供应链管理_安达信_模型_1466763294.ppt

Features of a leading supply chain organization Harness the power of business partners and alliances Organization and management of cross functional processes Customer focused metrics and incentives Team approach Development of resources with sophisticated supply chain wide understanding
A Holistic Perspective: Supply Chain Management
The SCM pitfalls we have learned to date.
Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change Lack of trust and integration of company practices are key obstacles
Demand Generation
Companies will then need to develop processes to support each core capability.

Performance Measurement 48 - 55
Technology Solutions
56 - 60
SCM Opportunities 61 - 72
2
Page Number
Introduction
Industry Forces and Issues
The automotive supply chain is going through a period of unprecedented change in order to meet increasing consumer expectations with regard to price, delivery, and product customization. The managing of the supply chain pipeline is therefore faced with a number of key issues including;
Phase II 1975-1990
• Importance realized in integrating operations within the enterprise • Computer horsepower applied to manage material flow • Companies began to migrate from “inventory push” to a “customer pull”
Elevating supply chain management as a critical success factor to achieving competitive advantage
Aligning the organizational structure to support global supply chain management Establishing a process oriented, functionally integrated supply chain Forecasting the impact of changing global markets on supply chain costs and capabilities Defining key performance indicators and measuring supply chain performance Understanding, selecting and integrating supply chain management enabling technology Anticipating and responding to the impact of supplier consolidations Anticipating and responding to the impact of OEM consolidations Defining and tracking total supply chain costs

Harnessing technology and information to reduce costs and assets and speed delivery
“Through greater information sharing, we create a very different looking process and team working process that doesn't respect traditional boundaries.”
如何生存并战胜新兴的竞争对手? • 加强服务及供应链管理以取得差异优势. • 改善客户远见和价值中心并保持低成本 • 关注学习 (不断的改善) 和变化 (企业家的身份[地位、职权、能力])
cAndersen Consulting 2019
4
Innovative companies say their future success relies on the strength of their supply chains.
New BUZZ Words
RCCP CRP
• • • • • • • • • • • • • • •
Demand/Supply Chain Value Chain Planning Order Fulfillment On-time Delivery Quick Response Logistics/Distribution Constraint-based Optimization Finite/Infinite Capacity Heuristic Approach Linear Programming ATP/CTP Collaboration/Synchronization EDI/Wed Enabled Concurrent/Postponement …………………

Performance Measurement 48 - 55
Technology Solutions
56 - 60
SCM Opportunities 61 - 72
1
Page Number
Introduction
Industry Forces and Issues
The automotive supply chain is going through a period of unprecedented change in order to meet increasing consumer expectations with regard to price, delivery, and product customization. The managing of the supply chain pipeline is therefore faced with a number of key issues including;
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Table - 13
Supply Chain Management 14 - 21
Definitions and Strategy 22 - 32
Understanding Expectations 33 - 38
Supply Chain Management 39 - 47
Introduction
WELCOME!
Today’s meeting will focus on the results of the Supply Chain Management Assessment, completed by 22 automotive supplier executives and 3 vehicle manufacturer executives.

Demand Generation
Materials & Capacity
Outsourcing
Implementing the right enabling technologies is also critical to the success of synchronization.
Collaborate & Synchronize Align and Integrate
Business Integration Model
A Holistic Perspective: Supply Chain Management
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.
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change
• Lack of trust and integration of company practices are key obstacles
Upstream or Downstream Positioning of
Partners
Supply Chain Structure