01供应链案例08-i2管理

1、Sell SideBuy SideCustomersSuppliersInsideThe past five years CRMIntegrated Multi-channel Sales, Marketing and ServiceSupply ChainIncreased efficiency, collaboration and managementERPConsolidated and consistent internal processesOn the “Sell Side”100% Customer Satisfaction The Road to RuinAcceleratio

2、n of Marketing CyclesEnd of Richness vs. ReachIntegrated View of the Customer AlmostDecreasing SchizophreniaMulti-Channel CoordinationSelf Service Catches-onField Service Goes DigitalSolution Management Raises the BarCustomer ServiceSales MarketingSell Side InnovationsOn the “Buy Side”Buy Side Innov

3、ationsReal-time, web enabled processes Extended trading networks and e-MarketplacesN-tier collaborationPartnerships with trading partnersFocus on total supply chain and assetsManaged product portfolioDynamic pricing and tailored service levelsCustomizationColaboration ConnectivityCostConsolidationCo

4、nsistencyOn the “Inside”Inside InnovationsERP SystemsFinancial, HR, Mfg and other processes Enterprise data standardsIntegrated systems for running the businessGlobal view of operational informationEliminated duplicate systemsHowever, these disciplines have optimized within their areas leaving much

5、value unrealizedSales, Marketing and ServiceHR, Finance, etc.Supply ChainSell SideBuy SideCustomersSuppliersInsideFurther, the internet and globalization raise overall customer expectations faster than companies can respondCustomer Expectations/RequirementsSupply-Chain Cost to Serve (per Customer)“1

6、00%” Overall Customer Satisfaction an Elusive and Costly GoalEven though e-Collaboration Reduces Cost to Serve .Source: Deloitte Researche-Collaboration Is Not Enough. Customer Expectations and Requirements Will Keep RisingPowered by new communication and processing technologiesOptimized across the

7、entire enterprise for loyalty and customer value Shared Information across the enterprise and trading partnersThe next level of competitive excellencewill be throughDigital Loyalty NetworksThe Next FrontierSell SideBuy SideCustomersSuppliersInsideIn Digital Loyalty Networks the Enterprise Optimizes

8、True Customer Value.Enterprise Optimizes True Customer ValueTo test our hypothesis, we compared company performance vs. their Loyalty Networking characteristicsHow we did the study850 Senior Executives 35 CountriesGlobal manufacturers - top 25% of salesClassifications based on company reported activ

9、itiesCompanies fell into four categoriesLow HighLow HighCustomer LoyaltySupply Chain CollaborationMarket TakersLoyalty NetworkersCollaboratorsLoyalists26%15%13%46%Loyalty Networkers outperform others on all key metricsPROFITABILITYAverage Profit Level (Market Takers = 100) 50100150MarketTakersCollab

10、oratorsLoyalistsLoyalty NetworkersLoyalty Networkers outperform others on all key metricsBUSINESS PERFORMANCE5%10%15%20%25%30%Workforce Loyalty/RetentionReturn on Assets (Pretax)Market Share of Primary Products in Target MarketsSales GrowthPercentage of Companies with Exceptional Performance on Goal

11、sLoyalty NetworkersLoyalistsCollaboratorsMarket Takers0%Loyalty Networkers outperform others on all key metricsBUSINESS PERFORMANCEPercentage of Companies with Exceptional Performance on GoalsLoyalty NetworkersLoyalistsCollaboratorsMarket Takers0%5%10%15%20%25%30%35%Understanding of Foreign Markets

12、/ Customer NeedsSuperior Pre-Sales Service CapabilitiesResponsive After-Sales ServiceOverall Customer SatisfactionQuality of Customer RelationshipsWhat is happening here?Sell SideBuy SideCustomersSuppliersInsideLoyalty Networks leverage better information on Customer ValueUnderstanding of “True” Cus

13、tomer ValueGetting to “True” Customer ValueUse customer value as driving management metricIncorporate supply chain costs into customer valueCommon PracticeLoyalty Networks“Standard” Margins“Real” MarginsLimited Supply Chain visibilitySupply Chain used to get build loyalty with high value customersLo

14、yalty Networks Optimize Supply Chain to Maximize Customer ValueSell SideBuy SideCustomersSuppliersInsideSupply Chain optimized based on Customer ValueSupply Chains will manage value Aim for flawless execution for most valuable customersDo we need to Package/Ship/keep inventory at the same levels for

15、 all customers?Dynamic capacity planning incorporating customer prioritiesMachine AvailabilityWarehousingDistributionCurrentLoyalty NetworksAll orders created equalDifferentiate based on customerVolumes drive design Value drives designWhat to do on Wednesday MorningAnalyze Loyalty Networks in three areas StrategyOperationsMindsetCreate a roadmap of bite size plishmentsCreate a Loyalty Network Roadmap based on weak links in the three areas. Compa