创立适应能力强的供应链13398.pptx

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1、Creating Adaptive Supply Chains Philip D.Robers,PhDGlobal Director,Supply Chain 创立适应能力强的供应链创立适应能力强的供应链Copyright 2002,Cap Gemini Ernst&Young这不是您的父辈所认知的商业环境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我们在接近可管理性的极限吗?Copyright 2002,Cap Gemini Ernst&Yo

2、ung很少的供应链表现良好 极好极好很好很好好好良好良好 差差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资料来源:凯捷安永凯捷安永/Industry WeekIndustry Week 供应链研究供应链研究Copyright 2002,Cap Gemini Ernst&Young对这些改变的反映对这些改变的反映不可轻心不可轻心资料来源:Gartner Group“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)”Copyright 2002,Cap Gem

3、ini Ernst&Young主动企业的市场价值企业的市场价值时间EVA/股东价值企业范围供应链机率供应链机率当前方案固定资本功效固定资本功效税款减至最小限税款减至最小限度度唯一没变的是唯一没变的是股东价值仍是我们的目标股东价值仍是我们的目标!总成本减至最小总成本减至最小限度限度运营资金功效运营资金功效利润成长利润成长Copyright 2002,Cap Gemini Ernst&Young三代供应链管理方式三代供应链管理方式 商业尺度商业尺度功能优化功能优化 综合综合Silo 组织组织部门部门表现表现成本成本决定决定功能性功能性 技术技术局部的解决方案局部的解决方案 时间时间几周或几月几周或

4、几月Copyright 2002,Cap Gemini Ernst&Young三代供应链管理方式三代供应链管理方式商业尺度商业尺度功能优化功能优化综合的供应链综合的供应链 综合综合部门部门企业企业 组织组织部门部门集中集中表现表现成本成本成本与服务成本与服务决定决定功能性功能性流程主导流程主导 技术技术局部的解决方案局部的解决方案ERP/Bolt-on 时间时间几周或几月几周或几月几天或几周几天或几周Copyright 2002,Cap Gemini Ernst&Young三代供应链管理方式三代供应链管理方式商业尺度商业尺度功能优化功能优化综合的供应链综合的供应链适应性强的供应适应性强的供应链

5、链 综合综合Silo企业企业扩大企业范围扩大企业范围 组织组织部门部门集中集中协同协同表现表现成本成本成本与服务成本与服务收入及利润收入及利润决定决定功能性功能性流程主导流程主导Event Based Agent Assisted 技术技术局部的解决方案局部的解决方案ERP/Bolt-on完整的网络连接完整的网络连接 时间时间几周或几月几周或几月几天或几周几天或几周实时实时Copyright 2002,Cap Gemini Ernst&Young适应性强的供应链适应性强的供应链在三个水平上运作在三个水平上运作生态系统工程生态系统工程学学网络设计网络设计消费者主导消费者主导战略战略战略战略供应及

6、需求计供应及需求计划划利润及收入优利润及收入优化化资产管理资产管理运作运作运作运作订购管理订购管理补货补货履行履行/交货交货 执行执行执行执行 被重要的促成者所支持被重要的促成者所支持Copyright 2002,Cap Gemini Ernst&Young理解我们适应能力强的供应链的观点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需求和供应管理一体化 适应性强的供应链的关键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 转化途径转化途径 凯捷安永网络价值链结构凯捷安永网络价值链结构TM Copyright 2002,Cap Gemini Ernst&Young购买

7、迁移制造供应链供应链最终顾客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Copyright 2002,Cap Gemini Ernst&Young通过供求管理的一体化来增长利润通过供求管理的一体化来增长利润销售销售渠道渠道顾客顾客分类分类 当前状况当前状况 Orders in Fulfillment 实时成本实时成本 短期计划短期计划 能够提交能够提交供应链供应链需求需求 当前状况当前状况 Current Offer Portfolio 价钱价钱/优惠优惠 服务需求服务需求 需求模式需求模式提议提议调整提议调整提议订购订购订购订购Copyright 2002,Cap

8、 Gemini Ernst&Young国际贸易国际贸易后勤后勤供应商供应商运送者运送者顾客顾客需求可见度需求可见度查询查询订购订购库存库存促销促销一个适应能力强的企业拥有整个供应链从末端到末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端的可见度LLP履行履行/交货交货依从设定依从设定可提供性可提供性供应可见度供应可见度生产量生产量结算结算Copyright 2002,Cap Gemini Ernst&Young协同中心是适应能力强的供应链的关键促成者协同中心是适应能力强的供应链的关键促成者制造制造制造制造销售销售销售销售协同商业基础构造协同商业基础构造 综合电子综合电子-中心中心 计

9、划计划计划计划采购采购采购采购运行运行运行运行供应商协同供应商协同渠道协同渠道协同协同实行协同实行新产品设计新产品设计协同协同Copyright 2002,Cap Gemini Ernst&Young事件管理建立在供应链流程上事件管理建立在供应链流程上立基于程序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batch processing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事件促成实时监控参数及事件w扩大的企业w内部环境w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w监控w管理w优化计算Copyright 2002,Cap G

10、emini Ernst&Young适应能力强的技术构造适应能力强的技术构造 网络目录网络目录用户档案,程序及数据绘制程序资料库程序资料库用户程序和协助者应用软件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Copyright 2002,Cap Gemini Ernst&Young凯捷安永端到端供应链方案的框架凯捷安永端到端供应链方案的框架TM汽车工业汽车工业能源业能源业高科技高科技医疗医疗/生命科学业生命科学业消费产品及物流分配业消费产品及物流分配业其他其他Copyright 2002,Cap Gemini Ernst&YoungTechnology Architectur

11、eSUPPLIERCOMMUNICATORPlanningFulfillmentTransportation SourcingManufacturingProcurement(direct/indirect)Demand&Supply SynchronizationServicesHUBsSet Based Design&Transition PlanningCapacity Sourcing凯捷安永的网络价值链凯捷安永的网络价值链(Network Value Chain)Network Value Chain)参考结构参考结构CUSTOMERCOMMUNICATORFulfillmentPr

12、ovidersSuppliersManufacturingSourcingFulfillmentE X E C U T I V E D A S H B O A R DPrice Revenue OptimizationCustomer segmentation and product/service bundles for differentiation.Customer Segment&Service LevelStrategyCampaignMgmt.ProductPriceServicePromotionPlacementReal Time Order ManagementsmReal-

13、time product configuration,promising,and status.Configureto OrderAvailable/Capable to PromiseOrderTracking,&TracingDemand/Supply Planning and MatchingReal-time collaboration with manufacturing and suppliers.DemandPlanningSupplyPlanningExecutionNear real-time coordination of internal activities with

14、suppliers,assemblers,logistics providers for optimal inventory and servicePurchasing Mgmt.Manufacturing Mgmt.DistributionMgmt.CUSTOMERCOMMUNICATORCo-managed InventorySynchronized InventoryInventory ManagementInternetPrice-RevCampaignMgmt.RTOMProductPriceServicePromotionPlacementCustomer Segment&Serv

15、ice LevelStrategyConfigureto OrderAvailable/Capable to PromiseOrderTracking,&TracingDesignNewChannelsStandardChannelSalesCo-managed InventoryChannelHUBsSUPPLIERCOMMUNICATORB2B MarketplacesB2C&B2B MarketplacesSupport Processes Product Lifecycle Management-Real time product development collaboration w

16、ith suppliers,customers,and within the enterprise.Launch And Post-LaunchSupportPortfolioManagementComponent Supply ManagementProductDevelopment3PLsContractMFGFulfillmentManufacturingCopyright 2002,Cap Gemini Ernst&YoungNVC NVC 参考结构有四个阶层参考结构有四个阶层参考结构有四个阶层参考结构有四个阶层Process architecture detailed closed-

17、loop process flows,responsibilities,cycle times,workflowsGovernance architecture ownership and influence of decisions,policies,decision flows,objectsIntegration architecture roles,responsibilities,organisation,control-system,performance measuresApplication architecture applications,functionality,dat

18、a&flows,interfaces,middlewarePhysical architecture servers,drives,firewalls,network,scalability,reliability,security,management Physical HardwareSite and Network PlanGovernance OwnershipBusiness ProcessModelApplicationsLandscapeX:ProvisionX:CallCnterX:OMX:FinanceX:Billing:22AppSrvrCallCenterOMBillin

19、gIntgSrvr4FinanceIntegrationarchitectureCopyright 2002,Cap Gemini Ernst&Young综合优化价值链的企业案例综合优化价值链的企业案例综合优化价值链的企业案例综合优化价值链的企业案例MillionsGross DIVCOS potential=$0.65/Bbl(4.2/MT)$100$200$300后勤及分配后勤及分配排期的排期的效率效率库存库存可见度可见度进行中的主进行中的主动的动的财政财政可见度可见度预测预测精确度精确度花费花费/风险风险 管理管理其他其他行政行政花费花费弹性弹性增加增加销量销量对变化的对变化的抵抗力抵抗

20、力DIVCOS 价值价值 陈述陈述下游价值链利润升高的实例下游价值链利润升高的实例$210M$0Copyright 2002,Cap Gemini Ernst&Young理解我们适应能力强的供应链的观点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需求和供应管理一体化 适应性强的供应链的关键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 转化途径转化途径 凯捷安永网络价值链结构凯捷安永网络价值链结构TM Copyright 2002,Cap Gemini Ernst&Young我们在建立适应能力强的供应链方面拥有丰富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

21、方法的经验及实施方法Program ImplementationTechnology Architecture Management0.5 -3 Days4-5 MonthsNVC Index&Value AssessmentPhase 0Phase IPhase IIChange ManagementProgram ManagementClient SC Transformation Management OfficeSetting the PlanCreatingChange!MiningValueSupply Chain Accelerator Launch PadMobilizing

22、the CompanyPhase IIISC Strategy NVC Blueprint Transformation Roadmap ASE6 8 WeeksQuickHitsCopyright 2002,Cap Gemini Ernst&Young改革实施路线图一般始于改革实施路线图一般始于Early WinsEarly WinsAs-IsStreamline the enabling processesLean DeliveryPrepare the TransformationIncrease visibility from supplier to end userConnect t

23、he repair loopProvide enabling frameworkTo-BePeople and OrganizationSupply ChainKey EnablersSystemsSupport ProcessesConnectivityShared information with industryDLO Vision AgreedComms Strategy EstablishedPerformance Measures Aligned with Business ObjectivesClear Accountabilities AssignedClear Underst

24、anding of Current SkillsSkill Gaps IdentifiedStructure Aligned with Operational NeedsMoD Wide Stock VisibleInternal Stock VisibleInventory Coding UnifiedPurchasing by Commodity PossibleInventory Duplication RemovedService Levels DefinedClearly Documented ProcessesSupply Chain Measures AdoptedDistrib

25、ution Network UnifiedFleet Management Processes EstablishedPredictive Maintenance Capability AvailableGuaranteed Turnaround Times CommonplacePrognostic Health Monitoring PossibleComprehensive Usage Data AvailableDefect Reporting Procedures in PlaceUnified configuration controlMaintenance Activity Re

26、porting EstablishedProducts StandardisedEnd-to-end Asset Tracking PossibleIntegrated BDR capabilityRepair Loop VisibleSupport Chain Measures AdoptedService Levels DefinedClearly Documented ProcessesCollaborative Mindset(not adversarial)EmbeddedAcquisition Perspective SharedSingle DLO Culture Embedde

27、dOperational Excellence Translated into Logistics ExcellenceLeading Practice Logistics StatusOrganisation Ready and Capable for ChangeLeading Practice Acquisition StatusBoundaries with Industry Defined“Just enough”Supply Chain EstablishedResponsive Supply Chain EstablishedInventory Rationalised-Leve

28、l 2Dynamic Forecasting PossibleRight First Time Procedures Established Inventory Managed StrategicallyEnd-to-end Supply Chain VisibleSuppliers RationalisedIntegrated Risk Management Procedures AdoptedAdaptive Supply Chain EstablishedCollaborative Engineering Capability in PlaceWhole Life Management

29、Processes EstablishedDistribution IntegratedAvailability Based Support CommonplaceEngineering Process Integrated -Industry to MoDEngineering Operations IntegratedCapability Based Support CommonplaceTrading Partners CollaboratingChange Endorsed PoliticallyAppropriate Policy and Performance Measures A

30、doptedSupport Processes StreamlinedContracts and Policy RestructuredProcesses Defined-Clear Ownership and GovernanceManagement Accounting in PlaceBalanced Scorecards IntegratedRAB EmbeddedCommon Application SetsGlobal People ManagementDecisions Support ToolsCommon Information Network with IndustrySe

31、cure End to End ConnectionEnterprise Data WarehouseKey Systems AlignedOpen InformationShared Systems in PlaceIntegrated NetworkAbility to cleanse dataCertificates link to Global DirectoryIntegrated Financial/Activity Systems Global Directory Established-Information ModelCommon Information Network In

32、ternallyClear Systems OwnershipCommon informationRegeneration Capability UnderstoodSupply Chain Integrated with Support ChainIncentive ProgrammesEstablishedSupplier Development Programme EstablishedNew Approaches to Risk ManagementPaperless Purchasing PossibleModular Replacement Programme Establishe

33、dInformation Assurance Policy ReformedTrading Partners EngagedMeasures Based on TargetsPerformance Measures Aligned with Business ObjectivesTrue Partnership with IndustryCWE Infrastructure in PlaceSingle Data EntryIntegrated Change Programme Management EstablishedImpact of Change UnderstoodCulture S

34、upports Change ProgrammeDevelop our people within the right structureStaff Committed to ChangeChange Leadership in PlaceLeadership Competencies IdentifiedAs-IsStreamline the enabling processesLean DeliveryPrepare the TransformationIncrease visibility from supplier to end userConnect the repair loopProvide enabling frameworkCopyright 2002,Cap Gemini Ernst&Young创造创造Quick WinsQuick Wins动力的五个区域动力的五个区域采购及电子购买库存管理运送与贮库 LEAN MANUFACTURING税务优化供应链在很多情况下在很多情况下Quick Wins能提供整条供应链转化能提供整条供应链转化所需的资金所需的资金Questions&DiscussionWe make our clients Famous for Supply Chain Excellence