供應(yīng)鏈管理-模型ppt課件

1、Business Integration Model.Linking the globe with real-time applications that maximize customer desires with reduced cost structures through optimized software with operations executed by both internal people and external alliance partners. Gregory J. OwensFormer Global Managing PartnerSupply Chain

2、PracticeMarch 4, 1999A Holistic Perspective:Supply Chain Management.The SCM pitfalls we have learned to date.Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promiseThe barriers to collaboration and integration are organizational and behavioral not tech

3、nological or economic - the Fear of ChangeLack of trust and integration of company practices are key obstacles.“The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.AMR Research Alert on Supply Cha

4、in Management (August 1998)Successful SCM initiatives typically combine strategic and tactical change to all components of a company.TECHNOLOGYBUSINESSINTEGRATIONPEOPLEPROCESS /OPERATIONSSTRATEGYSupply Chain Management Practice.Executives should take a holistic business approach to successfully sync

5、hronize their supply chains.TECHNOLOGYSynchronizedSupply ChainPEOPLEPROCESS /OPERATIONSSTRATEGYImplement the right enabling technologiesDevelop a synchronization strategy,and choose the right initiativeDevelop supporting process capabilitiesRestructure and re-skill organizational relationships.Deter

6、mine With Whom To SynchronizeDetermine Your Synchronization ScopeNumber of PartnersPartners Strategic ImportanceUpstream or Downstream Positioning of PartnersNature of RelationshipPartners CapabilitiesSupply Chain StructureProduct LinesCustomer PrioritiesBusiness FunctionsMarket OfferingsChannel Str

7、ategiesFirst and foremost, successful synchronization requires developing a synchronization strategy.Demand GenerationCompanies will then need to develop processes to support each core capability.Forecasting & FulfillmentProduct DesignOutsourcingMaterials & Capacity Synchronized Supply Chain Strateg

8、y.Implementing the right enabling technologies is also critical to the success of synchronization.Automated business processesTodays TechnologyERP, Y2KSingle solution legacy drivenProcessSolutionDriversTechnologySolutionSupply chain decision supportSupply chain integrationMultiple solution installsE

9、merging TechnologyAlign and IntegrateCollaborative supply chain technologyValue-based external collaborative modelsMultiple solution integrationFuture TechnologyCollaborate & Synchronize.CommitmentInterdependentInteractive/AlignedInvestmentTransactionalUnderstandingHostileConnection/CultureSynergist

10、icIntegrateCollaborateSynchronizedThe Journey to SynchronizationReal and Perceived Mutual Benefits.Supply chain organizations must be restructured and re-skilled to support these strategiesFeatures of a typical supply chain organization Contractual relationships with customers and suppliersOrganization and management of functional activitiesFunctionally oriented metrics and remuneration Mistrust between functions Focus on functional skill buildingFeatures of a leading supply chain organization Harness the power of business partners and alliancesOrganization an