Accenture的供应链中的新业务模式(英文,36页)

NewBusinessModelsinSupplyChainHarryE.SalzbergMemorialProgramSyracuseUniversityApril6,2001DA1892b1©Accenture2001SupplyChaincapabilitycontinuestobethedifferencebetweeneCommercesuccessandfailureTheInternetisn'tthefirstcommerceplatform,butitcertainlyholdsmorepotentialthananythathavecomebeforeit.Thatpotentialisparticularlyevidentinsupplychainmanagement.HoweffectivelyorganizationscanintegratetheInternetintotheircoresupplychainstrategywillinlargemeasuredeterminetheirfuturebusinesssuccess.--GoldmanSachsAtrulyintegratedsupplychaindoesmorethanreducecosts.Italsocreatesvalueforthecompany,itssupplychainpartners,anditsshareholders...Theindustryleadershavemadeonethingclear:Thepayoffsfromsuccessfulsupplychainintegrationcanbehandsomeindeed.--HauL.Lee(StanfordUniversity)Onlinesupply-chainmanagementwillstayoneofthehottestB2Btechnologyfields…CompaniesareonlynowstartingtofigureouttheefficienciesandcostsavingstheycanrealizewithWebsystemsthatallowbuyersandsellerstoaccessthesameinformationonline.--JupiterResearchDA1892b2©Accenture2001AgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfitsDA1892b3©Accenture2001AgendaNewBusinessModelsinAction:SelectedCaseStudiesMakingitHappeninYourCompanyRedefiningSupplyChainstoDriveRevenueandProfitsDA1892b4©Accenture2001Whatisabusinessmodel,anyway?It’sanorganization’scorelogicforcreatingvalueWhataretheCompany’sRevenueStreams?OperatingRevenueWhatdoesitsell?Towhom?Whydocustomerschoosethiscompanyoverothers?Howdoesthecompanycommunicatedistinctivelywithcustomers?Howdoesitpricedistinctively?WhataretheCompany’svaluepropositions?Non-OperatingRevenueHowdoesitattractfinancialresources?Howdoesitmaximizethevalueofitsfinancialassets?HowdoestheCompanymanageitsfinancesdistinctively?Howdoesthecompanymakeaprofit?Whatroledoesitplayinthevaluechain?Howisitscoststructuredistinctive?Whatdistinctiveresources,assets,andcapabilitiesdoesitleverage?Whatdistinctiverelationshipsdoesitenjoy?Howdoesitstructureandleadsitsorganizationtoachieveworldclassperformance?DA1892b5©Accenture2001Successfulbusinessmodelsaredrivenbytwokeyconcepts–revenueandprofitabilityBusinessModelDesignConceptsDesignConceptsThinkGlobal;ActLocalCustomerRevenueandProfitabilityCustomerServiceRequirementsChannelAssetLeverageCollaborativeValueCreationRevenue/ProfitabilityServiceGlobalOptimaCustomer(1)Customer(2)Customer(3)DA1892b6©Accenture2001Focusingonrevenue/profitabilityorientedbusinessmodelshavesignificantimplicationsforsupplychaindesignTraditionalSupplyChainDesignsSupplyChainDesignInnovationsOveralllogisticscostsChannelservicelevelsDoityourselfFocusongettingstuffoutthedoorCustomer-levelrevenue/profitabilityCustomer-levelservicestandardsCollaboratewithsupplychainpartnersFocusoncreatingcustomervalueDA1892b7©Accenture2001Let’slookatthetrackrecordfornewbusinessmodelsinsupplychain,especiallythe“neweconomy”entrantsEvolutionaryMasters–constantlyimprovingonprovendesignsNew,NewEntrants–web-enabledentrantsseekinglong-termcompetitiveadvantageSpectacularFailures–the$100millionspaceexplorersDA1892b8©Accenture2001OurEvolutionaryMastershavedeftlymanagedsupplychaincomplexityandrelationshipsoverthelastdecade…ManagingRelationshipsIntegratetechnologiestoextendintosuppliersandcustomersBuy,build&borrownewcapabilitiesfromthebestcompaniesSupplychainhumanperformance-engagingyourpeopleBuilddemandchainsynchronizationcapabilitiesManagingComplexityIntegrateandcontinuouslyimprove:operationalexcellenceCompressthesupplychaintoeliminatewastedtimeandinventoryCreatenewreservestoallowflexibleresponsetotheunexpectedAbilitytoManageSupplyChainRelationshipsIntegrationCollaborationSynchronizationValueCreatorPositioningFunctionalComplexityEnterpriseComplexityValueChainNetworkComplexityAbilitytoManageSupplyChainComplexity=B2BwebbasedworldDA1892b9©Accenture2001-20%-10%0%10%20%30%40%50%60%0%50%100%150%200%…andtheyhavebeenrewardedbyWallStreetPricetoEarningsRatio(AnnualizedGrowth1995-1999)MarketCapitalization(AnnualizedGrowth1995-1999)ShareholderValueCreation1995-1999Source:AccentureFinancialAnalysis(43%,27%)(152%,57%)(38%,30%)(57%,36%)(11%,-13%)(6%,4%)DA1892b10©Accenture2001ReportCardSupplyChainInnovationThejuryremainsoutonthenew,newentrantswith“innovative”supplychainsNew,NewEntrantsMoreproducts,nostores,efficientconsumerdirectdeliverysystemComments:earlyoutsourcingmodelabust.Volumegrowthkeytoloweringsupplychaincosts.Servicelevelleaderwithconsumers.ProbabilityofSuccess:ModeratetoHighChallenge:B+MretailersdevelopmodelswithmoresupplychainefficiencyCoolMove:PartnershipwithToysRUsConciergeforthehome,backedbyastate-of-the-art“lastmile”deliverysystemComments:HugeinvestmentinaUPS/FedEx–likedeliverymodel.Key3PLplayershavemuchbettercostprofilesProbabilityofSuccess:LowChallenge:ExistingsupermarketsenteringthebusinessatafractionofthecostCoolMove:B+MPartnership/Takeover?ReallyCoolMove?:AmazonbuysWebvanDA1892b11©Accenture2001Ourspectacularfailuresallviolatedbasicbusinessandsupplychainrules11AugustWantedtobeThePriceC