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1、The Value Proposition ofSupply Chain Management,1,Manu-facturer,Tier 2Suppliers,Tier 1Suppliers,WholesalerorDistributor,RetailerorDealer,Consumers,“The Power of Business to Business Integration”Benchmarking Partners,December 1998,Cost is one of the major drivers to extend the traditional enterprise.
2、,60%of variable costs of an organization are driven by decisions that are external to the organization.,2,Logistics expenseincludes:Finished Goods TransportationWarehousingOrder Entry/Customer ServiceAdministrationInventory Carrying Cost 18%,North American Annual Total Logistics Cost Change in Perce
3、ntage,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 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,
4、$/CWT,$/CWT=Dollars per hundred weight.,3,Best in Class Average,1,2,Source:Logistics Management,April 1997,Yet,supply 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,4,VALUE THE
5、ORYholds that to increase the value of a company,you must increase cash earnings in excess of its full cost of capital in a sustainable fashion,The supply chain must continue to drive shareholder value.,5,Revenue,Costs,Working Capital,Fixed Capital,Impact of SCM,Greater customer service(i.e.,higher
6、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,warehouses,mat
7、erial handling equipment,etc.),Lower cost of goods sold,transportation,warehousing,material handling and distribution management costs,6,Costs,Assets,CustomerService,Strategic and Financial Impact,The improvement of SCM has significant strategic and financial impacts on bottom line activities.,Share
8、holder 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 needsFixedPurchase CostVariable ManufacturingTrans/DistributionObsolescence/M
9、arkdownAdministrative/TransactionManufacturingDistribution CentersInventory,7,Best in Class companies enjoy significant advantage over their competitors.,Total Supply-Chain 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 te
10、rms 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,37,31,87,0,20,40,60,80,100,120,1996,1997,Calendar Days,Cash-to-Cash Cycle Time,13.1,11.6,105,1997 PRTM Study,8,Total Days of Supply,On-Time Delivery Perform
11、ance,U.S.Dept.of Commerce estimates that manufacturers have cut inventories by 9%in the 1990s saving about$82 Billion Fortune 3/3/97.,Best in Class companies enjoy significant advantage over their competitors.,1997 PRTM Study,9,For period 1988-1996;Source Strategic Supply Chain Alignment,1998,500%Ab
12、oveAverage,3000%AboveAverage,250%AboveAverage,Industry 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,10,Inventory Turns 50 times per year,The 1997 A
13、ndersen Consulting Global Electronics Study(GES)showed that total inventory in the U.S.technology industry supply chain was around$0.5-1.5 trillion and turned less than 10 times per year.,Supply Chain Opportunities for EHT Industry,Still,there are potential Inventory Reduction Opportunities10-30%Int
14、er-enterprise Postponement10-30%Intra-enterprise Postponement40-65%Direct-to-Customer Sales10-25%Joint(Collaborative)Planning,Source:AC-Stanford-Northwesterns CDDN Study,also 1996 U.S.Census data,11,-Inter-Company Supply Chain Practices-,Higher performing global electronics companies integrate more
15、extensively across the supply chain.,12,Substantial value creation has been identified for computer supply chain.,13,Supply chain breakthrough has realized in significant benefits.,Typical Levels of Supply Chain Benefits:,Breakthrough areas:Integrated Demand and Supply PlanningNew business models an
16、d portfolios of best relationshipsStrategic Sourcing and eProcurementeCustomer linked to Demand Chain,14,Which should come first?SCM or ERP?,供应链管理的价值,16,制造商,第二层供应商,第一层供应商,批发商或分销商,零售商或经销商,顾客,“The Power of Business to Business Integration”Benchmarking Partners,December 1998,成本是扩展传统企业的主要推动力之一.,机构的60%可变
17、成本由机构对外的决策所支配,17,后勤开销包括:产成品运输仓库费定货手续/客户服务管理仓储成本 18%,北美每年总的后勤成本变化百分比,Source:Council of Logistics Management 1997 Annual Conference Proceedings,Logistics Costs and Customer Service Levels(Herbert W.Davis&William H.Drumm),过去的努力不是没有回报,-50%,-30%,-10%,10%,30%,50%,83,84,85,86,87,88,89,90,91,92,93,94,95,96,
18、97,%of Sales,$/CWT,$/CWT=Dollars per hundred weight.,18,最好 平均,1,2,Source:Logistics Management,April 1997,然而,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,19,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.,20,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，更高的市场份额,更多的毛利),更
19、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,21,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,22,最好的公司得益于巨大的竞争优势.,总供应链管
20、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,13.1,11.6,105,1997 PRTM Study,23,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,24,
21、For period 1988-1996;Source Strategic Supply Chain 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,25,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%直销10-25%协同计划,Source:AC-Stanford-Northwesterns CDDN Study,also 1996 U.S.Census data,26,-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,27,计算机行业的价值链创造了价值.,28,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,29,哪个先开始?SCM 还是 ERP?,
