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1、BusinessIntegrationModel,2003AndersenConsulting,1,Linkingtheglobewithreal-timeapplicationsthatmaximizecustomerdesireswithreducedcoststructuresthroughoptimizedsoftwarewithoperationsexecutedbybothinternalpeopleandexternalalliancepartners.GregoryJ.OwensFormerGlobalManagingPartnerSupplyChainPracticeMarc
2、h4,1999,AHolisticPerspective:SupplyChainManagement,2003AndersenConsulting,2,TheSCMpitfallswehavelearnedtodate.,BenefitsfromsharingsalesforecastsandinventorylevelsareachievablebutfallshortofthepromiseThebarrierstocollaborationandintegrationareorganizationalandbehavioralnottechnologicaloreconomic-theF
3、earofChangeLackoftrustandintegrationofcompanypracticesarekeyobstacles,2003AndersenConsulting,3,“TheSCMPracticecomprisesexpertsintechnology,processes,strategyandchangemanagement,enablingittoprovideclientswithcross-functionalsolutions.”AMRResearchAlertonSupplyChainManagement(August1998),SuccessfulSCMi
4、nitiativestypicallycombinestrategicandtacticalchangetoallcomponentsofacompany.,2003AndersenConsulting,4,Executivesshouldtakeaholisticbusinessapproachtosuccessfullysynchronizetheirsupplychains.,,Implementtherightenablingtechnologies,Developasynchronizationstrategy,andchoosetherightinitiative,Develops
5、upportingprocesscapabilities,Restructureandre-skillorganizationalrelationships,2003AndersenConsulting,5,DetermineWithWhomToSynchronize,DetermineYourSynchronizationScope,NumberofPartners,Partners’StrategicImportance,UpstreamorDownstreamPositioningofPartners,NatureofRelationship,Partners’Capabilities,
6、SupplyChainStructure,ProductLines,CustomerPriorities,BusinessFunctions,MarketOfferings,ChannelStrategies,Firstandforemost,successfulsynchronizationrequiresdevelopingasynchronizationstrategy.,,2003AndersenConsulting,6,DemandGeneration,Companieswillthenneedtodevelopprocessestosupporteachcorecapability
7、Forecasting&Fulfillment,ProductDesign,Outsourcing,Materials&Capacity,SynchronizedSupplyChainStrategy,,,,,,11/4/98,2003AndersenConsulting,7,,,Implementingtherightenablingtechnologiesisalsocriticaltothesuccessofsynchronization.,Automatedbusinessprocesses,,Today’sTechnology,ERP,Y2K,Singlesolutionlega
8、cydriven,ProcessSolution,Drivers,TechnologySolution,,,2003AndersenConsulting,8,Commitment,Interdependent,Interactive/Aligned,Investment,Transactional,Understanding,Hostile,Connection/Culture,Synergistic,Integrate,Collaborate,Synchronized,TheJourneytoSynchronization,2003AndersenConsulting,9,Supplycha
9、inorganizationsmustberestructuredandre-skilledtosupportthesestrategies,FeaturesofatypicalsupplychainorganizationContractualrelationshipswithcustomersandsuppliersOrganizationandmanagementoffunctionalactivitiesFunctionallyorientedmetricsandremunerationMistrustbetweenfunctionsFocusonfunctionalskillbuilding,FeaturesofaleadingsupplychainorganizationHarnessthepowerofbusinesspartnersandalliancesOrganizationandmanagementofcrossfunctionalprocessesCustomerfocusedmetricsandincentivesTeamapproachDevelopmentofresourceswithsophisticatedsupplychainwideunderstanding,,
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