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?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)”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通过供求管理理的一体化来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力强的企业拥拥有整个供应应链从末端到到末端的可见见度LLP履行/交货依从设定可提供性供应可见度生产量结算协同中心是适适应能力强的的供应链的关关键促成者制造销售协同商业基础础构造–综综合电子-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事件管理建立立在供应链流流程上立基于程序企业是用预先先确定的标准准的商业程序序来管理的.一般以ERP和batchprocessing来处理交易行行为用模型来处理理计划编制及及优化计算事件促成实时监控参数数及事件扩大的企业内部环境内部明确的行为立立基于特殊的的情形(e.g.边缘成本)协助者(Agent)用来监控管理优化计算适应能力强的的技术构造网络目录用户档案,程程序及数据绘绘制程序资料库用户程序和协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数据综合凯捷安永端到到端供应链方方案的框架TM汽车工业能源业高科技医疗/生命科科学业消费产品及物物流分配业其他TechnologyArchitectureSUPPLIERCOMMUNICATORPlanningFulfillmentTransportationSourcingManufacturingProcurement(direct/indirect)Demand&SupplySynchronizationServicesHUB’sSetBasedDesign&TransitionPlanningCapacitySourcing凯捷安永的网网络价值链(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&B2BMarketplacesSupportProcessesProductLifecycleManagement-Realtimeproductdevelopmentcollaborationwithsuppliers,customers,andwithintheenterprise.LaunchAndPost-LaunchSupportPortfolioManagementComponentSupplyManagementProductDevelopment3PLsContractMFGFulfillmentManufacturingNVC参考结构有四四个阶层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,managementPhysicalHardwareSiteandNetworkPlanGovernanceOwnershipBusinessProcessModelApplicationsLandscapeX

:ProvisionX

:CallCnterX

:OMX

:FinanceX

:Billing::::::22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitecture综合优化价值值链的企业案案例MillionsGrossDIVCOSpotential=$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利润升高的实实例$210M$0理解我们适应应能力强的供供应链的观点点需求和供应管管理一体化适应性强的供供应链的关键键可见度协同立基于事件的的管理综合的技术平平台转化途径凯捷安永网络络价值链结构构TM我们在建立适适应能力强的的供应链方面面拥有丰富的的经验及实施施方法ProgramImplementationTechnologyArchitectureManagement0.5-3Days4-5MonthsNVCIndex&ValueAssessmentPhase0PhaseIPhaseIIChangeManagementProgramManagementClientSCTransformationManagementOfficeSettingthePlanCreatingChange!MiningValueSupplyChainAcceleratorLaunchPadMobilizingtheCompanyPhaseIIISCStrategyNVCBlueprintTransformationRoadmapASE6––8WeeksQuickHits改革实实施路路线图图一般般始于于EarlyWinsAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframeworkTo-BePeopleandOrganizationSupplyChainKeyEnablersSystemsSupportProcessesConnectivitySharedinformationwithindustryDLOVisionAgreedCommsStrategyEstablishedPerformanceMeasuresAlignedwithBusinessObjectivesClearAccountabilitiesAssignedClearUnderstandingofCurrentSkillsSkillGapsIdentifiedStructureAlignedwithOperationalNeedsMoDWideStockVisibleInternalStockVisibleInventoryCodingUnifiedPurchasingbyCommodityPossibleInventoryDuplicationRemovedServiceLevelsDefinedClearlyDocumentedProcessesSupplyChainMeasuresAdoptedDistributionNetworkUnifiedFleetManagementProcessesEstablishedPredictiveMaintenanceCapabilityAvailableGuaranteedTurnaroundTimesCommonplacePrognosticHealthMonitoringPossibleComprehensiveUsageDataAvailableDefectReportingProceduresinPlaceUnifiedconfigurationcontrolMaintenanceActivityReportingEstablishedProductsStandardisedEnd-to-endAssetTrackingPossibleIntegratedBDRcapabilityRepairLoopVisibleSupportChainMeasuresAdoptedServiceLevelsDefinedClearlyDocumentedProcessesCollaborativeMindset(notadversarial)EmbeddedAcquisitionPerspectiveSharedSingleDLOCultureEmbeddedOperationalExcellenceTranslatedintoLogisticsExcellenceLeadingPracticeLogisticsStatusOrganisationReadyandCapableforChangeLeadingPracticeAcquisitionStatusBoundarieswithIndustryDefined“Justenough”SupplyChainEstablishedResponsiveSupplyChainEstablishedInventoryRationalised-Level2DynamicForecastingPossible‘RightFirstTime’ProceduresEstablishedInventoryManagedStrategicallyEnd-to-endSupplyChainVisibleSuppliersRationalisedIntegratedRiskManagementProceduresAdoptedAdaptiveSupplyChainEstablishedCollaborativeEngineeringCapabilityinPlaceWholeLifeManagementProcessesEstablishedDistributionIntegratedAvailabilityBasedSupportCommonplaceEngineeringProcessIntegrated-IndustrytoMoDEngineeringOperationsIntegratedCapabilityBasedSupportCommonplaceTradingPartnersCollaboratingChangeEndorsedPoliticallyAppropriatePolicyandPerformanceMeasuresAdoptedSupportProcessesStreamlinedContractsandPolicyRestructuredProcessesDefined-ClearOwnershipandGovernanceManagementAccountinginPlaceBalancedScorecardsIntegratedRABEmbeddedCommonApplicationSetsGlobalPeopleManagementDecisionsSupportToolsCommonInformationNetworkwithIndustrySecureEndtoEndConnectionEnterpriseDataWarehouseKeySystemsAlignedOpenInformationSharedSystemsinPlaceIntegratedNetworkAbilitytocleansedataCertificateslinktoGlobalDirectoryIntegratedFinancial/ActivitySystemsGlobalDirectoryEstablished-InformationModelCommonInformationNetworkInternallyClearSystemsOwnershipCommoninformationRegenerationCapabilityUnderstoodSupplyChainIntegratedwithSupportChainIncentiveProgrammesEstablishedSupplierDevelopmentProgrammeEstablishedNewApproachestoRisk