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1、创立适应能力强的供应链,这不是您的父辈所认知的商业环境,期望在提升(人和客户)产品周期在缩短与客户及合作伙伴的连通性不容忽视全球化已成为关键促成者强大的供应链技术已出现及已经可以应用环境经常在改变,我们在接近可管理性的极限吗?,很少的供应链表现良好,极好,很好,好,良好,差,05%,10%,15%,20%,25%,30%,35%,40%,45%,50%,12.0%,41.6%,38.9%,1.3%,6.2%,供应链表现,资料来源:凯捷安永/Industry Week 供应链研究,对这些改变的反映不可轻心,资料来源:Gartner Group,“在2004年之前,那些失败应用供应链管理技术及程序
2、的企业中,90%会失去他们首选供应商的地位(.8的概率)”,唯一没变的是股东价值仍是我们的目标!,三代供应链管理方式,三代供应链管理方式,三代供应链管理方式,适应性强的供应链在三个水平上运作,被重要的促成者所支持,理解我们适应能力强的供应链的观点,需求和供应管理一体化,适应性强的供应链的关键,可见度 协同 立基于事件的管理 综合的技术平台,转化途径,凯捷安永网络价值链结构TM,通过供求管理的一体化来增长利润,当前状况 Orders in Fulfillment 实时成本 短期计划 能够提交,供应链,需求,当前状况 Current Offer Portfolio 价钱/优惠 服务需求 需求模式,
3、提议,调整提议,订购,订购,一个适应能力强的企业拥有整个供应链从末端到末端的可见度,LLP,协同中心是适应能力强的供应链的关键促成者,制造,销售,协同商业基础构造 综合电子-中心,计划,采购,运行,供应商协同,渠道协同,协同实行,新产品设计协同,事件管理建立在供应链流程上,立基于程序企业是用预先确定的标准的商业程序来管理的.一般以ERP 和batch processing来处理交易行为用模型来处理计划编制及优化计算,事件促成实时监控参数及事件扩大的企业内部环境内部明确的行为立基于特殊的情形(e.g.边缘成本)协助者(Agent)用来监控管理优化计算,适应能力强的技术构造,网络目录用户档案,程序
4、及数据绘制,程序资料库用户程序和协助者,应用软件处理和数据,数据,应用,数据,应用,数据,应用,数据,应用,ERP 数据综合,凯捷安永端到端供应链方案的框架,TM,汽车工业能源业高科技医疗/生命科学业消费产品及物流分配业其他,SUPPLIERCOMMUNICATOR,Planning,Fulfillment,Transportation Sourcing,Manufacturing,Procurement(direct/indirect),Demand&Supply Synchronization,ServicesHUBs,Set Based Design&Transition Plannin
5、g,Capacity Sourcing,凯捷安永的网络价值链(Network Value Chain)参考结构,CUSTOMERCOMMUNICATOR,FulfillmentProviders,Suppliers,Manufacturing,Sourcing,Fulfillment,E X E C U T I V E D A S H B O A R D,Price Revenue OptimizationCustomer segmentation and product/service bundles for differentiation.,Customer Segment&Service
6、 LevelStrategy,CampaignMgmt.,ProductPriceServicePromotionPlacement,Real Time Order ManagementsmReal-time product configuration,promising,and status.,Configureto Order,Available/Capable to Promise,OrderTracking,&Tracing,Demand/Supply Planning and MatchingReal-time collaboration with manufacturing and
7、 suppliers.,DemandPlanning,SupplyPlanning,ExecutionNear real-time coordination of internal activities with suppliers,assemblers,logistics providers for optimal inventory and service,Purchasing Mgmt.,Manufacturing Mgmt.,DistributionMgmt.,CUSTOMERCOMMUNICATOR,Co-managed Inventory,Synchronized Inventor
8、y,Inventory Management,Internet,Price-Rev,CampaignMgmt.,RTOM,ProductPriceServicePromotionPlacement,Customer Segment&Service LevelStrategy,Configureto Order,Available/Capable to Promise,OrderTracking,&Tracing,Design,NewChannels,StandardChannelSales,Co-managed Inventory,ChannelHUBs,SUPPLIERCOMMUNICATO
9、R,B2B Marketplaces,B2C&B2B Marketplaces,Support Processes,Product Lifecycle Management-Real time product development collaboration with suppliers,customers,and within the enterprise.,Launch And Post-LaunchSupport,PortfolioManagement,Component Supply Management,ProductDevelopment,3PLs,Fulfillment,Man
10、ufacturing,NVC 参考结构有四个阶层,Process architecture detailed closed-loop process flows,responsibilities,cycle times,workflowsGovernance architecture ownership and influence of decisions,policies,decision flows,objectsIntegration architecture roles,responsibilities,organisation,control-system,performance m
11、easuresApplication architecture applications,functionality,data&flows,interfaces,middlewarePhysical architecture servers,drives,firewalls,network,scalability,reliability,security,management,综合优化价值链的企业案例,Millions,Gross DIVCOS potential=$0.65/Bbl(4.2/MT),$100,$200,$300,后勤及分配,排期的效率,库存可见度,进行中的主动的,财政可见度,
12、预测精确度,花费/风险 管理,其他,行政花费,弹性,增加销量,对变化的抵抗力,DIVCOS 价值 陈述,下游价值链利润升高的实例,$210M,$0,理解我们适应能力强的供应链的观点,需求和供应管理一体化,适应性强的供应链的关键,可见度 协同 立基于事件的管理 综合的技术平台,转化途径,凯捷安永网络价值链结构TM,我们在建立适应能力强的供应链方面拥有丰富的经验及实施方法,Program Implementation,Technology Architecture Management,0.5-3 Days,4-5 Months,NVC Index&Value Assessment,Phase 0
13、,Phase I,Phase II,Change Management,Program Management,Client SC Transformation Management Office,Setting the Plan,CreatingChange!,MiningValue,Supply Chain Accelerator Launch Pad,Mobilizing the Company,Phase III,SC Strategy NVC Blueprint Transformation Roadmap,ASE,6 8 Weeks,QuickHits,改革实施路线图一般始于Earl
14、y Wins,As,-,Is,Streamline the enabling processes,Lean Delivery,Prepare the Transformation,Increase visibility from supplier to end user,Connect the repair loop,Provide enabling framework,To,-,Be,People and Organization,Supply Chain,Key Enablers,Systems,Support Processes,Connectivity,Whole Life,Manag
15、ement,Processes,Established,Distribution,Integrated,Availability,Based Support,Commonplace,Engineering Process,Integrated,-,Industry,to MoD,Engineering,Operations,Integrated,Capability,Based Support,Commonplace,Trading Partners,Collaborating,Change Endorsed,Politically,Appropriate Policy and,Perform
16、ance Measures,Adopted,Support,Processes,Streamlined,Contracts and,Policy,Restructured,Processes Defined,-,Clear Ownership and,Governance,Management,Accounting in,Place,Balanced Scorecards,Integrated,RAB Embedded,Common,Application Sets,Global People,Management,Decisions,Support Tools,Common,Informat
17、ion,Network with,Industry,Secure End to,End,Connection,Enterprise Data,Warehouse,Key Systems,Aligned,Open,Information,Shared,Systems in,Place,Integrated Network,Ability to,cleanse data,Certificates link,to Global,Directory,Integrated,Financial/Activity,Systems,Global Directory,Established,-,Informat
18、ion,Model,Common Information,Network Internally,Clear Systems Ownership,Common information,Regeneration Capability,Understood,Supply Chain,Integrated with Support,Chain,Incentive,Programmes,Established,Supplier,Development,Programme,Established,New Approaches,to Risk,Management,Paperless,Purchasing,
19、Possible,Modular,Replacement,Programme,Established,Information Assurance,Policy Reformed,Trading Partners,Engaged,Measures,Based on,Targets,Performance Measures,Aligned with Business,Objectives,True Partnership,with Industry,CWE,Infrastructure in,Place,Single Data,Entry,Integrated,Change,Programme,M
20、anagement,Established,Impact of Change,Understood,Culture Supports,Change Programme,Develop our people within the right structure,Staff,Committed to,Change,Change Leadership,in Place,Leadership,Competencies,Identified,As,-,Is,Streamline the enabling processes,Lean Delivery,Prepare the Transformation,Increase visibility from supplier to end user,Connect the repair loop,Provide enabling framework,创造Quick Wins动力的五个区域,采购及电子购买库存管理运送与贮库 LEAN MANUFACTURING税务优化供应链,在很多情况下Quick Wins能提供整条供应链转化所需的资金,Questions&Discussion,We make our clients Famous for Supply Chain Excellence,
