供应链管理模型
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Upstream or Downstream Positioning of
Partners
Supply Chain Structure
Product Lines
Customer Priorities
Market Offerings
Business Functions
Channel Strategies
Features of a typical supply chain organization
• Contractual relationships with customers and suppliers
• Organization and management of functional activities
Solution
driven
installs
Multiple solution integration
2003 AndersenConsulting
7
11/4/98
The Journey to Synchronization
Synergistic
Synchronized
Interdependent
Connection/ Culture
Collaborate
Commitment
Interactive/Aligned
Integrate
Investment
Transactional
Understanding
Hostile
2003 AndersenConsulting
8
Supply chain organizations must be restructured and re-skilled to support these strategies
2003 AndersenConsulting
2
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.”
Develop a synchronization strategy, and choose the right initiative
STRATEGY
Restructure and re-skill organizational relationships
PEOPLE
TECHNOLOGY Implement the right
11
• Harness the power of business partners and alliances
• Organization and management of cross functional processes
• Customer focused metrics and incentives
Supply chain integration
Supply chain decision support
Value-based external collaborative models
Collaborative supply chain technology
Technology Single solution legacy Multiple solution
• Team approach
• Development of resources with sophisticated supply chain wide understanding
2003 AndersenConsulting
9
2003 AndersenConsulting
10
2003 AndersenConsulting
AMR Research Alert on Supply Chain Management (August 1998)
STRATEGY
பைடு நூலகம்
PEOPLE
TECHNOLOGY
BUSINESS INTEGRATION
PROCESS / OPERATIONS
2003 AndersenConsulting
3
Executives should take a holistic business approach to successfully synchronize their supply chains.
Strategy
Demand Generation
Materials & Capacity
2003 AndersenConsulting
Outsourcing
6
Implementing the right enabling technologies is also critical to the success of synchronization.
Gregory J. Owens Former Global Managing Partner
Supply Chain Practice March 4, 1999
2003 AndersenConsulting
1
The SCM pitfalls we have learned to date.
• Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise
2003 AndersenConsulting
5
Companies will then need to develop processes to support each core capability.
Forecasting & Fulfillment
Product Design
Synchronized Supply Chain
Collaborate & Synchronize Align and Integrate
Drivers
Process Solution
Today’s Technology Emerging Technology Future Technology
ERP, Y2K
Automated business processes
Business Integration Model
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.
• Functionally oriented metrics and remuneration
• Mistrust between functions
• Focus on functional skill building
Features of a leading supply chain organization
Determine With Whom To Synchronize
Determine Your Synchronization Scope
Number of
Partners
Partners’ Strategic Importance
Nature of Relationship
Partners’ Capabilities
• 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
Synchronized
enabling technologies
Supply Chain
PROCESS / OPERATIONS
2003 AndersenConsulting
Develop supporting process capabilities
4
First and foremost, successful synchronization requires developing a synchronization strategy.
Partners
Supply Chain Structure
Product Lines
Customer Priorities
Market Offerings
Business Functions
Channel Strategies
Features of a typical supply chain organization
• Contractual relationships with customers and suppliers
• Organization and management of functional activities
Solution
driven
installs
Multiple solution integration
2003 AndersenConsulting
7
11/4/98
The Journey to Synchronization
Synergistic
Synchronized
Interdependent
Connection/ Culture
Collaborate
Commitment
Interactive/Aligned
Integrate
Investment
Transactional
Understanding
Hostile
2003 AndersenConsulting
8
Supply chain organizations must be restructured and re-skilled to support these strategies
2003 AndersenConsulting
2
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.”
Develop a synchronization strategy, and choose the right initiative
STRATEGY
Restructure and re-skill organizational relationships
PEOPLE
TECHNOLOGY Implement the right
11
• Harness the power of business partners and alliances
• Organization and management of cross functional processes
• Customer focused metrics and incentives
Supply chain integration
Supply chain decision support
Value-based external collaborative models
Collaborative supply chain technology
Technology Single solution legacy Multiple solution
• Team approach
• Development of resources with sophisticated supply chain wide understanding
2003 AndersenConsulting
9
2003 AndersenConsulting
10
2003 AndersenConsulting
AMR Research Alert on Supply Chain Management (August 1998)
STRATEGY
பைடு நூலகம்
PEOPLE
TECHNOLOGY
BUSINESS INTEGRATION
PROCESS / OPERATIONS
2003 AndersenConsulting
3
Executives should take a holistic business approach to successfully synchronize their supply chains.
Strategy
Demand Generation
Materials & Capacity
2003 AndersenConsulting
Outsourcing
6
Implementing the right enabling technologies is also critical to the success of synchronization.
Gregory J. Owens Former Global Managing Partner
Supply Chain Practice March 4, 1999
2003 AndersenConsulting
1
The SCM pitfalls we have learned to date.
• Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise
2003 AndersenConsulting
5
Companies will then need to develop processes to support each core capability.
Forecasting & Fulfillment
Product Design
Synchronized Supply Chain
Collaborate & Synchronize Align and Integrate
Drivers
Process Solution
Today’s Technology Emerging Technology Future Technology
ERP, Y2K
Automated business processes
Business Integration Model
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.
• Functionally oriented metrics and remuneration
• Mistrust between functions
• Focus on functional skill building
Features of a leading supply chain organization
Determine With Whom To Synchronize
Determine Your Synchronization Scope
Number of
Partners
Partners’ Strategic Importance
Nature of Relationship
Partners’ Capabilities
• 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
Synchronized
enabling technologies
Supply Chain
PROCESS / OPERATIONS
2003 AndersenConsulting
Develop supporting process capabilities
4
First and foremost, successful synchronization requires developing a synchronization strategy.