創(chuàng)立適應(yīng)能力強的供應(yīng)鏈

創(chuàng)立適應(yīng)能力強的供應(yīng)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(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)常在改變我們在接近可管理性的極限嗎?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/

IndustryWeek

供應(yīng)鏈研究對這些改變的反映

不可輕心資料來源:GartnerGroup“在2004年之前,那些失敗應(yīng)用供應(yīng)鏈管理技術(shù)及程序的企業(yè)中,90%會失去他們首選供應(yīng)商的地位(.8的概率)”主動企業(yè)的市場價值時間EVA/股東價值企業(yè)范圍供應(yīng)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技術(shù)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(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)性強的供應(yīng)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(xiàn)成本成本與服務(wù)收入及利潤決定功能性流程主導EventBasedAgentAssisted技術(shù)局部的解決方案ERP/Bolt-on完整的網(wǎng)絡(luò)連接

時間幾周或幾月幾天或幾周實時適應(yīng)性強的供應(yīng)鏈

在三個水平上運作生態(tài)系統(tǒng)工程學網(wǎng)絡(luò)設(shè)計消費者主導戰(zhàn)略供應(yīng)及需求計劃利潤及收入優(yōu)化資產(chǎn)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理解我們適應(yīng)能力強的供應(yīng)鏈的觀點需求和供應(yīng)管理一體化適應(yīng)性強的供應(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

轉(zhuǎn)化途徑凱捷安永網(wǎng)絡(luò)價值鏈結(jié)構(gòu)TM購買遷移制造供應(yīng)鏈最終顧客服務(wù)了解目標銷售每個公司的戰(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理的一體化來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(yīng)鏈需求當前狀況CurrentOfferPortfolio價錢/優(yōu)惠服務(wù)需求需求模式提議調(diào)整提議訂購訂購國際貿(mào)易后勤供應(yīng)商運送者顧客需求可見度查詢訂購庫存促銷一個適應(yīng)能力力強的企業(yè)擁擁有整個供應(yīng)應(yīng)鏈從末端到到末端的可見見度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)同中心是適適應(yīng)能力強的的供應(yīng)鏈的關(guān)關(guān)鍵促成者制造銷售協(xié)同商業(yè)基礎(chǔ)礎(chǔ)構(gòu)造–綜綜合電子-中心計劃采購運行供應(yīng)商協(xié)同渠道協(xié)同協(xié)同實行新產(chǎn)品設(shè)計協(xié)同事件管理建立立在供應(yīng)鏈流流程上立基于程序企業(yè)是用預先先確定的標準準的商業(yè)程序序來管理的.一般以ERP和batchprocessing來處理交易行行為用模型來處理理計劃編制及及優(yōu)化計算事件促成實時監(jiān)控參數(shù)數(shù)及事件擴大的企業(yè)內(nèi)部環(huán)境內(nèi)部明確的行為立立基于特殊的的情形(e.g.邊緣成本)協(xié)助者(Agent)用來監(jiān)控管理優(yōu)化計算適應(yīng)能力強的的技術(shù)構(gòu)造網(wǎng)絡(luò)目錄用戶檔案,程程序及數(shù)據(jù)繪繪制程序資料庫用戶程序和協(xié)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)綜合凱捷安永端到到端供應(yīng)鏈方方案的框架TM汽車工業(yè)能源業(yè)高科技醫(yī)療/生命科科學業(yè)消費產(chǎn)品及物物流分配業(yè)其他TechnologyArchitectureSUPPLIERCOMMUNICATORPlanningFulfillmentTransportationSourcingManufacturingProcurement(direct/indirect)Demand&SupplySynchronizationServicesHUB’sSetBasedDesign&TransitionPlanningCapacitySourcing凱捷安永的網(wǎng)網(wǎng)絡(luò)價值鏈(NetworkValueChain)參考結(jié)構(gòu)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&B2BMarketplacesSupportProcessesProductLifecycleManagement-Realtimeproductdevelopmentcollaborationwithsuppliers,customers,andwithintheenterprise.LaunchAndPost-LaunchSupportPortfolioManagementComponentSupplyManagementProductDevelopment3PLsContractMFGFulfillmentManufacturingNVC參考結(jié)構(gòu)有四四個階層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,managementPhysicalHardwareSiteandNetworkPlanGovernanceOwnershipBusinessProcessModelApplicationsLandscapeX

:ProvisionX

:CallCnterX

:OMX

:FinanceX

:Billing::::::22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitecture綜合優(yōu)化價值值鏈的企業(yè)案案例MillionsGrossDIVCOSpotential=$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利潤升高的實實例$210M$0理解我們適應(yīng)應(yīng)能力強的供供應(yīng)鏈的觀點點需求和供應(yīng)管管理一體化適應(yīng)性強的供供應(yīng)鏈的關(guān)鍵鍵可見度協(xié)同立基于事件的的管理綜合的技術(shù)平平臺轉(zhuǎn)化途徑凱捷安永網(wǎng)絡(luò)絡(luò)價值鏈結(jié)構(gòu)構(gòu)TM我們在建立適適應(yīng)能力強的的供應(yīng)鏈方面面擁有豐富的的經(jīng)驗及實施施方法ProgramImplementationTechnologyArchitectureManagement0.5-3Days4-5MonthsNVCIndex&ValueAssessmentPhase0PhaseIPhaseIIChangeManagementProgramManagementClientSCTransformationManagementOfficeSettingthePlanCreatingChange!MiningValueSupplyChainAcceleratorLaunchPadMobilizingtheCompanyPhaseIIISCStrategyNVCBlueprintTransformationRoadmapASE6––8WeeksQuickHits改革實實施路路線圖圖一般般始于于EarlyWinsAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframeworkTo-BePeopleandOrganizationSupplyChainKeyEnablersSystemsSupportProcessesConnectivitySharedinformationwithindustryDLOVisionAgreedCommsStrategyEstablishedPerformanceMeasuresAlignedwithBusinessObjectivesClearAccountabilitiesAssignedClearUnderstandingofCurrentSkillsSkillGapsIdentifiedStructureAlignedwithOperationalNeedsMoDWideStockVisibleInternalStockVisibleInventoryCodingUnifiedPurchasingbyCommodityPossibleInventoryDuplicationRemovedServiceLevelsDefinedClearlyDocumentedProcessesSupplyChainMeasuresAdoptedDistributionNetworkUnifiedFleetManagementProcessesEstablishedPredictiveMaintenanceCapabilityAvailableGuaranteedTurnaroundTimesCommonplacePrognosticHealthMonitoringPossibleComprehensiveUsageDataAvailableDefectReportingProceduresinPlaceUnifiedconfigurationcontrolMaintenanceActivityReportingEstablishedProductsStandardisedEnd-to-endAssetTrackingPossibleIntegratedBDRcapabilityRepairLoopVisibleSupportChainMeasuresAdoptedServiceLevelsDefinedClearlyDocumentedProcessesCollaborativeMindset(notadversarial)EmbeddedAcquisitionPerspectiveSharedSingleDLOCultureEmbeddedOperationalExcellenceTranslatedintoLogisticsExcellenceLeadingPracticeLogisticsStatusOrganisationReadyandCapableforChangeLeadingPracticeAcquisitionStatusBoundarieswithIndustryDefined“Justenough”SupplyChainEstablishedResponsiveSupplyChainEstablishedInventoryRationalised-Level2DynamicForecastingPossible‘RightFirstTime’ProceduresEstablishedInventoryManagedStrategicallyEnd-to-endSupplyChainVisibleSuppliersRationalisedIntegratedRiskManagementProceduresAdoptedAdaptiveSupplyChainEstablishedCollaborativeEngineeringCapabilityinPlaceWholeLifeManagementProcessesEstablishedDistributionIntegratedAvailabilityBasedSupportCommonplaceEngineeringProcessIntegrated-IndustrytoMoDEngineeringOperationsIntegratedCapabilityBasedSupportCommonplaceTradingPartnersCollaboratingChangeEndorsedPoliticallyAppropriatePolicyandPerformanceMeasuresAdoptedSupportProcessesStreamlinedContractsandPolicyRestructuredProcessesDefined-ClearOwnershipandGovernanceManagementAccountinginPlaceBalancedScorecardsIntegratedRABEmbeddedCommonApplicationSetsGlobalPeopleManagementDecisionsSupportToolsCommonInformationNetworkwithIndustrySecureEndtoEndConnectionEnterpriseDataWarehouseKeySystemsAlignedOpenInformationSharedSystemsinPlaceIntegratedNetworkAbilitytocleansedataCertificateslinktoGlobalDirectoryIntegratedFinancial/ActivitySystemsGlobalDirectoryEstablished-InformationModelCommonInformationNetworkInternallyClearSystemsOwnershipCommoninformationRegenerationCapabilityUnderstoodSupplyChainIntegratedwithSupportChainIncentiveProgrammesEstablishedSupplierDevelopmentProgrammeEstablishedNewApproachestoRisk