创立适应能力强的供应链

创建顺应才干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协作同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曾经可以运用环境经常在改动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供应链研讨对这些改动的反映

不可轻心资料来源:GartnerGroup“在2004年之前,那些失败运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位置(.8的概率)〞自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效果税款减至最小限制独一没变的是—

股东价值仍是我们的目的!总本钱减至最小限制运营资金效果利润生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顺应性强的供应链

在三个程度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方案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了解我们顺应才干强的供应链的观念需求和供应管理一体化顺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构造TM购买迁移制造供应链最终顾客效力了解目的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经过供求管理的一体化来增长利润销售渠道顾客分类当前情况OrdersinFulfillment实时本钱短期方案可以提交供应链需求当前情况CurrentOfferPortfolio价钱/优惠效力需求需求方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顺应才干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消费量结算协同中心是顺应才干强的供应链的关键促成者制造销售协同商业根底构造–综合电子-中心方案采购运转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在供应链流程上立基于程序企业是用预先确定的规范的商业程序来管理的.普通以ERP和batchprocessing来处置买卖行为用模型来处置方案编制及优化计算事件促成实时监控参数及事件扩展的企业内部环境内部明确的行为立基于特殊的情形(e.g.边缘本钱)协助者(Agent)用来监控管理优化计算顺应才干强的技术构造

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运用软件处置和数据数据运用数据运用数据运用数据运用ERP数据综合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TechnologyArchitectureSUPPLIERCOMMUNICATORPlanningFulfillmentTransportationSourcingManufacturingProcurement(direct/indirect)Demand&SupplySynchronizationServicesHUB’sSetBasedDesign&TransitionPlanningCapacitySourcing凯捷安永的网络价值链

(NetworkValueChain)参考构造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参考构造有四个阶层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,managementPhysicalHardwareSiteandNetworkPlanGovernanceOwnershipBusinessProcessModelApplicationsLandscapeX

:ProvisionX

:CallCnterX

:OMX

:FinanceX

:Billing::::::22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitecture综合优化价值链的企业案例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展中的自动的财政可见度预测准确度破费/风险管理其他行政破费弹性添加销量对变化的抵抗力DIVCOS价值陈说下游价值链利润升高的实例$210M$0了解我们顺应才干强的供应链的观念需求和供应管理一体化顺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构造TM我们在建立顺应才干强的供应链方面拥有丰富的阅历及实施方法ProgramImplementationTechnologyArchitectureManagement0.5-3Days4-5MonthsNVCIndex&ValueAssessmentPhase0PhaseIPhaseIIChangeManagementProgramManagementClientSCTransformationManagementOfficeSettingthePlanCreatingChange!MiningValueSupplyChainAcceleratorLaunchPadMobilizingtheCompanyPhaseIIISCStrategyNVCBlueprintTransformationRoadmapASE6–8WeeksQuickHits改革实施道路图普通始于EarlyWinsAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframeworkTo-BePeopleandOrganizationSupplyChainKeyEnablersSystemsSupportProcessesConnectivitySharedinformationwithindustryDLOVisionAgreedCommsStrategyEstablishedPerformanceMeasuresAlignedwithBusinessObjectivesClearAccountabilitiesAssignedClearUnderstandingofCurrentSkillsSkillGapsIdentifiedStructureAlignedwithOperationalNeedsMoDWideStockVisibleInternalStockVisibleInventoryCodingUnifiedPurchasingbyCommodityPossibleInventoryDuplicationRemovedServiceLevelsDefinedClearlyDocumentedProcessesSupplyChainMeasuresAdoptedDistributionNetworkUnifiedFleetManagementProcessesEstablishedPredictiveMaintenanceCapabilityAvailableGuaranteedTurnaroundTimesCommonplacePrognosticHealthMonitoringPossibleComprehensiveUsageDataAvailableDefectReportingProceduresinPlaceUnifiedconfigurationcontrolMaintenanceActivityReportingEstablishedProductsStandardisedEnd-to-endAssetTrackingPossibleIntegratedBDRcapabilityRepairLoopVisibleSupportChainMeasuresAdoptedServiceLevelsDefinedClearlyDocumentedProcessesCollaborativeMindset(notadversarial)EmbeddedAcquisitionPerspectiveSharedSingleDLOCultureEmbeddedOperationalExcellenceTranslatedintoLogisticsExcellenceLeadingPracticeLogisticsStatusOrganisationReadyandCapableforChangeLeadingPracticeAcquisitionStatusBoundarieswithIndustryDefined“Justenough〞SupplyChainEstablishedResponsiveSupplyChainEstablishedInventoryRationalised-Level2DynamicForecastingPossible‘RightFirstTime’ProceduresEstablishedInventoryManagedStrategicallyEnd-to-endSupplyChainVisibleSuppliersRationalisedIntegratedRiskManagementProceduresAdoptedAdaptiveSupplyChainEstablishedCollaborativeEngineeringCapabilityinPlaceWholeLifeManagementProcessesEstablishedDistributionIntegratedAvailabilityBasedSupportCommonplaceEngineeringProcessIntegrated-IndustrytoMoDEngineeringOperationsIntegratedCapabilityBasedSupportCommonplaceTradingPartnersCollaboratingChangeEndorsedPoliticallyAppropriatePolicyandPerformanceMeasuresAdoptedSupportProcessesStreamlinedContractsandPolicyRestructuredProcessesDefined-ClearOwnershipandGovernanceManagementAccountinginPlaceBalancedScorecardsIntegratedRABEmbeddedCommonApplicationSetsGlobalPeopleManagementDecisionsSupportToolsCommonInformationNetworkwithIndustrySecureEndtoEndConnectionEnterpriseDataWarehouseKeySystemsAlignedOpenInformationSharedSystemsinPlaceIntegratedNetworkAbilitytocleansedataCertificateslinktoGlobalDirectoryIntegratedFinancial/ActivitySystemsGlobalDirectoryEstablished-InformationModelCommonInformationNetworkInternallyClearSystemsOwnershipCommoninformationRegenerationCapabilityUnderstoodSupplyChainIntegratedwithSupportChainIncentiveProgrammesEstablishedSupplierDevelopmentProgrammeEstablishedN