PPT模板大全商业分析

1、“SCM, CRM, and ERP”Henry C. CoTechnology and Operations Management, California Polytechnic and State UniversitySCM, CRM, & ERP (Henry C. Co)2OutlineSupply Chain ManagementlThe Beer Game the Bullwhip EffectlWhat Is SCM? Why Is SCM Important?lE-Enabled SCM SolutionslCollaborative Planning, Forecasting

2、 and ReplenishmentCustomer Relationship ManagementlWhat Is CRM? Why Is CRM Important?lCRM Components and TechnologiesEnterprise Resources PlanninglWhat Is ERP? Why ERP?lThe Major PlayerslERP Market OutlookSupply Chain ManagementThe Beer Game12-minute Video SCM, CRM, & ERP (Henry C. Co)5The Bullwhip

3、EffectStakeholders along the supply chain have different and frequently conflicting objectives. Accordingly, they often operated independently, resulting in a phenomenon called the bullwhip effect on demand and supply.SCM, CRM, & ERP (Henry C. Co)6An Illustration of the Bullwhip EffectSource: Johnso

4、n & Pike, 1999 SCM, CRM, & ERP (Henry C. Co)7EDI and the InternetlThe information available to supply chain partners, and the speed with which it is available, has the potential to radically reduce inventories and increase customer service.Everyday low pricing eliminate forward buying of bulk orders

5、Changes in pricing and trade promotions and channel initiatives, such as VMI, CPFR, continuous replenishment can significantly reduce demand variance. PostponementEtc.Mitigating the Bullwhip EffectSCM, CRM, & ERP (Henry C. Co)8Vendor Managed InventoryWal-Mart and Procter & Gamble, Late 1980sOther co

6、mpanies in the United States, including Campbell Soup and Johnson & Johnson, and by European firms like Barilla (the pasta manufacturer).VMI became one of the key programs in the grocery industrys pursuit of “efficient consumer response” and the garment industrys “quick response.”SCM, CRM, & ERP (He

7、nry C. Co)9The supplierusually the manufacturer but sometimes a reseller or distributormakes the main inventory replenishment decisions for the consuming organization.lThe supplier monitors the buyers inventory levels (physically or via electronic messaging) and makes periodic resupply decisions reg

8、arding order quantities, shipping, and timing. lTransactions customarily initiated by the buyer (like purchase orders) are initiated by the supplier instead.lThe purchase order acknowledgment from the supplier may be the first indication that a transaction is taking place; an advance shipping notice

9、 informs the buyer of materials in transit. The VMI PartnershipSCM, CRM, & ERP (Henry C. Co)10EDI and the InternetlThe information available to supply chain partners, and the speed with which it is available, has the potential to radically reduce inventories and increase customer service.Everyday lo

10、w pricing eliminate forward buying of bulk ordersChanges in pricing and trade promotions and channel initiatives, such as VMI, CPFR, continuous replenishment can significantly reduce demand variance. PostponementEtc.Mitigating the Bullwhip EffectSCM, CRM, & ERP (Henry C. Co)11The supplierusually the

11、 manufacturer but sometimes a reseller or distributormakes the main inventory replenishment decisions for the consuming organization.lThe supplier monitors the buyers inventory levels (physically or via electronic messaging) and makes periodic resupply decisions regarding order quantities, shipping,

12、 and timing. lTransactions customarily initiated by the buyer (like purchase orders) are initiated by the supplier instead.lThe purchase order acknowledgment from the supplier may be the first indication that a transaction is taking place; an advance shipping notice informs the buyer of materials in

13、 transit. The VMI PartnershipWhat is the Supply Chain?SCM, CRM, & ERP (Henry C. Co)13A network of autonomous or semi-autonomous business entities collectively responsible for procurement, manufacturing, and distribution activities associated with one or more families of related products. A supply ch

14、ain is a network of facilities that procure raw materials, transform them into intermediate goods and then final products, and deliver the products to customers through a distribution system. A supply chain is a network of facilities and distribution options that performs the functions of procuremen

15、t of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. Jayashankar et al.Lee and BillingtonGaneshan and HarrisonSCM, CRM, & ERP (Henry C. Co)14The supply chain is a series of links and shared processes

16、that exist between suppliers and customers.Link and processes all activities from the acquisition of raw materials to the delivery of finished goods to the the end consumer.SCM, CRM, & ERP (Henry C. Co)15FeaturesIncludes all activities and processes to supply a product or service to a final customer

17、.Any number of companies can be linked in the supply chain.A customer can be a supplier to another customer so the total chain can have a number of supplier-customer relationships.Depending on the products and markets, the distribution system can be direct (supplier to customer) or indirect (involvi

18、ng distributors, warehouses, and retailers).What is Supply Chain Management?Management of flow of materials, information, and funds across the entire supply chain.SCM, CRM, & ERP (Henry C. Co)17Raw materials enter into a manuafacturing organization via a supply system and are transformed into finish

19、ed goods.Finished goods are then supplied to the consumers through a distribution system.Several companies linked together in the process, each adding value to the product as it moves through the supply chain. Source: Johnson & Pike, 1999 Material FlowSCM, CRM, & ERP (Henry C. Co)18Information FlowP

20、roducts or services usually flow from supplier to to customer. Design and demand information usually flow from customer to supplier.Why Is SCM Important?SCM, CRM, & ERP (Henry C. Co)20Big DollarsU.S. inventory investment: 20% - 25% of GDPlU.S. grocery pipeline $75 - $100 billionU.S. transportation &

21、 warehousing expense: 10% of GDPU.S. companies: 25% of corporate budgets on SCMlInventory carrying, transportation, warehousing, order management, supply chain financing, related IT expensesBenchmarking Partners, June 1999SCM, CRM, & ERP (Henry C. Co)21High LeverageImpact on profitlincrease sales by

22、 $12 = $1 savings in the supply chainImpact on salesltrend towards competing on service surrounding the product (high quality, low cost assumed)High availabilityDelivery speedOrder status (eg, Internet order tracking)Impact on stock pricelprofit + assets ROASCM, CRM, & ERP (Henry C. Co)22Increasing

23、ChallengesShrinking product life-cyclesIncreasing product varietylFood product introductions: 1980: 2,000 1991: 18,000 1997: 25,000SCM, CRM, & ERP (Henry C. Co)23Opportunities“Average on-time delivery performance in the United States is probably in the 50 to 60 percent range, at a time when competit

24、ion & consumer pressure are driving requirements up to the 99 percent range.” (Conway, R.W. 1996, “Linking MRP II and FCS,” APICS The Performance Advantage, June, 40-44)Material idle 80%+ of factory throughput time (Vollmann, Berry, & Whybark 1997)SCM, CRM, & ERP (Henry C. Co)24Idle time in supply c

25、hain - quick analysis.linventory at 25% of GDP, 50% to100% of GDP due to product l3 to 6 month flowtime & production/transport at 1.2 weeks lidle 90% to 95% in supply chainBest-in-class (e.g., Dell, Wal-Mart) SCM expense about 12% of corporate budget (versus overall average of 25%) (World Research A

26、dvisory Fax Newsletter 1/22/99)SCM, CRM, & ERP (Henry C. Co)25OpportunitiesImproving supply chains globally judged a major trend by 78% of 2,500 CEOs of companies with revenues $100 million (Business Week, 12/12/98)Deloitte Consulting survey - SCM ranked as “critical to very important” to companys s

27、uccess by 91% of senior managers at 240 North American manufacturers (CIO, 7/1/99)lOnly 2% ranked their supply chain as “world-class”E-Enabled SCM SolutionsThe Major Players(Modified from Cinpinski 1999)SCM, CRM, & ERP (Henry C. Co)28Major PlayersSupply-Chain Management (SCM)With an estimated CAGR o

28、f 40%, this market could climb from $3.8 billion in 1999 to $20.3 billion by 2004.li2 Technologies lInternational Business Systems lSAP lManugistics lEXE CPFRCollaborative Planning, Forecasting and ReplenishmentSCM, CRM, & ERP (Henry C. Co)30B2B Exchange RelationshipExchangelInstruct or notify a tra

29、ding partner of a business eventlPurchase order, Invoice, PaymentCollaboratelWork with trading partners to jointly solve business problemslCPFR, CTMIntegratelLink supply chain partners business processes into an extended enterpriselJIT manufacturing, CE, Scan-based trading(Source: Syncra Systems, 20

30、00)SCM, CRM, & ERP (Henry C. Co)31E-Business RelationshipsEmail-EDI-XMLSimpleRelationshipsCPFRPartnershipsIndustry PortalStrategicAlliancesAggregationSimpleBuyReverse AuctionLeverage &NegotiateExchangeCommodityTradingRelationship FocusCost FocusLowHighEconomic impactPartner strategic importancePartn

31、er readiness/compatibilityLowHighRelative spending levelPrice volatilityConsolidation potentialLowHighProduct class strategic importanceTechnical complexityBuying difficulty(Source: KPMG)The Flow Before Collaboration ERPOMSAPSwmsSchedulerPlannerInventory ManagerStore100%100%100%EmergenciesExceptions

32、Counter StockProfilesDOHEverythingRetailerMfg/DCPOS100%100%RetailerManufacturerThe Flow After Collaboration ERPOMSAPSwmsSchedulerPlannerInventory ManagerStore100%95%90%ExceptionsStockoutOverstockPromosTrendsCounter StockProfilesDOHExceptionsEmergenciesNew productsPromosRetailerMfg/DCRetailerManufact

33、urerData Whse Supply Chain MonitorTotal Supply Chain Visibility 10%, QAPlan-o-gramKnown BPsNeed-to-Know/InfluenceUtilize Process SimulationUtilize Work Flow ManagementSCM, CRM, & ERP (Henry C. Co)34What Are Industries Doing?Industry InitiativeslCollaborative Planning, Forecasting, and Replenishment

34、(CPFR) Initiative - VICSlValue Chain Initiative (VCI) - MicrosoftlAutomotive Network Exchange (ANX) - AIAGManufacturers InitiativeslWhirlpool: collaborative demand with retailerslHeineken: collaborative demand with distributorslAdaptec: information-sharing on design with Asian supplierslLucent: coll

35、aborative logistics with 3PL (Skyways)SCM, CRM, & ERP (Henry C. Co)35Vendors ResponseslExtending enterprise solutions or developing connecting technologylStartups in enterprise connectionslPurchasing-based solutionslWeb-enabled PDMSCM, CRM, & ERP (Henry C. Co)36The CPFR OpportunityCPFR: A set of gui

36、delines supported and published by the Voluntary Inter-industry Commerce Standards (VICS) AssociationTrading partners share their plans for future events, and then use an exception-based process to deal with changes or deviations from plans. By working on issues before they occur, both partners have

37、 time to react. lA supplier can build inventory well in advance of receiving a promotional order and carry less safety stock at other times. lA retailer can alter the product mix to reduce the impact of supply problems. Schnuck MarketsMeadSchool & Office JCPenneySCM, CRM, & ERP (Henry C. Co)38CPFRCo

38、llaborative activities of demand, production, purchase planning, forecasting, and inventory replenishment among supply chain partnersBenefitslRetailers: higher sales, higher service levels, lower inventorieslManufacturers: higher sales, higher order fill rates, lower inventories, faster cycle timesl

39、Lower product obsolescence/deterioration lower system costsObstacleslCulture, Control, Structure/architecture, CollusionlData aggregation: Sectoral discrepancy, Temporal discrepancy(Fliedner & Kim 2001)Customer Relationship ManagementWhat Is CRM?Is CRM a fad or what firms should pursue?Benefits and

40、costs?Implementation issues?SCM, CRM, & ERP (Henry C. Co)41Some “Definitions” “A way to identify, acquire, and retain customers.”“A way of automating the front office functions of sales, marketing, and customer service.”“A technology-enabled business strategy whereby companies leverage increased cus

41、tomer knowledge to build profitable relationships, based on optimizing value delivered to and realized from their customers.”For some vendors, whatever their current product may be, that is CRM.SCM, CRM, & ERP (Henry C. Co)42CRMAn integrated marketing, sales, and service strategy of attracting and r

42、etaining customers, using integrated information and consistent channel processeslRequire coordinated enterprise-wide actions for managing relationshipslCombine business process and technologylFocus on customer lifetime value creation and optimizationSCM, CRM, & ERP (Henry C. Co)43Lifetime Value of

43、a Customer= Average transaction value x Purchase frequency x Customer life expectancyCustomer Profitability= f(acquisition, enhancement, retention, loyalty)Why is CRM important?SCM, CRM, & ERP (Henry C. Co)45Globalization and the Internet lCompetition can now come as easily from around the world as

44、from around the corner. Commoditization of products and services lPower and choice are moving to the customer as never before.A world of undifferentiated industiesSCM, CRM, & ERP (Henry C. Co)46In a world of undifferentiated industies, you must choose whether to compete lon the basis of price in a c

45、utthroat commodity market, or lon the basis of customer relationships created through a superior value proposition. SCM, CRM, & ERP (Henry C. Co)47It costs six times more to sell to a new customer than to an existing onelThe odds of selling to a new (existing) customer are 15% (50%).The average busi

46、ness only hears from 4% of their customers who are dissatisfied with their products or services. Of the 96% who do not bother to complain, 25% of them have serious problems.SCM, CRM, & ERP (Henry C. Co)48The 4% complainers are more likely to stay with the supplier than are the 96% non-complainers.A

47、typical dissatisfied customer tells 8-10 (10-20) people about the experience, mostly related to poor customer service.About 60% of the complainers would stay as customers if their problems was resolved and 70-95% would stay if the problem was resolved quickly.SCM, CRM, & ERP (Henry C. Co)49A custome

48、r who has had a problem resolved by a company will tell about 5 people about their situation.CRM Components and TechnologiesCRM ArchitectureAcquire(new customers)Enhance(purchase value)Retain(existing customers)Direct MarketingCross-/Up-SellingProactive ServiceSales Force AutomationCustomer Support,

49、 Call CenterTelephone, Fax, E-mail, Web, VRU (Voice Response Unit)Legacy Systems + Computer/Internet Telephony Integration (CTI/ITI) + Data Warehousing + Decision Support Technology (data model analysis)CustomerLife CycleCoreProcessEnablingTechnologyDifferentiation Innovation ConvenienceBundling Red

50、uce cost Customer service Repeatable processAdaptability Listening New product Loyalty programCRMKey FocusIntegrated CRM ApplicationsIntegratedSolution(Modified from Kalakota & Robinson 2001)(Source: Maoz, Gartner Symposium ITxpo 2000)CRM VendorsSCM, CRM, & ERP (Henry C. Co)543Si Holdings3Si now wor

51、ks with its sister company, KEW, in sales, marketing, and integration of Internet products to help businesses excel in the delivery of customer support through technologies that allow ease of distribution.Akonix SystemsEnterprise online community and customer interaction software for medium to large

52、 e-business, and organizations.Amacis Ltd.Provides Customer Interaction Management to the largest and most distributed companies through its enterprise class product ?Amacis Visibility?SCM, CRM, & ERP (Henry C. Co)55Applied Innovation Management, Inc.AIM provides state-of-the-art software applicatio

53、ns for heterogeneous environments, including an internal/external help desk system (HelpDesk Expert), and an asset management program (Asset Expert) for universal computing environments.Art Technology Group (ATG)ATG enables Global 1000 companies to determine how they establish and maintain business-

54、critical relationships with website customers.Ascendix Technologies, IncAutomated sales, marketing and CRM softwareSCM, CRM, & ERP (Henry C. Co)56AxonetBizConductor is an e-business process automation tool that can be used for e-commerce, customer relationship management, quality assurance, or any o

55、ther general business process automation.Blue Martini SoftwareBlue Martini enables companies to engage their customers on the Web, through call centers, via e-mail, and over wireless devices via packaged solutions for e-merchandising, e-marketing, and e-service.CRM UniverseBrowseable list of CRM sof

56、tware vendors.SCM, CRM, & ERP (Henry C. Co)57CRMAssistFront office applications, often referred to as customer relationship management software or enterprise relationship management software, help companies manage their customer relationships including sales support, marketing, customer service, and

57、 more.E.piphanyE.piphany provides CRM solutions for over 300 leading companies in the retail, financial services, communications, technology, and travel industries, including over 20 percent of the Fortune 100.iSeg TechnologiesDevelops automated solutions for Strategic Customer Management applicatio

58、nsSCM, CRM, & ERP (Henry C. Co)58Lynk SoftwareEverest from Lynk Software provides a unique approach to customer relationship management with an in-depth focus on complaint handling, issue tracking and corrective action requests.Motive CommunicationsMotive introduces a new model for service that empo

59、wers your customers, suppliers and distributors ?in addition to your employees.Nortel NetworksOffering integrated applications that allow proactive management of customer interactions by providing automated, customer-centric business solutions that integrate front office functions.SCM, CRM, & ERP (H

60、enry C. Co)59OracleFrom rapid response to email orders to maintaining streamlined communications with shipping and receiving, you and your employees need to be able to respond to requests in real time.PeopleSoftEmpowering organizations to make the most of customer acquisition efforts, retain profita