RB - 協(xié)作的競爭力 - 全面供應(yīng)鏈管理

協(xié)作的競爭力

—全面供應(yīng)鏈管理

羅蘭貝格

國際管理咨詢(上海)有限公司

深圳，二零零零年十二月二十九日1.

Theconsultingmarket經(jīng)濟(jì)不景氣市場消費需求增長緩慢產(chǎn)業(yè)結(jié)構(gòu)不合理市場消費物價持續(xù)走低大量下崗工人和貧困的農(nóng)民快速改變的商業(yè)環(huán)境呼喚創(chuàng)新的商業(yè)運作模式消費者缺少忠誠度個性化、多樣化日益增強(qiáng)的價格性能比和服務(wù)質(zhì)量敏感性生活方式的改變消費者行為習(xí)慣在發(fā)生快速的變化市場開放度加大(WTO的影響)一體化趨勢能力過?；蜻\作的低效率缺乏協(xié)作功能和流程的老化競爭壓力日益上升12信息技術(shù)的革新和廣泛應(yīng)用Internet和Intranet新的傳播媒介電子商務(wù)技術(shù)的革新正改變著傳統(tǒng)的商業(yè)模式34創(chuàng)新的商業(yè)模式“推”的原則正逐步被“拉”的原則所替代“推”和“拉”的原則“推”供應(yīng)商財務(wù)計劃營銷計劃安全庫存手工定單處理物流提供商/配送中心手工定單，安全庫存管理模式簡單配送服務(wù)零售商(POS)根據(jù)預(yù)測定貨架庫存安全庫存手工定單處理顧客購買“拉”顧客購買零售商系統(tǒng)的數(shù)據(jù)搜集營銷技術(shù)的結(jié)合運用每日銷售數(shù)據(jù)自動傳送物流提供商/配送中心自動化定單處理向供應(yīng)商傳送信息快速的建議條型碼技術(shù)的應(yīng)用供應(yīng)商需求導(dǎo)向的計劃生產(chǎn)周期短快速反應(yīng)電子數(shù)據(jù)交換(EDI)成本/生產(chǎn)導(dǎo)向消費者需求導(dǎo)向傳統(tǒng)上，供應(yīng)商和零售商之間是沖突的關(guān)系，缺乏協(xié)作，因而整體效率很低供應(yīng)商零售商通過擴(kuò)大生產(chǎn)規(guī)模降低成本通過快速革新和變化營造競爭優(yōu)勢生產(chǎn)營銷銷售通過擴(kuò)大采購批量增強(qiáng)討價還價的能力通過維持安全水平以降低庫存以具有競爭

力的價格維

持店鋪內(nèi)的

商品品種

組合采購營銷店鋪(網(wǎng)點)價格的領(lǐng)先者物流價格和促銷導(dǎo)向以增加需求“推”的戰(zhàn)略而不是“拉”的戰(zhàn)略；“孤立的”，不注重“流程”缺乏一致的消費者導(dǎo)向戰(zhàn)略全面供應(yīng)鏈管理實現(xiàn)了零售商和供應(yīng)商之間的高效率協(xié)作，共同為消費者創(chuàng)造價值采購倉儲庫存管理運輸顧客服務(wù)管理控制高效的物流和信息流以消費者需求為導(dǎo)向組裝運輸分銷/配送零售商供應(yīng)商關(guān)鍵流程網(wǎng)絡(luò)技術(shù)的發(fā)展將使得電子數(shù)據(jù)交換成為可能交易整合條形碼無紙化流程例因特網(wǎng)(Internet)技術(shù)供應(yīng)鏈成本管理的范圍也更為廣闊其它供應(yīng)鏈成本傳統(tǒng)管理重心=傳統(tǒng)成本供應(yīng)鏈成本倉儲管理運輸和配送財務(wù)內(nèi)部流程跨企業(yè)的合作信息技術(shù)系統(tǒng)整合后的重點協(xié)作的結(jié)果是—“雙贏”整合的方法：“雙贏”傳統(tǒng)的方法：“零和”第三物流/運輸商供應(yīng)商零售商供應(yīng)鏈成本供應(yīng)鏈成本第三物流/運輸商供應(yīng)商零售商溝通聯(lián)合計劃合作聯(lián)合庫存供應(yīng)鏈上各個環(huán)節(jié)0.9%0.9%2.5%營銷機(jī)會成本的節(jié)省整體成本降低潛力3.4%營銷物流整體潛力資料來源：可口可樂研究集團(tuán)在歐洲，供應(yīng)鏈管理帶來的成本降低潛力達(dá)商品零售價格的3.4%3.56.5-1.3-0.7-通用標(biāo)準(zhǔn)高效補(bǔ)貨高效管理“物流”“信息流”全面供應(yīng)鏈管理7.510.0實行后的物流成本實行前的物流成本全面供應(yīng)鏈管理帶來的成本降低[零售價的百分比]+物流成本的25%=生產(chǎn)商零售商供應(yīng)鏈管理通過改善服務(wù)和降低成本創(chuàng)造價值創(chuàng)造價值促進(jìn)價格的實現(xiàn)增加市場份額提高顧客的忠誠度降低總成本供應(yīng)鏈的貢獻(xiàn)避免由于服務(wù)水平的低下而實行折扣更短的交貨期良好的索賠管理適時交貨總成本更低提供針對顧客的服務(wù)避免缺貨更低的庫存更低的分銷成本避免損耗減少報廢服務(wù)改善成本降低Traditionally,purchasingismainlyfocusedonproductionmaterial,thuscoveringlessthantwothirdsoftheaveragepurchasingvolumeDirectmaterialsincl.packagingOthermaterials(production)LogisticsMarketingandSalesEnergyGeneralandadministrativeCapitalgoodsTotalpurchasingvolume45–55%3–5%10–13%10–15%3–5%8–12%6–12%100%Purchasingresponsibilitiesoftenwidelyspread

(e.g.marketing,production,IT)"Traditional"purchasingfocusStructureofpurchasingvolume(industryexample)Non-productionSource:RolandBerger&PartnersCostreductionactivities[savingsin%ofexternalexpenditures]Source:RolandBerger&PartnersInternationalsourcingPricenegotiationButtostayontop,today'ssuccessfulcompaniesmustdevelopinnovativeapproachestofurtherreducepurchasingcost!morenewActivecompaniesAggressivecompaniesReactivecompanies1–4%6–8%>10%Innovativecompanies>15%e.g.strategicalliances,globalnetworking,grouppurchasinge.g.valueanalysis,valuecreation,targetpricing,supplier

managementSupplier

managementProcesscost

reductionTechnical

production

changesPoolingSupplierintegrationProcesscostreductionGlobal

sourcingTechnicalproductchanges

Inordertorapidlyreducecosts,alldifferentpurchasingleversandtheirsuppliershavetobeactivatedSupplier

baseVolumeProductMarketPurchasingvolumeofTrackingofresultsPricenegotiationsSupplierpoolingSupplierselectionGlobalsourcingJointprocurementVolumepoolingMakeorbuyIn/outsourcingStandardizationValueanalysisTargetcostingProductionmaterials/newproductionLogisticsMarketingEnergyAdministration&ITInvestmentsSource:RolandBerger&PartnersOptimizationofpurchasinglevers

Productgroup...dependingonindustryandprojectscopeAchievedsavingsbydifferentindustries[annualsavingsin%oftotalpurchasingvolume]%savingsAutomotive

machineryHeavyequipmentAerospaceUtilitiesFinancialservicesConsumergoodsConstruc-tionIT-productsIndustryProjectexamplesSource:RolandBerger&PartnersSuccessintomorrowsnetworkeconomyisbasedonfunctioningsuppliermanagementThefightforcompetitivenesswillbedecidedthroughflexibleoutsourcingmanagementOnlysmoothsuppliermanagementcancreatetherightconditionsinpurchasingCompanystructureYesterday:Focuson

corecompetencies/

outsourcingToday:IntegrationTomorrow:Networking

withsuppliermanagementIntegratedTraditionalVirtualOut-sourcingSource:RolandBerger&Partners完善的供應(yīng)商管理體系應(yīng)包含三個重要的組成部分供應(yīng)商管理體系發(fā)展供應(yīng)商整合供應(yīng)商供應(yīng)商基礎(chǔ)管理供應(yīng)商業(yè)績評價并選擇最有潛力的供應(yīng)商與企業(yè)的發(fā)展戰(zhàn)略目標(biāo)相匹配發(fā)展供應(yīng)商的流程目標(biāo)定位評估配套的措施組織業(yè)務(wù)流程人力資源管理系統(tǒng)實施跟蹤/評估根據(jù)產(chǎn)品的生命周期確定整合供應(yīng)商的關(guān)鍵因素供應(yīng)商早期介入產(chǎn)品開發(fā)過程戰(zhàn)略聯(lián)盟(技術(shù)、管理、項目等)1)供應(yīng)商選擇1)供應(yīng)商評價1)供應(yīng)商策略(采購戰(zhàn)略)供應(yīng)商數(shù)量的降低供應(yīng)商信息系統(tǒng)1)：本次項目的主要內(nèi)容SuppliermanagementaimstoexploitsupplierrelationshippotentialsActivitiesPre-requisitesIndividualobjectivesCorporatestructuresBusinessprocessesManagementsystemsHumanresourcesManagementofsupplierbaseSupplierdevelopmentSupplierintegrationImprovementsof:TimetomarketFlexibilityTechnologyinputCustomersatisfactionLifecyclecostsProcesscostsCapitallock-upTotalcostofownershipSource:RolandBerger&Partners價格談判僅僅是降低采購成本的方法之一，且可以通過與供應(yīng)商更緊密的長期合作來實現(xiàn)羅蘭?貝格的項目案例：消費電子降低成本的方法成本降低比率(采購價格的%)金額[百萬馬克]方法的簡單描述價格談判改變材料改變供應(yīng)商/全球采購標(biāo)準(zhǔn)化自制或外購價值分析模塊采購批量合并減少供應(yīng)商的數(shù)量123456789300503616815277574815與供應(yīng)商一起制定降低成本的計劃(長期)更廣范圍的采購?fù)ㄟ^標(biāo)準(zhǔn)化減少物料的品種通過成本比較決定自制或外購剔除不必要的功能把組裝的部分工作交給供應(yīng)商根據(jù)供應(yīng)商把采購訂單進(jìn)行合并用更低成本的材料替換具有同樣功能的材料減少供應(yīng)商的數(shù)量以增加其它供應(yīng)商的采購量A類供應(yīng)商C類供應(yīng)商ABC采購金額供應(yīng)商合作的關(guān)系關(guān)鍵供應(yīng)商戰(zhàn)略供應(yīng)商早期介入設(shè)計整合系統(tǒng)/模塊采購聯(lián)合的價值工程和價值分析流程優(yōu)化直接配貨持續(xù)補(bǔ)貨直接訂單管理的重點：材料成本和總體價值管理的重點：流程成本對供應(yīng)商基礎(chǔ)的戰(zhàn)略性劃分差異化的供應(yīng)商管理(ABC管理)方法可以使得采購資源進(jìn)行有效的分配D.

InnovativeSourcing:modernpurchasing

ismuchmorethanjustbuyingChangedbasicconditionspresentpurchasingwithsteadilygrowingrequirementsSource:RolandBerger&PartnersTechnicalcompetenceGrowingdemands

onpurchasingSpeedUnderstandingofprocessTeamworkInternat-ionalityRespon-sibilityGlobalization

onthepartofbothcustomerandsupplierGlobalcooperationincompanygroupGlobalContractsNewinformationmedia(e.g.Internet)StructuralreadjustmentsduetoextremecostpressureOutsourcing/ReductionofmanufacturingpenetrationRenewedtrendtowardscentralization(synergies!)FasterreactiontimesandincreasingtechnicalrequirementsGrowingproductcompatibility

(Greatvarietyofvariants,customerrequirements)ShortenedproductlifecyclesIntensificationofcustomer/supplierrelationshipIntegrationofsuppliersintheprocess(e.g.module/systemsuppliers,logistics)TakingoverresponsibilityforsubcontractorsasacustomerrequirementCriteriaforevaluatingpurchasingarethereforebecomingincreasinglycomprehensiveanddemandingSource:RolandBerger&PartnersInternalCustomersExternalCustomersDeliverytimePlanningsecurityandinformationcapabilityFlexibilitySystemssolutionsAdherencetodeadlinesGlobalcompetitivenessServiceRecyclingconceptsPriceLogisticscompetenceQualityKnow-how

(technicalandcommercial):Criteriainthepast:CriteriainthefutureTheintensifieduseofexternalresourcesincreasesandchangesthepurchasingdepartment’srangeoftasksSource:RolandBerger&PartnersDemandsonpurchasing

DevelopmentofhighqualitystandardsPromotionofdirectcustomerbenefitUseofexternalknow-howMinimizationofrisksAchievementofoptimalcostadvantagesIncreaseinflexibilityMovingtowardsProblemsolutionServicefunctionTechnicalpartnerHolderofresponsibilityStrategicapproachesPurchasingmanagementMovingawayfromProcurementOrderwritingPurematerialspurchasingSupplyorientationThevalue-addingactivitiesofInnovativeSourcingdemandandpromotecooperativeactionandarehencesuccessfulinthelongtermSource:RolandBerger&PartnersWithinthecompanyIntra-companyCooperationValue-addingchains-overlappingValuedesignandvalueanalysisinthedevelopmentprocess(internal)Pooling(company-wide)SimultaneousengineeringPurchasingcooperationMaterialgroupsmanagementPooling(group-wide,intra-company)SuppliermanagementDevelopmentpartnershipEarlysupplierinvolvementSupplierselectionMakeorbuyIn-/outsourcingSupplierintegrationSupplierdevelopmentValuedesignandvalueanalysis(external)EfficientConsumerResponseGlobalsourcingSystem/modularsourcingSimultaneousengineeringTargetcostingCo-location? Co-locationandsupport ofsuppliersintheplant surroundingstoensure JITsupplies? 80%ofstragegically importantpartsare

producedina50km

radiusoftheplantPrenzlauSchwendtEberswaldeZehdenickWittenbergeNeuruppinRathenowNauenBerlinPodsdamBrandenburgJüterbogSpreewaldCottbusIntegrationofinformationtechnologyca.45%ca.25%ca.30%EDI? Directtransferoforders intoITsystemofsupplierLetter,phone,faxTotalintegration? DirectaccessofsuppliersonPPSsystem

ofNauenplantandplanningoforderofdeliveryonthehourbysupplierExample:BSHG,NauenplantSuppliermanagementhastobetailoredtothespecialsituationofaproductionplantSupplybaseBSHGtotalNauenplant-40%Conveyorbeltdeliveryforpartsandcomponents30%70%JITdeliverybysupplierDeliveryintoassemblywarehouse(max.6daysstock)? Administrationpartlythrougstaffand withequipmentofsuppliers? Partiallyconsignmentwarehousing

withcontinuousreplenishment

bysuppliersNauenplant:? Corecom-

petenceassembly? 6%manufacturing penetration? Productionleadtime 11days? Highlyflexible incapacityand productmixSourcingstrategieshavetobeevaluatedandadjustedusingrelevantdecisioncriteriaonaregularbasisSolesourceSinglesourcingSinglesourcingSinglesourcingDualsourcingMultiplesourcingRegularassessmentofsourcingdecisionusingclearlydefinedcheckpointsCostQualityTechnologyR&DInterrelationsAdjustment,ifnecessaryNoglobalalternativeMarketandsupplier

potential(nationalandinternational)Corporateand

sourcing

strategy+ReassessmentofsourcingdecisionRegularadjustmentofsourcingstrategyBack-upAboutthreeyearsbeforestartofproduction,coresuppliersarechosenwhowillcarryconsiderableresponsibilityforachievingthetargets?DeterminationofmilestonesbySEteams?Awardsystemstosuppliers?RealizationandcontrolatsupplierGlobalandforwardsourcingProjectmanagmentProductionreadinessca.800suppliers50-100coresuppliersSOP-5SOP-3SOPSupplybasemanagementSupplierintegration(before

startofproduction)Supplierintegration(after

startofproduction)Primary

goals:"Advantagethroughtechnology"and"brandidentity"Example:AudiIntroducinganelectronicordercatalogreduceddoor-to-doortimesby80%andprocesscostsby85%Productcatalogs/e-procurementsystemplausibilitychecksApproval(basedonvalue)ExtensionsPossiblylinkingsuppliercatalogsviaBMECcatalogGeneral

administrationDistributinggoodsSelectingrequiredmaterials,initiatingorderprocessCommissioning

Packaging

DeliveryIncominggoodsinspection/booking

DeliveryPaymentby

creditnote

basedon

goods

bookedinwards45321Generaladmini-strationrecordsMonthlyinvoicesTotals

MonthlyinvoicesCentralbuyingGeneraladmin.SupplierA

SupplierACall-offCall-offDeliveryDeliveryCCrebookingChecksAppr-ovalGoodsdistribu-tionInvoicesPayment149a8a78b9b6323510Remodeled-procurementprocessesTraditionalprocurementprocessesResultsofimplementing-procurementAccountsCC….SupplierBSupplierBOrderingUsersRequire-mentsCompleteform

Averagedoor-to-doortimesperorderreducedfrom10daysto2(80%) ProcesscostsperorderreducedfromDM275toDM40(85%)UsersCallofforderingApprovalCheckingpricediscrepanciesChecksSource:RolandBerger&PartnersProjectexampleProcesscostreductionBackupARGENTINARolandBergeryAsociadosS.A.InternationalManagementConsultantsOlgaCossenttini7315°C1107BVABuenosAiresPhone ++54-11-45086900Fax ++54-11-45086901AUSTRIARolandBerger&PartnerGes.m.b.HInternationalManagementConsultantsFreyung3/2/10A-1010ViennaPhone ++43-1-536020Fax ++43-1-5360260BELGIUMRolandBergerInternationalManagementConsultantsS.A.100,BoulevardduSouverainB-1170BrusselsPhone ++32-2-6790170Fax ++32-2-6729222BRAZILRolandBerger&PartnersS/CLtda.AvenidaPresidenteJuscelino

Kubitschek,51004543-906ItaimBibi/

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RolandBerger&PartnerGmbHInternationalManagementConsultantsBrivibasStr.99-5,4thFloorLV-1001Riga