安達信供應鏈管理

TheValuePropositionofSupplyChainManagement0?1999AndersenConsultingManu-facturerTier2SuppliersTier1SuppliersWholesalerorDistributorRetailerorDealerConsumers“ThePowerofBusinesstoBusinessIntegration”

BenchmarkingPartners,December1998Costisoneofthemajordriverstoextendthetraditionalenterprise.60%ofvariablecostsofanorganizationaredrivenbydecisionsthatareexternaltotheorganization.1?1999AndersenConsultingLogisticsexpenseincludes:FinishedGoodsTransportationWarehousingOrderEntry/CustomerServiceAdministrationInventoryCarryingCost@18%—NorthAmericanAnnualTotalLogisticsCostChangeinPercentage—Source: CouncilofLogisticsManagement1997AnnualConferenceProceedings,LogisticsCostsandCustomerServiceLevels(HerbertW.Davis&WilliamH.Drumm)Thepasteffortshavenotbeenwithoutconsiderablerewards.-50%-30%-10%10%30%50%838485868788899091929394959697%ofSales$/CWT$/CWT=Dollarsperhundredweight.2?1999AndersenConsulting

BestinClassAverage12Source:LogisticsManagement,April1997Yet,supplychaincostreductionstillrepresentsasignificantbusinessopportunity…...SupplyChainSpendasaPercentageofRevenues$34$37$34$20$15$8$4$10$162SizeofGapinBillions3?1999AndersenConsultingVALUETHEORYholdsthattoincreasethevalueofacompany,youmustincreasecashearningsinexcessofitsfullcostofcapitalinasustainablefashionThesupplychainmustcontinuetodriveshareholdervalue.4?1999AndersenConsultingRevenueCostsWorkingCapitalFixedCapital—ImpactofSCM—Greatercustomerservice(i.e.,highermarketshare,greatergrossmargins)LowerrawmaterialsandfinishedgoodsinventoryShorter“order-to-cash”cyclesShareholderValueProfitabilityInvestedCapitalSCMhascontributedtoincreasedshareholdervaluebyimpactingtraditionalvaluelevers.Fewerphysicalassets(i.e.,trucks,warehouses,materialhandlingequipment,etc.)Lowercostofgoodssold,transportation,warehousing,materialhandlinganddistributionmanagementcosts5?1999AndersenConsultingCostsAssetsCustomer

ServiceStrategicandFinancialImpactTheimprovementofSCMhassignificantstrategicandfinancialimpactsonbottomlineactivities.ShareholderValueCreationCustomerServiceLevelIncreaseSupplyChainVariabilityReductionInventoryReductionCycle-timeCompressionFinancials/Metrics.ROA94%98%In-stockavailabilityLeadtimeAbilitytotailortospecific

customerneedsFixedPurchaseCostVariableManufacturingTrans/DistributionObsolescence/MarkdownAdministrative/TransactionManufacturingDistributionCentersInventory6?1999AndersenConsultingBestinClasscompaniesenjoysignificantadvantageovertheircompetitors.TotalSupply-ChainMgmt.Cost“Foracompanywithannualsalesof$2billionanda60%costofsales,thedifferencebetweenbeingatthemedianintermsofperformanceandbeinginthetop20%is$176millioninworkingcapital.”7.06.30%2%4%6%8%10%12%14%19961997RevenueBestMedian37318702040608010012019961997CalendarDaysCash-to-CashCycleTime13.111.61051997PRTMStudy7?1999AndersenConsulting35347866010203040506070809010019961997DaysofSupply949471810%10%20%30%40%50%60%70%80%90%100%19961997TotalDaysofSupplyOn-TimeDeliveryPerformanceBestMedianU.S.Dept.ofCommerceestimatesthatmanufacturershavecutinventoriesby9%inthe1990’ssavingabout$82Billion[Fortune3/3/97].BestinClasscompaniesenjoysignificantadvantageovertheircompetitors.1997PRTMStudy8?1999AndersenConsultingFo遭r盲pe汗ri夕od洗1陵98丘8-掀19忘96奴;別So裹ur危ce害S旨tr拖at碧eg壤ic安S床up覽pl揪y蓋Ch盟ai戒n波Al胳ig凱nm烘en矛t,寶1曲99偶850槍0%Ab谷ov綿eAv截er舟ag葡e30細00摸%Ab慚ov冰eAv卻er勻ag兩e25笛0%Ab罩ov狡eAv歌er毫ag露eIn任du棍st勺ry勺l捷ea電de脫rs租h注av皮e推de本mo潮ns依tr始at燦ed追t遞he姥s丘ig樣ni刮fi者ca修nt逢v禮al虹ue榆t資ha購t搬su剃cc督es根sf槐ul迎s蔥up巡壽pl遭y肆ch許ai老ns破c口an幕c美re傘at裹e.Po帆in辛t向of棵S科al己e肉Da盟ta肝a疲nd辦F配lo暮w共Th怖ro看ug個h謀Di撓st歐ri麗bu點ti周on“Re棉ta核il翠D鋼ir拜ec瘦t”情S蜜tr味at隔eg繁yIn雁ve許st瞎me猶nt布i帶n布Di攻st利ri繁bu牢ti世on看N勞et銅wo潑rk9?祖19頃99圾A抽nd殃er刺se毯n鵲Co證ns梨ul坑ti勻ngIn窄ve郵nt消or菠y騾Tu蛇rn勤s50壘t狹im乳es夠p滿er系y險ea斗rTh意e繼19鞭97妙A異nd憂er牌se盛n興Co樂ns燈ul絕ti辯ng墨G取lo告ba琴l黑El桶ec山tr拾on其ic姿s活St北ud傍y弟(G彈ES天)狗sh諒ow本ed求t倚ha下t柴to給ta惜l源in池ve稿nt響or巨y吳in慮t君he艙U找.S垂.控te灘ch兄no清lo早gy誰i栽nd延us柱tr蘇y依su與pp予ly球c噴ha降in圣w苦as幟a瞎ro湊un菊d已$0塞.5狠-1今.5稿t即ri應ll端io惹n導an布d備tu杯rn鋼ed核l披es儀s聰th春an10雪t塵im鐘espe那r升ye械ar鎮(zhèn).Su恩pp府ly顏C績ha艇in斤O疏pp擊or膀tu綱ni泰ti兆es止f重or術E食HT舒I信nd違us趴tr郊ySt侵il凍l,紀t燃he千re煌a熟re堡p路ot蕩en曉ti列al辮I孩nv額en款to其ry球R爛ed鄰uc蹄ti再on批O脆pp皇or腫tu證ni此ti也es10趨-3社0%浙I栽nt圓er齡-e催nt躁er熊pr席is調e斧Po粘st似po唐ne聽me搖nt10盜-3夜0%盡I粘nt柏ra膝-e耽nt騾er潛pr平is盒e頁Po識st澤po劑ne撒me凱nt40辜-6廈5%嶄D伏ir撕ec褲t-拳to鋪-C破us加to愈me丘r壘Sa晉le招s10后-2倒5%瓜J深oi敲nt巷(框Co配ll序ab汁or漲at壁iv肥e)詞P哨la話nn公in永gSo融ur郊ce昏:善AC角-S霜ta薪nf希or無d-流No搖rt選hw嶼es加te罷rn呀’s算C售DD館N搞St爆ud暫y,僅a腥ls舉o城19允96幟U損.S卸.乞Ce六ns崖us望d宰at疑a10?壺19押99染A綢nd衰er諸se虛n脊Co僅ns淹ul輩ti居ng-In濟te歌r-煌Co避mp紛an曬y莊Su興pp隆ly慘C幅ha易in卻P爭ra沖ct需ic釀es逝-AlltheTimeNotatAllLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherSupplierOwnedOrManagedInventoryThirdPartyLogistics(Warehousing)ThirdPartyLogistics(Transportation)ThirdPartyLogistics(InformationManagement)ElectronicInformationSystemstoManageChannelFillRatesandReplenishmentCustomerAccesstoInternalSystemstoTrackOrderConfiguretoOrderStrategy543210LowerPerformersHigherPerformersSource:ManufacturingManagerResponses(4/2/97data)ThematerialcontainedinthispresentationisconfidentialandproprietarytoAndersenConsulting.4C-15Hi黑gh委er汁p故er蝴fo欠rm帝in撒g國gl奧ob站al部e定le胖ct獻ro在ni亡cs瓶c張om所pa呆ni縫es禍i昌nt絲式eg找ra賣te錘m鉛or扒e律ex靜te疼ns世iv誼el旦y制ac唯ro桐ss瀉t騙he秩s乎up烘pl亦y宗ch評ai可n.11?痛19幫99核A舌nd易er約se律n射Co茫ns末ul拖ti吃ngSu斷bs川ta谷nt爹ia擴l揮va權l(xiāng)u賽e硬cr竿ea爺ti腳on怨h慎as頭b曉ee怪n安id撲en貓ti渴fi賣ed塘fo府r蓮co愛mp秀ut建er撲s額up務pl乖y帖ch匆ai污n.AndersenConsulting’sCDDNStudy-BenefitsSummary-SuppliersSemic.StorageAssemblersDistributorsRetailersInv.MarginValue-- -- 10%-70% 10%-100% ---- -- .7%-4.7% .5%-4.9% ---- -- $70-$470M $10-$102M --Inv.MarginValueInv.MarginValue-- -- 10%-70% 10%-100% --5.3% 2.0% 2.2% -- --$69M $18M $145M -- --Compressed

SupplyChainCollaborativePlanningDesignforResponsiveness10%-25%10%-25%10%-25%10%-25%10%-25%.6%-1.4%.6%-.7%.7%-1.8%.5%-1.2%.7%-1.6%$9-$23M$4-$9M$70-$181M$10-$26M$26-$64M12?罪19棍99去A方nd涼er康se貨n演Co摔ns授ul電ti術ngSu杠pp洲ly遮c堡ha徒in叼b聲re揚ak當th西ro喬ug遲h枯ha肢s也re真al嫩iz擊ed拋i夠n賄si臂gn唱if報ic譯an懸t解be填ne縣fi薯ts役.Ty膛pi姜ca硬l淘Le眠ve糠ls調o傅f然Su筑pp灑ly穗C菌ha撒in驗B夠en簡ef退it掙s:Benchmark Improvement

Deliveryperformance 16-28%Inventoryreduction 25-60%Fulfilmentcycletime 30-50%Forecastaccuracy 25-80%Overallproductivity 10-16%LowerS.C.costs 25-50%Improvedcapacity 10-20%Source:AMR&PRTMBr芽ea忙kt蠻hr賞ou濾gh每a償re弄as狹:In目te滴gr騎at度ed蓮D極em竭an唉d贏an無d爆Su突pp泄ly農P驅la屋nn優(yōu)in剃gNe童w耍bu簽si督ne枕ss樹m吉od氏el妖s禮an寶d之po它rt棵fo雁li僚os蜘o坐f詳be裕st匯r直el態(tài)at費io幣ns喂hi揪psSt柏ra捐te利gi少c拜So罩ur耐ci獄ng棵a坐ndeP絹ro沾cu弄re田me紛nteC握us擔to描me厲rli衣nk竹ed剩t畏o但De練ma昨nd喝C舅ha汽in13?樹19切99果A殼nd舅er切se各n用Co售ns害ul嘗ti委ngWh纖ic歡h骨sh火ou籍ld憐c剃om禽e呈fi謊rs泥t?踐S悠CM渴o噴r中ER泥P?CustomerValueSupplychainplanningERPGlobalfinancialsLowHighTickettoEntryLow-HangingFruitHardNuttoCrackNarcissisticTimetoProduceNetValueWarehousemgmt.ShortLongSource:

Gartner

Group,1998

SCM ERPROI(times) 5to15 1.5to2Payback in 2to3Period months yearsAchievinginternalefficienciesisimportant,however,theexternalintegrationcanmakethedifferencebetweenmarketleadershipandfailure.Highreturnsfromexternalintegrationcanbeachievedevenwheninternalintegrationisnotverysophisticated.Itisn’tnecessarytowaituntilyourinternalintegrationeffortsarecompletetobeginexternalintegrationinitiatives.(KenRoss,ExtricitySoftware,Inc.)14?閱19比99死A冬nd叛er策se慎n怎Co勉ns鴉ul前ti煌ng供應液鏈管柄理的辣價值15?眠19腥99暖A令nd仰er籃se慣n撿Co左ns滿ul足ti搏ng制造規(guī)商第二確層供應前商第一逐層供應它商批發(fā)狠商或分銷注商零售羽商或經(jīng)銷賢商顧客“Th搖e太Po激we啄r躬of句B閣us俱in兵es增s拿to橫B嗓us振in貫es叛s睡In密te多gr秧at帽io睜n”役B評en餡ch竭ma舍rk痰in珍g雅Pa菠rt夾ne市rs口,拳De載ce愛mb聞er隔1發(fā)99花8成本漂是擴祝展傳華統(tǒng)企放業(yè)的慮主要浮推動領力之腎一.機構孫的60窄%可變曠成本凈由機柔構對齒外的監(jiān)決策輩所支剝配16?拳19逼99殖A忽nd散er兔se軟n陷Co騾ns慮ul賺ti都ng后勤慎開銷包括:產成叢品運煌輸倉庫道費定貨嫌手續(xù)/客戶頁服務管理倉儲沖成本@形18筋%—北美嫂每年癥總的厚后勤法成本室變化蔬百分夠比—So愚ur去ce漠:孝Co爭un炒ci序l揉of勉L喝og言is領ti肝cs裂M簽an比ag容em要en秘t驅19啦97喝A攜nn局ua捉l或Co為nf危er掙en蘿ce瞧P川ro征ce吸ed清in黨gs方,王Lo司gi賴st琴ic所s票Co躺st桿s寨an商d續(xù)Cu暫st仿om永er蝴S歌er坐vi歇ce石L找ev眠el羞s滑(H非er記be蘋rt牌W篩.妥Da叔vi執(zhí)s倉&沈Wi膨ll部ia齒m情H.Dr帖um棵m)過去緣瑞的努撤力不寺是沒乖有回但報-5孝0%-3律0%-1請0%10懷%30奇%50換%838485868788899091929394959697%of滔S摔al嚼es$/CW渴T$/CW混T跌=歪Do味ll銷ar頃s劃pe懷r卸hu類nd片re障d弦we語ig刻ht兄.17?還19時99慕A麥nd安er桌se緞n辱Co踏ns鐘ul糟ti嬸ng最好平均12So涼ur導ce悶:默Lo巡壽gi鴿st賺ic憲s悉Ma喉na所ge眨me側nt喂,使Ap蜜ri珍l詞19店97然而,供應鏈成本展降低仍存在聲巨大副的商老業(yè)機港會..刻.供應鏈消耗竭占銷辦售收針入的錯百分臘比$斃34$革37$凡34$巴20$芳15$塌8$袍4$鈴10$曲16傭2Si嬸ze剖o朗f俊Ga衛(wèi)pin口B凡il腳li廳on碗s18?螞19外99萬A滔nd盼er庸se食n捕Co少ns債ul最ti淹ng價值囑理論為了攻讓企維業(yè)增巧值，俱必須晚以能沒夠持漢續(xù)經(jīng)座營的睛方式給將收逝入提索高到測超過縱總成頃本供應宴鏈一光定會岸推動錢股東扒的利膚益.19?瓶19但99唯A鳳nd峰er松se聚n胡Co暴ns猾ul蘭ti坦ng收入成本營運資本固定資本—SC可M的影勝響—更強溝大的絕客戶到服務(如，陽更高著的市鐘場份辱額,更多有的毛個利)更低咱的原膠料及京產成碧品的慶庫存更短嘉的“定單牌變現(xiàn)”周期股東價值收益顏性投資資本SC應M通過層對傳怒統(tǒng)價街值杠管桿的罰影響狀，為蓋增加遙股東閱的價寄值做還出貢輸獻更少敲的實甩物資丙產(如,卡車,倉庫,原料魚處理撒設備,等)更低俯的商衰品銷賓售、西運輸然、倉庫儲、煙材料干處理忌及分饞銷管胡理成大本20?原19象99付A宋nd補er涼se宰n藏Co科ns斯ul估ti逮ng成本資產客戶服務戰(zhàn)略倡及財撞務的夠影響SC狀M改善民對有循戰(zhàn)略煙及財址務具槳有巨輕大影陷響創(chuàng)造廚股東汗價值客戶穗服務靠水平姜提高供應網(wǎng)鏈變沉動性妥降低庫存添減少周期檢壓縮財務饅衡量RO祥A94%98%現(xiàn)貨誰供應習能力交付墳周期根據(jù)迅客戶曾特殊掌要求舍定制索的能涂力固定采購宋成本可變商制造茶成本運輸胖/發(fā)酒行成匹本無形逐磨損洞費/減價管理蝕/交已易成夠本制造緞行業(yè)漫的資序產分銷求中心庫存21?港19讓99互A猜nd鋤er驚se巾n滑Co寄ns待ul行ti巴ng最好崇的公亂司得涉益于翠巨大繡的競乞爭優(yōu)功勢.總供宜應鏈粥管理翠成本“對于撐年銷蛙售收疊入為秀20捉億及站60屬%的證銷售悔成本限的企雄業(yè)，并中等址層次駁的企滲業(yè)與瞎前2絹0%輸?shù)钠蠛龢I(yè)之窮間的甲運營訊資本障的差籃異為撓1.冊76晌億美娃圓。7.挖06.就30%2%4%6%8%10艷%12絲式%14蜘%19森9619危97收入最好中等37318702040608010疾012躁019題9619揪97天數(shù)現(xiàn)金陡周轉艇周期13璃.111娛.610增519允97PR腰TM他S拳tu醒dy22?牙19額99般A逃nd觸er娘se兩n敲Co禿ns皺ul躲ti鏡ng35347866010203040506070809010019961997供應天數(shù)949471810%10%20%30%40%50%60%70%80%90%100%19961997總供敏應天竟數(shù)按時晝供貨最好中等美國繡商業(yè)稈部門剖估計藏，制怠造業(yè)竭在2歉0世屑紀9恰0年躁代降忘低了歷9%誘的庫蓬存，瞧節(jié)省鉤了8扮20俯億美姓圓[財富3/醉3/夠97孝].最好孝的公徐司得鈔益于饒巨大晚的競紹爭優(yōu)儲勢.19部97PR若TM里S晨tu殲dy23?擊19故99肝A角nd膠er覽se飲n出Co莫ns盛ul僻ti塵ngFo簡r巖pe夜ri辰od欲1者98銳8-塔19穗96桑;杠So賣ur當ce統(tǒng)S脈tr煉at厘eg戶ic需S累up立pl嫌y泰Ch粗ai岔n紙Al禽ig聞nm往en聰t,他1培99李8高于平均吼水平50合0%高于平均蔑水平30澇00齒%高于平均假水平25舞0%行業(yè)逼巨頭遙證明膛供應偽鏈的啄成功度帶來標的巨威大價乞值貫穿替整個海銷售營過程掙的銷戀售信綠息及闊流程“直銷必策略麻”分銷另網(wǎng)絡的投徹資24?衰19絕99賓A蛋nd敘er匪se謙n寄Co輸ns域ul沒ti碰ng庫存應周轉催率為50匹次/償年19雕97安達喝信全裁球電末子行充業(yè)研添究顯油示，頸美國線科技頓企業(yè)畏供應序鏈的涌總庫薦存約指為$0桿.5聰-1私.5萬億任，并娃且?guī)鞙p存周杏轉率妙低于頂10革次/稀年對于誕高科戰(zhàn)技電推子行竿業(yè)的像供應縣鏈盡管飽如此斷，仍迫存在精減少率庫存忌的潛魄力10碰-3乒0%企業(yè)未內部晉的延不遲10無-3屆0%企業(yè)傲外部胖的延朝遲40嬸-6賣5%直銷10嫁-2縫5%協(xié)同替計劃So海ur次ce抖:菊AC舉-S呆ta介nf兩or農d-株No貨rt暈hw美es砍te槽rn拋’s涌C避DD鞭N翼St頁ud欲y,貪a普ls裕o聯(lián)19茄96相U富.S啄.理Ce俯ns糕us預d什at豬a25?腐19即99估A星nd陣er益se機n港Co古ns席ul懼ti令ng-企業(yè)基內部尼供應峽鏈實換踐-總是根本不差好差好差好差好差好差好差好供應商擁有或管理庫存第三方后勤(倉儲)第三方后勤(運輸)第三方后勤(信息管理)電子信息系統(tǒng)管理渠道供應與補充客戶訪問內部系統(tǒng)跟蹤定單制訂定貨策略543210差好Source:ManufacturingManagerResponses(4/2/97data)Thematerialcontainedin