德勤的SCMROADMAP

©2004Deloitte.Allrightsreserved.MasteringComplexityandCreatingValueinSupplyChainManagement…ASupplyChainTransformationRoadmap18.2.2004RoelandSmetsEMEASolutionsLeaderSupplyChainPlanningandOptimization©2004Deloitte.Allrightsreserved.MasteringComplexityandCreatingValueinSupplyChainManagement…ASupplyChainTransformationRoadmapRoelandSmetsEMEASolutionsLeaderSupplyChainPlanningandOptimizationDeloitte.SAPLogisticsandSupplyChainExcellence2004©2004Deloitte.Allrightsreserved.Agenda1.Theglobalsupplychain&manufacturingbenchmarkstudyStudybackground2.ThreeforcesimpactthesupplychainCostreductionPursuitofnewmarketsProductinnovation3.TheimpactonsupplychaincomplexityFiveparadoxes4.The“ComplexityMasters”Supplychaincapabilityandeconomicreturns5.MasteringComplexityAsupplychaintransformationroadmaptobuildsupplychaincapabilities6.Creatingandmeasuringthevalue:puttingROIonthevaluemap7.Q&A©2004Deloitte.Allrightsreserved.1.TheGlobalManufacturingBenchmarkingStudyGeographiccoverage•Over750companiesandbusinessunitsfromEuropeandNorthAmericaparticipatingasofDecember2003Focus•GlobalManufacturingStrategies•BestpracticeOperations•BusinessPerformance•MetricsNorthAmerica36%WesternEurope51%CentralandEasternEurope13%IndustryProfileSizeProfileProcess/Chemicals18%Aerospace&Defense2%Automotive11%ConsumerProducts30%LifeSciencesHighTechnologyGeneralManufacturing24%Process/Chemicals18%Aerospace&Defense2%Automotive11%ConsumerProducts30%LifeSciences7%High8%GeneralManufacturing24%RegionalProfile$50-–200Million31%$200–600Million28%$50Million11%$Over1Billion19%$600Million-1Billion11%©2004Deloitte.Allrightsreserved.2.SupplyChainPressuresLeadtoComplexity©2004Deloitte.Allrightsreserved.3.StudyFindings:TheParadoxesofComplexityTheseparadoxesindicatedthediscrepanciesbetweenwhatcompaniessayisimportantandwhattheyareactuallydoing1.TheOptimizationParadox•MostCompaniesstillareoptimizinglocally,notglobally2.TheCustomerCollaborationParadox•Despitecustomerservicebeingthe#2supplychainpriority,onlyasmall%ofmanufacturersreportastrongcommitmenttocustomercollaboration3.TheInnovationParadox•Productinnovationisthe#1factorforrevenuegrowth,yetisthelowestofthesupplychainpriorities4.TheFlexibilityParadox•Despitebeingacriticalcapability,costreductionfocusisdrivingbehaviorsthatinverselyimpactflexibility5.TheRiskParadox•Keepingqualityhighisa#1priority,yetmoreandmorecompaniesaremakingradicalsupplychainchangesthatcanincreasetheriskprofile©2004Deloitte.Allrightsreserved.TheOptimizationParadox•Manufacturers’areclearlyfocusedoncostreductionobjectives•Mostperformanceimprovementinitiativesarefocused“withinthe4walls”ofafunction,facility,orproductline•Manymanufacturershaveevenundertakenmajorstructuralchanges(closefactory/moveproduction/outsource/reduction-in-force)•Butfewhaveundertakenan“end-to-end”viewofsupplychainnetworkdesign,despitethehighbenefitsreportedPerformanceImprovementInitiatives0%20%40%60%80%100%SupplyChainNetworkStructureResearch&DevelopmentEngineeringSales&MarketingDistribution/LogisticsSourcing/ProcurementOrderManagementForecasting/PlanningManufacturingOperationsPercentofCompanieswithMid-HighLevelofImplementationParadox:Despitepotentiallyhugeeconomiesfromdesigningsupplychainsfromaglobalview,mostmanufacturersoptimizelocally©2004Deloitte.Allrightsreserved.TheCustomerCollaborationParadox•Customerserviceisrankedthe2ndmostimportantsupplychainpriority(behindonlyquality)•Companiesreportstrongbenefitscustomercollaboration•Customercollaborationconsistentlytrailssuppliercollaborationindegreeofimplementation•Onlyabout3-8%ofmanufacturersreportastrongcommitmenttocustomercollaborationParadox:Despitetheenormousbenefitstobegainedfromcustomercollaboration,fewmanufacturersreportastrongcommitmentCommitmenttoCustomerCollaborationBenefitsfromCustomerCollaboration0%2%4%6%8%10%StrategicplanningMarketing/promotionplanningProductionplanningInventorymanagementTransportationplanningCostreductionForecasting/demandplanningQualityimprovementPercentofCompaniesReportingHIGHLevelofCustomerCollaboration76%78%80%82%84%86%88%90%92%StrategicplanningMarketing/promotionplanningProductionplanningInventorymanagementTransportationplanningCostreductionForecasting/demandplanningQualityimprovementPercentofCompaniesReportingMediumtoHighBenefits©2004Deloitte.Allrightsreserved.TheInnovationParadox•Productinnovationrankedas#1factorforrevenuegrowth•Newproductrevenuecontributionexpectedtoaverage35%ofrevenueby2006•SupplychainexecutivesrankProductInnovationandTime-to-Marketastheirlowestof10priorities•PerformanceimprovementinitiativesthatsupportNewProductDevelopmentranklowinpriorityandlevelofimplementation•Fewcompaniesfocusoncommonparts/commonproductplatforms•Lowadoptionofsoftware&methodologiestosupportInnovationprocessesParadox:Productinnovationtopfactorforgrowthandcontinuestoaccelerate,yetfewmanufacturerspreparetheirsupplychainsforfasterproductintroductions©2004Deloitte.Allrightsreserved.TheFlexibilityParadox•Over70%ofrespondingcompaniesfeltstronglythatFlexibilitywasacriticalcapabilityinfuture•However,costreductionfocusdominates