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1、Business Integration Model,2003 AndersenConsulting,2,Linking the globe with real-time applications that maximize customer desires with reduced cost structures through optimized software with operations executed by both internal people and external alliance partners. Gregory J. OwensFormer Global Man
2、aging PartnerSupply Chain PracticeMarch 4, 1999,A Holistic Perspective:Supply Chain Management,2003 AndersenConsulting,3,The SCM pitfalls we have learned to date.,Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promiseThe barriers to collaboration and
3、integration are organizational and behavioral not technological or economic - the Fear of ChangeLack of trust and integration of company practices are key obstacles,2003 AndersenConsulting,4,“The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to
4、provide clients with cross-functional solutions.”AMR Research Alert on Supply Chain Management (August 1998),Successful SCM initiatives typically combine strategic and tactical change to all components of a company.,2003 AndersenConsulting,5,Executives should take a holistic business approach to suc
5、cessfully synchronize their supply chains.,Implement the right enabling technologies,Develop a synchronization strategy,and choose the right initiative,Develop supporting process capabilities,Restructure and re-skill organizational relationships,2003 AndersenConsulting,6,Determine With Whom To Synch
6、ronize,Determine Your Synchronization Scope,Number of Partners,Partners Strategic Importance,Upstream or Downstream Positioning of Partners,Nature of Relationship,Partners Capabilities,Supply Chain Structure,Product Lines,Customer Priorities,Business Functions,Market Offerings,Channel Strategies,Fir
7、st and foremost, successful synchronization requires developing a synchronization strategy.,2003 AndersenConsulting,7,Demand Generation,Companies will then need to develop processes to support each core capability.,Forecasting & Fulfillment,Product Design,Outsourcing,Materials & Capacity,Synchronize
8、d Supply Chain Strategy,11/4/98,2003 AndersenConsulting,8,Implementing the right enabling technologies is also critical to the success of synchronization.,Automated business processes,Todays Technology,ERP, Y2K,Single solution legacy driven,ProcessSolution,Drivers,TechnologySolution,2003 AndersenCon
9、sulting,9,2003 AndersenConsulting,10,Commitment,Interdependent,Interactive/Aligned,Investment,Transactional,Understanding,Hostile,Connection/Culture,Synergistic,Integrate,Collaborate,Synchronized,The Journey to Synchronization,2003 AndersenConsulting,11,Supply chain organizations must be restructure
10、d and re-skilled to support these strategies,Features of a typical supply chain organization Contractual relationships with customers and suppliersOrganization and management of functional activitiesFunctionally oriented metrics and remuneration Mistrust between functions Focus on functional skill building,Features of a leading supply chain organization Harness the power of business partners and alliancesOrganization and management of cross functional processesCustomer focused metrics and incentivesTeam approach Development of resources with sophisticated supply chain wide understanding,
