創(chuàng)立適應能力強的供應鏈

創(chuàng)建順應才干強的供應鏈這不是您的父輩所認知的商業(yè)環(huán)境期望在提升(人和客戶)產(chǎn)品周期在縮短與客戶及協(xié)作同伴的連通性不容忽視全球化已成為關鍵促成者強大的供應鏈技術(shù)已出現(xiàn)及曾經(jīng)可以運用環(huán)境經(jīng)常在改動我們在接近可管理性的極限嗎?很少的供應鏈表現(xiàn)良好極好很好好良好

差05%10%15%20%25%30%35%40%45%50%12.0%41.6%38.9%1.3%6.2%供應鏈表現(xiàn)資料來源:凱捷安永/IndustryWeek供應鏈研討對這些改動的反映

不可輕心資料來源:GartnerGroup“在2004年之前,那些失敗運用供應鏈管理技術(shù)及程序的企業(yè)中,90%會失去他們首選供應商的位置(.8的概率)〞自動企業(yè)的市場價值時間EVA/股東價值企業(yè)范圍供應鏈機率當前方案固定資本效果稅款減至最小限制獨一沒變的是—

股東價值仍是我們的目的!總本錢減至最小限制運營資金效果利潤生長三代供應鏈管理方式商業(yè)尺度功能優(yōu)化綜合Silo組織部門表現(xiàn)成本決定功能性技術(shù)局部的解決方案

時間幾周或幾月三代供應鏈管理方式商業(yè)尺度功能優(yōu)化綜合的供應鏈綜合部門企業(yè)組織部門集中表現(xiàn)成本成本與服務決定功能性流程主導技術(shù)局部的解決方案ERP/Bolt-on

時間幾周或幾月幾天或幾周三代供應鏈管理方式商業(yè)尺度功能優(yōu)化綜合的供應鏈適應性強的供應鏈綜合Silo企業(yè)擴大企業(yè)范圍組織部門集中協(xié)同表現(xiàn)成本成本與服務收入及利潤決定功能性流程主導EventBasedAgentAssisted技術(shù)局部的解決方案ERP/Bolt-on完整的網(wǎng)絡連接

時間幾周或幾月幾天或幾周實時順應性強的供應鏈

在三個程度上運作生態(tài)系統(tǒng)工程學網(wǎng)絡設計消費者主導戰(zhàn)略供應及需求方案利潤及收入優(yōu)化資產(chǎn)管理運作訂購管理補貨履行/交貨

執(zhí)行被重要的促成者所支持了解我們順應才干強的供應鏈的觀念需求和供應管理一體化順應性強的供應鏈的關鍵可見度協(xié)同立基于事件的管理綜合的技術(shù)平臺轉(zhuǎn)化途徑凱捷安永網(wǎng)絡價值鏈構(gòu)造TM購買遷移制造供應鏈最終顧客效力了解目的銷售每個公司的戰(zhàn)略應該建立在供應和需求管理的一體化上經(jīng)過供求管理的一體化來增長利潤銷售渠道顧客分類當前情況OrdersinFulfillment實時本錢短期方案可以提交供應鏈需求當前情況CurrentOfferPortfolio價錢/優(yōu)惠效力需求需求方式提議調(diào)整提議訂購訂購國際貿(mào)易后勤供應商運送者顧客需求可見度查詢訂購庫存促銷一個順應才干強的企業(yè)擁有整個供應鏈從末端到末端的可見度LLP履行/交貨依從設定可提供性供應可見度消費量結(jié)算協(xié)同中心是順應才干強的供應鏈的關鍵促成者制造銷售協(xié)同商業(yè)根底構(gòu)造–綜合電子-中心方案采購運轉(zhuǎn)供應商協(xié)同渠道協(xié)同協(xié)同實行新產(chǎn)品設計協(xié)同事件管理建立在供應鏈流程上立基于程序企業(yè)是用預先確定的規(guī)范的商業(yè)程序來管理的.普通以ERP和batchprocessing來處置買賣行為用模型來處置方案編制及優(yōu)化計算事件促成實時監(jiān)控參數(shù)及事件擴展的企業(yè)內(nèi)部環(huán)境內(nèi)部明確的行為立基于特殊的情形(e.g.邊緣本錢)協(xié)助者(Agent)用來監(jiān)控管理優(yōu)化計算順應才干強的技術(shù)構(gòu)造

網(wǎng)絡目錄用戶檔案,程序及數(shù)據(jù)繪制程序資料庫用戶程序和協(xié)助者運用軟件處置和數(shù)據(jù)數(shù)據(jù)運用數(shù)據(jù)運用數(shù)據(jù)運用數(shù)據(jù)運用ERP數(shù)據(jù)綜合凱捷安永端到端供應鏈方案的框架TM汽車工業(yè)能源業(yè)高科技醫(yī)療/生命科學業(yè)消費產(chǎn)品及物流分配業(yè)其他TechnologyArchitectureSUPPLIERCOMMUNICATORPlanningFulfillmentTransportationSourcingManufacturingProcurement(direct/indirect)Demand&SupplySynchronizationServicesHUB’sSetBasedDesign&TransitionPlanningCapacitySourcing凱捷安永的網(wǎng)絡價值鏈

(NetworkValueChain)參考構(gòu)造CUSTOMERCOMMUNICATORFulfillmentProvidersSuppliersManufacturingSourcingFulfillmentEXECUTIVEDASHBOARDPrice–RevenueOptimizationCustomersegmentationandproduct/servicebundlesfordifferentiation.CustomerSegment&ServiceLevelStrategyCampaignMgmt.ProductPriceServicePromotionPlacementRealTimeOrderManagementsmReal-timeproductconfiguration,promising,andstatus.ConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDemand/SupplyPlanningandMatchingReal-timecollaborationwithmanufacturingandsuppliers.DemandPlanningSupplyPlanningExecutionNearreal-timecoordinationofinternalactivitieswithsuppliers,assemblers,logisticsprovidersforoptimalinventoryandservicePurchasingMgmt.ManufacturingMgmt.DistributionMgmt.CUSTOMERCOMMUNICATORCo-managedInventorySynchronizedInventoryInventoryManagementInternetPrice-RevCampaignMgmt.RTOMProductPriceServicePromotionPlacementCustomerSegment&ServiceLevelStrategyConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDesignNew

ChannelsStandardChannelSalesCo-managedInventoryChannelHUB’sSUPPLIERCOMMUNICATORB2BMarketplacesB2C&B2BMarketplacesSupportProcessesProductLifecycleManagement-Realtimeproductdevelopmentcollaborationwithsuppliers,customers,andwithintheenterprise.LaunchAndPost-LaunchSupportPortfolioManagementComponentSupplyManagementProductDevelopment3PLsContractMFGFulfillmentManufacturingNVC參考構(gòu)造有四個階層Processarchitecture –detailedclosed-loopprocessflows,responsibilities,cycletimes,workflowsGovernancearchitecture –ownershipandinfluenceofdecisions,policies,decisionflows,objectsIntegrationarchitecture –roles,responsibilities,organisation,control-system,performancemeasuresApplicationarchitecture –applications,functionality,data&flows,interfaces,middlewarePhysicalarchitecture –servers,drives,firewalls,network,scalability,reliability,security,managementPhysicalHardwareSiteandNetworkPlanGovernanceOwnershipBusinessProcessModelApplicationsLandscapeX

:ProvisionX

:CallCnterX

:OMX

:FinanceX

:Billing::::::22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitecture綜合優(yōu)化價值鏈的企業(yè)案例MillionsGrossDIVCOSpotential=$0.65/Bbl(€4.2/MT)$100$200$300后勤及分配排期的效率庫存可見度進展中的自動的財政可見度預測準確度破費/風險管理其他行政破費彈性添加銷量對變化的抵抗力DIVCOS價值陳說下游價值鏈利潤升高的實例$210M$0了解我們順應才干強的供應鏈的觀念需求和供應管理一體化順應性強的供應鏈的關鍵可見度協(xié)同立基于事件的管理綜合的技術(shù)平臺轉(zhuǎn)化途徑凱捷安永網(wǎng)絡價值鏈構(gòu)造TM我們在建立順應才干強的供應鏈方面擁有豐富的閱歷及實施方法ProgramImplementationTechnologyArchitectureManagement0.5-3Days4-5MonthsNVCIndex&ValueAssessmentPhase0PhaseIPhaseIIChangeManagementProgramManagementClientSCTransformationManagementOfficeSettingthePlanCreatingChange!MiningValueSupplyChainAcceleratorLaunchPadMobilizingtheCompanyPhaseIIISCStrategyNVCBlueprintTransformationRoadmapASE6–8WeeksQuickHits改革實施道路圖普通始于EarlyWinsAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframeworkTo-BePeopleandOrganizationSupplyChainKeyEnablersSystemsSupportProcessesConnectivitySharedinformationwithindustryDLOVisionAgreedCommsStrategyEstablishedPerformanceMeasuresAlignedwithBusinessObjectivesClearAccountabilitiesAssignedClearUnderstandingofCurrentSkillsSkillGapsIdentifiedStructureAlignedwithOperationalNeedsMoDWideStockVisibleInternalStockVisibleInventoryCodingUnifiedPurchasingbyCommodityPossibleInventoryDuplicationRemovedServiceLevelsDefinedClearlyDocumentedProcessesSupplyChainMeasuresAdoptedDistributionNetworkUnifiedFleetManagementProcessesEstablishedPredictiveMaintenanceCapabilityAvailableGuaranteedTurnaroundTimesCommonplacePrognosticHealthMonitoringPossibleComprehensiveUsageDataAvailableDefectReportingProceduresinPlaceUnifiedconfigurationcontrolMaintenanceActivityReportingEstablishedProductsStandardisedEnd-to-endAssetTrackingPossibleIntegratedBDRcapabilityRepairLoopVisibleSupportChainMeasuresAdoptedServiceLevelsDefinedClearlyDocumentedProcessesCollaborativeMindset(notadversarial)EmbeddedAcquisitionPerspectiveSharedSingleDLOCultureEmbeddedOperationalExcellenceTranslatedintoLogisticsExcellenceLeadingPracticeLogisticsStatusOrganisationReadyandCapableforChangeLeadingPracticeAcquisitionStatusBoundarieswithIndustryDefined“Justenough〞SupplyChainEstablishedResponsiveSupplyChainEstablishedInventoryRationalised-Level2DynamicForecastingPossible‘RightFirstTime’ProceduresEstablishedInventoryManagedStrategicallyEnd-to-endSupplyChainVisibleSuppliersRationalisedIntegratedRiskManagementProceduresAdoptedAdaptiveSupplyChainEstablishedCollaborativeEngineeringCapabilityinPlaceWholeLifeManagementProcessesEstablishedDistributionIntegratedAvailabilityBasedSupportCommonplaceEngineeringProcessIntegrated-IndustrytoMoDEngineeringOperationsIntegratedCapabilityBasedSupportCommonplaceTradingPartnersCollaboratingChangeEndorsedPoliticallyAppropriatePolicyandPerformanceMeasuresAdoptedSupportProcessesStreamlinedContractsandPolicyRestructuredProcessesDefined-ClearOwnershipandGovernanceManagementAccountinginPlaceBalancedScorecardsIntegratedRABEmbeddedCommonApplicationSetsGlobalPeopleManagementDecisionsSupportToolsCommonInformationNetworkwithIndustrySecureEndtoEndConnectionEnterpriseDataWarehouseKeySystemsAlignedOpenInformationSharedSystemsinPlaceIntegratedNetworkAbilitytocleansedataCertificateslinktoGlobalDirectoryIntegratedFinancial/ActivitySystemsGlobalDirectoryEstablished-InformationModelCommonInformationNetworkInternallyClearSystemsOwnershipCommoninformationRegenerationCapabilityUnderstoodSupplyChainIntegratedwithSupportChainIncentiveProgrammesEstablishedSupplierDevelopmentProgrammeEstablishedN