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Strategy
Demand Generation
Materials & Capacity
2003 AndersenConsulting
7
Outsourcing
Implementing the right enabling technologies is also critical to the success of synchronization.
TECHNOLOGY
Implement the right enabling technologies
PROCESS / OPERATIONS
2003 AndersenConsulting
Develop supporting process capabilities
5
First and foremost, successful synchronization requires developing a synchronization strategy.
Determine With Whom To Synchronize
Number of Partners
Partners’ Capabilities
Partners’ Strategic Importance
Nature of Relationship
Upstream or Downstream Positioning of
学习资料-供应链管理-模型
A Holistic Perspective: Supply Chain Management
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.
2003 AndersenConsulting
3
Successful SCM initiatives typically combine strategic and tactical change to all components of a company.
“The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.”
Align and Integrate
Collaborate & Synchronize
Drivers
Process Solution
Today’s Technology ERP, Y2K
Automated business processes
Emerging Technology
Future Technology
Partners
Supply Chain Structure
Determine Your Synchronization Scope
Product Lines
Customer Priorities
Market Offerings
Business Functions
Channel Strategies
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change
• Lack of trust and integration of company practices are key obstacles
Supply chain integration
Supply chain decision support
Gregory J. Owens Former Global Managing Partner
Supply Chain Practice March 4, 1999
2003 AndersenConsulting
2
The SCM pitfalls we have learned to date.
• Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise
Develop a synchronization strategy, and choose the right initiative
STRATEGY
Restructure and re-skill organizational relationships
PEOPLE
Synchronized Supply Chain
AMR Research Alert on Supply Chain Management (August 1998)
2003 AndersenConsulting
STRATEGY
PEOPLE
BUSINESS INTEGRATION
TECHNOLOGY
PROCESS / OPERATIONS
4
Executives should take a holistic business approach to successfully synchronize their supply chains.
2003 AndersenConsulting
6
Companies will then need to develop processes to support each core capability.
Forecasting & Fulfillment
Product DesignБайду номын сангаас
Synchronized Supply Chain
Demand Generation
Materials & Capacity
2003 AndersenConsulting
7
Outsourcing
Implementing the right enabling technologies is also critical to the success of synchronization.
TECHNOLOGY
Implement the right enabling technologies
PROCESS / OPERATIONS
2003 AndersenConsulting
Develop supporting process capabilities
5
First and foremost, successful synchronization requires developing a synchronization strategy.
Determine With Whom To Synchronize
Number of Partners
Partners’ Capabilities
Partners’ Strategic Importance
Nature of Relationship
Upstream or Downstream Positioning of
学习资料-供应链管理-模型
A Holistic Perspective: Supply Chain Management
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.
2003 AndersenConsulting
3
Successful SCM initiatives typically combine strategic and tactical change to all components of a company.
“The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.”
Align and Integrate
Collaborate & Synchronize
Drivers
Process Solution
Today’s Technology ERP, Y2K
Automated business processes
Emerging Technology
Future Technology
Partners
Supply Chain Structure
Determine Your Synchronization Scope
Product Lines
Customer Priorities
Market Offerings
Business Functions
Channel Strategies
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change
• Lack of trust and integration of company practices are key obstacles
Supply chain integration
Supply chain decision support
Gregory J. Owens Former Global Managing Partner
Supply Chain Practice March 4, 1999
2003 AndersenConsulting
2
The SCM pitfalls we have learned to date.
• Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise
Develop a synchronization strategy, and choose the right initiative
STRATEGY
Restructure and re-skill organizational relationships
PEOPLE
Synchronized Supply Chain
AMR Research Alert on Supply Chain Management (August 1998)
2003 AndersenConsulting
STRATEGY
PEOPLE
BUSINESS INTEGRATION
TECHNOLOGY
PROCESS / OPERATIONS
4
Executives should take a holistic business approach to successfully synchronize their supply chains.
2003 AndersenConsulting
6
Companies will then need to develop processes to support each core capability.
Forecasting & Fulfillment
Product DesignБайду номын сангаас
Synchronized Supply Chain