学习资料-供应链管理-模型

BusinessIntegrationModel2003AndersenConsulting2Linkingtheglobewithreal-timeapplicationsthatmaximizecustomerdesireswithreducedcoststructuresthroughoptimizedsoftwarewithoperationsexecutedbybothinternalpeopleandexternalalliancepartners.GregoryJ.OwensFormerGlobalManagingPartnerSupplyChainPracticeMarch4,1999AHolisticPerspective:SupplyChainManagement2003AndersenConsulting3TheSCMpitfallswehavelearnedtodate.•Benefitsfromsharingsalesforecastsandinventorylevelsareachievablebutfallshortofthepromise•Thebarrierstocollaborationandintegrationareorganizationalandbehavioralnottechnologicaloreconomic-theFearofChange•Lackoftrustandintegrationofcompanypracticesarekeyobstacles2003AndersenConsulting4“TheSCMPracticecomprisesexpertsintechnology,processes,strategyandchangemanagement,enablingittoprovideclientswithcross-functionalsolutions.”AMRResearchAlertonSupplyChainManagement(August1998)SuccessfulSCMinitiativestypicallycombinestrategicandtacticalchangetoallcomponentsofacompany.TECHNOLOGYBUSINESSINTEGRATIONPEOPLEPROCESS/OPERATIONSSTRATEGY2003AndersenConsulting5Executivesshouldtakeaholisticbusinessapproachtosuccessfullysynchronizetheirsupplychains.TECHNOLOGYSynchronizedSupplyChainPEOPLEPROCESS/OPERATIONSSTRATEGYImplementtherightenablingtechnologiesDevelopasynchronizationstrategy,andchoosetherightinitiativeDevelopsupportingprocesscapabilitiesRestructureandre-skillorganizationalrelationships2003AndersenConsulting6DetermineWithWhomToSynchronizeDetermineYourSynchronizationScopeNumberofPartnersPartners’StrategicImportanceUpstreamorDownstreamPositioningofPartnersNatureofRelationshipPartners’CapabilitiesSupplyChainStructureProductLinesCustomerPrioritiesBusinessFunctionsMarketOfferingsChannelStrategiesFirstandforemost,successfulsynchronizationrequiresdevelopingasynchronizationstrategy.2003AndersenConsulting7DemandGenerationCompanieswillthenneedtodevelopprocessestosupporteachcorecapability.Forecasting&FulfillmentProductDesignOutsourcingMaterials&CapacitySynchronizedSupplyChainStrategy11/4/982003AndersenConsulting8Implementingtherightenablingtechnologiesisalsocriticaltothesuccessofsynchronization.AutomatedbusinessprocessesToday’sTechnologyERP,Y2KSinglesolutionlegacydrivenProcessSolutionDriversTechnologySolutionSupplychaindecisionsupportSupplychainintegrationMultiplesolutioninstallsEmergingTechnologyAlignandIntegrateCollaborativesupplychaintechnologyValue-basedexternalcollaborativemodelsMultiplesolutionintegrationFutureTechnologyCollaborate&Synchronize2003AndersenConsulting92003AndersenConsulting10CommitmentInterdependentInteractive/AlignedInvestmentTransactionalUnderstandingHostileConnection/CultureSynergisticIntegrateCollaborateSynchronizedTheJourneytoSynchronization2003AndersenConsulting11Supplychainorganizationsmustberestructuredandre-skilledtosupportthesestrategiesFeaturesofatypicalsupplychainorganization•Contractualrelationshipswithcustomersandsuppliers•Organizationandmanagementoffunctionalactivities•Functionallyorientedmetricsandremuneration•Mistrustbetweenfunctions•FocusonfunctionalskillbuildingFeaturesofaleadingsupplychainorganization•Harnessthepowerofbusinesspartnersandalliances•Organizationandmanagementofcrossfunctionalprocesses•Customerfocusedmetricsandincentives•Teamapproach•Developmentofresourceswithsophisticatedsupplychainwideunderstanding