安达信－供应链管理ppt课件

1、The Value Proposition ofSupply Chain Management.Manu-facturerTier 2SuppliersTier 1SuppliersWholesalerorDistributorRetailerorDealerConsumers“The Power of Business to Business IntegrationBenchmarking Partners, December 1998Cost is one of the major drivers to extend the traditional enterprise.60% of va

2、riable costs of an organization are driven by decisions that are external to the organization.Logistics expenseincludes:Finished Goods TransportationWarehousingOrder Entry/ Customer ServiceAdministrationInventory Carrying Cost 18% North American Annual Total Logistics Cost Change in Percentage Sourc

3、e:Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis & William H. Drumm)The past efforts have not been without considerable rewards.-50%-30%-10%10%30%50%838485868788899091929394959697%of Sales$/CWT$/CWT = Dollars per hund

4、red weight. Best in Class Average12Source: Logistics Management, April 1997Yet, supply chain cost reduction still represents a significant business opportunity .Supply Chain Spend as a Percentage of Revenues$ 34$ 37$ 34$ 20$ 15$ 8$ 4$ 10$ 162Size of Gapin Billions.VALUE THEORYholds that to increase

5、the value of a company, you must increase cash earnings in excess of its full cost of capital in a sustainable fashionThe supply chain must continue to drive shareholder value.RevenueCostsWorking CapitalFixed Capital Impact of SCM Greater customer service (i.e., higher market share, greater gross ma

6、rgins)Lower raw materials and finished goods inventoryShorter “order-to-cash cyclesShareholder ValueProfitabilityInvested CapitalSCM has contributed to increased shareholder value by impacting traditional value levers.Fewer physical assets (i.e., trucks, warehouses, material handling equipment, etc.

7、) Lower cost of goods sold, transportation, warehousing, material handling and distribution management costs.CostsAssetsCustomerServiceStrategic and Financial Impact The improvement of SCM has significant strategic and financial impacts on bottom line activities.Shareholder Value CreationCustomer Se

8、rvice Level IncreaseSupply Chain Variability Reduction Inventory ReductionCycle-time CompressionFinancials / Metrics.ROA94%98%In-stock availability Lead timeAbility to tailor to specific customer needsFixedPurchase CostVariable ManufacturingTrans/DistributionObsolescence/MarkdownAdministrative/Trans

9、actionManufacturingDistribution CentersInventory.Best in Class companies enjoy significant advantage over their competitors.Total Supply-Chain Mgmt. Cost“For a company with annual sales of $2 billion and a 60% cost of sales, the difference between being at the median in terms of performance and bein

10、g in the top 20% is $176 million in working capital.7.06.30%2%4%6%8%10%12%14%19961997RevenueBestMedian37318702040608010012019961997Calendar DaysCash-to-Cash Cycle Time13.111.61051997 PRTM Study.35347866010203040506070809010019961997Days of Supply949471810%10%20%30%40%50%60%70%80%90%100%19961997Total

11、 Days of SupplyOn-Time Delivery PerformanceBestMedianU.S. Dept. of Commerce estimates that manufacturers have cut inventories by 9% in the 1990s saving about $82 Billion Fortune 3/3/97.Best in Class companies enjoy significant advantage over their competitors.1997 PRTM Study.For period 1988-1996; So

12、urce Strategic Supply Chain Alignment, 1998500%AboveAverage3000%AboveAverage250%AboveAverageIndustry leaders have demonstrated the significant value that successful supply chains can create.Point of Sale Data and Flow Through Distribution“Retail Direct StrategyInvestment in Distribution Network.Inve

13、ntory Turns 50 times per yearThe 1997 Andersen Consulting Global Electronics Study (GES) showed that total inventory in the U.S. technology industry supply chain was around $0.5-1.5 trillion and turned less than 10 times per year.Supply Chain Opportunities for EHT IndustryStill, there are potential

14、Inventory Reduction Opportunities10-30% Inter-enterprise Postponement10-30% Intra-enterprise Postponement40-65% Direct-to-Customer Sales10-25% Joint (Collaborative) PlanningSource: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census data.- Inter-Company Supply Chain Practices -All the TimeNo

15、t at AllLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherSupplier OwnedOr ManagedInventoryThird PartyLogistics(Warehousing)Third PartyLogistics(Transportation)Third PartyLogistics(InformationManagement)ElectronicInformation Systemsto Manage ChannelFill Rates and Replenish

16、mentCustomerAccess toInternal Systemsto Track OrderConfigure toOrderStrategy543210Lower PerformersHigher PerformersSource: Manufacturing Manager Responses (4/2/97 data)The material contained in this presentation is confidential and proprietary to Andersen Consulting.4C-15Higher performing global ele

17、ctronics companies integrate more extensively across the supply chain.Substantial value creation has been identified for computer supply chain.Andersen Consultings CDDN Study- Benefits Summary -SuppliersSemic. StorageAssemblersDistributorsRetailersInv.MarginValue - 10%-70%10%-100%- - .7%-4.7%.5%-4.9

18、%- - $70-$470M$10-$102M-Inv.MarginValueInv.MarginValue - 10%-70%10%-100%- 5.3%2.0% 2.2%-$69M$18M $145M-CompressedSupply ChainCollaborativePlanningDesign forResponsiveness10%-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-$64M.Supply chain brea

19、kthrough has realized in significant benefits.Typical Levels of Supply Chain Benefits:BenchmarkImprovement Delivery performance16 - 28%Inventory reduction25 - 60%Fulfilment cycle time30 - 50%Forecast accuracy25 - 80%Overall productivity10 - 16%Lower S.C. costs 25 - 50%Improved capacity10 - 20%Source

20、:AMR & PRTMBreakthrough areas:Integrated Demand and Supply PlanningNew business models and portfolios of best relationshipsStrategic Sourcing and eProcurementeCustomer linked to Demand Chain.Which should come first? SCM or ERP?Customer ValueSupply chainplanningERPGlobalfinancialsLowHighTicket to Ent

21、ryLow-Hanging FruitHard Nut to CrackNarcissisticTime to Produce Net ValueWarehousemgmt.ShortLongSource: Gartner Group, 1998SCMERPROI (times)5 to 15 1.5 to 2Payback in 2 to 3Period months yearsAchieving internal efficiencies is important, however, the external integration can make the difference betw

22、een market leadership and failure.High returns from external integration can be achieved even when internal integration is not very sophisticated.It isnt necessary to wait until your internal integration efforts are complete to begin external integration initiatives.(Ken Ross, Extricity Software, In

23、c.).供应链管理的价值.制造商第二层供应商第一层供应商零售商或分销商零售商或经销商顾客“The Power of Business to Business IntegrationBenchmarking Partners, December 1998本钱是扩展传统企业的主要推进力之一.机构的60% 可变本钱由机构对外的决策所支配.后勤开销包括:产废品运输仓库费定货手续/ 客户效力管理仓储本钱 18% 北美每年总的后勤本钱变化百分比 Source:Council of Logistics Management 1997 Annual Conference Proceedings, Logist

24、ics Costs and Customer Service Levels (Herbert W. Davis & William H. Drumm)过去的努力不是没有报答-50%-30%-10%10%30%50%838485868788899091929394959697%of Sales$/CWT$/CWT = Dollars per hundred weight. 最好 平均12Source: Logistics Management, April 1997然而 , 供应链本钱降低仍存在宏大的商业时机.供应链耗费占销售收入的百分比$ 34$ 37$ 34$ 20$ 15$ 8$ 4$ 1

25、0$ 162Size of Gapin Billions.价值实际为了让企业增值，必需以可以继续运营的方式将收入提高到超越总本钱供应链一定会推进股东的利益.收入本钱营运资本固定资本SCM 的影响更强大的客户效力 (如，更高的市场份额, 更多的毛利)更低的原料及产废品的库存更短的 “定单变现 周期股东价值收益性投资资本SCM 经过对传统价值杠杆的影响，为添加股东的价值做出奉献更少的实物资产 (如, 卡车, 仓库, 原料处置设备,等) 更低的商品销售、运输、仓储、资料处置及分销管理本钱.本钱资产客户效力战略及财务的影响 SCM 改善对有战略及财务具有宏大影响发明股东价值客户效力程度提高供应链变动性

26、降低 库存减少周期紧缩财务衡量ROA94%98%现货供应才干 交付周期根据客户特殊要求定制的才干固定采购本钱可变制造本钱运输/发行本钱无形磨损费/减价管理/买卖本钱制造行业的资产分销中心库存.最好的公司得益于宏大的竞争优势.总供应链管理本钱“对于年销售收入为20亿及60%的销售本钱的企业，中等层次的企业与前20%的企业之间的运营资本的差别为1.76亿美圆。7.06.30%2%4%6%8%10%12%14%19961997收入最好中等37318702040608010012019961997天数现金周转周期13.111.61051997 PRTM Study.353478660102030405

27、06070809010019961997供应天数949471810%10%20%30%40%50%60%70%80%90%100%19961997总供应天数按时供货最好中等美国商业部门估计，制造业在20世纪90年代降低了9%的库存，节省了820亿美圆 财富 3/3/97.最好的公司得益于宏大的竞争优势.1997 PRTM Study.For period 1988-1996; Source Strategic Supply Chain Alignment, 1998高于平均程度500%高于平均程度3000%高于平均程度250%行业巨头证明供应链的胜利带来的宏大价值贯穿整个销售过程的销售信息及流

28、程“直销战略分销网络的投资.库存周转率为50次/年1997安达信全球电子行业研讨显示，美国科技企业供应链的总库存约为 $0.5-1.5 万亿，并且库存周转率低于10次/年对于高科技电子行业的供应链虽然如此，仍存在减少库存的潜力10-30% 企业内部的延迟10-30%企业外部的延迟40-65% 直销10-25% 协同方案Source: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census data.- 企业内部供应链实际 -总是根本不差好差好差好差好差好差好差好供应商拥有或管理库存第三方后勤(仓储)第三方后勤(运输)第三方后勤(信息管理)电子信息系统管理渠道供应与补充客户访问内部系统跟踪定单制定定货战略543210差好Source: Manufacturing Manager Responses (4/2/97 data)The material cont