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1、TheValuePropositionofSupplyChainManagement,2003,1,,Manu-facturer,,Tier2Suppliers,,Tier1Suppliers,,WholesalerorDistributor,,RetailerorDealer,,Consumers,“ThePowerofBusinesstoBusinessIntegration”BenchmarkingPartners,December1998,Costisoneofthemajordriverstoextendthetraditionalenterprise.,60%ofvariablec
2、ostsofanorganizationaredrivenbydecisionsthatareexternaltotheorganization.,2003,2,,Logisticsexpenseincludes:FinishedGoodsTransportationWarehousingOrderEntry/CustomerServiceAdministrationInventoryCarryingCost@18%,—NorthAmericanAnnualTotalLogisticsCostChangeinPercentage—,Source:CouncilofLogisticsManage
3、ment1997AnnualConferenceProceedings,LogisticsCostsandCustomerServiceLevels(HerbertW.DavisSourceStrategicSupplyChainAlignment,1998,500%AboveAverage,3000%AboveAverage,250%AboveAverage,Industryleadershavedemonstratedthesignificantvaluethatsuccessfulsupplychainscancreate.,,,PointofSaleDataandFlowThrough
4、Distribution,“RetailDirect”Strategy,InvestmentinDistributionNetwork,2003,10,,InventoryTurns50timesperyear,The1997AndersenConsultingGlobalElectronicsStudy(GES)showedthattotalinventoryintheU.S.technologyindustrysupplychainwasaround$0.5-1.5trillionandturnedlessthan10timesperyear.,SupplyChainOpportuniti
5、esforEHTIndustry,,Still,therearepotentialInventoryReductionOpportunities10-30%Inter-enterprisePostponement10-30%Intra-enterprisePostponement40-65%Direct-to-CustomerSales10-25%Joint(Collaborative)Planning,Source:AC-Stanford-Northwestern’sCDDNStudy,also1996U.S.Censusdata,2003,11,-Inter-CompanySupplyCh
6、ainPractices-,Higherperformingglobalelectronicscompaniesintegratemoreextensivelyacrossthesupplychain.,2003,12,Substantialvaluecreationhasbeenidentifiedforcomputersupplychain.,2003,13,Supplychainbreakthroughhasrealizedinsignificantbenefits.,TypicalLevelsofSupplyChainBenefits:,Breakthroughareas:Integr
7、atedDemandandSupplyPlanningNewbusinessmodelsandportfoliosofbestrelationshipsStrategicSourcingandeProcurementeCustomerlinkedtoDemandChain,2003,14,Whichshouldcomefirst?SCMorERP?,供应链管理的价值,2003,16,,制造商,,第二层供应商,,第一层供应商,,批发商或分销商,,零售商或经销商,,顾客,“ThePowerofBusinesstoBusinessIntegration”BenchmarkingPartners,De
8、cember1998,成本是扩展传统企业的主要推动力之一.,机构的60%可变成本由机构对外的决策所支配,2003,17,,后勤开销包括:产成品运输仓库费定货手续/客户服务管理仓储成本@18%,—北美每年总的后勤成本变化百分比—,Source:CouncilofLogisticsManagement1997AnnualConferenceProceedings,LogisticsCostsandCustomerServiceLevels(HerbertW.DavisSourceStrategicSupplyChainAlignment,1998,高于平均水平500%,高于平均水平3000%,高于
9、平均水平250%,行业巨头证明供应链的成功带来的巨大价值,,,贯穿整个销售过程的销售信息及流程,“直销策略”,分销网络的投资,2003,25,,库存周转率为50次/年,1997安达信全球电子行业研究显示，美国科技企业供应链的总库存约为$0.5-1.5万亿，并且库存周转率低于10次/年,对于高科技电子行业的供应链,,尽管如此，仍存在减少库存的潜力10-30%企业内部的延迟10-30%企业外部的延迟40-65%直销10-25%协同计划,Source:AC-Stanford-Northwestern’sCDDNStudy,also1996U.S.Censusdata,2003,26,-企业内部供应链实践-,优秀的全球化电子公司广泛地整合供应链,2003,27,计算机行业的价值链创造了价值.,2003,28,供应链的突飞猛进实现了巨大价值.,供应链的典型收益:,成功的领域:集成的需求与供应计划新商业模型及最佳关系组合战略资源及电子采购、电子客户被需求链联系起来,2003,29,哪个先开始?SCM还是ERP?,
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