SA協(xié)同商務(wù)ZI資料

協(xié)同商務(wù)與加值競(jìng)爭(zhēng)CollaborationeBusiness&ValueAddedCompetitive江忠亮總經(jīng)理思愛(ài)普軟體系統(tǒng)股份有限公司Agenda議程SAPToday,今日的SAP速寫(xiě)eBusinessTrendseCollaborationSolutionVisionmySAPBusinessSolutionsAgenda議程SAPToday,今日的SAP速寫(xiě)

eBusinessTrendseCollaborationSolutionVisionmySAPBusinessSolutions

今日SAPSAPAG2000

年的收入:62.6億歐元

世界第一大獨(dú)立企業(yè)應(yīng)用系統(tǒng)軟體供應(yīng)商

企業(yè)應(yīng)用軟體市場(chǎng)的領(lǐng)導(dǎo)者,自1972年創(chuàng)立起已有近30年企業(yè)系統(tǒng)軟體經(jīng)驗(yàn)在120多個(gè)國(guó)家有13,500多家用戶,(80%FortuneGlobal500)

安裝了36,000+套系統(tǒng)約1,0M+個(gè)使用者(如NESTLE,全球23萬(wàn)員工全面採(cǎi)用mySAP.com)SAP臺(tái)灣目前共有100+Global/本地中大型客戶(如：臺(tái)積電、聯(lián)電)不論公司大小都以用戶爲(wèi)中心

增加客戶滿意度並增強(qiáng)客戶的信心

(自1997年設(shè)立臺(tái)灣分公司與教育訓(xùn)練中心)對(duì)SAP全球業(yè)務(wù)與R&D的大量投資

全球有27,100+多名員工,2001年7月;SAP臺(tái)灣目前共有70名員工Agenda議程

SAPToday,今日的SAP速寫(xiě)eBusinessTrends

eCollaborationSolutionVisionmySAPBusinessSolutions

典範(fàn)轉(zhuǎn)移:全球化經(jīng)濟(jì)時(shí)代供應(yīng)鏈效率化OldProductEconomy智慧型加值網(wǎng)絡(luò)GlobalCustomerEconomyDigitization數(shù)位化Increasing

ConnectivityDeregulation市場(chǎng)開(kāi)放

NewEntrantsGlobalization全球化NewMarkets電子化企業(yè)(E-Business)的競(jìng)爭(zhēng)優(yōu)勢(shì)的類(lèi)型競(jìng)爭(zhēng)優(yōu)勢(shì)CompetitiveAdvantage差異化Differentiation(Non-PriceValue)策略地位/核心競(jìng)爭(zhēng)力StrategyPosition/CoreCompetence低成本LowCost作業(yè)效率/最佳作業(yè)模式OperationalEffectiveness/BestPractice成本相關(guān)性差異性產(chǎn)業(yè)生產(chǎn)力的優(yōu)勢(shì)高低高低ERPSCM/CRMCollaborationExchangeSourceGartnerGroup應(yīng)用需求成果InventoryManagement:EOQ庫(kù)存管理:生產(chǎn)規(guī)模與產(chǎn)品複雜化1950MRP降低庫(kù)存成本,引用“無(wú)限產(chǎn)能規(guī)劃”技術(shù)MRP1970MRPIIMRPII降低庫(kù)存成本,應(yīng)用“無(wú)限產(chǎn)能規(guī)劃”技術(shù)與期間交易管理加速財(cái)務(wù)資訊的整合1980MRPII(plus)ERP專注於客戶,經(jīng)由資源應(yīng)用最佳化與即時(shí)交易作業(yè)程序達(dá)成企業(yè)內(nèi)動(dòng)態(tài)平衡1990SCM&CRM&CollaborationExtendedERP專注於客戶,經(jīng)由企業(yè)間資源應(yīng)用最佳化與即時(shí)交易作業(yè)程序達(dá)成價(jià)值鏈動(dòng)態(tài)平衡2000資訊應(yīng)用發(fā)展歷程Agenda議程

SAPToday,今日的SAP速寫(xiě)

eBusinessTrends

eCollaborationSolutionVisionmySAPBusinessSolutions

電子化企業(yè)e-Business與產(chǎn)業(yè)價(jià)值鏈的關(guān)係原料供應(yīng)商製造商經(jīng)銷(xiāo)商零售商消費(fèi)者產(chǎn)品符合消費(fèi)者需求降低存貨＆運(yùn)作成本產(chǎn)生額外附加價(jià)值迅速反應(yīng)需求資訊透通與分享協(xié)同商務(wù)運(yùn)作B2BB2BB2BB2C產(chǎn)品資訊為何供應(yīng)鏈管管理非常重要要TheGrowingImportanceOfSuppliersPurchasedgoodsandservicesrepresentover50%ofsalesformanufacturingcompanies.A4%reductioninthiscostcangeneratetheequivalentcontributionofa10%increaseinsales.Supply-baseoptimizationisthefastestwaytolowercostsandincreaseprofits.供應(yīng)鏈管理與與協(xié)同商務(wù)的的要義ValueGeneration降低成本、增增加附加價(jià)值值…throughhighercompliance,bettersupplierselection,shortercycletimesandfocusedsourcingstrategies.Therefore,youwanttomaximizethe““returnonrelationship”P(pán)rocessextension協(xié)同跨公司作作業(yè)流程…throughautomationofcrosscompanyprocessesonanopen,scalablesolutioninfrastructure.協(xié)同同商商務(wù)務(wù)的的企企業(yè)業(yè)需需求求designpayplanprocuresourcecatalogordershipmentdesigninventoryforecasttrendhistorycontractstrategycollaborationinformationintegrationworkwithpartnersandsuppliersaseasilyasyouworkwithteamswithinyourowncompanygathertimelyandaccurateinformationonallsourcingandprocurementactivitiesacrosstheboarddrivebusinessprocessintegrationbeyondenterpriseboundaries

Intra-EnterpriseIntegration

Inter-Enterprise

Co-operation

E-Community

CollaborationEfficiencyCost&Lead-timeProcess-orientationInternalSystemEffectivenessOptimizationProcess-orientationPoint-to-pointlinkingBusinessCollaborationProcessFlexibilityInformationVisibilityInternetHubERPSCMCRM/CollaborationBusinessIntelligence由企業(yè)內(nèi)部部到企業(yè)社社群的整合合企業(yè)資訊系統(tǒng)企業(yè)效益企業(yè)整合協(xié)同商務(wù)的的種種可能能型態(tài)OEMDealerImporterChannel-MasterDrivenValue-ChainHube.g.,SupplierWorkplaceMarket-DrivenBuy-SideSell-SideMarketplaceExchangee.g.,ChemicalsMarketplaceCorporate-DrivenCorporateNetworke.g.,CentralPaymentsBankLocalSubsidiaryGlobalTreasurySCMSolutioneProcurementSolutionEnterprisePortalSolutionMarketplace&ExchangeSolutionXML/B2BIntegrationSolutionAgenda議程SAPToday,今日的SAP速寫(xiě)eBusinessTrendseCollaborationSolutionVisionmySAPBusinessSolutionsSAP完整的企企業(yè)電子子採(cǎi)購(gòu)解解決方案案SAP電子採(cǎi)購(gòu)購(gòu)所涵蓋蓋之範(fàn)圍圍StrategicPurchasing(策略性採(cǎi)採(cǎi)購(gòu))‘Strategic‘‘

MRO(e.g.machinery,

capitalgoods)策略性之之間接物物品如生產(chǎn)用用機(jī)器設(shè)設(shè)備Customer-specific(e.g.designservices)特殊需求求如設(shè)計(jì)服服務(wù)MRO(indirectgoods/services)間接材料料,如辦公室室用品Commodities(e.g.rawmaterial)直接生產(chǎn)產(chǎn)用材Othere-Procurement

solutions其它電子子採(cǎi)購(gòu)方方案所涵蓋之之範(fàn)圍Indirect/Direct(直接/間間接材料料)供應(yīng)鏈管管理的主主要領(lǐng)域域mySAPSCMBusinessVisibility-AdaptiveCollaboration-ValueCreation網(wǎng)絡(luò)(Networking)合作管理理(Coordination)規(guī)劃(Planning)執(zhí)行(Execution)強(qiáng)化你的的價(jià)值網(wǎng)網(wǎng)絡(luò)以增增加企業(yè)業(yè)管理的的透明掌掌控能力力及協(xié)同同作業(yè)能能力經(jīng)由彈性性及回應(yīng)應(yīng)能力的的提升,大幅加加強(qiáng)管理理營(yíng)運(yùn)的的能力及及降低創(chuàng)創(chuàng)造價(jià)值值所需的的時(shí)間經(jīng)由對(duì)於於預(yù)測(cè)正正確度的的提升,最大化化企業(yè)的的資產(chǎn)投投資回收收及供需需管理獲獲利的能能力以最低的的成本逹逹到最佳佳的效率率SAP提供完全全整合的的供應(yīng)鏈鏈解決方方案mySAPSCM網(wǎng)絡(luò)(Networking)合作管理理(Coordination)規(guī)劃(Planning)執(zhí)行(Execution)PrivateExchangeEnterprisePortalMobileSupplyChainManagementSupplyChainEventManagementSupplyChainPerformanceManagementSupplyChainDesignCollaborativeDemandandSupplyPlanningCollaborativeProcurementCollaborativeManufacturingCollaborativeFulfillmentSAP成功案例例CustomerProjects––SelectionacrossIndustriesIndustryCustomerc-BusinessScenarioAutomotive BMWSupplierWorkplaceAutomotive PSAVehicleSales&DistributionChem/Pharm BASF,Bayeretal.Chem/PharmMarketplaceChem/Pharm Bristol-MyersSquibb VendorChargebacksCP/RetailOsramSylvaniaCRMforConsumerDistributorCP/RetailMott’’sVendorManagedInventoryMediaAmaurySellingClassifiedAdsServiceProviderKuoniOne-Step-TravelManagementInsuranceAllstateInsuranceInsuranceClaims/CarRepairPublicSectorCityofMannheimCitizenSelfServiceEngineeringSaudiAramcoCollaborativeEngineering...DemandandSupplyPlanningTodayCollaborativeDP(CP+DP)DemandForecasting(DP)PromotionPlanning(DP)FeaturebasedPlanning(DP)ConsensusForecasting(DP)DistributionPlanning(SNP)Deployment(SNP)SupplyPlanning(SNP)SNPOptimization(SNP)Sales&OperationsPlanning(DP+SNP)CPFR/VMI(CP)SegmentAllindustriesRestrictionsforSparePartsMgmtExamplesUnilever:DemandForecasting,PromotionPlanning,ConsensusbasedForecastingFischer,WackerSiltronic:IntegratedDemandandSupplyPlanningProcessColgatePalmolive:CollaborativeDemandPlanning,DistributionPlanning,Deployment,VMINestlè,Motts,Pirelli,Goodyear,...SolutionCustomerDirectProcurementTodayCollaborativeSupplyPlanning(CP)RFP/RFQDecisionSupportScreen(CP)PurchasingWorkbench(PP/DS)SupplierATPRequestviaHubRFP/RFQviaMarketBuyerataHubOutlookCollaborativeDeliverySchedulingAuctionServiceIntegrationSegmentAutomotive,HighTech,CP,Chem/PharmCompaniesandMarketMakersExamplesBMW:Inbound(PurchasingWorkbench,CollaborativeDeliveryScheduling)SolutionCustomerOrderFulfillment:TransportationManagementTodayTransportationPlanning(TP/VS)Tendering(TP/VS)TransportationExecution(LES)FreightMgmt(LES)ForeignTradeLogistics(LES)OutlookShipmentTracking(SCEM)BulkTransportation(TP/VS+LES)SegmentCP,Automotive,Metal/Paper,HighTech,etc.NoBulkTransportationoutsidetheOil&GasR/3solutionExamplesColgatePalmolive:Outbound(TP/VS,Tendering,LES,ShipmentTracking)BMW:Inbound(TP/VS,CollaborativeDeliveryScheduling,LES)Metsa-Serla,Edeka,Chep,Pirelli,Goodyear,...SolutionCustomerSAPMarketplace電子交交易市市集解解決方方案MarketSetE-MarketplacesolutionfromSAPMarkets&CommerceOneProcurementOrderManagementSupplyChainCollaborationLife-CycleCollaborationAnalyticsContentManagementDynamicPricingInternetSalesandOnlineStoreE-SellingsolutionsfromSAPMarketsB2BandB2Cselling*Configure-to-order*Available-to-promise*Personalizedinteraction,multimediacatalog,andofferingsUnlimitedWebdesignsIntegratedanalyticsMobilesellingEnterpriseBuyerE-ProcurementsolutionfromSAPMarkets&CommerceOneIndirectprocurement*DirectprocurementBiddingandreverseauctionIntegratedanalyticsSAP成功功案案例例––三三星星集集團(tuán)團(tuán)Inter-SubsidiaryTradingCollaborationAPASalesSubsidiariesHEADQUARTERSEuropeanSalesSubsidiaryUSSalesSubsidiarySouthAmericaProductionSubsidiariesAPAProductionSubsidiariesConnectiontoPublicExchangesLeadingGlobalElectronicsCompanySamsungExchangeSAP臺(tái)灣灣客客戶戶案案例例分分享享-英英業(yè)業(yè)達(dá)達(dá)：：與與時(shí)時(shí)間間賽賽跑跑挑戰(zhàn)戰(zhàn)：：國(guó)際際資資訊訊大大廠廠客客戶戶(如如Compaq)，，不斷斷縮縮短短訂訂單單前前置置作作業(yè)業(yè)時(shí)時(shí)間間：：955（（95%的的訂訂單單必必須須在在下下訂訂後後，，5天天內(nèi)內(nèi)交交貨貨））983（（98%的的訂訂單單必必須須在在下下訂訂後後，，3天天內(nèi)內(nèi)交交貨貨））982（（98%的的訂訂單單必必須須在在下下訂訂後後，，2天天內(nèi)內(nèi)交交貨貨））Compaq宣佈佈在在88年年07月月01日日後後，，將將全全面面要要求求國(guó)國(guó)內(nèi)內(nèi)資資訊訊廠廠商商採(cǎi)採(cǎi)行行CTO(Configurationtoorder)的交交易易合合作作模模式式。。此此意意涵涵，，英英業(yè)業(yè)達(dá)達(dá)必必須須具具備備：：“能因因應(yīng)應(yīng)顧顧客客對(duì)對(duì)產(chǎn)產(chǎn)品品上上百百種種組組配配規(guī)規(guī)格格的的訂訂貨貨、、製製造造、、組組裝裝及及配配送送之之複雜雜作作業(yè)業(yè)能能力力??！“利用用資資訊訊技技術(shù)術(shù)及及流流程程改改善善使使企企業(yè)業(yè)脫脫胎胎換換骨骨英業(yè)業(yè)達(dá)達(dá)全全方方位位導(dǎo)導(dǎo)入入SAPERP，並並進(jìn)進(jìn)行行CTO(ConfigurationToOrder)前瞻瞻性性作作業(yè)業(yè)模模式式之之研研究究，，預(yù)預(yù)期期將