供应链管理-模型.ppt

BusinessIntegrationModel,2003AndersenConsulting,1,Linkingtheglobewithreal-timeapplicationsthatmaximizecustomerdesireswithreducedcoststructuresthroughoptimizedsoftwarewithoperationsexecutedbybothinternalpeopleandexternalalliancepartners.GregoryJ.OwensFormerGlobalManagingPartnerSupplyChainPracticeMarch4,1999,AHolisticPerspective:SupplyChainManagement,2003AndersenConsulting,2,TheSCMpitfallswehavelearnedtodate.,BenefitsfromsharingsalesforecastsandinventorylevelsareachievablebutfallshortofthepromiseThebarrierstocollaborationandintegrationareorganizationalandbehavioralnottechnologicaloreconomic-theFearofChangeLackoftrustandintegrationofcompanypracticesarekeyobstacles,2003AndersenConsulting,3,“TheSCMPracticecomprisesexpertsintechnology,processes,strategyandchangemanagement,enablingittoprovideclientswithcross-functionalsolutions.”AMRResearchAlertonSupplyChainManagement(August1998),SuccessfulSCMinitiativestypicallycombinestrategicandtacticalchangetoallcomponentsofacompany.,2003AndersenConsulting,4,Executivesshouldtakeaholisticbusinessapproachtosuccessfullysynchronizetheirsupplychains.,,Implementtherightenablingtechnologies,Developasynchronizationstrategy,andchoosetherightinitiative,Developsupportingprocesscapabilities,Restructureandre-skillorganizationalrelationships,2003AndersenConsulting,5,DetermineWithWhomToSynchronize,DetermineYourSynchronizationScope,NumberofPartners,Partners’StrategicImportance,UpstreamorDownstreamPositioningofPartners,NatureofRelationship,Partners’Capabilities,SupplyChainStructure,ProductLines,CustomerPriorities,BusinessFunctions,MarketOfferings,ChannelStrategies,Firstandforemost,successfulsynchronizationrequiresdevelopingasynchronizationstrategy.,,2003AndersenConsulting,6,DemandGeneration,Companieswillthenneedtodevelopprocessestosupporteachcorecapability.,Forecasting&Fulfillment,ProductDesign,Outsourcing,Materials&Capacity,SynchronizedSupplyChainStrategy,,,,,,11/4/98,2003AndersenConsulting,7,,,Implementingtherightenablingtechnologiesisalsocriticaltothesuccessofsynchronization.,Automatedbusinessprocesses,,Today’sTechnology,ERP,Y2K,Singlesolutionlegacydriven,ProcessSolution,Drivers,TechnologySolution,,,2003AndersenConsulting,8,Commitment,Interdependent,Interactive/Aligned,Investment,Transactional,Understanding,Hostile,Connection/Culture,Synergistic,Integrate,Collaborate,Synchronized,TheJourneytoSynchronization,2003AndersenConsulting,9,Supplychainorganizationsmustberestructuredandre-skilledtosupportthesestrategies,FeaturesofatypicalsupplychainorganizationContractualrelationshipswithcustomersandsuppliersOrganizationandmanagementoffunctionalactivitiesFunctionallyorientedmetricsandremunerationMistrustbetweenfunctionsFocusonfunctionalskillbuilding,FeaturesofaleadingsupplychainorganizationHarnessthepowerofbusinesspartnersandalliancesOrganizationandmanagementofcrossfunctionalprocessesCustomerfocusedmetricsandincentivesTeamapproachDevelopmentofresourceswithsophisticatedsupplychainwideunderstanding,,