Accenture的供应链中的新业务模式

NewBusinessModelsinSupplyChain

HarryE.SalzbergMemorialProgram

SyracuseUniversityApril6,2001SupplyChaincapabilitycontinuestobethedifferencebetweeneCommercesuccessandfailure"TheInternetisn'tthefirstcommerceplatform,butitcertainlyholdsmorepotentialthananythathavecomebeforeit.Thatpotentialisparticularlyevidentinsupplychainmanagement.HoweffectivelyorganizationscanintegratetheInternetintotheircoresupplychainstrategywillinlargemeasuredeterminetheirfuturebusinesssuccess." --GoldmanSachs"Atrulyintegratedsupplychaindoesmorethanreducecosts.Italsocreatesvalueforthecompany,itssupplychainpartners,anditsshareholders...Theindustryleadershavemadeonethingclear:Thepayoffsfromsuccessfulsupplychainintegrationcanbehandsomeindeed." --HauL.Lee(StanfordUniversity)"Onlinesupply-chainmanagementwillstayoneofthehottestB2Btechnologyfields…CompaniesareonlynowstartingtofigureouttheefficienciesandcostsavingstheycanrealizewithWebsystemsthatallowbuyersandsellerstoaccessthesameinformationonline." --JupiterResearch1©Accenture2001AgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits2©Accenture2001AgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits3©Accenture2001Whatisabusinessmodel,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©Accenture2001Successfulbusinessmodelsaredrivenbytwokeyconcepts–revenueandprofitabilityBusinessModelDesignConceptsDesignConceptsThinkGlobal;ActLocalCustomerRevenueandProfitabilityCustomer

ServiceRequirementsChannelAssetLeverageCollaborativeValueCreationRevenue/ProfitabilityServiceGlobalOptimaCustomer(1)Customer(2)Customer(3)5©Accenture2001Focusingonrevenue/profitabilityorientedbusinessmodelshavesignificantimplicationsforsupplychaindesignTraditionalSupplyChainDesignsSupplyChainDesignInnovationsOveralllogisticscostsChannelservicelevelsDoityourself

FocusongettingstuffoutthedoorCustomer-levelrevenue/profitabilityCustomer-levelservicestandardsCollaboratewithsupplychainpartnersFocusoncreatingcustomervalue6©Accenture2001Let’slookatthetrackrecordfornewbusinessmodelsinsupplychain,especiallythe“neweconomy〞entrantsEvolutionaryMasters–constantlyimprovingonprovendesignsNew,NewEntrants–web-enabledentrantsseekinglong-termcompetitiveadvantageSpectacularFailures–the$100millionspaceexplorers7©Accenture2001OurEvolutionaryMastershavedeftlymanagedsupplychaincomplexityandrelationshipsoverthelastdecade…ManagingRelationshipsIntegratetechnologiestoextendintosuppliersandcustomersBuy,build&borrownewcapabilitiesfromthebestcompaniesSupplychainhumanperformance-engagingyourpeopleBuilddemandchainsynchronizationcapabilitiesManagingComplexityIntegrateandcontinuouslyimprove:operationalexcellenceCompressthesupplychaintoeliminatewastedtimeandinventoryCreatenewreservestoallowflexibleresponsetotheunexpectedAbilitytoManageSupplyChainRelationshipsIntegrationCollaborationSynchronizationValueCreatorPositioningFunctionalComplexityEnterpriseComplexityValueChainNetworkComplexityAbilitytoManageSupplyChainComplexity=B2Bwebbasedworld8©Accenture2001…andtheyhavebeenrewardedbyWallStreetPricetoEarningsRatio(AnnualizedGrowth1995-1999)MarketCapitalization(AnnualizedGrowth1995-1999)ShareholderValueCreation1995-1999Source:AccentureFinancialAnalysis(43%,27%)(152%,57%)(38%,30%)(57%,36%)(11%,-13%)(6%,4%)9©Accenture2001ReportCardSupplyChainInnovationThejuryremainsoutonthenew,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©Accenture2001Ourspectacularfailuresallviolatedbasicbusinessandsupplychainrules11AugustWantedtobeThePriceCluboftheWeb.Plaguedbybilling/fulfillmentproblemsTheReasonsDODdotcomfailuresHitParade6NovemberNosit,nobuy.Manufacturerscouldnotmeetdeliverytimessitepromisedconsumers7NovemberDogsreallydonothavewallets.Soldlowmarginproductswithhighdeliverycosts11DecemberIllogicalbrandextension.InfrastructuredidnotexisttomeetconsumerdeliveryneedsPetsWebHouseClub11©Accenture2001WebelievethatsuccessintheneweconomyliesinaseamlesscombinationofcapabilitiesacrosstheextendedsupplychainTheSupplyChainContinuumRelationshipsalongtheSupplyChainScopeofImpactIncreasingCapabilities,IncreasingBenefitsWithinBusinessActivitiesTraditionalOptimizationIntegrationIntegratedStep1: Integratefunctionsofthe existingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep2: Improvecollaborationandcontrolwithvendors,customersAcrossAlliancePartnersSynchronizationeSynchronizationStep3: VirtuallySynchronizethesupplychainacrossplayersintoonelogicalenterpriseWeb-BasedEntrantsLeaderintheNewEconomy12©Accenture2001Ourvisionofwinningnewbusinessmodelsinsupplychainleveragetheemergingexchangespace,integratedwithinnovativesupplychainplanningandexecutioncapabilitiesProcurementSupplyChainPlanning3rdPartyPartners/Alliances/VentureseFulfillmentCollaborativeManufacturing

eCRMVirtualSynchronizationeSupportService/Support/MaintenanceMaterial/procurementexchanges/auctionsIP/productdevelopmentexchangesCapability/serviceexchangesSupplyChainEcosystemeDesigneCommerceCapabilities13©Accenture2001AgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits14©Accenture2001Wewillnowhighlighthownewbusinessmodelsareemerginginkeysupplychainfunctions,aswellasacrossmultipleenterprisesSupplyChainPlanning3rdPartyPartners/Alliances/VentureseFulfillment

eCRMVirtualSynchronizationeSupportService/Support/MaintenanceMaterial/ProcurementExchanges/AuctionsIP/ProductDevelopmentExchangesCapability/ServiceExchangesSupplyChainEcosystemeDesigneCommerceCapabilitiesCollaborativeManufacturingProcurement15©Accenture2001NewBusinessModel: Creatingacross-companycollaborative productdesignprocess

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

Lowersupplychaincosts(TimetoVolume)Higherrevenue/marginsfromnewproducts(TimetoProfits)KeyConcepts: +=eDesignCustomer-drivendesignDesignforsupplychainSharingR&Dassets16©Accenture2001eDesignCaseStudy:Rule-BreakersRule!

ZararedefinesretailingwithacollaborativedesignprocessHowTheyDoIt(“DesignonDemand〞Retailing)Challenge:Effectivelymanageexplosivegrowthinvolatileretailsectorofthis$2billionSpanishclothingretailerwith400Storesin25countriesResults:25+%same-storesalesincrease34+%yearlyincreaseinprofitsinaweakretailsectorDailyevaluationofstoresell-thruCollaborativestoremanager/centralplanning/supplierdesigndecisionsviatheinternetLessthan15daymanufacturingcycleTwice-a-weekstorereplenishment17©Accenture2001NewBusinessModel:Usingweb-basedvirtualmarketplacesasafast-trackmechanismforcreatingatightlysynchronizedsupply/customerbase

Revenue/ProfitDrivers:NewsourceofbuyersandsellersState-of-theartauction/exchange/delivery/managementprocessesCheapersourcesNewcustomersLoweradmincostsImprovedefficienciesKeyConcepts: +=eMarketplacesIndustryverticaleMarketplacesPrivatevirtualeMarketplacesHorizontaleMarketplaces18©Accenture2001eMarketplaceCaseStudy:SixSigmaExcellence!

GEimplementsnetworktostreamlinepurchasingprocessesandcompresscycletimeHowTheyDoIt(“GlobaleXchange〞Procurement)Leveragewebtechnologiesandbusinessscaletocreate“TradingProcessNetwork〞Streamlineprocurementprocessbyextending“TradingProcessNetwork〞purchasingtechnologiestobuyersandsellersCompressedpurchasingcycletimesby50%Reducedlaborcostsby30%andmaterialcostsby5%-20%“TradingProcessNetwork〞Challenge:Drivebottomlinepurchasingbenefitsbytransformingtraditionalbusinessprocessestoadotbricks-and-mortar(.bam)operatingmodelResults:Reducedoverallprocurementcostsby$600million(~30%)overthreeyears19©Accenture2001eMarketplaceCaseStudy:CollaborativeLogistics!

Nistevocoordinatestruckingoperationswithsixteenpartnerstosavemoney,timeandenergyHowTheyDoIt(“ManagingforProfits〞Transportation)Challenge:DeliveraneMarketplacetransportationsolutiontoindustryleadingcustomers-includingGeneralMills,Nabisco,Pillsbury,FortJamesandothersResults:GeneralMillsalreadyreportsa7%reductionintransportationcostsWeb-enabledsystemsincludeprivatefleetandcommoncarrierschedulingsitesAccesssystemanytime,anywherewithanywebbrowserPostinbound/outboundtruckspaceneededoravailableReal-timeupdateswhenandwhereallpartnershipmentsaregoingNextgenerationofferingincludesshipmentandrouteoptimizationsoftware20©Accenture2001NewBusinessModel:Revenue/ProfitDrivers:KeyConcepts: LowHighStrategicValueBasicAdvancedCumulativeCapabilitiesStableManufacturerReactiveManufacturerEfficientReactiveManufacturerEfficientProactiveManufacturerMaximizesRevenueandProfitTraditionalManufacturingStrategyCollaborativeManufacturingStrategyCollaborativeManufacturingTransactionalintegrationCollaborativeintegrationNetworkedoperationsRedistributingproductionassetsandformingtightcollaborativepartnershipstogiveflexibilityindecidingtheoptimalmixofinternalandexternalmanufacturingoptions21©Accenture2001CollaborativeManufacturingCaseStudy:GlobalManagement!

TIintegratesplantplanningacrossitsmulti-billiondollarmanufacturingoperationsHowTheyDoIt(“OrderAnywhere/ShipAnywhere〞Operations)Challenge:Providecommonfinancial,procurement,logistics,planning,fieldsalesandmarketingsystemsin30countriestotransformamulti-productcomponentmanufacturerintoaDSPsolutionsproviderResults:Factoryutilizationincreasedby2%DeliverycycletimesreducedbytwoweeksGlobalsupply/demandmatchevery50hours45,000products56factoriesCustomerintegrationwithover70%ofordersonlineandreal-timeorderstatusviacustomercustomizedwebsitesFactory-levelplanningoptimizationGlobalinventoryvisibility22©Accenture2001NewBusinessModel: Takeaholisticandcustomer-centricapproachto managingthefastexpandingvarietyoffulfillment channels–traditional,web-based&exchange/eMarkets

Revenue/ProfitDrivers: CustomerProduct/ServiceRequirementsOptimalchannelsandoperationsKeyConcepts: +=Customerrevenue/profitmaximizationeFulfillmentB2CfulfillmentchannelsB2Bfulfillmentchannels23©Accenture2001eFulfillmentCaseStudy:UsetheTools!

winebuildseFulfillmentsolutiontomeetexplosivegrowthHowTheyDoIt(“State-of-the-ArtSystemsateSpeed〞)Challenge:Immediatelyimplementacustomerserviceandproductdelivery(e.g.,samedayshipping)capabilityforinternetbusinesswithexplosivegrowthandhighlyseasonaldemandResults:Increasedwarehouse&shippingcapacityby40%inexistingfacilityPositionedbusinessforadditionalgrowthinnewfacilityIntegratedeFulfillmentsystemswithbusinessoperatingrulesandprocessesSupportednewprocesseswithstate-of-the-artWMStoolstomanagewarehouseoperationsProvidecustomerservicewithreal-timeinventoryvisibilitytodetailedproductandlocationDesignedandinstallednewsystemsineightweeks24©Accenture2001NewBusinessModel: 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©Accenture2001VirtualSynchronizationCaseStudy:CustomerSatisfaction!

EricssonaddressescompetitivepressureswithsynchronizedsupplychainprogramHowTheyDoIt(“ANetworkofCapabilities〞)Challenge:Addressslowingdemand,increasedcompetitionandtighteningmarginsthroughagreateremphasisoncustomerservice.Results:Numberof〞verysatisfied〞customerstripledDeliveryaccuracyimprovedtonearly100%;supplieraccuracyincreasedby30%Ordersdeliveredinlessthanaweekincreasedby50%Work-in-progresslevelsreducedupto85%;FinishedgoodsinventorydropsbyafactorseveninsomemarketsDefineandimplementsupplychainstrategies,businessmodelsandsystemsDevelopnewbuild-to-ordermanufacturing,supplier-managedinventoryandstreamlinedlogisticscapabilitiesCreateglobal,procurementorganizationImprovemanufacturingyieldsdramaticallyImplementSAPR/3systemtooptimizeandintegratesupplychainprocessesandtechnologies26©Accenture2001AgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfits27©Accenture2001HowdoIgetstarted?SupplyChainInformationSharingPlanContinuousRelationshipManagementProcess/activityCollaborationChannelOwnership/RationalizationeSynchStrategyVirtuousCircleofeSynchronization28©Accenture2001Asuccessfulbusinessmodelforsupplychainsynchronizationrequiresacold,hardlookatwhomandhowtodefinepartnershiprelationsWhom?How?StrategicPartnersKeyCapabilitiesRevenue/ProfitOpportunitiesOptimalSupplyChainStructureNatureofRelationshipProductLinesProcessIntegrationSupplyVendorsCustomerPrioritiesChannelPriorities29©Accenture2001Fivekeytrapstoavoidasyoudefineyournewsupplychainbusinessmodels…BeingdevotedtothewrongcustomersStuckwiththewrongsupplychainpartnersChokingonphysicalassetsCreatingfalsesynergyLookingtoofarahead30©Accenture2001Pitfall#1:BeingdevotedtothewrongcustomersOver50%ofcurrentsupplychaindesignscatertoleastprofitablecustomersIssueTop10–20%ofcustomersgenerateover80%ofrevenueandprofitabilityRealityAdjustyoursupplychaintocatertothecustomersyouwantDefinelesscostly(web-based,distributor)solutionsforleastprofitablecustomersMakeallcustomerscontinuetofeeltheyaregettingagooddealActionPlan31©Accenture2001Pitfall#2:StuckwiththewrongsupplychainpartnersConsumerspreferadirect-to-customerdistributionmodelLong-termchannelpartnercontracts,relationships,ownershipcreatedifficultconflictscenariosDispassionatelyevaluatelong-termindustrytrendsIdentifyrightpartnersandrightrelationshipsthatmatchbusinessplansDefinewin-winexitstrategieswithloserpartners;executecautiousdealswithwinnersIssueRealityActionPlan32©Accenture2001Pitfall#3:ChokingonphysicalassetsSignificant,duplicativesupplychainassetsclogexistingdistributionchannelsCollaboratingonoptimallevelsofwarehouses,inventoryandtransportwithsupplychainpartnerswillyieldsignificantbenefitsIdentifyoptimaldistributionstrategiesforkey/non-keycustomersWorkwithpartnerstocollectivelylowercostsandimproverevenue/profitsthroughenhancedavailabilitySeriouslyconsideroutsourcingchannellogisticsoperationsIssueRealityActionPlan33©Accenture2001Pitfall