创立适应能力强的供应链课件

创立适应能力强的供应链创立适应能力强的供应链这不是您的父辈所认知的商业环境期望在提升(人和客户)产品周期在缩短与客户及合作伙伴的连通性不容忽视全球化已成为关键促成者强大的供应链技术已出现及已经可以应用环境经常在改变我们在接近可管理性的极限吗?这不是您的父辈所认知的商业环境期望在提升(人和客户)我们在接很少的供应链表现良好极好很好好良好

差05%10%15%20%25%30%35%40%45%50%12.0%41.6%38.9%1.3%6.2%供应链表现资料来源:凯捷安永/

IndustryWeek

供应链研究很少的供应链表现良好极好很好好良好差05%10%15%20对这些改变的反映

不可轻心资料来源:GartnerGroup“在2004年之前,那些失败应用供应链管理技术及程序的企业中,90%会失去他们首选供应商的地位(.8的概率)”对这些改变的反映

不可轻心资料来源:Gartner主动企业的市场价值时间EVA/股东价值企业范围供应链机率当前方案固定资本功效税款减至最小限度唯一没变的是—

股东价值仍是我们的目标!

总成本减至最小限度运营资金功效利润成长主动企业的市场价值时间EVA/企业范围供应链机率当前方案固定三代供应链管理方式商业尺度功能优化综合Silo组织部门表现成本决定功能性技术局部的解决方案

时间几周或几月三代供应链管理方式功能优化综合Silo组织部门表现成三代供应链管理方式商业尺度功能优化综合的供应链综合部门企业组织部门集中表现成本成本与服务决定功能性流程主导技术局部的解决方案ERP/Bolt-on

时间几周或几月几天或几周三代供应链管理方式功能优化综合的供应链综合部门企业组织三代供应链管理方式商业尺度功能优化综合的供应链适应性强的供应链综合Silo企业扩大企业范围组织部门集中协同表现成本成本与服务收入及利润决定功能性流程主导EventBasedAgentAssisted技术局部的解决方案ERP/Bolt-on完整的网络连接

时间几周或几月几天或几周实时三代供应链管理方式功能优化综合的供应链适应性强的供应链综合适应性强的供应链

在三个水平上运作生态系统工程学网络设计消费者主导战略供应及需求计划利润及收入优化资产管理运作订购管理补货履行/交货

执行被重要的促成者所支持适应性强的供应链

在三个水平上运作生态系统工程学网络设计消费理解我们适应能力强的供应链的观点需求和供应管理一体化适应性强的供应链的关键可见度协同立基于事件的管理综合的技术平台

转化途径凯捷安永网络价值链结构TM理解我们适应能力强的供应链的观点购买迁移制造供应链最终顾客服务了解目标销售每个公司的战略应该建立在供应和需求管理的一体化上购买迁移制造供应链最终顾客服务了解目标销售每个公司的战略应该通过供求管理的一体化来增长利润销售渠道顾客分类

当前状况

OrdersinFulfillment实时成本短期计划能够提交供应链需求

当前状况

CurrentOfferPortfolio

价钱/优惠服务需求需求模式提议调整提议订购订购通过供求管理的一体化来增长利润销售顾客当前状况供应链需求国际贸易后勤供应商运送者顾客需求可见度查询订购库存促销一个适应能力强的企业拥有整个供应链从末端到末端的可见度LLP履行/交货依从设定可提供性供应可见度生产量结算国际贸易供应商运送者顾客需求可见度查询订购库存促销一个适应能协同中心是适应能力强的供应链的关键促成者制造销售协同商业基础构造–综合电子-中心

计划采购运行供应商协同渠道协同协同实行新产品设计协同协同中心是适应能力强的供应链的关键促成者制造销售协同商业基础事件管理建立在供应链流程上立基于程序企业是用预先确定的标准的商业程序来管理的.一般以ERP和batchprocessing来处理交易行为用模型来处理计划编制及优化计算事件促成实时监控参数及事件扩大的企业内部环境内部明确的行为立基于特殊的情形(e.g.边缘成本)协助者(Agent)用来监控管理优化计算事件管理建立在供应链流程上立基于程序事件促成适应能力强的技术构造

网络目录用户档案,程序及数据绘制程序资料库用户程序和协助者应用软件处理和数据数据应用数据应用数据应用数据应用ERP数据综合适应能力强的技术构造

网络目录程序资料库应用软件凯捷安永端到端供应链方案的框架TM汽车工业能源业高科技医疗/生命科学业消费产品及物流分配业其他凯捷安永端到端供应链方案的框架TM汽车工业TechnologyArchitectureSUPPLIERCOMMUNICATORPlanningFulfillmentTransportationSourcingManufacturingProcurement(direct/indirect)Demand&SupplySynchronizationServicesHUB’sSetBasedDesign&TransitionPlanningCapacitySourcing凯捷安永的网络价值链

(NetworkValueChain)参考结构CUSTOMERCOMMUNICATORFulfillmentProvidersSuppliersManufacturingSourcingFulfillmentEXECUTIVEDASHBOARDPrice–RevenueOptimizationCustomersegmentationandproduct/servicebundlesfordifferentiation.CustomerSegment&ServiceLevelStrategyCampaignMgmt.ProductPriceServicePromotionPlacementRealTimeOrderManagementsmReal-timeproductconfiguration,promising,andstatus.ConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDemand/SupplyPlanningandMatchingReal-timecollaborationwithmanufacturingandsuppliers.DemandPlanningSupplyPlanningExecutionNearreal-timecoordinationofinternalactivitieswithsuppliers,assemblers,logisticsprovidersforoptimalinventoryandservicePurchasingMgmt.ManufacturingMgmt.DistributionMgmt.CUSTOMERCOMMUNICATORCo-managedInventorySynchronizedInventoryInventoryManagementInternetPrice-RevCampaignMgmt.RTOMProductPriceServicePromotionPlacementCustomerSegment&ServiceLevelStrategyConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDesignNew

ChannelsStandardChannelSalesCo-managedInventoryChannelHUB’sSUPPLIERCOMMUNICATORB2BMarketplacesB2C&B2BMarketplacesSupportProcesses

ProductLifecycleManagement-Realtimeproductdevelopmentcollaborationwithsuppliers,customers,andwithintheenterprise.LaunchAndPost-LaunchSupportPortfolioManagementComponentSupplyManagementProductDevelopment3PLsContractMFGFulfillmentManufacturingTechnologyArchitectureSPlanniNVC参考结构有四个阶层Processarchitecture –detailedclosed-loopprocessflows,responsibilities,cycletimes,workflowsGovernancearchitecture –ownershipandinfluenceofdecisions,policies,decisionflows,objectsIntegrationarchitecture –roles,responsibilities,organisation,control-system,performancemeasuresApplicationarchitecture –applications,functionality,data&flows,interfaces,middlewarePhysicalarchitecture –servers,drives,firewalls,network,scalability,reliability,security,management

PhysicalHardwareSiteandNetworkPlanGovernanceOwnershipBusinessProcessModelApplicationsLandscapeX

:ProvisionX

:CallCnterX

:OMX

:FinanceX

:Billing::::::22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitectureNVC参考结构有四个阶层PhysicalHardware综合优化价值链的企业案例MillionsGrossDIVCOS

potential=$0.65/Bbl(€4.2/MT)$100$200$300后勤及分配排期的效率库存可见度进行中的主动的财政可见度预测精确度花费/风险

管理其他行政花费弹性增加销量对变化的抵抗力DIVCOS

价值陈述下游价值链利润升高的实例$210M$0综合优化价值链的企业案例MillionsGrossDIV理解我们适应能力强的供应链的观点需求和供应管理一体化适应性强的供应链的关键可见度协同立基于事件的管理综合的技术平台转化途径凯捷安永网络价值链结构TM理解我们适应能力强的供应链的观点我们在建立适应能力强的供应链方面拥有丰富的经验及实施方法ProgramImplementationTechnologyArchitectureManagement0.5-3Days4-5MonthsNVCIndex&ValueAssessmentPhase0Phase

IPhaseIIChangeManagementProgramManagementClientSCTransformationManagementOfficeSettingthePlanCreatingChange!MiningValueSupplyChainAcceleratorLaunchPadMobilizingtheCompanyPhaseIIISCStrategyNVCBlueprintTransformationRoadmapASE6–8WeeksQuickHits我们在建立适应能力强的供应链方面拥有丰富的经验及实施方法Pr改革实施路线图一般始于EarlyWinsAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframeworkTo-BePeopleandOrganizationSupplyChainKeyEnablersSystemsSupportProcessesConnectivitySharedinformationwithindustryDLOVisionAgreedCommsStrategyEstablishedPerformanceMeasuresAlignedwithBusinessObjectivesClearAccountabilitiesAssignedClearUnderstandingofCurrentSkillsSkillGapsIdentifiedStructureAlignedwithOperationalNeedsMoDWideStockVisibleInternalStockVisibleInventoryCodingUnifiedPurchasingbyCommodityPossibleInventoryDuplicationRemovedServiceLevelsDefinedClearlyDocumentedProcessesSupplyChainMeasuresAdoptedDistributionNetworkUnifiedFleetManagementProcessesEstablishedPredictiveMaintenanceCapabilityAvailableGuaranteedTurnaroundTimesCommonplacePrognosticHealthMonitoringPossibleComprehensiveUsageDataAvailableDefectReportingProceduresinPlaceUnifiedconfigurationcontrolMaintenanceActivityReportingEstablishedProductsStandardisedEnd-to-endAssetTrackingPossibleIntegratedBDRcapabilityRepairLoopVisibleSupportChainMeasuresAdoptedServiceLevelsDefinedClearlyDocumentedProcessesCollaborativeMindset(notadversarial)EmbeddedAcquisitionPerspectiveSharedSingleDLOCultureEmbeddedOperationalExcellenceTranslatedintoLogisticsExcellenceLeadingPracticeLogisticsStatusOrganisationReadyandCapableforChangeLeadingPracticeAcquisitionStatusBoundarieswithIndustryDefined“Justenough”SupplyChainEstablishedResponsiveSupplyChainEstablishedInventoryRationalised-Level2DynamicForecastingPossible‘RightFirstTime’ProceduresEstablishedInventoryManagedStrategicallyEnd-to-endSupplyChainVisibleSuppliersRationalisedIntegratedRiskManagementProceduresAdoptedAdaptiveSupplyChainEstablishedCollaborativeEngineeringCapabilityinPlaceWholeLifeManagementProcessesEstablishedDistributionIntegratedAvailabilityBasedSupportCommonplaceEngineeringProcessIntegrated-IndustrytoMoDEngineeringOperationsIntegratedCapabilityBasedSupportCommonplaceTradingPartnersCollaboratingChangeEndorsedPoliticallyAppropriatePolicyandPerformanceMeasuresAdoptedSupportProcessesStreamlinedContractsandPolicyRestructuredProcessesDefined-ClearOwnershipandGovernanceManagementAccountinginPlaceBalancedScorecardsIntegratedRABEmbeddedCommonApplicationSetsGlobalPeopleManagementDecisionsSupportToolsCommonInformationNetworkwithIndustrySecureEndtoEndConnectionEnterpriseDataWarehouseKeySystemsAlignedOpenInformationSharedSystemsinPlaceIntegratedNetworkAbilitytocleansedataCertificateslinktoGlobalDirectoryIntegratedFinancial/ActivitySystemsGlobalDirectoryEstablished-InformationModelCommonInformationNetworkInternallyClearSystemsOwnershipCommoninformationRegenerationCapabilityUnderstoodSupplyChainIntegratedwithSupportChainIncentiveProgrammesEstablishedSupplierDevelopmentProgrammeEstablishedNewApproachestoRiskManagementPaperlessPurchasingPossibleModularReplacementProgrammeEstablishedInformationAssurancePolicyReformedTradingPartnersEngagedMeasuresBasedonTargetsPerformanceMeasuresAlignedwithBusinessObjectivesTruePartnershipwithIndustryCWEInfrastructureinPlaceSingleDataEntryIntegratedChangeProgrammeManagementEstablishedImpactofChangeUnderstoodCultureSupportsChangeProgrammeDevelopourpeoplewithintherightstructureStaffCommittedtoChangeChangeLeadershipinPlaceLeadershipCompetenciesIdentifiedAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframework改革实施路线图一般始于EarlyWinsAs-IsStre创造QuickWins动力的五个区域采购及电子购买库存管理运送与贮库LEANMANUFACTURING税务优化供应链在很多情况下QuickWins能提供整条供应链转化所需的资金创造QuickWins动力的五个区域采购及电子购买在很多情Questions&DiscussionWemakeourclientsFamous…forSupplyChainExcellenceQuestions&DiscussionWemake创立适应能力强的供应链创立适应能力强的供应链这不是您的父辈所认知的商业环境期望在提升(人和客户)产品周期在缩短与客户及合作伙伴的连通性不容忽视全球化已成为关键促成者强大的供应链技术已出现及已经可以应用环境经常在改变我们在接近可管理性的极限吗?这不是您的父辈所认知的商业环境期望在提升(人和客户)我们在接很少的供应链表现良好极好很好好良好

差05%10%15%20%25%30%35%40%45%50%12.0%41.6%38.9%1.3%6.2%供应链表现资料来源:凯捷安永/

IndustryWeek

供应链研究很少的供应链表现良好极好很好好良好差05%10%15%20对这些改变的反映

不可轻心资料来源:GartnerGroup“在2004年之前,那些失败应用供应链管理技术及程序的企业中,90%会失去他们首选供应商的地位(.8的概率)”对这些改变的反映

不可轻心资料来源:Gartner主动企业的市场价值时间EVA/股东价值企业范围供应链机率当前方案固定资本功效税款减至最小限度唯一没变的是—

股东价值仍是我们的目标!

总成本减至最小限度运营资金功效利润成长主动企业的市场价值时间EVA/企业范围供应链机率当前方案固定三代供应链管理方式商业尺度功能优化综合Silo组织部门表现成本决定功能性技术局部的解决方案

时间几周或几月三代供应链管理方式功能优化综合Silo组织部门表现成三代供应链管理方式商业尺度功能优化综合的供应链综合部门企业组织部门集中表现成本成本与服务决定功能性流程主导技术局部的解决方案ERP/Bolt-on

时间几周或几月几天或几周三代供应链管理方式功能优化综合的供应链综合部门企业组织三代供应链管理方式商业尺度功能优化综合的供应链适应性强的供应链综合Silo企业扩大企业范围组织部门集中协同表现成本成本与服务收入及利润决定功能性流程主导EventBasedAgentAssisted技术局部的解决方案ERP/Bolt-on完整的网络连接

时间几周或几月几天或几周实时三代供应链管理方式功能优化综合的供应链适应性强的供应链综合适应性强的供应链

在三个水平上运作生态系统工程学网络设计消费者主导战略供应及需求计划利润及收入优化资产管理运作订购管理补货履行/交货

执行被重要的促成者所支持适应性强的供应链

在三个水平上运作生态系统工程学网络设计消费理解我们适应能力强的供应链的观点需求和供应管理一体化适应性强的供应链的关键可见度协同立基于事件的管理综合的技术平台

转化途径凯捷安永网络价值链结构TM理解我们适应能力强的供应链的观点购买迁移制造供应链最终顾客服务了解目标销售每个公司的战略应该建立在供应和需求管理的一体化上购买迁移制造供应链最终顾客服务了解目标销售每个公司的战略应该通过供求管理的一体化来增长利润销售渠道顾客分类

当前状况

OrdersinFulfillment实时成本短期计划能够提交供应链需求

当前状况

CurrentOfferPortfolio

价钱/优惠服务需求需求模式提议调整提议订购订购通过供求管理的一体化来增长利润销售顾客当前状况供应链需求国际贸易后勤供应商运送者顾客需求可见度查询订购库存促销一个适应能力强的企业拥有整个供应链从末端到末端的可见度LLP履行/交货依从设定可提供性供应可见度生产量结算国际贸易供应商运送者顾客需求可见度查询订购库存促销一个适应能协同中心是适应能力强的供应链的关键促成者制造销售协同商业基础构造–综合电子-中心

计划采购运行供应商协同渠道协同协同实行新产品设计协同协同中心是适应能力强的供应链的关键促成者制造销售协同商业基础事件管理建立在供应链流程上立基于程序企业是用预先确定的标准的商业程序来管理的.一般以ERP和batchprocessing来处理交易行为用模型来处理计划编制及优化计算事件促成实时监控参数及事件扩大的企业内部环境内部明确的行为立基于特殊的情形(e.g.边缘成本)协助者(Agent)用来监控管理优化计算事件管理建立在供应链流程上立基于程序事件促成适应能力强的技术构造

网络目录用户档案,程序及数据绘制程序资料库用户程序和协助者应用软件处理和数据数据应用数据应用数据应用数据应用ERP数据综合适应能力强的技术构造

网络目录程序资料库应用软件凯捷安永端到端供应链方案的框架TM汽车工业能源业高科技医疗/生命科学业消费产品及物流分配业其他凯捷安永端到端供应链方案的框架TM汽车工业TechnologyArchitectureSUPPLIERCOMMUNICATORPlanningFulfillmentTransportationSourcingManufacturingProcurement(direct/indirect)Demand&SupplySynchronizationServicesHUB’sSetBasedDesign&TransitionPlanningCapacitySourcing凯捷安永的网络价值链

(NetworkValueChain)参考结构CUSTOMERCOMMUNICATORFulfillmentProvidersSuppliersManufacturingSourcingFulfillmentEXECUTIVEDASHBOARDPrice–RevenueOptimizationCustomersegmentationandproduct/servicebundlesfordifferentiation.CustomerSegment&ServiceLevelStrategyCampaignMgmt.ProductPriceServicePromotionPlacementRealTimeOrderManagementsmReal-timeproductconfiguration,promising,andstatus.ConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDemand/SupplyPlanningandMatchingReal-timecollaborationwithmanufacturingandsuppliers.DemandPlanningSupplyPlanningExecutionNearreal-timecoordinationofinternalactivitieswithsuppliers,assemblers,logisticsprovidersforoptimalinventoryandservicePurchasingMgmt.ManufacturingMgmt.DistributionMgmt.CUSTOMERCOMMUNICATORCo-managedInventorySynchronizedInventoryInventoryManagementInternetPrice-RevCampaignMgmt.RTOMProductPriceServicePromotionPlacementCustomerSegment&ServiceLevelStrategyConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDesignNew

ChannelsStandardChannelSalesCo-managedInventoryChannelHUB’sSUPPLIERCOMMUNICATORB2BMarketplacesB2C&B2BMarketplacesSupportProcesses

ProductLifecycleManagement-Realtimeproductdevelopmentcollaborationwithsuppliers,customers,andwithintheenterprise.LaunchAndPost-LaunchSupportPortfolioManagementComponentSupplyManagementProductDevelopment3PLsContractMFGFulfillmentManufacturingTechnologyArchitectureSPlanniNVC参考结构有四个阶层Processarchitecture –detailedclosed-loopprocessflows,responsibilities,cycletimes,workflowsGovernancearchitecture –ownershipandinfluenceofdecisions,policies,decisionflows,objectsIntegrationarchitecture –roles,responsibilities,organisation,control-system,performancemeasuresApplicationarchitecture –applications,functionality,data&flows,interfaces,middlewarePhysicalarchitecture –servers,drives,firewalls,network,scalability,reliability,security,management

PhysicalHardwareSiteandNetworkPlanGovernanceOwnershipBusinessProcessModelApplicationsLandscapeX

:ProvisionX

:CallCnterX

:OMX

:FinanceX

:Billing::::::22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitectureNVC参考结构有四个阶层PhysicalHardware综合优化价值链的企业案例MillionsGrossDIVCOS

potential=$0.65/Bbl(€4.2/MT)$100$200$300后勤及分配排期的效率库存可见度进行中的主动的财政可见度预测精确度花费/风险

管理其他行政花费弹性增加销量对变化的抵抗力DIVCOS

价值陈述下游价值链利润升高的实例$210M$0综合优化价值链的企业案例MillionsGrossDIV理解我们适应能力强的供应链的观点需求和供应管理一体化适应性强的供应链的关键可见度协同立基于事件的管理综合的技术平台转化途径凯捷安永网络价值链结构TM理解我们适应能力强的供应链的观点我们在建立适应能力强的供应链方面拥有丰富的经验及实施方法ProgramImplementationTechnologyArchitectureManagement0.5-3Days4-5MonthsNVCIndex&ValueAssessmentPhase0Phase

IPhaseIIChangeManagementProgramManagementClientSCTransformationManagementOfficeSettingthePlanCreatingChange!MiningValueSupplyChainAcceleratorLaunchPadMobilizingtheCompanyPhaseIIISCStrategyNVCBlueprintTransformationRoadmapASE6–8WeeksQuickHits我们在建立适应能力强的供应链方面拥有丰富的经验及实施方法Pr改革实施路线图一般始于EarlyWinsAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframeworkTo-BePeopleandOrganizationSupplyChainKeyEnablersSystemsSupportProcessesConnectivitySharedinformationwithindustryDLOVisionAgreedCommsStrategyEstablishedPerformanceMeasuresAlignedwithBusinessObjectivesClearAccountabilitiesAssignedClearUnderstandingofCurrentSkillsSkillGapsIdentifiedStructureAlignedwithOperationalNeedsMoDWideStockVisibleInternalStockVisibleInventoryCodingUnifiedPurchasingbyCommodityPossibleInventoryDuplicationRemovedServiceLevelsDefinedClearlyDocumentedProcessesSupplyChainMeasuresAdoptedDistributionNetworkUnifiedFleetManagementProcessesEstablishedPredictiveMaintenanceCapabilityAvailableGuaranteedTurnaroundTimesCommonplacePrognosticHealthMonitoringPossibleComprehensiveUsageDataAvailableDefectReportingProceduresinPlaceUnifiedconfigurationcontrolMaintenanceActivityReportingEstablishedProductsStandardisedEnd-to-endAssetTrackingPossibleIntegratedBDRcapabilityRepairLoopVisibleSupportChainMeasuresAdoptedServiceLevelsDefinedClearlyDocumentedProcessesCollaborativeMindset(notadversarial)EmbeddedAcquisitionPerspectiveSharedSingleDLOCultureEmbeddedOperationalExcellenceTranslatedintoLogisticsExcellenceLeadingPracticeLogisticsStatusOrganisationReadyandCapableforChangeLeadingPracticeAcquisitionStatusBoundarieswithIndustryDefined“Justenough”SupplyChainEstablishedResponsiveSupplyChainEstablishedInventoryRationalised-Level2DynamicForecastingPossible‘RightFirstTime’ProceduresEstablishedInventoryManagedStrategicallyEnd-to-endSupplyChainVisibleSuppliersRationalisedIntegratedRiskManagementProceduresAdoptedAdaptiveSupplyChainEstablishedCollaborativeEngineeringCapabilityinPlaceWholeLifeManagementProcessesEstablishedDistributionIntegratedAvailabilityBasedSupportCommonplaceEngineeringProcessIntegrated-IndustrytoMoDEngineeringOperationsInteg