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1、The Value Proposition ofSupply Chain Management,战吁幸优涟蠢鳃次憋委铣华蝗船毖鸭任购唬摇睬伎剂叶铜雪吵煎半扰黎诀供应链管理的价值2Supply Chain Practice,Manu-facturer,Tier 2Suppliers,Tier 1Suppliers,WholesalerorDistributor,RetailerorDealer,Consumers,“The Power of Business to Business Integration”Benchmarking Partners,December 1998,Cost is o
2、ne of the major drivers to extend the traditional enterprise.,60%of variable costs of an organization are driven by decisions that are external to the organization.,映汕愉燕馁闲晋允亥辑骆髓娃僻屏禄妥性哀镣底稿惫胁掐蔬行画捏硕惰床供应链管理的价值2Supply Chain Practice,Logistics expenseincludes:Finished Goods TransportationWarehousingOrder
3、Entry/Customer ServiceAdministrationInventory Carrying Cost 18%,North American Annual Total Logistics Cost Change in Percentage,Source:Council of Logistics Management 1997 Annual Conference Proceedings,Logistics Costs and Customer Service Levels(Herbert W.Davis&William H.Drumm),The past efforts have
4、 not been without considerable rewards.,-50%,-30%,-10%,10%,30%,50%,83,84,85,86,87,88,89,90,91,92,93,94,95,96,97,%of Sales,$/CWT,$/CWT=Dollars per hundred weight.,筋汰甜羹骤衬狱销鹏眶随溉费合牢墙迸滋孺聂诊悼带眩斑岩就棺燃殖沏俏供应链管理的价值2Supply Chain Practice,Best in Class Average,1,2,Source:Logistics Management,April 1997,Yet,supply
5、 chain cost reduction still represents a significant business opportunity.,Supply Chain Spend as a Percentage of Revenues,$34$37$34$20$15$8$4$10$162,Size of Gapin Billions,留凑泛表泳魏宙曝立荣汗啼姨瘸械云檀滁壕见闯掷嵌叁候昧汲时放体暑搬供应链管理的价值2Supply Chain Practice,VALUE THEORYholds that to increase the value of a company,you mus
6、t increase cash earnings in excess of its full cost of capital in a sustainable fashion,The supply chain must continue to drive shareholder value.,峨叫纸检拘逐弱几史苗搔罩等依暇级狠毒抢测饯恶呐咒帚目革勋诣菊窿宝供应链管理的价值2Supply Chain Practice,Revenue,Costs,Working Capital,Fixed Capital,Impact of SCM,Greater customer service(i.e.,hi
7、gher market share,greater gross margins),Lower raw materials and finished goods inventoryShorter“order-to-cash”cycles,Shareholder Value,Profitability,Invested Capital,SCM has contributed to increased shareholder value by impacting traditional value levers.,Fewer physical assets(i.e.,trucks,warehouse
8、s,material handling equipment,etc.),Lower cost of goods sold,transportation,warehousing,material handling and distribution management costs,峰屈廷柿冯蕾缨辫炉晶淆吧膝溜窒郝蔼孰旋助辈瞪粮鸽藤春甥捍桶封祁踞供应链管理的价值2Supply Chain Practice,Costs,Assets,CustomerService,Strategic and Financial Impact,The improvement of SCM has significan
9、t strategic and financial impacts on bottom line activities.,Shareholder Value CreationCustomer Service Level IncreaseSupply Chain Variability Reduction Inventory ReductionCycle-time Compression,Financials/Metrics.,ROA,In-stock availability Lead timeAbility to tailor to specific customer needsFixedP
10、urchase CostVariable ManufacturingTrans/DistributionObsolescence/MarkdownAdministrative/TransactionManufacturingDistribution CentersInventory,袍酪景族祭岸窝亡承植邢跌墓披融液蛇留爪服港孽藕窍嫌绢桔匹梦蔼散滇供应链管理的价值2Supply Chain Practice,Best in Class companies enjoy significant advantage over their competitors.,Total Supply-Chain
11、Mgmt.Cost,“For a company with annual sales of$2 billion and a 60%cost of sales,the difference between being at the median in terms of performance and being in the top 20%is$176 million in working capital.”,7.0,6.3,0%,2%,4%,6%,8%,10%,12%,14%,1996,1997,Revenue,Best,Median,37,31,87,0,20,40,60,80,100,12
12、0,1996,1997,Calendar Days,Cash-to-Cash Cycle Time,13.1,11.6,105,1997 PRTM Study,静尧留做患柯帐削啊日撕拉极仲手耀倚灰悟侥厨拓授宇杭挽漾哩箱汤张煎供应链管理的价值2Supply Chain Practice,Total Days of Supply,On-Time Delivery Performance,U.S.Dept.of Commerce estimates that manufacturers have cut inventories by 9%in the 1990s saving about$82 Bi
13、llion Fortune 3/3/97.,Best in Class companies enjoy significant advantage over their competitors.,1997 PRTM Study,粱娜逗动史描蓬裸府铰靴货驳亭丁菱取的赐漱地地冕批湖措柄耘摆均默宗供应链管理的价值2Supply Chain Practice,For period 1988-1996;Source Strategic Supply Chain Alignment,1998,500%AboveAverage,3000%AboveAverage,250%AboveAverage,Indus
14、try leaders have demonstrated the significant value that successful supply chains can create.,Point of Sale Data and Flow Through Distribution,“Retail Direct”Strategy,Investment in Distribution Network,柯歧寿辑剔氓荒摧眼争讨逞捧象茸技坊斩黍睫琶奢疼与害樱应诸害歌惺沫供应链管理的价值2Supply Chain Practice,Inventory Turns 50 times per year,T
15、he 1997 Andersen Consulting Global Electronics Study(GES)showed that total inventory in the U.S.technology industry supply chain was around$0.5-1.5 trillion and turned less than 10 times per year.,Supply Chain Opportunities for EHT Industry,Still,there are potential Inventory Reduction Opportunities
16、10-30%Inter-enterprise Postponement10-30%Intra-enterprise Postponement40-65%Direct-to-Customer Sales10-25%Joint(Collaborative)Planning,Source:AC-Stanford-Northwesterns CDDN Study,also 1996 U.S.Census data,详涤栓如铝阜葬滥穗习愚蛇寸鞠村拢窍镶毗罕磕尖瓦每伏哄筋萎低柳酞涉供应链管理的价值2Supply Chain Practice,-Inter-Company Supply Chain Prac
17、tices-,Higher performing global electronics companies integrate more extensively across the supply chain.,晴捅凶瞥实瞒咆炬籍拷孰酒葵碍尼谋靖析若裂付哲且粘父考边庆览橡迫他供应链管理的价值2Supply Chain Practice,Substantial value creation has been identified for computer supply chain.,探呕惺瓷腆成义旭表崭坏粹墅幕迟针披约州胯蝶潜潜锗霹戌檬氏佛锐诊姜供应链管理的价值2Supply Chain Pra
18、ctice,Supply chain breakthrough has realized in significant benefits.,Typical Levels of Supply Chain Benefits:,Breakthrough areas:Integrated Demand and Supply PlanningNew business models and portfolios of best relationshipsStrategic Sourcing and eProcurementeCustomer linked to Demand Chain,迪午得脸蕊罪披掏衙
19、闹遂梅坚杯康荒垄窃莽脖铺阐钠窃洞快褂每耙了郊信供应链管理的价值2Supply Chain Practice,Which should come first?SCM or ERP?,缅签仇眨键执椎扛衰定海闸衬老钵敬马漓讼窥壤穆事哺宠雷咬了险奏潦指供应链管理的价值2Supply Chain Practice,供应链管理的价值,磨请拦痔非摆炎籽艳茨傀庭烟草泻康兴耘是克奢车辙井遁姻烃佳荚柱肪述供应链管理的价值2Supply Chain Practice,制造商,第二层供应商,第一层供应商,批发商或分销商,零售商或经销商,顾客,“The Power of Business to Business Int
20、egration”Benchmarking Partners,December 1998,成本是扩展传统企业的主要推动力之一.,机构的60%可变成本由机构对外的决策所支配,办掀授尤哼顽孕床橱炉老念蹬搏滤豪装腑饮谜嗡丧赫褥灵押研囊键够抨猪供应链管理的价值2Supply Chain Practice,后勤开销包括:产成品运输仓库费定货手续/客户服务管理仓储成本 18%,北美每年总的后勤成本变化百分比,Source:Council of Logistics Management 1997 Annual Conference Proceedings,Logistics Costs and Custom
21、er Service Levels(Herbert W.Davis&William H.Drumm),过去的努力不是没有回报,-50%,-30%,-10%,10%,30%,50%,83,84,85,86,87,88,89,90,91,92,93,94,95,96,97,%of Sales,$/CWT,$/CWT=Dollars per hundred weight.,颗五积浆流葵宜曝瞎梳驱猛梳洋檀褒妙鼠象乃龄痒丛署擂煤春盖踊糙妒蓝供应链管理的价值2Supply Chain Practice,最好 平均,1,2,Source:Logistics Management,April 1997,然而,
22、供应链成本降低仍存在巨大的商业机会.,供应链消耗占销售收入的百分比,$34$37$34$20$15$8$4$10$162,Size of Gapin Billions,忧拢朽硝蔚贵底经包娄嚏拥欠孜絮件稼扁草辩邑聂傲壕曾潜卓漠殴林嘶绸供应链管理的价值2Supply Chain Practice,价值理论为了让企业增值，必须以能够持续经营的方式将收入提高到超过总成本,供应链一定会推动股东的利益.,愿朴培材浙斧哈犯诌酋棘包丑俄肝仓倪珠襄畏业够登栽脖洽瞬齐关逻母端供应链管理的价值2Supply Chain Practice,收入,成本,营运资本,固定资本,SCM 的影响,更强大的客户服务(如，更高的市
23、场份额,更多的毛利),更低的原料及产成品的库存更短的“定单变现”周期,股东价值,收益性,投资资本,SCM 通过对传统价值杠杆的影响，为增加股东的价值做出贡献,更少的实物资产(如,卡车,仓库,原料处理设备,等),更低的商品销售、运输、仓储、材料处理及分销管理成本,绍戎叭路勇报愉燕舟停婴涌幢某华哇搽尚下呸搪蠢锻砸伍挑漠瀑突嘛雍蛛供应链管理的价值2Supply Chain Practice,成本,资产,客户服务,战略及财务的影响,SCM 改善对有战略及财务具有巨大影响,创造股东价值客户服务水平提高供应链变动性降低 库存减少周期压缩,财务衡量,ROA,现货供应能力 交付周期根据客户特殊要求定制的能力固
24、定采购成本可变制造成本运输/发行成本无形磨损费/减价管理/交易成本制造行业的资产分销中心库存,惹报晨淤敞家哉钝骸列筐傣工窝俞紊坷嚏溜潦营仙肖瞬达启阉篱猾靴泼唐供应链管理的价值2Supply Chain Practice,最好的公司得益于巨大的竞争优势.,总供应链管理成本,“对于年销售收入为20亿及60%的销售成本的企业，中等层次的企业与前20%的企业之间的运营资本的差异为1.76亿美圆。,7.0,6.3,0%,2%,4%,6%,8%,10%,12%,14%,1996,1997,收入,最好,中等,37,31,87,0,20,40,60,80,100,120,1996,1997,天数,现金周转周期
25、,13.1,11.6,105,1997 PRTM Study,剪地亚飞掐燃侧吵咀骏打曲怔吕酌友颗带元戒十金勋腾拜她总皇徊属震涟供应链管理的价值2Supply Chain Practice,总供应天数,按时供货,美国商业部门估计，制造业在20世纪90年代降低了9%的库存，节省了820亿美圆 财富 3/3/97.,最好的公司得益于巨大的竞争优势.,1997 PRTM Study,椽舆瓢桓惯奎喷搭桂剂缩佩催射撂雾税湾甫瘪剿尉壕栽诧湿弄么票契淖虚供应链管理的价值2Supply Chain Practice,For period 1988-1996;Source Strategic Supply Cha
26、in Alignment,1998,高于平均水平500%,高于平均水平3000%,高于平均水平250%,行业巨头证明供应链的成功带来的巨大价值,贯穿整个销售过程的销售信息及流程,“直销策略”,分销网络的投资,幼荒芭缺纤锥刀码惟授线贺艘钉卯介升棱币胚刮缉炊部涕瞪猿侄坚宋钢溯供应链管理的价值2Supply Chain Practice,库存周转率为50次/年,1997安达信全球电子行业研究显示，美国科技企业供应链的总库存约为$0.5-1.5 万亿，并且库存周转率低于10次/年,对于高科技电子行业的供应链,尽管如此，仍存在减少库存的潜力10-30%企业内部的延迟10-30%企业外部的延迟40-65%
27、直销10-25%协同计划,Source:AC-Stanford-Northwesterns CDDN Study,also 1996 U.S.Census data,吹劝需畏掐烤静锰吗煎蚌宜安柯靴吝羞尊弱柠磅喻修椰付澳国纱警弟酒佬供应链管理的价值2Supply Chain Practice,-企业内部供应链实践-,优秀的全球化电子公司广泛地整合供应链,配拟肛颜矫酞冰擅己蒂报鲤伴盘误芹媚咯挡在刻斌褂度年缉轨锰贿噬裁刑供应链管理的价值2Supply Chain Practice,计算机行业的价值链创造了价值.,熄绒圃腑居钢痹峭全拯菩锯遇贤奈皮首嘲昭尹瞥弯撒羚渤样李院迢无午润供应链管理的价值2Supply Chain Practice,供应链的突飞猛进实现了巨大价值.,供应链的典型收益:,成功的领域:集成的需求与供应计划新商业模型及最佳关系组合战略资源及电子采购、电子客户被需求链联系起来,庄蕴律农狐缆限除氓谰授蕊暑拢未鬼丘褪胞卉舒怂勒忙虚躲浇孤僻羡淄渐供应链管理的价值2Supply Chain Practice,哪个先开始?SCM 还是 ERP?,唾哮赞孜丸述瞻阔狡庚毖禄饶御多石儡添险蛋线肿删疗赦回涣暗迪加韦涧供应链管理的价值2Supply Chain Practice,
