Accenure的供應(yīng)鏈中的新業(yè)務(wù)模式英文

NewBusinessModelsinSupplyChain

HarryE.SalzbergMemorialProgram

SyracuseUniversityApril6,2001SupplyChaincapabilitycontinuestobethedifferencebetweeneCommercesuccessandfailure"TheInternetisn'tthefirstcommerceplatform,butitcertainlyholdsmorepotentialthananythathavecomebeforeit.Thatpotentialisparticularlyevidentinsupplychainmanagement.HoweffectivelyorganizationscanintegratetheInternetintotheircoresupplychainstrategywillinlargemeasuredeterminetheirfuturebusinesssuccess."

--GoldmanSachs"Atrulyintegratedsupplychaindoesmorethanreducecosts.Italsocreatesvalueforthecompany,itssupplychainpartners,anditsshareholders...Theindustryleadershavemadeonethingclear:Thepayoffsfromsuccessfulsupplychainintegrationcanbehandsomeindeed."

--HauL.Lee(StanfordUniversity)"Onlinesupply-chainmanagementwillstayoneofthehottestB2Btechnologyfields…CompaniesareonlynowstartingtofigureouttheefficienciesandcostsavingstheycanrealizewithWebsystemsthatallowbuyersandsellerstoaccessthesameinformationonline."

--JupiterResearch

1AgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits2AgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits3Whatisabusinessmodel,anyway?It’sanorganization’scorelogicforcreatingvalueWhataretheCompany’sRevenueStreams?OperatingRevenueWhatdoesitsell?Towhom?Whydocustomerschoosethiscompanyoverothers?Howdoesthecompanycommunicatedistinctivelywithcustomers?Howdoesitpricedistinctively?WhataretheCompany’svaluepropositions?Non-OperatingRevenueHowdoesitattractfinancialresources?Howdoesitmaximizethevalueofitsfinancialassets?HowdoestheCompanymanageitsfinancesdistinctively?Howdoesthecompanymakeaprofit?Whatroledoesitplayinthevaluechain?Howisitscoststructuredistinctive?Whatdistinctiveresources,assets,andcapabilitiesdoesitleverage?Whatdistinctiverelationshipsdoesitenjoy?Howdoesitstructureandleadsitsorganizationtoachieveworldclassperformance?4Successfulbusinessmodelsaredrivenbytwokeyconcepts–revenueandprofitabilityBusinessModelDesignConceptsDesignConceptsThinkGlobal;ActLocalCustomerRevenueandProfitabilityCustomer

ServiceRequirementsChannelAssetLeverageCollaborativeValueCreationRevenue/ProfitabilityServiceGlobalOptimaCustomer(1)Customer(2)Customer(3)5Focusingonrevenue/profitabilityorientedbusinessmodelshavesignificantimplicationsforsupplychaindesignTraditionalSupplyChainDesignsSupplyChainDesignInnovationsOveralllogisticscostsChannelservicelevelsDoityourself

FocusongettingstuffoutthedoorCustomer-levelrevenue/profitabilityCustomer-levelservicestandardsCollaboratewithsupplychainpartnersFocusoncreatingcustomervalue6Let’slookatthetrackrecordfornewbusinessmodelsinsupplychain,especiallythe“neweconomy”entrantsEvolutionaryMasters–constantlyimprovingonprovendesignsNew,NewEntrants–web-enabledentrantsseekinglong-termcompetitiveadvantageSpectacularFailures–the$100millionspaceexplorers7OurEvolutionaryMastershavedeftlymanagedsupplychaincomplexityandrelationshipsoverthelastdecade…ManagingRelationshipsIntegratetechnologiestoextendintosuppliersandcustomersBuy,build&borrownewcapabilitiesfromthebestcompaniesSupplychainhumanperformance-engagingyourpeopleBuilddemandchainsynchronizationcapabilitiesManagingComplexityIntegrateandcontinuouslyimprove:operationalexcellenceCompressthesupplychaintoeliminatewastedtimeandinventoryCreatenewreservestoallowflexibleresponsetotheunexpectedAbilitytoManageSupplyChainRelationshipsIntegrationCollaborationSynchronizationValueCreatorPositioningFunctionalComplexityEnterpriseComplexityValueChainNetworkComplexityAbilitytoManageSupplyChainComplexity=B2Bwebbasedworld8…andtheyhavebeenrewardedbyWallStreetPricetoEarningsRatio(AnnualizedGrowth1995-1999)MarketCapitalization(AnnualizedGrowth1995-1999)ShareholderValueCreation1995-1999Source:AccentureFinancialAnalysis(43%,27%)(152%,57%)(38%,30%)(57%,36%)(11%,-13%)(6%,4%)9ReportCardSupplyChainInnovationThejuryremainsoutonthenew,newentrantswith““innovative””supplychainsNew,NewEntrantsMoreproducts,nostores,efficientconsumerdirectdeliverysystemComments:earlyoutsourcingmodelabust.Volumegrowthkeytoloweringsupplychaincosts.Servicelevelleaderwithconsumers.ProbabilityofSuccess:ModeratetoHighChallenge:B+MretailersdevelopmodelswithmoresupplychainefficiencyCoolMove:PartnershipwithToysRUsConciergeforthehome,backedbyastate-of-the-art““l(fā)astmile””deliverysystemComments:HugeinvestmentinaUPS/FedEx––likedeliverymodel.Key3PLplayershavemuchbettercostprofilesProbabilityofSuccess:LowChallenge:ExistingsupermarketsenteringthebusinessatafractionofthecostCoolMove:B+MPartnership/Takeover?ReallyCoolMove?:AmazonbuysWebvan10Ourspectacularfailuresallviolatedbasicbusinessandsupplychainrules11AugustWantedtobeThePriceCluboftheWeb.Plaguedbybilling/fulfillmentproblemsTheReasonsDOD6NovemberNosit,nobuy.Manufacturerscouldnotmeetdeliverytimessitepromisedconsumers7NovemberDogsreallydonothavewallets.Soldlowmarginproductswithhighdeliverycosts11DecemberIllogicalbrandextension.InfrastructuredidnotexisttomeetconsumerdeliveryneedsPWebHouseClub11WebelievethatsuccessintheneweconomyliesinaseamlesscombinationofcapabilitiesacrosstheextendedsupplychainTheSupplyChainContinuumRelationshipsalongtheSupplyChainScopeofImpactIncreasingCapabilities,IncreasingBenefitsWithinBusinessActivitiesTraditionalOptimizationIntegrationIntegratedStep1:IntegratefunctionsoftheexistingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep2:Improvecollaborationandcontrolwithvendors,customersAcrossAlliancePartnersSynchronizationeSynchronizationStep3:VirtuallySynchronizethesupplychainacrossplayersintoonelogicalenterpriseWeb-BasedEntrantsLeaderintheNewEconomy12Ourvisionofwinningnewbusinessmodelsinsupplychainleveragetheemergingexchangespace,integratedwithinnovativesupplychainplanningandexecutioncapabilitiesProcurementSupplyChainPlanning3rdPartyPartners/Alliances/VentureseFulfillmentCollaborativeManufacturingeCRMVirtualSynchronizationeSupportService/Support/MaintenanceMaterial/procurementexchanges/auctionsIP/productdevelopmentexchangesCapability/serviceexchangesSupplyChainEcosystemeDesigneCommerceCapabilities13AgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits14Wewillnowhighlighthownewbusinessmodelsareemerginginkeysupplychainfunctions,aswellasacrossmultipleenterprisesSupplyChainPlanning3rdPartyPartners/Alliances/VentureseFulfillmenteCRMVirtualSynchronizationeSupportService/Support/MaintenanceMaterial/ProcurementExchanges/AuctionsIP/ProductDevelopmentExchangesCapability/ServiceExchangesSupplyChainEcosystemeDesigneCommerceCapabilitiesCollaborativeManufacturingProcurement15NewBusinessModel:Creatingacross-companycollaborativeproductdesignprocessRevenue/ProfitDrivers:Fasterproductrollout/simplerdesignsProductspeoplewant(TimetoMarket)Enhancedsupplier/channelrelation

Lowersupplychaincosts(TimetoVolume)Higherrevenue/marginsfromnewproducts(TimetoProfits)KeyConcepts:+=eDesignCustomer-drivendesignDesignforsupplychainSharingR&Dassets16eDesignCaseStudy:Rule-BreakersRule!ZararedefinesretailingwithacollaborativedesignprocessHowTheyDoIt(“DesignonDemand””Retailing)Challenge:Effectivelymanageexplosivegrowthinvolatileretailsectorofthis$2billionSpanishclothingretailerwith400Storesin25countriesResults:25+%same-storesalesincrease34+%yearlyincreaseinprofitsinaweakretailsectorDailyevaluationofstoresell-thruCollaborativestoremanager/centralplanning/supplierdesigndecisionsviatheinternetLessthan15daymanufacturingcycleTwice-a-weekstorereplenishment17NewBusinessModel:Usingweb-basedvirtualmarketplacesasafast-trackmechanismforcreatingatightlysynchronizedsupply/customerbaseRevenue/ProfitDrivers:NewsourceofbuyersandsellersState-of-theartauction/exchange/delivery/managementprocessesCheapersourcesNewcustomersLoweradmincostsImprovedefficienciesKeyConcepts:+=eMarketplacesIndustryverticaleMarketplacesPrivatevirtualeMarketplacesHorizontaleMarketplaces18eMarketplaceCaseStudy:SixSigmaExcellence!GEimplementsnetworktostreamlinepurchasingprocessesandcompresscycletimeHowTheyDoIt(“GlobaleXchange”P(pán)rocurement)Leveragewebtechnologiesandbusinessscaletocreate““TradingProcessNetwork”Streamlineprocurementprocessbyextending“TradingProcessNetwork”purchasingtechnologiestobuyersandsellersCompressedpurchasingcycletimesby50%Reducedlaborcostsby30%andmaterialcostsby5%-20%“TradingProcessNetwork”Challenge:Drivebottomlinepurchasingbenefitsbytransformingtraditionalbusinessprocessestoadotbricks-and-mortar(.bam)operatingmodelResults:Reducedoverallprocurementcostsby$600million(~30%)overthreeyears19eMarketplaceCaseStudy:CollaborativeLogistics!Nistevocoordinatestruckingoperationswithsixteenpartnerstosavemoney,timeandenergyHowTheyDoIt(“ManagingforProfits”Transportation)Challenge:DeliveraneMarketplacetransportationsolutiontoindustryleadingcustomers-includingGeneralMills,Nabisco,Pillsbury,FortJamesandothersResults:GeneralMillsalreadyreportsa7%reductionintransportationcostsWeb-enabledsystemsincludeprivatefleetandcommoncarrierschedulingsitesAccesssystemanytime,anywherewithanywebbrowserPostinbound/outboundtruckspaceneededoravailableReal-timeupdateswhenandwhereallpartnershipmentsaregoingNextgenerationofferingincludesshipmentandrouteoptimizationsoftware20NewBusinessModel:Revenue/ProfitDrivers:KeyConcepts:LowHighStrategicValueBasicAdvancedCumulativeCapabilitiesStableManufacturerReactiveManufacturerEfficientReactiveManufacturerEfficientProactiveManufacturerMaximizesRevenueandProfitTraditionalManufacturingStrategyCollaborativeManufacturingStrategyCollaborativeManufacturingTransactionalintegrationCollaborativeintegrationNetworkedoperationsRedistributingproductionassetsandformingtightcollaborativepartnershipstogiveflexibilityindecidingtheoptimalmixofinternalandexternalmanufacturingoptions21CollaborativeManufacturingCaseStudy:GlobalManagement!TIintegratesplantplanningacrossitsmulti-billiondollarmanufacturingoperationsHowTheyDoIt(“OrderAnywhere/ShipAnywhere”O(jiān)perations)Challenge:Providecommonfinancial,procurement,logistics,planning,fieldsalesandmarketingsystemsin30countriestotransformamulti-productcomponentmanufacturerintoaDSPsolutionsproviderResults:Factoryutilizationincreasedby2%DeliverycycletimesreducedbytwoweeksGlobalsupply/demandmatchevery50hours45,000products56factoriesCustomerintegrationwithover70%ofordersonlineandreal-timeorderstatusviacustomercustomizedwebsitesFactory-levelplanningoptimizationGlobalinventoryvisibility22NewBusinessModel:Takeaholisticandcustomer-centricapproachtomanagingthefastexpandingvarietyoffulfillmentchannels–traditional,web-based&exchange/eMarketsRevenue/ProfitDrivers:CustomerProduct/ServiceRequirementsOptimalchannelsandoperationsKeyConcepts:+=Customerrevenue/profitmaximizationeFulfillmentB2CfulfillmentchannelsB2Bfulfillmentchannels23eFulfillmentCaseStudy:UsetheTools!buildseFulfillmentsolutiontomeetexplosivegrowthHowTheyDoIt(“State-of-the-ArtSystemsateSpeed””)Challenge:Immediatelyimplementacustomerserviceandproductdelivery(e.g.,samedayshipping)capabilityforinternetbusinesswithexplosivegrowthandhighlyseasonaldemandResults:Increasedwarehouse&shippingcapacityby40%inexistingfacilityPositionedbusinessforadditionalgrowthinnewfacilityIntegratedeFulfillmentsystemswithbusinessoperatingrulesandprocessesSupportednewprocesseswithstate-of-the-artWMStoolstomanagewarehouseoperationsProvidecustomerservicewithreal-timeinventoryvisibilitytodetailedproductandlocationDesignedandinstallednewsystemsineightweeks24NewBusinessModel:Synchronizethesupplychainacrossplayersintoone logicalenterpriseRevenue/ProfitDrivers:eSynchronizationImprovements(Examples)Deliveryperformance16––28%Inventoryreduction25–60%Capacityimprovements 10––20%Forecastaccuracy 25––80%Lowersupplychaincost 25–50%KeyConcepts:Multi-channelorderflowmanagementCollaborativesupplychaindesignCross-partneroptimizationVirtualSynchronization25VirtualSynchronizationCaseStudy:CustomerSatisfaction!EricssonaddressescompetitivepressureswithsynchronizedsupplychainprogramHowTheyDoIt(“ANetworkofCapabilities”)Challenge:Addressslowingdemand,increasedcompetitionandtighteningmarginsthroughagreateremphasisoncustomerservice.Results:Numberof””verysatisfied””customerstripledDeliveryaccuracyimprovedtonearly100%;supplieraccuracyincreasedby30%Ordersdeliveredinlessthanaweekincreasedby50%Work-in-progresslevelsreducedupto85%;FinishedgoodsinventorydropsbyafactorseveninsomemarketsDefineandimplementsupplychainstrategies,businessmodelsandsystemsDevelopnewbuild-to-ordermanufacturing,supplier-managedinventoryandstreamlinedlogisticscapabilitiesCreateglobal,procurementorganizationImprovemanufacturingyieldsdramaticallyImplementSAPR/3systemtooptimizeandintegratesupplychainprocessesandtechnologies26AgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits27HowdoIgetstarted?SupplyChainInformationSharingPlanContinuousRelationshipManagementProcess/activityCollaborationChannelOwnership/RationalizationeSynchStrategyVirtuousCircleofeSynchronization28Asuccessfulbusinessmodelforsupplychainsynchronizationrequiresacold,hardlookatwhomandhowtodefinepartnershiprelationsWhom?How?StrategicPartnersKeyCapabilitiesRevenue/ProfitOpportunitiesOptimalSupplyChainStructureNatureofRelationshipProductLinesProcessIntegrationSupplyVendorsCustomerPrioritiesChannelPriorities29Fivekeytrapstoavoidasyoudefineyournewsupplychainbusinessmodels……BeingdevotedtothewrongcustomersStuckwiththewrongsupplychainpartnersChokingonphysicalassetsCreatingfalsesynergyLookingtoofarahead30Pitfall#1:BeingdevotedtothewrongcustomersOver50%ofcurrentsupplychaindesignscatertoleastprofitablecustomersIssueTop10–20%ofcustomersgenerateover80%ofrevenueandprofitabilityRealityAdjustyoursupplychaintocatertothecustomersyouwantDefinelesscostly(web-based,distributor)solutionsforleastprofitablecustomersMakeallcustomerscontinuetofeeltheyaregettingagooddealActionPlan31Pitfall#2:StuckwiththewrongsupplychainpartnersConsumerspreferadirect-to-customerdistributionmodelLong-termchannelpartnercontracts,relationships,ownershipcreatedifficultconflictscenariosDispassionatelyevaluatelong-termindustrytrendsIdentifyrightpartnersandrightrelationshipsthatmatchbusinessplansDefinewin-winexitstrategieswithloserpartners;executecautiousdealswithwinnersIssueRealityActionPlan32Pitfall#3:ChokingonphysicalassetsSignificant,duplicativesupplychainassetsclogexistingdistributionchannelsCollaboratingonoptimallevelsofwarehouses,inventoryandtransportwithsupplychainpartnerswillyieldsignificantbenefitsIdentifyoptimaldistributionstrategiesforkey/non-keycustomersWorkwithpartnerstocollectivelylowercostsandimproverevenue/profitsthroughenhancedavailab