Accenture的供应链中的新业务模式(英文)课件

NewBusinessModelsinSupplyChain

HarryE.SalzbergMemorialProgram

SyracuseUniversityApril6,2001©AndersenConsulting2000NewBusinessModelsinSupplySupplyChaincapabilitycontinuestobethedifferencebetweeneCommercesuccessandfailure"TheInternetisn'tthefirstcommerceplatform,butitcertainlyholdsmorepotentialthananythathavecomebeforeit.Thatpotentialisparticularlyevidentinsupplychainmanagement.HoweffectivelyorganizationscanintegratetheInternetintotheircoresupplychainstrategywillinlargemeasuredeterminetheirfuturebusinesssuccess."

--GoldmanSachs"Atrulyintegratedsupplychaindoesmorethanreducecosts.Italsocreatesvalueforthecompany,itssupplychainpartners,anditsshareholders...Theindustryleadershavemadeonethingclear:Thepayoffsfromsuccessfulsupplychainintegrationcanbehandsomeindeed."

--HauL.Lee(StanfordUniversity)"Onlinesupply-chainmanagementwillstayoneofthehottestB2Btechnologyfields…CompaniesareonlynowstartingtofigureouttheefficienciesandcostsavingstheycanrealizewithWebsystemsthatallowbuyersandsellerstoaccessthesameinformationonline."

--JupiterResearch

1©AndersenConsulting2000SupplyChaincapabilitycontinAgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits2©AndersenConsulting2000AgendaNewBusinessModelsinAAgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits3©AndersenConsulting2000AgendaNewBusinessModelsinAWhatisabusinessmodel,anyway?It’sanorganization’scorelogicforcreatingvalueWhataretheCompany’sRevenueStreams?OperatingRevenueWhatdoesitsell?Towhom?Whydocustomerschoosethiscompanyoverothers?Howdoesthecompanycommunicatedistinctivelywithcustomers?Howdoesitpricedistinctively?WhataretheCompany’svaluepropositions?Non-OperatingRevenueHowdoesitattractfinancialresources?Howdoesitmaximizethevalueofitsfinancialassets?HowdoestheCompanymanageitsfinancesdistinctively?Howdoesthecompanymakeaprofit?Whatroledoesitplayinthevaluechain?Howisitscoststructuredistinctive?Whatdistinctiveresources,assets,andcapabilitiesdoesitleverage?Whatdistinctiverelationshipsdoesitenjoy?Howdoesitstructureandleadsitsorganizationtoachieveworldclassperformance?4©AndersenConsulting2000Whatisabusinessmodel,anywSuccessfulbusinessmodelsaredrivenbytwokeyconcepts–revenueandprofitabilityBusinessModelDesignConceptsDesignConceptsThinkGlobal;ActLocalCustomerRevenueandProfitabilityCustomer

ServiceRequirementsChannelAssetLeverageCollaborativeValueCreationRevenue/ProfitabilityServiceGlobalOptimaCustomer(1)Customer(2)Customer(3)5©AndersenConsulting2000SuccessfulbusinessmodelsareFocusingonrevenue/profitabilityorientedbusinessmodelshavesignificantimplicationsforsupplychaindesignTraditionalSupplyChainDesignsSupplyChainDesignInnovationsOveralllogisticscostsChannelservicelevelsDoityourself

FocusongettingstuffoutthedoorCustomer-levelrevenue/profitabilityCustomer-levelservicestandardsCollaboratewithsupplychainpartnersFocusoncreatingcustomervalue6©AndersenConsulting2000Focusingonrevenue/profitabilLet’slookatthetrackrecordfornewbusinessmodelsinsupplychain,especiallythe“neweconomy”entrantsEvolutionaryMasters–constantlyimprovingonprovendesignsNew,NewEntrants–web-enabledentrantsseekinglong-termcompetitiveadvantageSpectacularFailures–the$100millionspaceexplorers7©AndersenConsulting2000Let’slookatthetrackrecordOurEvolutionaryMastershavedeftlymanagedsupplychaincomplexityandrelationshipsoverthelastdecade…ManagingRelationshipsIntegratetechnologiestoextendintosuppliersandcustomersBuy,build&borrownewcapabilitiesfromthebestcompaniesSupplychainhumanperformance-engagingyourpeopleBuilddemandchainsynchronizationcapabilitiesManagingComplexityIntegrateandcontinuouslyimprove:operationalexcellenceCompressthesupplychaintoeliminatewastedtimeandinventoryCreatenewreservestoallowflexibleresponsetotheunexpectedAbilitytoManageSupplyChainRelationshipsIntegrationCollaborationSynchronizationValueCreatorPositioningFunctionalComplexityEnterpriseComplexityValueChainNetworkComplexityAbilitytoManageSupplyChainComplexity=B2Bwebbasedworld8©AndersenConsulting2000OurEvolutionaryMastershave…andtheyhavebeenrewardedbyWallStreetPricetoEarningsRatio(AnnualizedGrowth1995-1999)MarketCapitalization(AnnualizedGrowth1995-1999)ShareholderValueCreation1995-1999Source:AccentureFinancialAnalysis(43%,27%)(152%,57%)(38%,30%)(57%,36%)(11%,-13%)(6%,4%)9©AndersenConsulting2000…andtheyhavebeenrewardedbReportCardSupplyChainInnovationThejuryremainsoutonthenew,newentrantswith“innovative”supplychainsNew,NewEntrantsMoreproducts,nostores,efficientconsumerdirectdeliverysystemComments:earlyoutsourcingmodelabust.Volumegrowthkeytoloweringsupplychaincosts.Servicelevelleaderwithconsumers.ProbabilityofSuccess:ModeratetoHighChallenge:B+MretailersdevelopmodelswithmoresupplychainefficiencyCoolMove:PartnershipwithToysRUsConciergeforthehome,backedbyastate-of-the-art“lastmile”deliverysystemComments:HugeinvestmentinaUPS/FedEx–likedeliverymodel.Key3PLplayershavemuchbettercostprofilesProbabilityofSuccess:LowChallenge:ExistingsupermarketsenteringthebusinessatafractionofthecostCoolMove:B+MPartnership/Takeover?ReallyCoolMove?:AmazonbuysWebvan10©AndersenConsulting2000ReportCardSupplyChainInnovaOurspectacularfailuresallviolatedbasicbusinessandsupplychainrules11AugustWantedtobeThePriceCluboftheWeb.Plaguedbybilling/fulfillmentproblemsTheReasonsDOD6NovemberNosit,nobuy.Manufacturerscouldnotmeetdeliverytimessitepromisedconsumers7NovemberDogsreallydonothavewallets.Soldlowmarginproductswithhighdeliverycosts11DecemberIllogicalbrandextension.InfrastructuredidnotexisttomeetconsumerdeliveryneedsPWebHouseClub11©AndersenConsulting2000OurspectacularfailuresallvWebelievethatsuccessintheneweconomyliesinaseamlesscombinationofcapabilitiesacrosstheextendedsupplychainTheSupplyChainContinuumRelationshipsalongtheSupplyChainScopeofImpactIncreasingCapabilities,IncreasingBenefitsWithinBusinessActivitiesTraditionalOptimizationIntegrationIntegratedStep1: Integratefunctionsofthe existingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep2: Improvecollaborationandcontrolwithvendors,customersAcrossAlliancePartnersSynchronizationeSynchronizationStep3: VirtuallySynchronizethesupplychainacrossplayersintoonelogicalenterpriseWeb-BasedEntrantsLeaderintheNewEconomy12©AndersenConsulting2000WebelievethatsuccessintheOurvisionofwinningnewbusinessmodelsinsupplychainleveragetheemergingexchangespace,integratedwithinnovativesupplychainplanningandexecutioncapabilitiesProcurementSupplyChainPlanning3rdPartyPartners/Alliances/VentureseFulfillmentCollaborativeManufacturing

eCRMVirtualSynchronizationeSupportService/Support/MaintenanceMaterial/procurementexchanges/auctionsIP/productdevelopmentexchangesCapability/serviceexchangesSupplyChainEcosystemeDesigneCommerceCapabilities13©AndersenConsulting2000OurvisionofwinningnewbusiAgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits14©AndersenConsulting2000AgendaNewBusinessModelsinAWewillnowhighlighthownewbusinessmodelsareemerginginkeysupplychainfunctions,aswellasacrossmultipleenterprisesSupplyChainPlanning3rdPartyPartners/Alliances/VentureseFulfillment

eCRMVirtualSynchronizationeSupportService/Support/MaintenanceMaterial/ProcurementExchanges/AuctionsIP/ProductDevelopmentExchangesCapability/ServiceExchangesSupplyChainEcosystemeDesigneCommerceCapabilitiesCollaborativeManufacturingProcurement15©AndersenConsulting2000WewillnowhighlighthownewNewBusinessModel: Creatingacross-companycollaborative productdesignprocess

Revenue/ProfitDrivers:Fasterproductrollout/simplerdesignsProductspeoplewant(TimetoMarket)Enhancedsupplier/channelrelation

Lowersupplychaincosts(TimetoVolume)Higherrevenue/marginsfromnewproducts(TimetoProfits)KeyConcepts:

+=eDesignCustomer-drivendesignDesignforsupplychainSharingR&Dassets16©AndersenConsulting2000NewBusinessModel: CreatingeDesignCaseStudy:Rule-BreakersRule!

ZararedefinesretailingwithacollaborativedesignprocessHowTheyDoIt(“DesignonDemand”Retailing)Challenge:Effectivelymanageexplosivegrowthinvolatileretailsectorofthis$2billionSpanishclothingretailerwith400Storesin25countriesResults:25+%same-storesalesincrease34+%yearlyincreaseinprofitsinaweakretailsectorDailyevaluationofstoresell-thruCollaborativestoremanager/centralplanning/supplierdesigndecisionsviatheinternetLessthan15daymanufacturingcycleTwice-a-weekstorereplenishment17©AndersenConsulting2000eDesignCaseStudy:Rule-BreakNewBusinessModel:Usingweb-basedvirtualmarketplacesasafast-trackmechanismforcreatingatightlysynchronizedsupply/customerbase

Revenue/ProfitDrivers:NewsourceofbuyersandsellersState-of-theartauction/exchange/delivery/managementprocessesCheapersourcesNewcustomersLoweradmincostsImprovedefficienciesKeyConcepts:

+=eMarketplacesIndustryverticaleMarketplacesPrivatevirtualeMarketplacesHorizontaleMarketplaces18©AndersenConsulting2000NewBusinessModel:UsingwebeMarketplaceCaseStudy:SixSigmaExcellence!

GEimplementsnetworktostreamlinepurchasingprocessesandcompresscycletimeHowTheyDoIt(“GlobaleXchange”Procurement)Leveragewebtechnologiesandbusinessscaletocreate“TradingProcessNetwork”Streamlineprocurementprocessbyextending“TradingProcessNetwork”purchasingtechnologiestobuyersandsellersCompressedpurchasingcycletimesby50%Reducedlaborcostsby30%andmaterialcostsby5%-20%“TradingProcessNetwork”Challenge:Drivebottomlinepurchasingbenefitsbytransformingtraditionalbusinessprocessestoadotbricks-and-mortar(.bam)operatingmodelResults:Reducedoverallprocurementcostsby$600million(~30%)overthreeyears19©AndersenConsulting2000eMarketplaceCaseStudy:SixSeMarketplaceCaseStudy:CollaborativeLogistics!

Nistevocoordinatestruckingoperationswithsixteenpartnerstosavemoney,timeandenergyHowTheyDoIt(“ManagingforProfits”Transportation)Challenge:DeliveraneMarketplacetransportationsolutiontoindustryleadingcustomers-includingGeneralMills,Nabisco,Pillsbury,FortJamesandothersResults:

GeneralMillsalreadyreportsa7%reductionintransportationcostsWeb-enabledsystemsincludeprivatefleetandcommoncarrierschedulingsitesAccesssystemanytime,anywherewithanywebbrowserPostinbound/outboundtruckspaceneededoravailableReal-timeupdateswhenandwhereallpartnershipmentsaregoingNextgenerationofferingincludesshipmentandrouteoptimizationsoftware20©AndersenConsulting2000eMarketplaceCaseStudy:CollaNewBusinessModel:Revenue/ProfitDrivers:KeyConcepts: LowHighStrategicValueBasicAdvancedCumulativeCapabilitiesStableManufacturerReactiveManufacturerEfficientReactiveManufacturerEfficientProactiveManufacturerMaximizesRevenueandProfitTraditionalManufacturingStrategyCollaborativeManufacturingStrategyCollaborativeManufacturingTransactionalintegrationCollaborativeintegrationNetworkedoperationsRedistributingproductionassetsandformingtightcollaborativepartnershipstogiveflexibilityindecidingtheoptimalmixofinternalandexternalmanufacturingoptions21©AndersenConsulting2000NewBusinessModel:Revenue/ProCollaborativeManufacturingCaseStudy:GlobalManagement!

TIintegratesplantplanningacrossitsmulti-billiondollarmanufacturingoperationsHowTheyDoIt(“OrderAnywhere/ShipAnywhere”Operations)Challenge:Providecommonfinancial,procurement,logistics,planning,fieldsalesandmarketingsystemsin30countriestotransformamulti-productcomponentmanufacturerintoaDSPsolutionsproviderResults:

Factoryutilizationincreasedby2%DeliverycycletimesreducedbytwoweeksGlobalsupply/demandmatchevery50hours45,000products56factoriesCustomerintegrationwithover70%ofordersonlineandreal-timeorderstatusviacustomercustomizedwebsitesFactory-levelplanningoptimizationGlobalinventoryvisibility22©AndersenConsulting2000CollaborativeManufacturingCaNewBusinessModel: Takeaholisticandcustomer-centricapproachto managingthefastexpandingvarietyoffulfillment channels–traditional,web-based&exchange/eMarkets

Revenue/ProfitDrivers: CustomerProduct/ServiceRequirementsOptimalchannelsandoperationsKeyConcepts:

+=Customerrevenue/profitmaximizationeFulfillmentB2CfulfillmentchannelsB2Bfulfillmentchannels23©AndersenConsulting2000NewBusinessModel: TakeahoeFulfillmentCaseStudy:UsetheTools!

buildseFulfillmentsolutiontomeetexplosivegrowthHowTheyDoIt(“State-of-the-ArtSystemsateSpeed”)Challenge:Immediatelyimplementacustomerserviceandproductdelivery(e.g.,samedayshipping)capabilityforinternetbusinesswithexplosivegrowthandhighlyseasonaldemandResults:

Increasedwarehouse&shippingcapacityby40%inexistingfacilityPositionedbusinessforadditionalgrowthinnewfacilityIntegratedeFulfillmentsystemswithbusinessoperatingrulesandprocessesSupportednewprocesseswithstate-of-the-artWMStoolstomanagewarehouseoperationsProvidecustomerservicewithreal-timeinventoryvisibilitytodetailedproductandlocationDesignedandinstallednewsystemsineightweeks24©AndersenConsulting2000eFulfillmentCaseStudy:UseNewBusinessModel: Synchronizethesupplychainacrossplayersintoone logicalenterprise

Revenue/ProfitDrivers: eSynchronizationImprovements(Examples)Deliveryperformance 16–28%Inventoryreduction 25–60%Capacityimprovements 10–20%Forecastaccuracy 25–80%Lowersupplychaincost 25–50%KeyConcepts: Multi-channelorderflowmanagementCollaborativesupplychaindesignCross-partneroptimizationVirtualSynchronization25©AndersenConsulting2000NewBusinessModel: SynchroniVirtualSynchronizationCaseStudy:CustomerSatisfaction!

EricssonaddressescompetitivepressureswithsynchronizedsupplychainprogramHowTheyDoIt(“ANetworkofCapabilities”)Challenge:Addressslowingdemand,increasedcompetitionandtighteningmarginsthroughagreateremphasisoncustomerservice.Results:

Numberof”verysatisfied”customerstripledDeliveryaccuracyimprovedtonearly100%;supplieraccuracyincreasedby30%Ordersdeliveredinlessthanaweekincreasedby50%Work-in-progresslevelsreducedupto85%;FinishedgoodsinventorydropsbyafactorseveninsomemarketsDefineandimplementsupplychainstrategies,businessmodelsandsystemsDevelopnewbuild-to-ordermanufacturing,supplier-managedinventoryandstreamlinedlogisticscapabilitiesCreateglobal,procurementorganizationImprovemanufacturingyieldsdramaticallyImplementSAPR/3systemtooptimizeandintegratesupplychainprocessesandtechnologies26©AndersenConsulting2000VirtualSynchronizationCaseSAgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits27©AndersenConsulting2000AgendaNewBusinessModelsinAHowdoIgetstarted?SupplyChainInformationSharingPlanContinuousRelationshipManagementProcess/activityCollaborationChannelOwnership/RationalizationeSynchStrategyVirtuousCircleofeSynchronization28©AndersenConsulting2000HowdoIgetstarted?SupplyCAsuccessfulbusinessmodelforsupplychainsynchronizationrequiresacold,hardlookatwhomandhowtodefinepartnershiprelationsWhom?How?StrategicPartnersKeyCapabilitiesRevenue/ProfitOpportunitiesOptimalSupplyChainStructureNatureofRelationshipProductLinesProcessIntegrationSupplyVendorsCustomerPrioritiesChannelPriorities29©AndersenConsulting2000AsuccessfulbusinessmodelfoFivekeytrapstoavoidasyoudefineyournewsupplychainbusinessmodels…BeingdevotedtothewrongcustomersStuckwiththewrongsupplychainpartnersChokingonphysicalassetsCreatingfalsesynergyLookingtoofarahead30©AndersenConsulting2000FivekeytrapstoavoidasyouPitfall#1:BeingdevotedtothewrongcustomersOver50%ofcurrentsupplychaindesignscatertoleastprofitablecustomersIssueTop10–20%ofcustomersgenerateover80%ofrevenueandprofitabilityRealityAdjustyoursupplychaintocatertothecustomersyouwantDefinelesscostly(web-based,distributor)solutionsforleastprofitablecustomersMakeallcustomerscontinuetofeeltheyaregettingagooddealActionPlan31©AndersenConsulting2000Pitfall#1:BeingdevotedtotPitfall#2:StuckwiththewrongsupplychainpartnersConsumerspreferadirect-to-customerdistributionmodelLong-termchannelpartnercontracts,relationships,ownershipcreatedifficultconflictscenariosDispassionatelyevaluatelong-termindustrytrendsIdentifyrightpartnersandrightrelationshipsthatmatchbusinessplansDefinewin-winexitstrategieswithloserpartners;executecautiousdealswithwinnersIssueRealityActionPlan32©AndersenConsulting2000Pitfall#2:StuckwiththewroPitfall#3:ChokingonphysicalassetsSignificant,duplicativesupplychainassetsclogexistingdistributionchannelsCollaboratingonoptimallevelsofwarehouses,inventoryandtransportwithsupplychainpartnerswillyieldsignificantbenefitsIdentifyoptimaldistributionstrategiesforkey/non-keycustomersWorkwithpartnerstocollectivelylowercostsandimproverevenue/profitsthroughenhancedavailabilitySeriouslyconsideroutsourcingchannellogisticsoperationsIssueRealityActionPlan33©AndersenConsulting2000Pitfall#3:ChokingonphysicaPitfall#4:CreatingfalsesynergyAddingnewsupplychaincapabilitiesinthehopesofcreatingadistinctivepositioncanbetrulytreacherousIssueMakesureyouknowifnewcapabilitiesreallycontributetovaluecreationforcustomersRealityDevelopproductdesign,manufacturing,logistics,sales,andserviceteamstocollectivelyassesswhatcustomerswantDefinerevenue/profitenhancingsynergisticofferingsPilot/implementinrealworldclientsituationsActionPlan34©AndersenConsulting2000Pitfall#4:CreatingfalsesynPitfall#5:LookingtoofaraheadMisguidedproductanddeliverystrategiesfocusedonmarketshareratherthanprofitabilityIssueConsumersunderstandtheyneedtopayrealisticpricesandgetrationaldeliveriesRealityEnsureproductstrategistsunderstandtotalcostofservicemodelsClearlydocumentcustomerexpectationsonserviceneeds;userevenuebasedmodelstoassessimpactsDonotfallvictimtodot-comfeverActionPlan35©AndersenConsulting2000Pitfall#5:LookingtoofarahEmergingsupplychainbusinessmodelswilldrivenewcompetitiveadvantagesbyenablingforward-thinkingcompaniestoimpactrevenueandprofitability"Whethermakingenhancementstoexistingprocessesordesigningnewprocessessupportingentirelynewbusinessmodels,newwaysofexecutingsupplychainactivitiescontinuetoabound."

"Thesupplychainise-commerceifproperlydone.Andcollaborationisthedefiningfactorofthesupplychaininthee-commerceworld."

"TheInternethasfinallyarrivedforthebusiness-to-businessmarket.Theinfrastructurehasbeenbuilt,companiesareinterested,andtheeconomicenvironmentisrobust.Technologyischangingfromacostofdoingbusinesstoawayofdoingbusiness."-- AchievingSupplyChainExcellenceThroughTechnology(ASCET)-- MorganStanleyDeanWitterfromTheB2BInternetReport-- GaryForger(ExecutiveEditorofModernMaterialsHandling)fromCollaboration-TheSupplyChain'sDefiningFactor?36©AndersenConsulting2000EmergingsupplychainbusinessNewBusinessModelsinSupplyChain

HarryE.SalzbergMemorialProgram

SyracuseUniversityApril6,2001©AndersenConsulting2000NewBusinessModelsinSupplySupplyChaincapabilitycontinuestobethedifferencebetweeneCommercesuccessandfailure"TheInternetisn'tthefirstcommerceplatform,butitcertainlyholdsmorepotentialthananythathavecomebeforeit.Thatpotentialisparticularlyevidentinsupplychainmanagement.HoweffectivelyorganizationscanintegratetheInternetintotheircoresupplychainstrategywillinlargemeasuredeterminetheirfuturebusinesssuccess."

--GoldmanSachs"Atrulyintegratedsupplychaindoesmorethanreducecosts.Italsocreatesvalueforthecompany,itssupplychainpartners,anditsshareholders...Theindustryleadershavemadeonethingclear:Thepayoffsfromsuccessfulsupplychainintegrationcanbehandsomeindeed."

--HauL.Lee(StanfordUniversity)"Onlinesupply-chainmanagementwillstayoneofthehottestB2Btechnologyfields…CompaniesareonlynowstartingtofigureouttheefficienciesandcostsavingstheycanrealizewithWebsystemsthatallowbuyersandsellerstoaccessthesameinformationonline."

--JupiterResearch

38©AndersenConsulting2000SupplyChaincapabilitycontinAgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits39©AndersenConsulting2000AgendaNewBusinessModelsinAAgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits40©AndersenConsulting2000AgendaNewBusinessModelsinAWhatisabusinessmodel,anyway?It’sanorganization’scorelogicforcreatingvalueWhataretheCompany’sRevenueStreams?OperatingRevenueWhatdoesitsell?Towhom?Whydocustomerschoosethiscompanyoverothers?Howdoesthecompanycommunicatedistinctivelywithcustomers?Howdoesitpricedistinctively?WhataretheCompany’svaluepropositions?Non-OperatingRevenueHowdoesitattractfinancialresources?Howdoesitmaximizethevalueofitsfinancialassets?HowdoestheCompanymanageitsfinancesdistinctively?Howdoesthecompanymakeaprofit?Whatroledoesitplayinthevaluechain?Howisitscoststructuredistinctive?Whatdistinctiveresources,assets,andcapabilitiesdoesitleverage?Whatdistinctiverelationshipsdoesitenjoy?Howdoesitstructureandleadsitsorganizationtoachieveworldclassperformance?41©AndersenConsulting2000Whatisabusinessmodel,anywSuccessfulbusinessmodelsaredrivenbytwokeyconcepts–revenueandprofitabilityBusinessModelDesignConceptsDesignConceptsThinkGlobal;ActLocalCustomerRevenueandProfitabilityCustomer

ServiceRequirementsChannelAssetLeverageCollaborativeValueCreationRevenue/ProfitabilityServiceGlobalOptimaCustomer(1)Customer(2)Customer(3)42©AndersenConsulting2000SuccessfulbusinessmodelsareFocusingonrevenue/profitabilityorientedbusinessmodelshavesignificantimplicationsforsupplychaindesignTraditionalSupplyChainDesignsSupplyChainDesignInnovationsOveralllogisticscostsChannelservicelevelsDoityourself

FocusongettingstuffoutthedoorCustomer-levelrevenue/profitabilityCustomer-levelservicestandardsCollaboratewithsupplychainpartnersFocusoncreatingcustomervalue43©AndersenConsulting2000Focusingonrevenue/profitabilLet’slookatthetrackrecordfornewbusinessmodelsinsupplychain,especiallythe“neweconomy”entrantsEvolutionaryMasters–constantlyimprovingonprovendesignsNew,NewEntrants–web-enabledentrantsseekinglong-termcompetitiveadvantageSpectacularFailures–the$100millionspaceexplorers44©AndersenConsulting2000Let’slookatthetrackrecordOurEvolutionaryMastershavedeftlymanagedsupplychaincomplexityandrelationshipsoverthelastdecade…ManagingRelationshipsIntegratetechnologiestoextendintosuppliersandcustomersBuy,build&borrownewcapabilitiesfromthebestcompaniesSupplychainhumanperformance-engagingyourpeopleBuilddemandchainsynchronizationcapabilitiesManagingComplexityIntegrateandcontinuouslyimprove:operationalexcellenceCompressthesupplychaintoeliminatewastedtimeandinventoryCreatenewreservestoallowflexibleresponsetotheunexpectedAbilitytoManageSupplyChainRelationshipsIntegrationCollaborationSynchronizationValueCreatorPositioningFunctionalComplexityEnterpriseComplexityValueChainNetworkComplexityAbilitytoManageSupplyChainComplexity=B2Bwebbasedworld45©AndersenConsulting2000OurEvolutionaryMastershave…andtheyhavebeenrewardedbyWallStreetPricetoEarningsRatio(AnnualizedGrowth1995-1999)MarketCapitalization(AnnualizedGrowth1995-1999)ShareholderValueCreation1995-1999Source:AccentureFinancialAnalysis(43%,27%)(152%,57%)(38%,30%)(57%,36%)(11%,-13%)(6%,4%)46©AndersenConsulting2000…andtheyhavebeenrewardedbReportCardSupplyChainInnovationThejuryremainsoutonthenew,newentrantswith“innovative”supplychainsNew,NewEntrantsMoreproducts,nostores,efficientconsumerdirectdeliverysystemComments:earlyoutsourcingmodelabust.Volumegrowthkeytoloweringsupplychaincosts.Servicelevelleaderwithconsumers.ProbabilityofSuccess:ModeratetoHighChallenge:B+MretailersdevelopmodelswithmoresupplychainefficiencyCoolMove:PartnershipwithToysRUsConciergeforthehome,backedbyastate-of-the-art“lastmile”deliverysystemComments:HugeinvestmentinaUPS/FedEx–likedeliverymodel.Key3PLplayershavemuchbettercostprofilesProbabilityofSuccess:LowChallenge:Existingsupermarketsenteringthebusinessatafra