供应链管理的价值

TheValuePropositionofSupplyChainManagement20031Manu-facturerTier2SuppliersTier1SuppliersWholesalerorDistributorRetailerorDealerConsumers–“ThePowerofBusinesstoBusinessIntegration”BenchmarkingPartners,December1998Costisoneofthemajordriverstoextendthetraditionalenterprise.60%ofvariablecostsofanorganizationaredrivenbydecisionsthatareexternaltotheorganization.20032Logisticsexpenseincludes:FinishedGoodsTransportationWarehousingOrderEntry/CustomerServiceAdministrationInventoryCarryingCost@18%—NorthAmericanAnnualTotalLogisticsCostChangeinPercentage—Source:CouncilofLogisticsManagement1997AnnualConferenceProceedings,LogisticsCostsandCustomerServiceLevels(HerbertW.Davis&WilliamH.Drumm)Thepasteffortshavenotbeenwithoutconsiderablerewards.-50%-30%-10%10%30%50%838485868788899091929394959697%ofSales$/CWT$/CWT=Dollarsperhundredweight.2003314.09%10.40%9.06%11.85%13.28%11.96%14.06%8.77%7.42%5.80%3.87%6.52%7.29%6.35%8.08%4.32%TelecomSemiconductorPharmaceuticalPackagedGoodsComputerChemicalAppliancesAutomotiveBestinClassAverage12Source:LogisticsManagement,April1997Yet,supplychaincostreductionstillrepresentsasignificantbusinessopportunity…...SupplyChainSpendasaPercentageofRevenues$34$37$34$20$15$8$4$10$162SizeofGapinBillions20034VALUETHEORYholdsthattoincreasethevalueofacompany,youmustincreasecashearningsinexcessofitsfullcostofcapitalinasustainablefashionThesupplychainmustcontinuetodriveshareholdervalue.20035RevenueCostsWorkingCapitalFixedCapital—ImpactofSCM—Greatercustomerservice(i.e.,highermarketshare,greatergrossmargins)LowerrawmaterialsandfinishedgoodsinventoryShorter“order-to-cash”cyclesShareholderValueProfitabilityInvestedCapitalSCMhascontributedtoincreasedshareholdervaluebyimpactingtraditionalvaluelevers.Fewerphysicalassets(i.e.,trucks,warehouses,materialhandlingequipment,etc.)Lowercostofgoodssold,transportation,warehousing,materialhandlinganddistributionmanagementcosts20036CostsAssetsCustomerServiceStrategicandFinancialImpactTheimprovementofSCMhassignificantstrategicandfinancialimpactsonbottomlineactivities.ShareholderValueCreationCustomerServiceLevelIncreaseSupplyChainVariabilityReductionInventoryReductionCycle-timeCompressionFinancials/Metrics.ROA94%98%In-stockavailabilityLeadtimeAbilitytotailortospecificcustomerneedsFixedPurchaseCostVariableManufacturingTrans/DistributionObsolescence/MarkdownAdministrative/TransactionManufacturingDistributionCentersInventory20037BestinClasscompaniesenjoysignificantadvantageovertheircompetitors.TotalSupply-ChainMgmt.Cost“Foracompanywithannualsalesof$2billionanda60%costofsales,thedifferencebetweenbeingatthemedianintermsofperformanceandbeinginthetop20%is$176millioninworkingcapital.”7.06.30%2%4%6%8%10%12%14%19961997RevenueBestMedian37318702040608010012019961997CalendarDaysCash-to-CashCycleTime13.111.61051997PRTMStudy2003835347866010203040506070809010019961997DaysofSupply949471810%10%20%30%40%50%60%70%80%90%100%19961997TotalDaysofSupplyOn-TimeDeliveryPerformanceBestMedianU.S.Dept.ofCommerceestimatesthatmanufacturershavecutinventoriesby9%inthe1990’ssavingabout$82Billion[Fortune3/3/97].BestinClasscompaniesenjoysignificantadvantageovertheircompetitors.1997PRTMStudy20039Forperiod1988-1996;SourceStrategicSupplyChainAlignment,1998500%AboveAverage3000%AboveAverage250%AboveAverageIndustryleadershavedemonstratedthesignificantvaluethatsuccessfulsupplychainscancreate.PointofSaleDataandFlowThroughDistribution“RetailDirect”StrategyInvestmentinDistributionNetwork200310InventoryTurns50timesperyearThe1997AndersenConsultingGlobalElectronicsStudy(GES)showedthattotalinventoryintheU.S.technologyindustrysupplychainwasaround$0.5-1.5trillionandturnedlessthan10timesperyear.SupplyChainOpportunitiesforEHTIndustryStill,therearepotentialInventoryReductionOpportunities•10-30%Inter-enterprisePostponement•10-30%Intra-enterprisePostponement•40-65%Direct-to-CustomerSales•10-25%Joint(Collaborative)PlanningSource:AC-Stanford-Northwestern’sCDDNStudy,also1996U.S.Censusdata200311-Inter-CompanySupplyChainPractices-AlltheTimeNotatAllLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherLowerHigherSupplierOwnedOrManagedInventoryThirdPartyLogistics(Warehousing)ThirdPartyLogistics(Transportation)ThirdPartyLogistics(InformationManagement)ElectronicInformationSystemstoManageChannelFillRatesandReplenishmentCustomerAccesstoInternalSystemstoTrackOrderConfiguretoOrderStrategy543210LowerPerformersHigherPerformersSource:ManufacturingManagerResponses(4/2/97data)ThematerialcontainedinthispresentationisconfidentialandproprietarytoAndersenConsulting.4C-15Higherperformingglobalelectronicscompaniesintegratemoreextensivelyacrossthesupplychain.200312Substantialvaluecreationhasbeenidentifiedforcomputersupplychain.AndersenConsulting’sCDDNStudy-BenefitsSummary-SuppliersSemic.StorageAssemblersDistributorsRetailersInv.MarginValue----10%-70%10%-100%------.7%-4.7%.5%-4.9%------$70-$470M$10-$102M--Inv.MarginValueInv.MarginValue----10%-70%10%-100%--5.3%2.0%2.2%----$69M$18M$145M----CompressedSupplyChainCollaborativePlanningDe