创立适应能力强的供应链.ppt

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创立适应能力强的供应链 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? 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% % % % % % 供应链 表现 资料来源:凯捷安永/ Industry Week 供应链研究 对这些改变的反映 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)” 唯一没变的是— 股东价值仍是我们的目标! 主动 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 固定资本功效 税款减至最小限度 总成本减至最小限度 运营资金功效 利润成长 SCM General/SC Training/ 三代供应链管理方式 部门 组织 Silo 综合 成本 表现 功能性 决定 几周或几月 时间 局部的解决方案 技术 功能优化 商业尺度 三代供应链管理方式 几周或几月 局部的解决方案 功能性 成本 部门 部门 功能优化 时间 技术 决定 表现 组织 综合 商业尺度 集中 企业 成本与服务 流程主导 几天或几周 ERP / Bolt-on 综合的供应链 三代供应链管理方式 协同 集中 部门 组织 扩大企业范围 企业 Silo 综合 收入及利润 成本与服务 成本 表现 Event Based Agent Assisted 流程主导 功能性 决定 实时 几天或几周 几周或几月 时间 完整的网络连接 ERP / Bolt-on 局部的解决方案 技术 适应性强的供应链 综合的供应链 功能优化 商业尺度 适应性强的供应链 在三个水平上运作 生态系统工程学 网络设计 消费者主导 战略 供应及需求计划 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 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 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 凯捷安永网络价值链结构TM 购买 迁移 制造 供应链 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 通过供求管理的一体化来增长利润 销售 渠道 顾客 分类 当前状况 Orders in Fulfillment 实时成本 短期计划 能够提交 供应链 需求 当前状况 Current Offer Portfolio 价钱/优惠 服务需求 需求模式 提议 调整提议 订购 订购 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 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 LLP 履行/交货 依从设定 可提供性 供应可见度 生产量 结算 协同中心是适应能力强的供应链的关键促成者 制造 销售 协同商业基础构造 – 综合电子-中心 计划 采购 运行 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 实时监控参数及事件 扩大的企业 内部环境 内部 明确的行为立基于特殊的情形 (. 边缘成本) 协助者(Agent)用来 监控 管理 优化计算 适应能力强的技术构造 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 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 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 凯捷安永的网络价值链 (Network Value Chain)参考结构 Technology Architecture S U P P L I E R C O M M U N I C A T O R Planning Fulfillment Transportation Sourcing Manufacturing Procurement (direct / indirect) Demand & Supply Synchronization Services HUB’s Set Based Design & Transition Planning Capacity Sourcing C U S T O M E R C O M M U N I C A T O R Fulfillment Providers Suppliers Manufacturing Sourcing Fulfillment E X E C U T I V E D A S H B O A R D Price – Revenue Optimization Customer segmentation and product/ service bundles for differentiation. Customer Segment & Service Level Strategy Campaign Mgmt. Product Price Service Promotion Placement Real Time Order Managementsm Real-time product configuration, promising, and status. Configure to Order Available/ Capable to Promise Order Tracking, & Tracing Demand/Supply Planning and Matching Real-time collaboration with manufacturing and suppliers. Demand Planning Supply Planning Execution Near real-time coordination of internal activities with suppliers, assemblers, logistics providers for optimal inventory and service Purchasing Mgmt. Manufacturing Mgmt. Distribution Mgmt. C U S T O M E R C O M M U N I C A T O R Co-managed Inventory Synchronized Inventory Inventory Management Internet Price-Rev Campaign Mgmt. RTOM Product Price Service Promotion Placement Customer Segment & Service Level Strategy Configure to Order Available/ Capable to Promise Order Tracking, & Tracing Design New Channels Standard Channel Sales Co-managed Inventory Channel HUB’s SUPPLI E R C O M M U N I C A T O R B2B Marketplaces B2C & B2B Marketplaces Support Processes Product Lifecycle Management - Real time product development collaboration with suppliers, customers, and within the enterprise. Launch And Post-Launch Support Portfolio Management Component Supply Management Product Development 3PLs Contract MFG Fulfillment Manufacturing NVC 参考结构有四个阶层 Process architecture – detailed closed-loop process flows, responsibilities, cycle times, workflows Governance architecture – ownership and influence of decisions, policies, decision flows, objects Integration architecture – roles, responsibilities, organisation, control-system, performance measures Application architecture – applications, functionality, data & flows, interfaces, middleware Physical architecture – servers, drives, firewalls, network, scalability, reliability, security, management Physical Hardware Site and Network Plan Governance Ownership Business Process Model Applications Landscape X :Provision X :CallCnter X :OM X :Finance X :Billing : : : : : : 2 2 AppSrvr CallCenter OM Billing IntgSrvr 4 Finance Integration architecture 综合优化价值链的企业案例 Millions Gross DIVCOS potential = $ (€ $100 $200 $300 后勤及分配 排期的 效率 库存 可见度 进行中的主动的 财政 可见度 预测 精确度 花费/风险 管理 其他 行政 花费 弹性 增加 销量 对变化的 抵抗力 DIVCOS 价值 陈述 下游价值链利润升高的实例 $210M $0 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 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 凯捷安永网络价值链结构TM 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方法 Program Implementation Technology Architecture Management - 3 Days 4 - 5 Months NVC Index & Value Assessment Phase 0 Phase I Phase II Change Management Program Management Client SC Transformation Management Office Setting the Plan Creating Change! Mining Value Supply Chain Accelerator Launch Pad Mobilizing the Company Phase III SC Strategy NVC Blueprint Transformation Roadmap ASE 6 – 8 Weeks Quick Hits 改革实施路线图一般始于Early Wins As - Is Streamline the enabling processes Lean Delivery Prepare the Transformation Increase visibility from supplier to end user Connect the repair loop Provide enabling framework To - Be People and Organization Supply Chain Key Enablers Systems Support Processes Connectivity Shared information with industry DLO Vision Agreed Comms Strategy Established Performance Measures Aligned with Business Objectives Clear Accountabilities Assigned Clear Understanding of Current Skills Skill Gaps Identified Structure Aligned with Operational Needs MoD Wide Stock Visible Internal Stock Visible Inventory Coding Unified Purchasing by Commodity Possible Inventory Duplication Removed Service Levels Defined Clearly Documented Processes Supply Chain Measures Adopted Distribution Network Unified Fleet Management Processes Established Predictive Maintenance Capability Available Guaranteed Turnaround Times Commonplace Prognostic Health Monitoring Possible Comprehensive Usage Data Available Defect Reporting Procedures in Place Unified configuration control Maintenance Activity Reporting Established Products Standardised End - to - end Asset Tracking Possible Integrated BDR capability Repair Loop Visible Support Chain Measures Adopted Service Levels Defined Clearly Documented Processes Collaborative Mindset (not adversarial) Embedded Acquisition Perspective Shared Single DLO Culture Embedded Operational Excellence Translated into Logistics Excellence Leading Practice Logistics Status Organisation Ready and Capable for Change Leading Practice Acquisition Status Boundaries with Industry Defined “Just enough” Supply Chain Established Responsive Supply Chain Established Inventory Rationalised - Level 2 Dynamic Forecasting Possible ‘Right First Time’ Procedures Established Inventory Managed Strategically End - to - end Supply Chain Visible Suppliers Rationalised Integrated Risk Management Procedures Adopted Adaptive Supply Chain Established Collaborative Engineering Capability in Place Whole Life Management Processes Established Distribution Integrated Availability Based Support Commonplace Engineering Process Integrated - Industry to MoD Engineering Operations Integrated Capability Based Support Commonplace Trading Partners Collaborating Change Endorsed Politically Appropriate Policy and Performance Measures Adopted Support Processes Streamlined Contracts and Policy Restructured Processes Defined - Clear Ownership and Governance Management Accounting in Place Balanced Scorecards Integrated RAB Embedded Common Application Sets Global People Management Decisions Support Tools Common Information Network with Industry Secure End to End Connection Enterprise Data Warehouse Key Systems Aligned Open Information Shared Systems in Place Integrated Network Ability to cleanse data Certificates link to Global Directory Integrated Financial/Activity Systems Global Directory Established - Information Model Common Information Network Internally Clear Systems Ownership Common information Regeneration Capability Understood Supply Chain Integrated with Support Chain Incentive Programmes Established Supplier Development Programme Established New Approaches to Risk Management Paperless Purchasing Possible Modular Replacement Programme Established Information Assurance Policy Reformed Trading Partners Engaged Measures Based on Targets Performance Measures Aligned with Business Objectives True Partnership with Industry CWE Infrastructure in Place Single Data Entry Integrated Change Programme Management Established Impact of Change Understood Culture Supports Change Programme Develop our people within the right structure Staff Committed to Change Change Leadership in Place Leadership Competencies Identified As - Is Streamline the enabling processes Lean Delivery Prepare the Transformation Increase visibility from supplier to end user Connect the repair loop Provide enabling framework 创造Quick Wins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Quick Wins能提供整条供应链转化 所需的资金 Questions & Discussion We make our clients Famous … for Supply Chain Excellence What do we do? The answer is to transform your supply chain into a Networked Value Chain which is focused on enterprise profitability. Your Networked Value Chain must be adaptive and must be based on high degrees of collaboration. As we will see, this transformation represents a fundamental shift for most companies which will take some time. Fortunately, quick wins are quite possible for most companies. Supply chains are aligned to market segments while supporting product requirements. Separate “control/coordination” and “execution” layers to provide for fast integration with suppliers, partners, and customers Support alternative process, technology and organizational models Leverage legacy and new connected technologies as appropriate to provide enhanced dynamic commerce Provide intelligent infrastructure to ensure security and single point authentication Integrate select marketing and operational capabilities to influence demand based upon supply Our view of how leading firms will implement new capabilities required to build adaptive supply chains…a business integration framework not a new, proprietary technology Multi-tiered architecture Leading practices Process integration and design Organizational models and job designs Application scope and architecture Data and integration architecture Technical architecture Technology independent…allows clients to leverage recent investments in technology while embracing new capabilities through component solutions Continuously evolving to reflect new emerging capabilities and component solutions To deliver on the four strands in a coherent integrated manner our approach uses a layered architecture where business processes and governance are as important as applications and hardware A different way of showing the BP business case Remember $210 million refers to Northern Europe. Connect Reluctance to change back to previous slide on risks – would be foolish to think that we will successfully mitigate every risk – some steps won’t be practical in the current BP environment.