time(JIT)TotalQualityManagementSynchronousManufacturingTheoryofConstraints6ThefollowingrepresentsomeoValueComplexityFunctional“Silos”VirtualExtendedChainsIntegratedInternalSupplyChainIntegratedExternalSupplyChainSelectVendor/CustomerCollaborationSelectedCross-functionalTeamingInternallyFocusedOptimization

COLLABORATIONPULLPUSHSCMContinuumSupplyChainContinuumSCMOverview7ValueComplexityFunctional“SilAsurveyconductedonsupplychainessentialsresultedinamanagementresponsefrom451companiesin25countriesAlmostone-third(29%)ofthecompaniessurveyeddonotinvolvetheirsuppliersininventorymanagementNearlyone-quarterofthecompanies(22%)donotinvolvetheircustomersinplanningmanufacturingrequirementsOnly13%ratedtheirabilitytocommunicatewithcustomersonforecastingasstrong1.Planninganddeployinginventoryeffectively2.Providingpredictabledeliveryperformance3.Creatingnewproductsandservices4.Reducingorderfulfillmentcycletime5.Havingproductsinstock6.Decreasingmanufacturingcycletime7.Reducingtransportationcosts8.Reducingcustomerreturns9.CommunicatingelectronicallywithcustomersandsuppliersTopSupplyChainEssentialsSource:1997KPMG/NorthwesternSupplyChainStudyCurrentStateof

SCMMovementSCMOverview8AsurveyconductedonsupplycDegreeofCompletionThemajorityofcompaniesareimplementingsupplychaininitiatives.Thisfigurehasincreaseddramaticallyfrom10%reportedin1996.Question35%35%60%0%0%0%0%10%20%30%40%50%60%70%80%90%100%ImprovementinitiativesarecompletePlantobeginaddressinginitiativesbeyond2000NoinitiativesoropportunitiesplannedPlantobeginaddressinginitiativesduring1999CurrentlyevaluatingimprovementopportunitiesCurrentlyimplementinganimprovementinitiative(s)%ofRespondentsSCMOverview9DegreeofCompletionThemajoriTherearemanyapproaches,concepts,models,andideologiesdevelopedtodescribeSCMPlanSourceMakeDeliverBuysfromManufacturer/WholesalerStoresinwarehousesMovesitto

RetailersStoresitonshelvesSellsittoCustomersSupplierW’houseW’houseRetailRetailCustomerTrucksSCMApproachesSCMOverview10Therearemanyapproaches,conSourceThisportionofthemodelpertainstoprocurementofgoods(rawmaterials,semi-finished,orfinished)andservices.Partnershipbuilding,strategicsourcing,organizationcompatibility,technologicalcapabilities,andcommitmentstocontinuousimprovementareallimportantelements.ProduceThissectionofthemodeladdressesthephysicalmanufacturingprocessandanycorrespondingconstraints,ifapplicable.Productionscheduling,laborscheduling,andminimizingdowntimeandsetupcostsareallkeyfactorsintheproductionprocessandsupplychainmanagement.Moreimportantly,thecoordinationoftheseeffortswithotherfunctionalareasofacompanymustbeevaluatedtoensurethegreatestsupplychainefficiency.StoreTheStoresegmentofthemodelreferstoreceivingandshippingpractices,inventorymanagement,warehousemanagement,andselectionofproductsfordistribution.Internalvs.outsourcingalternatives,processflows,layouts,andstorage-densitypracticesmustbeevaluatedintermsofcost,quality,andspeed.Theeconomicandcompetitiveconsequencesofvariouswarehousingstrategiesmustbeanalyzedtoensureabetterreturnonassetsandlong-term,bottom-lineimpact.

SupplyChainModelSCMOverview11SourceStore

SupplyChainModelPlanDisciplinedplanningisneededtomaximizethecoordinationofsupplychainfunctions.Inaddition,itisimportantthatanoverallstrategicplanandgoalsexistinordertoprovideacommonanduniformdirectiontothedifferentoperatingfunctions.Thisinformationmustbeaccurate,timely,andfreelyshared.Forecastingispartoftheplanningprocess,inadditiontotheintegrationandcollaborationofprocessesandpractices.TransportThissectioncoversthemovementofgoodsfromthesuppliertotheproductionfacilityand/ordistributioncenterandfromthedistributioncentertothecustomer.Regulations,litigation,technology,relationships,customerexpectations,anddeliveryalternativesareallimportantcomponents.Therightstrategy,includingpartneringrelationships,candifferdramaticallyfromonemarkettothenext.SellAttracting,managing,andretainingcustomersisthemainfocusoftheSellingsectionofthemodel.Abetterunderstandingofcustomers’needs,goalsandbehaviorcanimproveproductdevelopmentanddelivery.Policies,procedures,processes,andsystemsaresignificantfactorswhichmustbeexaminedinordertoimproveserviceandincreasecustomersatisfaction.SupplyChainModelSCMOverview12PlanTransportSupplyChainModeFosterALeadershipDrivenSupplyChainStrategyDevelopITStrategyandInfrastructureAssessCustomerNeeds&SegmentsDevelopSupplyChainStructureAlign&

Monitor

KeyPerformanceIndicatorsThefollowingmodelhasbeendevelopedasaguidefordiscussinganeffectivesupplychainmanagementsolutionGuidingPrinciplesofSCMDefinitionandStrategies13FosterALeadershipDrivenSupDevelopITStrategyandInfrastructureAssessCustomerNeeds&SegmentsDevelopSupplyChainStructureAlign&

Monitor

KeyPerformanceIndicatorsFosterALeadershipDrivenSupplyChainStrategyDevelopastrategicvisionalignedwithcustomersFocusonoptimizingtheentiresupplychainIdentifygoalsanddevelopprioritizationproceduresMaintainfocuson“big-bang”goalsbutimplementinstagesLeadfromthetopFosterALeadership

DrivenSCStrategyDefinitionandStrategies14DevelopITStrategyandInfrasSUPPLIERDISTRIBUTIONCONSUMERMANUFACTURINGCUSTOMERWhatistheSupplyChain?Thesupplychainisacompilationofactivities,functions,andprocedureswhichenablerawmaterialstobeconvertedintoproducts,deliveredandconsumedbyendusers...SupplyChainDefinitionDefinitionandStrategies...includingfunctionalactivitiesInformationTechnologySourcingOrder

ProcessingProduction

SchedulingProcurementCustomer

ServiceInventory

ManagementTransportationWarehousing15SUPPLIERDISTRIBUTIONCONSUMERMAWhatisSupplyChainManagement(SCM)?Itisthecoordinationandintegrationofalltheseactivities...1.TheSupplyChainCouncil

2.SupplyChainManagement“Fromyoursupplier’ssuppliertoyourcustomer’scustomer”1“Theartofmanagingtheflowofmaterialsandproductsfromsourcetouser”2SUPPLIERDISTRIBUTIONCONSUMERMANUFACTURINGCUSTOMER

...intoaseamlessprocessSupplyChainManagementDefinedDefinitionandStrategies16WhatisSupplyChainManagemenSupplyChainManagementrefersto…Managingtheentiresupplychainflowfromrawmaterialprocurement,distributiontomanufacturingfacilities,processingfinishedgoods,distributiontowarehousesworldwideandtoendcustomer.Successfulperformancebyallorganizationsandresourcesintheproductionanddeliveryofproductsandservicestocustomers.Extendingcompanyboundariestosuppliernetworkthroughinformationsharingfromconcepttolifeofproduct--makingsuppliersanintegralpartofthecompany.Useofpro-activematerial,acquisitionplanningsupportedbyatailoredandbenchmarkedsupplybase.Logisticsincludestheprocessesandactivitiesof…Materialsmanagementsuchasforecasting,sourcingandpurchasing,warehousingdistributionandtransportation.Movinggoodsfromsupplypointsthroughthemanufacturingprocessandtothecustomer.Planning,obtaining,producing,anddistributingmaterialandproductsinthecorrectquantities.Theentireprocurementdistribution,inventoryandwarehousesystem.Gettingproductsorservicesfromthesuppliertoyourdoor.SupplyChainManagementDefinedDefinitionandStrategiesSuppliershavemanydefinitionsofsupplychainmanagement.Thekeyistodefineitintermsoftheactivitiesthatarecrucialtothesuccessofthesupplychainprocess.Questions117SupplyChainManagementrefersMyCompanyhasawelldocumentedsupplychainstrategy 3.1 Thesupplychainstrategyisdirectlylinkedtothecorporatestrategy 3.3SupplyChainStrategyIngeneralmostcompanieshavehighlevelgoalsandmeasuresbutlackimplementationcontentsuchasbudgetandsystemsintegrationplans.Questions4&514%18%27%36%36%36%36%36%41%41%45%59%64%68%68%0%10%20%30%40%50%60%70%80%90%100%FacilityNetworkEvaluationandDesignThirdPartyRelationshipManagementPlansWarehousingManagementPlanMissionStatementManufacturingRequirementsInformationSystemsIntegrationBudgetandInvestmentRequirementsCompetitiveEnvironmentTransportationManagementRequirementsOrganizationalResponsibilitiesInventoryManagementRequirementsCustomerRequirementsandRelationshipsSourcing/ProcurementRequirementsPerformanceMeasuresPerformanceGoalsandObjectives*LevelofAgreement*Where1=Disagree,2=SomewhatDisagree,3=Neutral,4=SomewhatAgree,5=Agree%ofRespondentsDefinitionandStrategies18MyCompanyhasawelldocumentTitle:DirectororVicePresidentDepartment:PurchasingorSupplyChainManagementResponsibilities:SupplyChainExecutiveProfileOrganizationalResponsibilitiesIngeneral,SupplyChainexecutivesarenotresponsibleforcustomerfacingsalesactivitiesormanufacturing,butrathertraditionalpurchasingandlogisticaloperations.MostCommon:1.SourcingandPurchasing(68%)2.SupplyChainPlanningandNetworkDesign(64%)3.InventoryManagement(50%)4.WarehouseOperationsPlanning&Management(50%)Transportation(50%)LeastCommon1.Manufacturing(14%)2.LinkageswithSales,PromotionsandMarketing(14%)3.PackagingDesign(18%)4.SalesOrderManagement(18%)Questions11&1219Title:DirectororVicePresidManagementofthe

SupplyChain*Where1=Disagree,2=SomewhatDisagree,3=Neutral,4=SomewhatAgree,5=AgreeSeniorexecutivesareawareoftheimportanceofSupplyChainManagementbutlackfinancialresourcesforimplementationQuestion13Seniorexecutivesareforwardthinkingandkeepupwiththelatestmanagementtechniquesforoptimizingthesupplychainandenhancingshareholdervalue.12345Seniorexecutivesunderstandthecomplexitiesofoptimizingsupplychainperformanceandarewillingtomaketherequiredinvestments.Seniorexecutivesarededicatedtotakingsupplychainmanagementfromtheorytopractice.Supplychainmanagementisatopprioritywithseniorexecutives.Seniorexecutivesarekeenlyawareofthecompetitiveadvantagethatcanbegainedthrougheffectivemanagementofthesupplychainprocess.Supplychainmanagementhaselevatedinimportanceandvisibilityduetoincreasinggrowthandprofitabilitypressures.OrganizationalResponsibilitiesLevelofagreementwithregardstosupplychainmanagement:20Managementofthe

SupplyChaiDevelopbusinessunitstrategiestosupportachievementofcompanyobjectives.Appointasupplychainexecutivetoserveasanaturalfacilitatorandintegratorbetweenthedivergentneedsofsalesandmanufacturing,qualityandprice,costandservice,andfinancialandqualitativemeasures.Clearlydefinesupplychainfunctions,processes,andactivitiesandarticulatethroughouttheorganization.Translatebusinessunitstrategiesintosupplychainstrategieswithquantifiablegoalsandobjectives.Identifycriticalprocessesessentialtotheachievementofthebusinessstrategyandgoals.Establishactionplansdetailingthestepsrequiredtoachievethegoalsandobjectives.BestPracticesDefinitionsandStrategies21DevelopbusinessunitstrategiAutomotivesuppliersdefinesupplychainmanagementdifferently.Theactivitiescomprisingautomotivesuppliers’supplychainsalsodifferdramatically.Themajorityofrespondentswereunsurewhethersupplychainstrategiesarealignedwithbusinessunitandcorporatestrategies.Companieswithsupplychainstrategiesplaceemphasisonperformancemeasurementandsupplierandcustomerfacingissues,butlittleemphasisondefiningactionplans,budgets,investmentrequirements,andresourcesrequiredtoimplementthoseplans.Companiesassessedthattheywerebestpreparedtorespondtoglobalsupplychainissues,butlesscapableofcapturingsupplychaincosts,measuringperformance,andselectingandintegratingsoftwaresolutions.KeyFindingsDefinitionsandStrategies22AutomotivesuppliersdefinesuSupplierssupplychainexecutivesrolesandresponsibilitiesvary,asdoesthelevelanddepartmentwithintheorganization.Suppliersfeelthatseniorexecutivesmayonlypartiallyunderstandthecomplexitiesofoptimizingsupplychainperformanceandarewillingtomaketherequiredinvestmentsnecessarytoachieveoptimalperformance.KeyFindingsOrganizationalResponsibilities23SupplierssupplychainexecutiUnderstandcustomersandsegmentbaseduponneedsandpreferencesAnalyzecostofservicebycustomerDevelopachannelstrategytotargetandservedifferentsegmentsFosterALeadershipDrivenSupplyChainStrategyDevelopITStrategyandInfrastructureDevelopSupplyChainStructureAlign&

Monitor

KeyPerformanceIndicatorsAssessCustomerNeeds&SegmentsAssessCustomer

Needs&SegmentsUnderstandingExpectations24UnderstandcustomersandsegmeCompany’sExpectationsofSelfUnderstandingExpectationsQuestion7SuppliersOEMs100%on-timedeliveryCostimprovementsDefine,Track,andReduceSupplyChaincostsReducepurchasedproduct/suppliercostsReducepartscosteverymodelyearReduceInventoryandobsolescenceReducepremiumfreightanddistributioncostsQualityImprovementsIntegrate/leveragesuppliercapabilitiesandtechnologiesforcompetitiveadvantageImprovePPMperformanceTechnologyImplement/upgradeEDI/ERP/WMScapabilitiesExpectationsX XX XX X XX X

XXX25Company’sExpectationsofSelfUnderstandingExpectations

Questions8&9

TierOneSupplierOEMCustomer

SupplierExpectationsofCustomersExpectationsofSuppliersExpectationsofSuppliersUnderstandingExpectationsExpectationsofOEM26UnderstandingExpectations

QueExpectationsofCustomers

Questions8&9Toberewardedforsuperiorperformance,tobedealtwithasapartner,tobepaidontimeStableorders(subjective),communicationofkeyissuesaffectingsuppliersReducednumberofdesignalterationsduringdesigndevelopment,improvedforecaststabilityandaccuracy,risksharingofrawmaterialscostexposureUnderstandingExpectations

TierOneSupplierOEMCustomer

Supplier

SupplierExpectationsofCustomersExpectationsofCustomersSchedulestability,recognizeourfullvalue,sharetechnologyexpectationsSharingprogramorcycleplansinformation,fairnessincustomersupplierrelations,providingbusinessopportunitiestosupportLargerorders,limitedcustomization,qualityforecasts,EDIordering ExpectationsofOEM(Supplier)Tomeetorimproveallqualitytargets,tomeetorimproveallcosttargets,tomeetorimprovealldeliverytargets.Stableproductionscheduling,optimalcapacityplanning,integratesupplychainintoourbusinessConsistent,accuratecommunications,sharebenefitsofcontinuousimprovements,respectsuppliertechnologyExpectationsofOEM(OEM)

TierOneSupplierExpectationsofOEM27ExpectationsofCustomers

QueExpectationsofSuppliers

Questions8&9TobeEDIcapable-staycurrent,tomanagetheirsupplierstoourrequirements,toimplementleanacrosstheirsupplybaseSmalllotdelivery,on-timedelivery,lowppmCostreduction,improvedperformance,technologicalsupportManagethesupplychaintotheirbenefit,investintechnologytotheirbenefit,reduceourtotalacquisitioncost100%on-timedelivery,costcompetitive,shortlead-timesOngoingpricereductionsat3-5%peryearrate,flawlessdeliveryandqualityperformanceCompetitivequoting,blackboxengineeringdesignwork,supplychainagreementsExpectationsofSuppliersExpectationsofSuppliers(Supplier)ExpectationsofSuppliers(OEM)Improvingnewproductdevelopmenttiming,tocontinueproductivityimprovementactivities,toexpandregressivereplicationofsupplychainoptimizationphilosophy.Bemoreintegratedinourbusinessprocess-leanproductionpractices,reduceleadtimes-fasttomarket,inventorymanagementBeawareofpositioninsupplychainandcommunicate,managesupplychain,notjustsupplier,continuouslyimprovequality,cost,cycletime,humanresourceefficiencyUnderstandingExpectations

TierOneSupplierOEMCustomer

Supplier

TierOneSupplierExpectationsofSuppliers

OEM

CustomerExpectationsofSuppliers28ExpectationsofSuppliers

QueEnsurethatthemanagementcontrolstructurefacilitatescross-functionalsupportandcommunicationwithintheorganization.Activelysolicitinputfrominternalstakeholdersattactical,operational,andstrategiclevelswithintheorganization.Establishmechanismsorforumsforexchangingsupplychaininformationwithsuppliersandcustomers.Refinemanagementstyletoensurestrongtrustandcommunicationwithsupplychainpartners.BestPracticesUnderstandingExpectations29Ensurethatthemanagementcon

KeyPractices

Suppliers

CustomersWillingnesstoshareknowledge 3.1 3.3Inter-enterpriseknowledgeandskillsarevalued 3.1 3.1Committedtopursuinghigherlevelsofperformance 3.1 3.8End-consumerfocused 2.9 4.1Inter-consumerfocused 2.7 3.0Willingnesstosharerisk 2.7 2.6Embraceelectroniccommerce 2.7 3.8Transactionsystemssupportcollaborativeprocesses 2.5 3.1Collaborativeuseofdecisionsupporttools 2.3 2.6IntegrationofKeyPracticesintoSupplierandCustomersSupplyChainsSupplyChainManagementWhere1=NotIntegrated,2=SlightlyIntegrated,3=FairlyIntegrated,4=HighlyIntegrated,5=ExtensivelyIntegratedOEMsaredrivingintegrationonthecustomersidewithTier1Suppliers,however,therelationshipsbetweentieredsuppliershavelimitedintegrationsuccess.Question2030 KeyPractices Suppliers CustomizeyoursupplychainstructuretofocusontargetedcustomersegmentsIdentifyconstraintsusingcross-functionalteamsQuantifyleveragepointsinsourcing,manufacturinganddistributionUtilizevendor/customeralliancesacrossthechainFosterALeadershipDrivenSupplyChainStrategyDevelopITStrategyandInfrastructureAssessCustomerNeeds&SegmentsAlign&

Monitor

KPIsDevelopSupplyChainStructureDevelopSupplyChainStructureSupplyChainManagement31CustomizeyoursupplychainstActivitiesinSupplyChainSupplyChainManagementThereisconsensusamongallregardingactivitiesinthesupplychainandevidencethatimprovementopportunitiesareplentiful.Performance(1=None,2=Poor,3=Fair,4=Good,5=Excellent)SuppliersOEMsQuestion20%10%20%30%40%50%60%70%80%90%100%CapacityPlanningSourcingandPurchasingInventoryManagementTransportationForecasting/DemandPlanningCustomerServiceProductionSchedulingMaterialsPlanningWarehouseManagementSupplyChainPlanning/NetworkDesign123450%10%20%30%40%50%60%70%80%90%100%IncludedinSCM(%ofRespondents)12345ScopeofSupplyChainActivities32ActivitiesinSupplyChainSuppOrganizationalResponsibilitiesManufacturingSales,PromotionsandMarketingPackagingDesignSalesOrderManagementCustomerServiceFleetManagementCapacityPlanningReverseLogisticsandReturnsProductionSchedulingInformationTechnologySolutionsForecasting/DemandPlanningDistributionMaterialsPlanningInventoryManagementTransportationWarehouseOperationsPlanning&MgtSupplyChainPlanningandNetworkDesignSourcingandPurchasing9%14%14%18%18%23%23%27%27%32%32%36%36%41%50%50%50%64%68%0%10%20%30%40%50%60%70%80%Other:PercentofRespondentsSupplyChainExecutive

ResponsibilitiesQuestion12Theresponsibilitiesofthesupplychainexecutivedonotencompassallsupplychainactivities,thusreducingtheabilitytoinfluenceoverallsupplychainperformance.33OrganizationalResponsibilitieActivitiesversus

ResponsibilitiesThereisasignificantdisconnectbetweenwhatcompaniesdefineasactivitiesofsupplychainandwhatcompaniesvalueasprincipalactivitiesofsupplychainexecutives.Question2&12CapacityPlanningSourcingandPurchasingInventoryManagementTransportationForecasting/DemandPlanningCustomerServiceProductionSchedulingMaterialsPlanningWarehouseManagementSupplyChainPlanning/NetworkDesignInformationTechnologySolutionsPackagingDesignSalesOrderManagementManufacturingDistributionLinkw/Sales,Promotions,andMarketingReverseLogisticsandReturnsFleetManagementActivitiesofSupplyChainResponsibilitiesofSupplyChainExecutive%ofRespondents77%77%77%77%73%68%68%68%64%64%64%64%59%55%55%50%50%41%0%10%20%30%40%50%60%70%80%90%100%SupplyChainManagement34Activitiesversus

ResponsibilOutsourcingActivitiesThirdpartyrelationshipsareexpectedtogrowascompaniesoutsourceSupplyChainresponsibilities.Question14CustomsClearanceBondedWarehousingPackageEngineeringandDesignWarehouseManagementFleetManagementKittingandSequencingBillingandCollectionsOverseasDistributionReverseLogisticsandReturnsOther:After-MarketPartsDistributionSupplyChainInformationSystemsTransportationManagementCallCenterOperations/OrderEntryCustomerServiceInventoryManagement64%32%27%27%18%18%14%9%9%9%5%5%5%0%0%0%0%10%20%30%40%50%60%70%80%90%100%12345OutsourcingPotential(1=NoPotential,2=SlightPotential3=ModeratePotential,4=GoodPotential,5=HighPotential)CurrentlyOutsourcedSupplyChainManagement%ofRespondentsOutsourcingPotential35OutsourcingActivitiesThirdpa

Currently Planned Importance UsedSuppliers 68% 23% 4.6Consultants 45% 0% 3.8Customers 41% 23% 4.3ThirdPartyServiceProviders 32% 14% 3.6SoftwareVendors 32% 18% 3.7Distributors 18% 18% 3.1ProfessionalAssociations 9% 5% 3.2TradeAssociations 5% 5% 3.5SupplyChainManagement

PartnersSupplyChainManagementOnalimitedbasis,suppliersarelookingtotheirownsuppliers,customersandotherthirdpartiestohelpfillresourceandskillsdeficienciesQuestion19Where1=NotatallImport