安达信供应链管理-模型

1、Business Integration ModelA Holistic Perspective: Supply Chain ManagementLinking the globe with real-time applications that maximize customer desires with reduced cost structures through optimized software with operations executed by both internal people and external alliance partners.Gregory J. Owe

2、ns Former Global Managing PartnerSupply Chain PracticeMarch 4, 19992003 AndersenConsulting1The SCM pitfalls we have learned to date.Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promiseThe barriers to collaboration and integration are organizational

3、and behavioral not technological or economic - the Fear of ChangeLack of trust and integration of company practices are key obstacles2003 AndersenConsulting2Successful SCM initiatives typically combine strategic and tactical change to all components of a company.“The SCM Practice comprises experts i

4、n technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.”AMR Research Alert on Supply Chain Management(August 1998)STRATEGYPEOPLETECHNOLOGYBUSINESSINTEGRATIONPROCESS /OPERATIONS2003 AndersenConsulting3Executives should take a holistic b

5、usiness approach to successfullysynchronize their supply cha.Develop a synchronization strategy, and choose the right initiativeSTRATEGYImplement the right enabling technologiesRestructure and re-skill organizational relationshipsPEOPLETECHNOLOGYSynchronizedSupply ChainPROCESS /OPERATIONSDevelop sup

6、porting process capabilities42003 AndersenConsultingFirst and foremost, successful synchronization requires developing a synchronization strategy.Determine With WhomTo SynchronizeDetermine YourSynchronization ScopeNumber of PartnersPartners CapabilitiesProduct LinesBusiness FunctionsPartners Strateg

7、ic ImportanceCustomer PrioritiesUpstream or Downstream Positioning of PartnersChannelStrategiesNature of RelationshipMarket OfferingsSupplye2003 AndersenConsulting5Companies will then need to develop processes to support each core capability.Forecasting & FulfillmentDemand GenerationProduct DesignSy

8、nchronized SuMaterials & CapacityOutsourcing2003 AndersenConsulting6Implementing the right enabling technologies is also critical to the success of synchronization.Collaborate & SynchronizeAlign and IntegrateTodays TechnologyEmerging TechnologyFuture TechnologyDriversERP, Y2KSupply chain integration

9、Value-based external collaborative modelsProcess SolutionAutomated business processesSupply chain decision supportCollaborative supply chain technologyTechnology SolutionSingle solution legacy drivenMultiple solution tallsMultiple solution integration2003 AndersenConsulting711/4/98The Journey to Syn

10、chronizationSynergisticSynchronizedInterdependentConnection/ CultureCollaborateInteractive/AlignedCommitmentIntegrateInvestmentTransactionalUnderstandingHostile2003 AndersenConsulting8Supply chain organizations must be restructured and re-skilled to support these strategiesFeatures of a typical supp

11、ly chain organizationFeatures of a leading supply chain organizationContractual relationships withcustomers and suppliersOrganization and management of functional activitiesFunctionally oriented metrics and remunerationMistrust between functions Focus on functional skill buildingHarness the power of businesspartners and alliancesOrganization and management of c