某咨詢供應(yīng)鏈管理 課件

TheValuePropositionofSupplyChainManagement0?1999AndersenConsultingTheValuePropositionof0?199Manu-facturerTier2SuppliersTier1SuppliersWholesalerorDistributorRetailerorDealerConsumers“ThePowerofBusinesstoBusinessIntegration”

BenchmarkingPartners,December1998Costisoneofthemajordriverstoextendthetraditionalenterprise.60%ofvariablecostsofanorganizationaredrivenbydecisionsthatareexternaltotheorganization.1?1999AndersenConsultingManu-Tier2Tier1WholesalerRetLogisticsexpenseincludes:FinishedGoodsTransportationWarehousingOrderEntry/CustomerServiceAdministrationInventoryCarryingCost@18%—NorthAmericanAnnualTotalLogisticsCostChangeinPercentage—Source: CouncilofLogisticsManagement1997AnnualConferenceProceedings,LogisticsCostsandCustomerServiceLevels(HerbertW.Davis&WilliamH.Drumm)Thepasteffortshavenotbeenwithoutconsiderablerewards.-50%-30%-10%10%30%50%838485868788899091929394959697%ofSales$/CWT$/CWT=Dollarsperhundredweight.2?1999AndersenConsultingLogisticsexpense—NorthAmeri

BestinClassAverage12Source:LogisticsManagement,April1997Yet,supplychaincostreductionstillrepresentsasignificantbusinessopportunity…...SupplyChainSpendasaPercentageofRevenues$34$37$34$20$15$8$4$10$162SizeofGapinBillions3?1999AndersenConsulting BestinClassVALUETHEORYholdsthattoincreasethevalueofacompany,youmustincreasecashearningsinexcessofitsfullcostofcapitalinasustainablefashionThesupplychainmustcontinuetodriveshareholdervalue.4?1999AndersenConsultingVALUETHEORYThesupplychainmRevenueCostsWorkingCapitalFixedCapital—ImpactofSCM—Greatercustomerservice(i.e.,highermarketshare,greatergrossmargins)LowerrawmaterialsandfinishedgoodsinventoryShorter“order-to-cash”cyclesShareholderValueProfitabilityInvestedCapitalSCMhascontributedtoincreasedshareholdervaluebyimpactingtraditionalvaluelevers.Fewerphysicalassets(i.e.,trucks,warehouses,materialhandlingequipment,etc.)Lowercostofgoodssold,transportation,warehousing,materialhandlinganddistributionmanagementcosts5?1999AndersenConsultingRevenueCostsWorkingCapitalFixCostsAssetsCustomer

ServiceStrategicandFinancialImpactTheimprovementofSCMhassignificantstrategicandfinancialimpactsonbottomlineactivities.ShareholderValueCreationCustomerServiceLevelIncreaseSupplyChainVariabilityReductionInventoryReductionCycle-timeCompressionFinancials/Metrics.ROA94%98%In-stockavailabilityLeadtimeAbilitytotailortospecific

customerneedsFixedPurchaseCostVariableManufacturingTrans/DistributionObsolescence/MarkdownAdministrative/TransactionManufacturingDistributionCentersInventory6?1999AndersenConsultingCostsAssetsCustomer

ServiceStrBestinClasscompaniesenjoysignificantadvantageovertheircompetitors.TotalSupply-ChainMgmt.Cost“Foracompanywithannualsalesof$2billionanda60%costofsales,thedifferencebetweenbeingatthemedianintermsofperformanceandbeinginthetop20%is$176millioninworkingcapital.”7.06.30%2%4%6%8%10%12%14%19961997RevenueBestMedian37318702040608010012019961997CalendarDaysCash-to-CashCycleTime13.111.61051997PRTMStudy7?1999AndersenConsultingBestinClasscompaniesenjoy35347866010203040506070809010019961997DaysofSupply949471810%10%20%30%40%50%60%70%80%90%100%19961997TotalDaysofSupplyOn-TimeDeliveryPerformanceBestMedianU.S.Dept.ofCommerceestimatesthatmanufacturershavecutinventoriesby9%inthe1990’ssavingabout$82Billion[Fortune3/3/97].BestinClasscompaniesenjoysignificantadvantageovertheircompetitors.1997PRTMStudy8?1999AndersenConsulting353478660102030405060708090100Forperiod1988-1996;SourceStrategicSupplyChainAlignment,1998500%AboveAverage3000%AboveAverage250%AboveAverageIndustryleadershavedemonstratedthesignificantvaluethatsuccessfulsupplychainscancreate.PointofSaleDataandFlowThroughDistribution“RetailDirect”StrategyInvestmentinDistributionNetwork9?1999AndersenConsultingForperiod1988-1996;SourceSInventoryTurns50timesperyearThe1997AndersenConsultingGlobalElectronicsStudy(GES)showedthattotalinventoryintheU.S.technologyindustrysupplychainwasaround$0.5-1.5trillionandturnedlessthan10timesperyear.SupplyChainOpportunitiesforEHTIndustryStill,therearepotentialInventoryReductionOpportunities10-30%Inter-enterprisePostponement10-30%Intra-enterprisePostponement40-65%Direct-to-CustomerSales10-25%Joint(Collaborative)PlanningSource:AC-Stanford-Northwestern’sCDDNStudy,also1996U.S.Censusdata10?1999AndersenConsultingInventoryTurnsThe1997Ander-Inter-CompanySupplyChainPractices-AlltheTimeNotatAllLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherSupplierOwnedOrManagedInventoryThirdPartyLogistics(Warehousing)ThirdPartyLogistics(Transportation)ThirdPartyLogistics(InformationManagement)ElectronicInformationSystemstoManageChannelFillRatesandReplenishmentCustomerAccesstoInternalSystemstoTrackOrderConfiguretoOrderStrategy543210LowerPerformersHigherPerformersSource:ManufacturingManagerResponses(4/2/97data)ThematerialcontainedinthispresentationisconfidentialandproprietarytoAndersenConsulting.4C-15Higherperformingglobalelectronicscompaniesintegratemoreextensivelyacrossthesupplychain.11?1999AndersenConsulting-Inter-CompanySupplyChainPSubstantialvaluecreationhasbeenidentifiedforcomputersupplychain.AndersenConsulting’sCDDNStudy-BenefitsSummary-SuppliersSemic.StorageAssemblersDistributorsRetailersInv.MarginValue-- -- 10%-70% 10%-100% ---- -- .7%-4.7% .5%-4.9% ---- -- $70-$470M $10-$102M --Inv.MarginValueInv.MarginValue-- -- 10%-70% 10%-100% --5.3% 2.0% 2.2% -- --$69M $18M $145M -- --Compressed

SupplyChainCollaborativePlanningDesignforResponsiveness10%-25%10%-25%10%-25%10%-25%10%-25%.6%-1.4%.6%-.7%.7%-1.8%.5%-1.2%.7%-1.6%$9-$23M$4-$9M$70-$181M$10-$26M$26-$64M12?1999AndersenConsultingSubstantialvaluecreationhasSupplychainbreakthroughhasrealizedinsignificantbenefits.TypicalLevelsofSupplyChainBenefits:Benchmark Improvement

Deliveryperformance 16-28%Inventoryreduction 25-60%Fulfilmentcycletime 30-50%Forecastaccuracy 25-80%Overallproductivity 10-16%LowerS.C.costs 25-50%Improvedcapacity 10-20%Source:AMR&PRTMBreakthroughareas:IntegratedDemandandSupplyPlanningNewbusinessmodelsandportfoliosofbestrelationshipsStrategicSourcingandeProcurementeCustomerlinkedtoDemandChain13?1999AndersenConsultingSupplychainbreakthroughhasWhichshouldcomefirst?SCMorERP?CustomerValueSupplychainplanningERPGlobalfinancialsLowHighTickettoEntryLow-HangingFruitHardNuttoCrackNarcissisticTimetoProduceNetValueWarehousemgmt.ShortLongSource:

Gartner

Group,1998

SCM ERPROI(times) 5to15 1.5to2Payback in 2to3Period months yearsAchievinginternalefficienciesisimportant,however,theexternalintegrationcanmakethedifferencebetweenmarketleadershipandfailure.Highreturnsfromexternalintegrationcanbeachievedevenwheninternalintegrationisnotverysophisticated.Itisn’tnecessarytowaituntilyourinternalintegrationeffortsarecompletetobeginexternalintegrationinitiatives.(KenRoss,ExtricitySoftware,Inc.)14?1999AndersenConsultingWhichshouldcomefirst?SCMo供應(yīng)鏈管理的價值15?1999AndersenConsulting供應(yīng)鏈管理的價值15?1999AndersenCons制造商第二層供應(yīng)商第一層供應(yīng)商批發(fā)商或分銷商零售商或經(jīng)銷商顧客“ThePowerofBusinesstoBusinessIntegration”

BenchmarkingPartners,December1998成本是擴展傳統(tǒng)企業(yè)的主要推動力之一.機構(gòu)的60%可變成本由機構(gòu)對外的決策所支配16?1999AndersenConsulting制造商第二層第一層批發(fā)商零售商顧客“ThePowerof后勤開銷包括:產(chǎn)成品運輸倉庫費定貨手續(xù)/ 客戶服務(wù)管理倉儲成本

@18%—北美每年總的后勤成本變化百分比—Source: CouncilofLogisticsManagement1997AnnualConferenceProceedings,LogisticsCostsandCustomerServiceLevels(HerbertW.Davis&WilliamH.Drumm)過去的努力不是沒有回報-50%-30%-10%10%30%50%838485868788899091929394959697%ofSales$/CWT$/CWT=Dollarsperhundredweight.17?1999AndersenConsulting后勤開銷—北美每年總的后勤成本變化百分比—Source:

最好

平均12Source:LogisticsManagement,April1997然而,供應(yīng)鏈成本降低仍存在巨大的商業(yè)機會...供應(yīng)鏈消耗占銷售收入的百分比$34$37$34$20$15$8$4$10$162SizeofGapinBillions18?1999AndersenConsulting 最好價值理論為了讓企業(yè)增值，必須以能夠持續(xù)經(jīng)營的方式將收入提高到超過總成本供應(yīng)鏈一定會推動股東的利益.19?1999AndersenConsulting價值理論供應(yīng)鏈一定會推動股東的利益.19?1999And收入成本營運資本固定資本—SCM的影響—更強大的客戶服務(wù)(如，更高的市場份額,更多的毛利)更低的原料及產(chǎn)成品的庫存更短的“定單變現(xiàn)”周期股東價值收益性投資資本SCM通過對傳統(tǒng)價值杠桿的影響，為增加股東的價值做出貢獻更少的實物資產(chǎn)(如,卡車,倉庫,原料處理設(shè)備,等)更低的商品銷售、運輸、倉儲、材料處理及分銷管理成本20?1999AndersenConsulting收入成本營運固定—SCM的影響—更強大的客戶服務(wù)(如，更成本資產(chǎn)客戶服務(wù)戰(zhàn)略及財務(wù)的影響

SCM改善對有戰(zhàn)略及財務(wù)具有巨大影響創(chuàng)造股東價值客戶服務(wù)水平提高供應(yīng)鏈變動性降低

庫存減少周期壓縮財務(wù)衡量ROA94%98%現(xiàn)貨供應(yīng)能力

交付周期根據(jù)客戶特殊要求定制的能力固定采購成本可變制造成本運輸/發(fā)行成本無形磨損費/減價管理/交易成本制造行業(yè)的資產(chǎn)分銷中心庫存21?1999AndersenConsulting成本資產(chǎn)客戶戰(zhàn)略及財務(wù)的影響SCM改善對有戰(zhàn)略及財務(wù)具有最好的公司得益于巨大的競爭優(yōu)勢.總供應(yīng)鏈管理成本“對于年銷售收入為20億及60%的銷售成本的企業(yè)，中等層次的企業(yè)與前20%的企業(yè)之間的運營資本的差異為1.76億美圓。7.06.30%2%4%6%8%10%12%14%19961997收入最好中等37318702040608010012019961997天數(shù)現(xiàn)金周轉(zhuǎn)周期13.111.61051997PRTMStudy22?1999AndersenConsulting最好的公司得益于巨大的競爭優(yōu)勢.總供應(yīng)鏈管理成本“對于年銷售35347866010203040506070809010019961997供應(yīng)天數(shù)949471810%10%20%30%40%50%60%70%80%90%100%19961997總供應(yīng)天數(shù)按時供貨最好中等美國商業(yè)部門估計，制造業(yè)在20世紀90年代降低了9%的庫存，節(jié)省了820億美圓[財富3/3/97].最好的公司得益于巨大的競爭優(yōu)勢.1997PRTMStudy23?1999AndersenConsulting353478660102030405060708090100Forperiod1988-1996;SourceStrategicSupplyChainAlignment,1998高于平均水平500%高于平均水平3000%高于平均水平250%行業(yè)巨頭證明供應(yīng)鏈的成功帶來的巨大價值貫穿整個銷售過程的銷售信息及流程“直銷策略”分銷網(wǎng)絡(luò)的投資24?1999AndersenConsultingForperiod1988-1996;SourceS庫存周轉(zhuǎn)率為50次/年1997安達信全球電子行業(yè)研究顯示，美國科技企業(yè)供應(yīng)鏈的總庫存約為$0.5-1.5萬億，并且?guī)齑嬷苻D(zhuǎn)率低于10次/年對于高科技電子行業(yè)的供應(yīng)鏈盡管如此，仍存在減少庫存的潛力10-30%企業(yè)內(nèi)部的延遲10-30%企業(yè)外部的延遲40-65%直銷10-25%協(xié)同計劃Source:AC-Stanford-Northwestern’sCDDNStudy,also1996U.S.Censusdata25?1999AndersenConsulting庫存周轉(zhuǎn)率為1997安達信全球電子行業(yè)研究顯示，美國科技企業(yè)-企業(yè)內(nèi)部供應(yīng)鏈實踐-總是根本不差好差好差好差好差好差好差好供應(yīng)商擁有或管理庫存第三方后勤(倉儲)第三方后勤(運輸)第三方后勤(信息管理)電子信息系統(tǒng)管理渠道供應(yīng)與補充客戶訪問內(nèi)部系統(tǒng)跟蹤定單制訂定貨策略543210差好Source:ManufacturingManagerResponses(4/2/97data)ThematerialcontainedinthispresentationisconfidentialandproprietarytoAndersenConsulting.4C-15優(yōu)秀的全球化電子公司廣泛地整合供應(yīng)鏈26?1999AndersenConsulting-企業(yè)內(nèi)部供應(yīng)鏈實踐-總是根本不差好差好差好差好差好差好計算機行業(yè)的價值鏈創(chuàng)造了價值.AndersenConsulting’sCDDNStudy-受益情況-供應(yīng)商Semic.Storage裝配企業(yè)分銷商零售商庫存.利潤價值-- -- 10%-70% 10%-100% ---- -- .7%-4.7% .5%-4.9% ---- -- $70-$470M $10-$102M --庫存.利潤價值庫存.利潤價值-- -- 10%-70% 10%-100% --5.3% 2.0% 2.2% -- --$69M $18M $145M -- --扁平化協(xié)同計劃快速反應(yīng)10%-25%10%-25%10%-25%10%-25%10%-25%.6%-1.4%.6%-.7%.7%-1.8%.5%-1.2%.7%-1.6%$9-$23M$4-$9M$70-$181M$10-$26M$26-$64M27?1999AndersenConsulting計算機行業(yè)的價值鏈創(chuàng)造了價值.AndersenConsul供應(yīng)鏈的突飛猛進實現(xiàn)了巨大價值.供應(yīng)鏈的典型收益:項目

改善

交貨能力 16-28%庫存減少 25-60%實現(xiàn)周期 30-50%預(yù)測的準確性 25-80%總生產(chǎn)率 10-16%降低供應(yīng)鏈成本 25-50%能力提高 10-20%源自:AMR&PRTM成功的領(lǐng)域:集成的需求與供應(yīng)計劃新商業(yè)模型及最佳關(guān)系組合戰(zhàn)略資源及電子采購、電子客戶被需求鏈聯(lián)系起來28?1999AndersenConsulting供應(yīng)鏈的突飛猛進實現(xiàn)了巨大價值.供應(yīng)鏈的典型收益:項目哪個先開始?SCM還是

ERP?客戶價值供應(yīng)鏈計劃ERPGlobalfinancials低高TickettoEntryLow-HangingFruitHardNuttoCrackNarcissistic產(chǎn)生凈值的時間倉庫管理短長Source:

Gartner

Group,1998

SCM ERP投資回報率(倍) 5到15 1.5到2回報周期

數(shù)月 2到3年

內(nèi)部效率的提高固然重要，但是，外部整合會影響到企業(yè)的成功與失敗。即使內(nèi)部整合不是很完善的時候，我們也可以從外部整合得到高額回報。沒有必要等到內(nèi)部整合完全結(jié)束才開始進行外部的整合.(KenRoss,ExtricitySoftware,Inc.)29?1999AndersenConsulting哪個先開始?SCM還是ERP?客戶價值供應(yīng)鏈計劃ERPTheValuePropositionofSupplyChainManagement30?1999AndersenConsultingTheValuePropositionof0?199Manu-facturerTier2SuppliersTier1SuppliersWholesalerorDistributorRetailerorDealerConsumers“ThePowerofBusinesstoBusinessIntegration”

BenchmarkingPartners,December1998Costisoneofthemajordriverstoextendthetraditionalenterprise.60%ofvariablecostsofanorganizationaredrivenbydecisionsthatareexternaltotheorganization.31?1999AndersenConsultingManu-Tier2Tier1WholesalerRetLogisticsexpenseincludes:FinishedGoodsTransportationWarehousingOrderEntry/CustomerServiceAdministrationInventoryCarryingCost@18%—NorthAmericanAnnualTotalLogisticsCostChangeinPercentage—Source: CouncilofLogisticsManagement1997AnnualConferenceProceedings,LogisticsCostsandCustomerServiceLevels(HerbertW.Davis&WilliamH.Drumm)Thepasteffortshavenotbeenwithoutconsiderablerewards.-50%-30%-10%10%30%50%838485868788899091929394959697%ofSales$/CWT$/CWT=Dollarsperhundredweight.32?1999AndersenConsultingLogisticsexpense—NorthAmeri

BestinClassAverage12Source:LogisticsManagement,April1997Yet,supplychaincostreductionstillrepresentsasignificantbusinessopportunity…...SupplyChainSpendasaPercentageofRevenues$34$37$34$20$15$8$4$10$162SizeofGapinBillions33?1999AndersenConsulting BestinClassVALUETHEORYholdsthattoincreasethevalueofacompany,youmustincreasecashearningsinexcessofitsfullcostofcapitalinasustainablefashionThesupplychainmustcontinuetodriveshareholdervalue.34?1999AndersenConsultingVALUETHEORYThesupplychainmRevenueCostsWorkingCapitalFixedCapital—ImpactofSCM—Greatercustomerservice(i.e.,highermarketshare,greatergrossmargins)LowerrawmaterialsandfinishedgoodsinventoryShorter“order-to-cash”cyclesShareholderValueProfitabilityInvestedCapitalSCMhascontributedtoincreasedshareholdervaluebyimpactingtraditionalvaluelevers.Fewerphysicalassets(i.e.,trucks,warehouses,materialhandlingequipment,etc.)Lowercostofgoodssold,transportation,warehousing,materialhandlinganddistributionmanagementcosts35?1999AndersenConsultingRevenueCostsWorkingCapitalFixCostsAssetsCustomer

ServiceStrategicandFinancialImpactTheimprovementofSCMhassignificantstrategicandfinancialimpactsonbottomlineactivities.ShareholderValueCreationCustomerServiceLevelIncreaseSupplyChainVariabilityReductionInventoryReductionCycle-timeCompressionFinancials/Metrics.ROA94%98%In-stockavailabilityLeadtimeAbilitytotailortospecific

customerneedsFixedPurchaseCostVariableManufacturingTrans/DistributionObsolescence/MarkdownAdministrative/TransactionManufacturingDistributionCentersInventory36?1999AndersenConsultingCostsAssetsCustomer

ServiceStrBestinClasscompaniesenjoysignificantadvantageovertheircompetitors.TotalSupply-ChainMgmt.Cost“Foracompanywithannualsalesof$2billionanda60%costofsales,thedifferencebetweenbeingatthemedianintermsofperformanceandbeinginthetop20%is$176millioninworkingcapital.”7.06.30%2%4%6%8%10%12%14%19961997RevenueBestMedian37318702040608010012019961997CalendarDaysCash-to-CashCycleTime13.111.61051997PRTMStudy37?1999AndersenConsultingBestinClasscompaniesenjoy35347866010203040506070809010019961997DaysofSupply949471810%10%20%30%40%50%60%70%80%90%100%19961997TotalDaysofSupplyOn-TimeDeliveryPerformanceBestMedianU.S.Dept.ofCommerceestimatesthatmanufacturershavecutinventoriesby9%inthe1990’ssavingabout$82Billion[Fortune3/3/97].BestinClasscompaniesenjoysignificantadvantageovertheircompetitors.1997PRTMStudy38?1999AndersenConsulting353478660102030405060708090100Forperiod1988-1996;SourceStrategicSupplyChainAlignment,1998500%AboveAverage3000%AboveAverage250%AboveAverageIndustryleadershavedemonstratedthesignificantvaluethatsuccessfulsupplychainscancreate.PointofSaleDataandFlowThroughDistribution“RetailDirect”StrategyInvestmentinDistributionNetwork39?1999AndersenConsultingForperiod1988-1996;SourceSInventoryTurns50timesperyearThe1997AndersenConsultingGlobalElectronicsStudy(GES)showedthattotalinventoryintheU.S.technologyindustrysupplychainwasaround$0.5-1.5trillionandturnedlessthan10timesperyear.SupplyChainOpportunitiesforEHTIndustryStill,therearepotentialInventoryReductionOpportunities10-30%Inter-enterprisePostponement10-30%Intra-enterprisePostponement40-65%Direct-to-CustomerSales10-25%Joint(Collaborative)PlanningSource:AC-Stanford-Northwestern’sCDDNStudy,also1996U.S.Censusdata40?1999AndersenConsultingInventoryTurnsThe1997Ander-Inter-CompanySupplyChainPractices-AlltheTimeNotatAllLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherSupplierOwnedOrManagedInventoryThirdPartyLogistics(Warehousing)ThirdPartyLogistics(Transportation)ThirdPartyLogistics(InformationManagement)ElectronicInformationSystemstoManageChannelFillRatesandReplenishmentCustomerAccesstoInternalSystemstoTrackOrderConfiguretoOrderStrategy543210LowerPerformersHigherPerformersSource:ManufacturingManagerResponses(4/2/97data)ThematerialcontainedinthispresentationisconfidentialandproprietarytoAndersenConsulting.4C-15Higherperformingglobalelectronicscompaniesintegratemoreextensivelyacrossthesupplychain.41?1999AndersenConsulting-Inter-CompanySupplyChainPSubstantialvaluecreationhasbeenidentifiedforcomputersupplychain.AndersenConsulting’sCDDNStudy-BenefitsSummary-SuppliersSemic.StorageAssemblersDistributorsRetailersInv.MarginValue-- -- 10%-70% 10%-100% ---- -- .7%-4.7% .5%-4.9% ---- -- $70-$470M $10-$102M --Inv.MarginValueInv.MarginValue-- -- 10%-70% 10%-100% --5.3% 2.0% 2.2% -- --$69M $18M $145M -- --Compressed

SupplyChainCollaborativePlanningDesignforResponsiveness10%-25%10%-25%10%-25%10%-25%10%-25%.6%-1.4%.6%-.7%.7%-1.8%.5%-1.2%.7%-1.6%$9-$23M$4-$9M$70-$181M$10-$26M$26-$64M42?1999AndersenConsultingSubstantialvaluecreationhasSupplychainbreakthroughhasrealizedinsignificantbenefits.TypicalLevelsofSupplyChainBenefits:Benchmark Improvement

Deliveryperformance 16-28%Inventoryreduction 25-60%Fulfilmentcycletime 30-50%Forecastaccuracy 25-80%Overallproductivity 10-16%LowerS.C.costs 25-50%Improvedcapacity 10-20%Source:AMR&PRTMBreakthroughareas:IntegratedDemandandSupplyPlanningNewbusinessmodelsandportfoliosofbestrelationshipsStrategicSourcingandeProcurementeCustomerlinkedtoDemandChain43?1999AndersenConsultingSupplychainbreakthroughhasWhichshouldcomefirst?SCMorERP?CustomerValueSupplychainplanningERPGlobalfinancialsLowHighTickettoEntryLow-HangingFruitHardNuttoCrackNarcissisticTimetoProduceNetValueWarehousemgmt.ShortLongSource:

Gartner

Group,1998

SCM ERPROI(times) 5to15 1.5to2Payback in 2to3Period months yearsAchievinginternalefficienciesisimportant,however,theexternalintegrationcanmakethedifferencebetweenmarketleadershipandfailure.Highreturnsfromexternalintegrationcanbeachievedevenwheninternalintegrationisnotverysophisticated.Itisn’tnecessarytowaituntilyourinternalintegrationeffortsarecompletetobeginexternalintegrationinitiatives.(KenRoss,ExtricitySoftware,Inc.)44?1999AndersenConsultingWhichshouldcomefirst?SCMo供應(yīng)鏈管理的價值45?1999AndersenConsulting供應(yīng)鏈管理的價值15?1999AndersenCons制造商第二層供應(yīng)商第一層供應(yīng)商批發(fā)商或分銷商零售商或經(jīng)銷商顧客“ThePowerofBusinesstoBusinessIntegration”

BenchmarkingPartners,December1998成本是擴展傳統(tǒng)企業(yè)的主要推動力之一.機構(gòu)的60%可變成本由機構(gòu)對外的決策所支配46?1999AndersenConsulting制造商第二層第一層批發(fā)商零售商顧客“ThePowerof后勤開銷包括:產(chǎn)成品運輸倉庫費定貨手續(xù)/ 客戶服務(wù)管理倉儲成本

@18%—北美每年總的后勤成本變化百分比—Source: CouncilofLogisticsManagement1997AnnualConferenceProceedings,LogisticsCostsandCustomerServiceLevels(HerbertW.Davis&WilliamH.Drumm)過去的努力不是沒有回報-50%-30%-10%10%30%50%838485868788899091929394959697%ofSales$/CWT$/CWT=Dollarsperhundredweight.47?1999AndersenConsulting后勤開銷—北美每年總的后勤成本變化百分比—Source:

最好

平均12Source:LogisticsManagement,April1997然而,供應(yīng)鏈成本降低仍存在巨大的商業(yè)機會...供應(yīng)鏈消耗占銷售收入的百分比$34$37$34$20$15$8$4$10$162SizeofGapinBillions48?1999AndersenConsulting 最好價值理論為了讓企業(yè)增值，必須以能夠持續(xù)經(jīng)營的方式將收入提高到超過總成本供應(yīng)鏈一定會推動股東的利益.49?1999AndersenConsulting價值理論供應(yīng)鏈一定會推動股東的利益.19?1999And收入成本營運資本固定資本—SCM的影響—更強大的客戶服務(wù)(如，更高的市場份額,更多的毛利)更低的原料及產(chǎn)成品的庫存更短的“定單變現(xiàn)”周期股東價值收益性投資資本SCM通過對傳統(tǒng)價值杠桿的影響，為增加股東的價值做出貢獻更少的實物資產(chǎn)(如,卡車,倉庫,原料處理設(shè)備,等)更低的商品銷售、運輸、倉儲、材料處理及分銷管理成本50?1999AndersenConsulting收入成本營運固定—SCM的影響—更強大的客戶服務(wù)(如，更成本資產(chǎn)客戶服務(wù)戰(zhàn)略及財務(wù)的影響

SCM改善對有戰(zhàn)略及財務(wù)具有巨大影響創(chuàng)造股東價值客戶服務(wù)水平提高供應(yīng)鏈變動性降低

庫存減少周期壓縮財務(wù)衡量ROA94%98%現(xiàn)貨供應(yīng)能力

交付周期根據(jù)客戶特殊要求定制的能力固定采購成本可變制造成本運輸/發(fā)行成本無形磨損費/減價管理/交易成本制造行業(yè)的資產(chǎn)分銷中心庫存51?1999AndersenConsulting成本資產(chǎn)客戶戰(zhàn)略及財務(wù)的影響SCM改善對有戰(zhàn)略及財務(wù)具有最好的公司得益于巨大的競爭優(yōu)勢.總供應(yīng)鏈管理成本“對于年銷售收入為20億及60%的銷售成本的企業(yè)，中等層次的企業(yè)與前20%的企業(yè)之間的運營資本的差異為1.76億美圓。7.06.30%2%4%6%8%10%12%14%19961997收入最好中等37318702040608010012019961997天數(shù)現(xiàn)金周轉(zhuǎn)周期13.111.61051997PRTMStudy52?1999AndersenConsulting最好的公司得益于巨大的競爭優(yōu)勢.總供應(yīng)鏈管理成本“對于年銷售35