RB - 協(xié)作的競(jìng)爭(zhēng)力 - 全面供應(yīng)鏈管理

協(xié)作的競(jìng)爭(zhēng)力

—全面供應(yīng)鏈管理

羅蘭貝格

國(guó)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(chǎng)消費(fèi)需求增長(zhǎng)緩慢產(chǎn)業(yè)結(jié)構(gòu)不合理市場(chǎng)消費(fèi)物價(jià)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(yùn)作模式消費(fèi)者缺少忠誠(chéng)度個(gè)性化、多樣化日益增強(qiáng)的價(jià)格性能比和服務(wù)質(zhì)量敏感性生活方式的改變消費(fèi)者行為習(xí)慣在發(fā)生快速的變化市場(chǎng)開(kāi)放度加大(WTO的影響)一體化趨勢(shì)能力過(guò)剩或運(yùn)作的低效率缺乏協(xié)作功能和流程的老化競(jìng)爭(zhēng)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(cái)務(wù)計(jì)劃營(yíng)銷計(jì)劃安全庫(kù)存手工定單處理物流提供商/配送中心手工定單，安全庫(kù)存管理模式簡(jiǎn)單配送服務(wù)零售商(POS)根據(jù)預(yù)測(cè)定貨架庫(kù)存安全庫(kù)存手工定單處理顧客購(gòu)買(mǎi)“拉”顧客購(gòu)買(mǎi)零售商系統(tǒng)的數(shù)據(jù)搜集營(yíng)銷技術(shù)的結(jié)合運(yùn)用每日銷售數(shù)據(jù)自動(dòng)傳送物流提供商/配送中心自動(dòng)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(jì)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(fèi)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(guò)擴(kuò)大生產(chǎn)規(guī)模降低成本通過(guò)快速革新和變化營(yíng)造競(jìng)爭(zhēng)優(yōu)勢(shì)生產(chǎn)營(yíng)銷銷售通過(guò)擴(kuò)大采購(gòu)批量增強(qiáng)討價(jià)還價(jià)的能力通過(guò)維持安全水平以降低庫(kù)存以具有競(jìng)爭(zhēng)

力的價(jià)格維

持店鋪內(nèi)的

商品品種

組合采購(gòu)營(yíng)銷店鋪(網(wǎng)點(diǎn))價(jià)格的領(lǐng)先者物流價(jià)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(fèi)者導(dǎo)向戰(zhàn)略全面供應(yīng)鏈管理實(shí)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(fèi)者創(chuàng)造價(jià)值采購(gòu)倉(cāng)儲(chǔ)庫(kù)存管理運(yùn)輸顧客服務(wù)管理控制高效的物流和信息流以消費(fèi)者需求為導(dǎo)向組裝運(yùn)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(wú)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(cāng)儲(chǔ)管理運(yùn)輸和配送財(cái)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(diǎn)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(yùn)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(yùn)輸商供應(yīng)商零售商溝通聯(lián)合計(jì)劃合作聯(lián)合庫(kù)存供應(yīng)鏈上各個(gè)環(huán)節(jié)0.9%0.9%2.5%營(yíng)銷機(jī)會(huì)成本的節(jié)省整體成本降低潛力3.4%營(yíng)銷物流整體潛力資料來(lái)源：可口可樂(lè)研究集團(tuán)在歐洲，供應(yīng)鏈管理帶來(lái)的成本降低潛力達(dá)商品零售價(jià)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(shí)行后的物流成本實(shí)行前的物流成本全面供應(yīng)鏈管理帶來(lái)的成本降低[零售價(jià)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(guò)改善服務(wù)和降低成本創(chuàng)造價(jià)值創(chuàng)造價(jià)值促進(jìn)價(jià)格的實(shí)現(xiàn)增加市場(chǎng)份額提高顧客的忠誠(chéng)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(shí)行折扣更短的交貨期良好的索賠管理適時(shí)交貨總成本更低提供針對(duì)顧客的服務(wù)避免缺貨更低的庫(kù)存更低的分銷成本避免損耗減少報(bào)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(gè)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(jī)?cè)u(píng)價(jià)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(píng)估配套的措施組織業(yè)務(wù)流程人力資源管理系統(tǒng)實(shí)施跟蹤/評(píng)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(kāi)發(fā)過(guò)程戰(zhàn)略聯(lián)盟(技術(shù)、管理、項(xiàng)目等)1)供應(yīng)商選擇1)供應(yīng)商評(píng)價(jià)1)供應(yīng)商策略(采購(gòu)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(xiàng)目的主要內(nèi)容SuppliermanagementaimstoexploitsupplierrelationshippotentialsActivitiesPre-requisitesIndividualobjectivesCorporatestructuresBusinessprocessesManagementsystemsHumanresourcesManagementofsupplierbaseSupplierdevelopmentSupplierintegrationImprovementsof:TimetomarketFlexibilityTechnologyinputCustomersatisfactionLifecyclecostsProcesscostsCapitallock-upTotalcostofownershipSource:RolandBerger&Partners價(jià)格談判僅僅是降低采購(gòu)成本的方法之一，且可以通過(guò)與供應(yīng)商更緊密的長(zhǎng)期合作來(lái)實(shí)現(xiàn)羅蘭?貝格的項(xiàng)目案例：消費(fèi)電子降低成本的方法成本降低比率(采購(gòu)價(jià)格的%)金額[百萬(wàn)馬克]方法的簡(jiǎn)單描述價(jià)格談判改變材料改變供應(yīng)商/全球采購(gòu)標(biāo)準(zhǔn)化自制或外購(gòu)價(jià)值分析模塊采購(gòu)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(jì)劃(長(zhǎng)期)更廣范圍的采購(gòu)?fù)ㄟ^(guò)標(biāo)準(zhǔn)化減少物料的品種通過(guò)成本比較決定自制或外購(gòu)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(gòu)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(gòu)量A類供應(yīng)商C類供應(yīng)商ABC采購(gòu)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(jì)整合系統(tǒng)/模塊采購(gòu)聯(lián)合的價(jià)值工程和價(jià)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(diǎn)：材料成本和總體價(jià)值管理的重點(diǎn)：流程成本對(duì)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(gòu)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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