埃森哲 - Supply Chain Mastery in the Global Marketpla

SupplyChainMasteryintheGlobalMarketplacePOMSConferenceApril30,20052Copyright©2005AccentureAllRightsReserved.Accenture,itslogo,andHighPerformanceDeliveredaretrademarksofAccenture.Agenda•Predictionsfortheglobaleconomy•Globaltrendsinsupplychainmanagement–Theme#1—Thesupplychainasacompetitivedifferentiator–Theme#2—Theoutsourcingphenomenon–Theme#3—Collaborationandintegrationcomeofage3Copyright©2005AccentureAllRightsReserved.Accenture,itslogo,andHighPerformanceDeliveredaretrademarksofAccenture.Today’s“export”economieswillprosperandbecomeconsumptioneconomies50060070080090010001100200420052006200720082009EastWestChinaImportsExceedExportsin2006Source:EIUViewsWire,ChinaEconomicStructure,10Dec20044Copyright©2005AccentureAllRightsReserved.Accenture,itslogo,andHighPerformanceDeliveredaretrademarksofAccenture.“GlobalTrade”–ThenandNowOldConventionalWisdomNewConventionalWisdom“Imports”and“Exports”InmyBackyardMulti-NationalsGlobalThinkGlobal,ActLocalThinkandActGlobal–andLocalExpatriateLocalLeadership5Copyright©2005AccentureAllRightsReserved.Accenture,itslogo,andHighPerformanceDeliveredaretrademarksofAccenture.Companiesthatcanovercomeorganizationalandculturalbarriersfirstwilldominatetheirmarkets•WhoNeedsSleepAnyway?0246810121416GeopoliticalInstabilityUnknownLegalRightsDistanceUnknownSuppliersCulturalDifferencesLanguageBarriersTimeZoneTopRiskFactorsConsideredWhenOperatingGloballySource:IDC,USCustomerExperiencesandBestPracticesWhenGoingOffshore6Copyright©2005AccentureAllRightsReserved.Accenture,itslogo,andHighPerformanceDeliveredaretrademarksofAccenture.Agenda•Predictionsfortheglobaleconomy•Globaltrendsinsupplychainmanagement–Theme#1—Thesupplychainasacompetitivedifferentiator–Theme#2—Theoutsourcingphenomenon–Theme#3—Collaborationandintegrationcomeofage7Copyright©2005AccentureAllRightsReserved.Accenture,itslogo,andHighPerformanceDeliveredaretrademarksofAccenture.Inmanyindustries,supplychainmanagementhasamajorimpactonbusinessperformance:•Accountingforasmuchasseventypercentofoperatingcosts•Typicallycomprisingatleasthalfofallassets•Drivingasignificantpercentageofpromisedsynergiesformanymergersandacquisitions8Copyright©2005AccentureAllRightsReserved.Accenture,itslogo,andHighPerformanceDeliveredaretrademarksofAccenture.ExecutivessurveyedforanAccenture,INSEAD,StanfordUniversityresearchprojectperceivedsupplychainmanagementtobeextremelyimportant.CriticalVeryImportantModeratelyImportantNotImportant1%10%45%44%IncreasedSignificantlyDecreased2%NotIncreasedIncreasedSomewhat51%9%38%Howimportantissupplychainmanagementtoyourbusiness?Hastheimportanceofsupplychainmanagementincreasedovertime?Source:Accenture,INSEAD,StanfordUniversityresearch,20039Copyright©2005AccentureAllRightsReserved.Accenture,itslogo,andHighPerformanceDeliveredaretrademarksofAccenture.Researchhasdemonstratedthatafailuretoexcelatsupplychainmanagementhasasignificantimpactonshareholdervalue.ComparisonwithstockmarketreactiontoothercorporateeventsSource:DupreeCollegeofManagementattheGeorgiaInstituteofTechnology-10.6-12.7-11.8-12.2-11.6-7.7-14-12-10-8-6-4-20PartShortagesChangesbyCustomersProductionproblemsRamp/roll-outproblemsQualityProblemsDevelopmentproblemsAverageShareholderreturns(%)ReasonsforGlitches10Copyright©2005AccentureAllRightsReserved.Accenture,itslogo,andHighPerformanceDeliveredaretrademarksofAccenture.ThestatisticalcomponentofourresearchwithINSEADandStanfordUniversityestablishedacorrelationbetweensupplychainleadershipandfinancialperformanceLeaders1994-19971997-2000+20%+10%-10%-20%+30%TransformersLaggardsDecliners1.LeadersRewarded3.PoorSCMPerformancePunishedIndustryAverage2.SCMTransformationWorksTimeMarketCapCAGR4.LeadershipDifficulttoMaintain11Copyright©2005AccentureAllRightsReserved.Accenture,itslogo,andHighPerformanceDeliveredaretrademarksofAccenture.WefoundsixcharacteristicsthatwerecommontosupplychainmastersIncorporateSupplyChainsintoBusinessStrategyExecuteEffectivelyagainstDefinedGoalsandMetricsDevelopeffectivelinkageswithtradingpartnersAdoptLeading-EdgeTechnologiesAndPracticesMakestrategicin-sourceversusout-sourcedecisions•Customer-centric•Supplierlinkage•Collaboration•Service-levelagreements•Innovationagenda•Industrialization•Workforcecapability•Continuousimprovementprograms•Boardmandate•Customerinsights•Segment-specificvaluepropositions•Competitiveadvantage•Extendedenterprise-wide,high-levelmetrics•Incentivealignmentacrossfunctionsandpotentiallyenterprises•Measurement&continuousimprovement•Channelstrategy•Internal&externalcoordination•Supply&demandbalancingEnd-to-endintegratedoperatingmodel•Strategicpartnerships•Performanceframework•‘make’or‘buy’framework12Copyright©2005AccentureAllRightsReserved.Accenture,itslogo,andHighPerformanceDeliveredaretrademarksofAccenture.BritishAirwayscommittedtobecominganindustryleaderinProcurement.KeyComponents•Currentstateincluded30,000suppliersandanannualprocurementbudgetof$6.5B•AssessBritishAirways’currentprocurementprocessesandcomparetobestpractice•Helpdevelopancompany-wideStrategicSourcing(effectivebuying)capability•Optimizekey