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科尔尼咨询Kearney VendorMark tAnalysis Guideline共23页文档

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科尔尼A.T. Kearney Inc 2009年度物流分析报告

科尔尼A.T. Kearney Inc 2009年度物流分析报告


... 我们的三条出口线路对时
客户反馈
是公路运输公司也必须保证 货物在运输的过程中没有损 坏...
— 某食品公司
间的要求都非常高，因为所 有的海外订单都很紧急，比 如下午4点离岸的货物必须 在中午12点以前到达港口…
— 某纺织企业
...我们公司对货物的运输 时间要求控制在2-4天（全
国任何线路），准点率是 非常重要的...
制造成本 运输成本
服务及管理成本
总成本
来源：客户访谈：科尔尼分析
A.T. Kearney 71/SH2400_Road Transportation Market and Investment Opportunity/
14
目前, 一些公司的公路快运产品已经接近成熟, 并逐步接近其他高 端运输方式的服务水平
— 某个人护理用品公司
来源：客户访谈：6个行业共58家被访企业；科尔尼分析
A.T. Kearney 71/SH2400_Road Transportation Market and Investment Opportunity/
13
运输的速度/准点率、安全度及可靠性最终影响到客户本身的总体 经济效益; 而公路快运正是提升总体经济效益的有效手段
成熟的公路快运服务水平与其它运输模式的对比
成熟的公路快运 速度
• 取决于起始地点, 通 常为3天或4 天
铁路
经济快递
航空货运
• 通常为2天
亚太 • 曼谷 • 北京 • 香港 • 雅加达 • 吉隆坡 • 墨尔本 • 孟买 • 新德里 • 首尔 • 上海 • 新加坡 • 悉尼 • 东京 中东 • 阿布达比 • 迪拜 • 麦纳麦 • 利雅得
2
北美洲 • 亚特兰大 • 剑桥 • 芝加哥 • 达拉斯 • 底特律 • 纽约 • 硅谷 • 多伦多 • 华盛顿特区 南美洲 • 圣保罗 • 墨西哥城 欧洲 • 阿姆斯特丹 • 柏林 • 布鲁塞尔 • 布加勒斯特 • 哥本哈根 • 杜塞尔多夫 • 法兰克福 • 赫尔辛基 • 里斯本 • • • • • • • • 卢布尔雅那 伦敦 马德里 米兰 莫斯科 慕尼黑 奥斯陆 巴黎 • • • • • • • 布拉格 罗马 斯德哥尔摩 斯图加特 维也纳 华沙 苏黎世
科尔尼咨询-招聘战略管理知识分析(PPT 16页)

科尔尼咨询-招聘战略管理知识分析(PPT 16页)

• Perform an honest self-inventory • Get to know the different firms • Develop a targeted resume • Prepare (prepare, prepare) for your interviews Resume Review Final Thoughts Questions and Answers
Kellogg TMP
Recruiting Experience and Advice
July 7, 2000
Agenda
Introduction TMP and the Recruiting Process today The Recruiting Process checklist
A.T. Kearney 7/28981/A 2
Consulting interviews — are you ready?
Get ready for a wild roller coaster ride!
A.T. Kearney 7/28981/A 3
This fall will be an exasperating juggling act
What characteristics do you want to avoid in a job?
What special requirements do you have? • Geographic location • Travel versus non-travel • Office environment versus industrial setting
How does my family factor into the equation?
科尔尼咨询报告-Overview of E-business Lessons

科尔尼咨询报告-Overview of E-business Lessons



Provide enough information for customers to make a buying decision – Key information such as price should be provided up front – More detailed information should be made available for customers to review if they desire (i.e., shipping, item viewing options, detailed description, options if available, related products) Ease of use – Organization of information should be logical – Click-through required to get to additional information should be intuitive

8/19/2013 6:58:08 AM
Online Catalog
Pottery Barn simply displays information in their online catalog and has created a structure that is easy to navigate through
Key Lessons Business strategy framework overview Discussion • Customers, competitors, Topics
capabilities
Online order form lay out
科尔尼-公司简介及咨询顾问职业生涯发展战略(ppt 44页)(英文版)

科尔尼-公司简介及咨询顾问职业生涯发展战略(ppt 44页)(英文版)

Wyższa Szkoła Przedsiębiorczości i Zarządzania
im. Leona Koźmińskiego w Warszawie
“Strategic management consulting – the A.T. Kearney
perspective”
Presentation
A.T. Kearney / Szkoła Biznesu im. Kozminskiego / May 28, 2001 / shj 3
Overview of management consulting
A.T. Kearney / Szkoła Biznesu im. Kozminskiego / May 28, 2001 / shj 4
A.T. Kearney / Szkoła Biznesu im. Kozminskiego / May 28, 2001 / shj 8
Overview of management consulting
Why does there continue to be a demand for management consulting?
Overview of management consulting
Companies engage management consultants for several reasons — some good, some not so good
Some reasons why companies hire consultants The company does not have the necessary skills internally The company has never confronted this situation before Management needs fresh ideas and a new perspective Management wants the consultant to confirm its ideas Everyone in the company is too busy Management needs a “tie breaker”
科尔尼-公司简介及咨询顾问职业生涯发展(1)-PPT精品文档

科尔尼-公司简介及咨询顾问职业生涯发展(1)-PPT精品文档

科尔尼-公司简介及咨询顾问职业生涯发展(1)
Agenda
Overview of management consulting A.T. Kearney as a strategic management consulting firm Consultant’s role in A.T. Kearney The future of management consulting
Development of the consulting market in Poland
Privatization consulting Audit and legal services IT consulting High value added consulting
1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
External trends
1990 - 1993
• Start of economic transformation
• Privatization of state own enterprises
Consultants’ value proposition
Major client group
Key players
What then, is “management consulting?
A.T. Kearney / Szkoła Biznesu im. Kozminskiego / May 28, 2001 / shj 4
One definition . . . .
Overview of management consulting
Most companies do not know how to • Analyze „themselves” in an objective way when business situations change significantly • Operate in a temporary, project mode
科尔尼—深发展银行Sampledeliverablepages

科尔尼—深发展银行Sampledeliverablepages

• What would convince you to have another card? Would it replace one or more of the cards you use now?
• When you have extra money for a short time, where do you keep it?
• How do you decide which card to use for a particular purchase?
• What do you value in a card? (probe for price, prestige, service, convenience, safety, benefits)
客户行为
信用卡
短期投资
服务质量
形象
价值主张
需要分析的 • 您在何处采购? 几个方面1 • 多长时间采购
一次?何时?您 购买哪些产品 和服务?
• 您每次的花费?
• 您使用现金、 支票还是信用 卡?
• 您拥有哪几种信用卡?
• 您如何获得这些信用卡的?
• 针对每一次特定的购物，您 是如何决定使用何种信用卡 的?
同的情况下这些项目才会对决策有所影响 • 现金折扣是最受欢迎的回报项目 • 客户认为该银行和其他主要竞争对手相比，更具创新性
• 客户最希望产品命名为“民生Intelligent Finance”
A.T. Kearney 47/1112 Minsheng – Wealth Management r0930/ 3
Convenience services – “client gifts”
Banks’ brand/image – competitors
A.T. Kearney - BU Strategy Training Program v.1.2 Module II

A.T. Kearney - BU Strategy Training Program v.1.2 Module II


11.53 10.71 2.63 10.12 10.12 10.03 9.62
Belgium
Finland
France
Spain
USA
Brazil
Switzerland
Ireland
Austria
Australia
The Netherlands
Denmark
Norway
Great Britain
Germany
Characteristics about the consumer highlight challenges or opportunities within the market
3-4 1-2 1-3 1-5 times Rarely times a times a times a per half week week month year 42% 26% 22%
USD 1,300 mill.
Product segments
Geographic segments
The Market 1997
Channels
Source: A.T. Kearney
A.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Introduction
2
Sweden
Areas of particular interest or potential (e.g., the Scandinavian market) can be highlighted
Source: A.T. Kearney
Source: Leatherhead Food; IOCCC
Greece
Introduction
并购整合咨询框架(英文)2科尔尼战略咨询PPT课件

并购整合咨询框架(英文)2科尔尼战略咨询PPT课件


A.T. Kearney 4/1375C/Merger Integration 9
19
1083
_Macros
Business Integration issues require “usual” management decisions while four main
Average: 2.8%
49.5%
50.5%
19
1083
_Macros
16%
Top-Performing Mergers
3%
8%
12% 27% 21%
10%
3%
-100%-ຫໍສະໝຸດ 0%-30% -15% 0% 15% 30%
60%
Underperformance compared to industry average
Profit Seekers Value Growth
Source: A.T. Kearney Monograph on Value-Building Growth 2001
A.T. Kearney 4/1375C/Merger Integration 7
Mergers and acquisitions are key growth drivers
Source: A.T. Kearney Monograph on Value-Building Growth 2001
A.T. Kearney 4/1375C/Merger Integration 8
Few mergers actually create shareholder value
Acquirer's Value Growth Following a Merger
战略规划科尔尼

战略规划科尔尼


“The integration efforts continue to track ahead of plan…” — Deutsche Banc Alex Brown
“Considering the steep increase in raw material costs, the new
company was able to meet expectations with its rapid integration of
Value
Creation
(P/E Ratio)
Transforming
New Business Model
New Segments
New Technologies
Acquisitions
Share Gain Technology Improvement
6-8% Sales Growth
Geographic Expansion
— Standard service levels
Significant customer overlap
Significant EH&S issues needed to be addressed, competing away scarce capital resources
A.T. Kearney 1/8510Color/6
Focus is on reconciling balances and correcting errors and not root cause error prevention
Processes (especially billing) are manually intensive Global processes are desirable but difficult to implement
科尔尼：制定战略的程序、方法和主要任务

科尔尼：制定战略的程序、方法和主要任务


政府对行业的政策 环境法规 其他外部限制 • 各种融资方式的选择 • 地方政府的支持等
A.T. Kearney 37/1743/wt 111
根据前面模块的结果，战略设计模块将为“在哪儿竞争” 根据前面模块的结果，战略设计模块将为“在哪儿竞争”和“如何竞争”提出具体的 如何竞争” 建议
确定与评估各种可能的增长方案 设计战略 评估公司自身准备情况 实施战略
示意
确定取得新成功的 必备条件
评价各项必备条件 的特点
定义并发现 竞争力” “竞争力”
给各项竞争力 排序
审核
设计实施方案
公司中具有不同“专长”的 核心小组与各个层面和职能 部门进行讨论
核心小组根据不同情况给 竞争力排序
核心小组 • 对所定义的“核心竞争力” 的关键性，效益及特殊性进 行严格的外部审核 • 进行最后一轮内部讨论审核
A.T. Kearney 37/1743/wt 117
案例分析：为国内的一家高科技公司策划制定企业战略( 案例分析：为国内的一家高科技公司策划制定企业战略(续)
最后，项目组提交了四项关键性建议... 最后，项目组提交了四项关键性建议...
(3)发现并按优先次序确定增长的机会所在
(4) 详细的资源需求分析，包括资本投入(内部资金，外部投资) 和人力资源，确定资源差距，并提出寻求资源的建议
项目组所需解决的关键问题
客户X的目标及其衡量标准是什么， 应该是什么？
客户X当前业务最大潜力是多少？ 有什么方法可以用来改进他们现在的业 务运作?
如果差距仍未消除，客户X有什么其它 的业务发展机会？
客户X需要什么样资源和能力？如何加 强和实施企业战略？
因保密原因， 注 ： 因保密原因，客户情况及数 据已经修改
科尔尼上海临港规划发展咨询报告PPT课件

科尔尼上海临港规划发展咨询报告PPT课件

向中国转移生产 活动的重要性不
断上升
201 7
AA..TT..KKeaearnrneeyy7711//SSHH00119977__LiLnignagnagn_gA_pAppepnednidx_ixC_/CM/MM 67
©
2002
导言
• 国际产业转移对上海的启示 • 国际工业开发区的经验总结
3/5/2020
· 实施规划
• 发展模式选择
• 经济效益评估 • 风险评估 • 实施草案设计设计 3/5/2020
A.T. Kearney 71/SH0197_Lingang_Appendix_C/MM 1
©
2002
特殊名词及定义
· 国际产业转移 (IIS):
• 价值链的要素从高成本地区向低成本地区的转移, 或从无竞争力的地区向有竞争 力的地区转移
北美自由 贸易区
TRIAD 市场
中国 • GDP
1,213
6.2%
2,832
• 占全球GDP 的％
3/5/2020
来源: 联合国贸易与发展会议及科尔尼公司项目
2001 3.9
2017 5.8
A.T. Kearney 71/SH0197_Lingang_Appendix_C/MM 4
©
2002
外商直接投资将由推动价值链国际化的参与者主导
外商直接投资: 投资流入密度
战略
价值链转 移的部分
价值链国际化
市场进入的早期形式 关注最高的附加价值 国际供应商网络
• 当跨国公司价值链的某些部 分甚至整个价值链向国外转 移，价值链国际化便发生了
• 价值链的任何部分都可能出 现国际化
• 早期形式被定义为整个海外 市场进入之前的开拓阶段

科尔尼咨询A.T.Kearney Spend Analysis_Example


Combination of various sources indicates $125 MM in unadjusted MRO spend
Source: AP&P-Card data; PO Data from State of Georgia, 2005
A.T. Kearney X/mm.yyyy/00000
A.T. Kearney X/mm.yyyy/00000
2
ple
Georgia Spend Cube Data
Sources of Spend Cube Data
AP & P-Card Data - $106 MM No line item detail Contains the aggregate spend for a transaction with an Agency/Vendor Data sources include AP without PO visibility, P-Card, GSFIC $52,412,947 of the spend falls under “No Agency Listed” $104,098,316 of the spend fall under “NO NIGP” code PO Data - $19 MM Contains Line Item Detail Item Description, Quantity, Unit Price, Buyer Name/ID Contains PO Type Description Open Market, Statewide Contract Release, Agency Contract and Releases, Construction-PW-A and E, Sole Source-Per GPM, Exempt-Per OCGA 50-5-58, Sole Brand-Per GPM, Mandatory-CS, GCI, GEPS, GIB, Intergovernmental Agreement

科尔尼《Off-Site Training ument---From Data To Charts》127页


2008 113.802 1.137.534 152.828 1.290.362
-354.726 -134.720
-98.166 -195.750
-83.383 1.178
-19.559 0
-8.067 0
-893.194 397.168
0 -73.677 -73.677
0 -89.070
0 -82.336 -171.406
“Say it with Presentations, How to Design and Deliver Successful Business Presentations.”, Gene Zelasny, McGraw-Hill, 2000
A.T. Kearney 37/2333 Off-site Training/wt 1
80 -22.622
-470 -1.042
0 -443.223 -178.800
-209.080 -127.390
-59.398 -118.184
-54.683 80
-25.649 -138
-4.985 0
-599.426 -119.474
-298.057 -156.484
-87.091 -153.624
0 0 0 -75.000 0 -75.000 -246.406 77.085 190.887
2009 190.887 1.226.762
94.280 1.321.043
-308.432 -126.114
-98.166 -204.251
-83.837 3.047
-13.904 0
-2.901 0
-834.560 486.483
Avoid Information

科尔尼咨询KearneyVendorMarktAnalysisGuideline


Buyers
8
PROCUREMENT TRANSFORMATION INITIATIVE
Synthesizing insights expands overall knowledge that can be transferred to an actionable plan
Industry analysis
What is a vendor market?
• A vendor market is a group of firms that produce products that are close substitutes
• The market (s) in which a Vendor competes
- Auto industry shipments: increased 6% (2004); expected decrease 2-3% (2005) due to a decline in motor vehicle production levels
•Prices and profits will lag in 2005 compared to 2004
Decision Point
Key Question
Global vs. National vs. Regional
• Do global vendors/national vendors exist? • If so, do the advantages of global/national vendors outweigh shipping, tariff, and vendor rep
needs?
• Will trade legislation and disputes restrict global vendor? • What cost savings can be captured by developing non-traditional Vendors?

科尔尼-咨询报告-在数字经济中竞争


Gigabytes Megabytes
A.T. Kearney 9/2717/pd/14
Cheaper, Deregulated Telecommunications
Telecommunications was one of the last industries to fall to de-regulation globally — still in process. Before de-regulation we had Grove’s Law — telecommunications bandwidth doubles every hundred years (somewhat in jest). Where de-regulated, price has plummeted, service and bandwidth have increased
Desktop Hard Drive Capacity
20 16 12 8 4 0
1H97 2H97 1H98 2H98 1Q99 2H99 1H00 2H00
Desktop Memory Capacity
250 200 150 100 50
0 1995 1996 1997 1998 1999 2000 2001
Ratio of Expenditures on Information to Production Technology
IT$ PT$
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0 1965
1970
1975
1980 1983
U.S. Employment By Occupation (Percent Of Total)
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costs?
• Do national suppliers offer more value than regional suppliers? • Does project planning provide adequate lead times for shipping of some or all of the
Unbundled product • How much leverage and cost savings does our spending provide with each group? vs. Bundled product • Can selected Vendors satisfy The State’s demand?
• Is there opportunity to improve buyer power by using other parts of the Value Chain (National Distributors)
3
Vendor Market Analysis
PROCUREMENT TRANSFORMATION INITIATIVE
• Can we develop alliances by combining different products?
• Does the supplier base have the capability to provide multiple product lines
Multiple vendors vs. • How many vendors are required to meet our demand?
• To understand the key dynamics of a particular vendor market and the competitive situation that the Vendors in this market face
• To identify key players in the market
projects needs?
• Will trade legislation and disputes restrict global vendor? • What cost savings can be captured by developing non-traditional Vendors?
Vendor market analysis is the first step of the strategic sourcing process
What is a vendor market?
• A vendor market is a group of firms that produce products that are close substitutes
Index
PROCUREMENT TRANSFORMATION INITIATIVE
Section
Overview and introduction Approach and Analysis Example Vendor Market Analysis
Page
3 6 12
1
PROCUREMENT TRANSFORMATION INITIATIVE
• To make our sourcing strategy and negotiations tactics more robust
2
PROCUREMENT TRANSFORMATION INITIATIVE
Vendor Market Analysis helps answer some of the key questions that arise when selecting sourcing strategies
Decision Point
Key Question
Global vs. National vs. Regional
• Do global vendors/national vendors exist? • If so, do the advantages of global/national vendors outweigh shipping, tariff, and vendor rep
Section
Overview and introduction Approach and Analysis Example Vendor Market Analysis
Page
3 6 12
4
PROCUREMENT TRANSFORMATION INITIATIVE
Completing a vendor market analysis involves gathering data, analyzing the information and drawing conclusions that can be applied to the sourcing strategy
Sole source
• What portion of their capacity are vendors willing to commit to us?
• What are the constraints associated with scheduling?
Lease vs. Buy
• What are the economics of leasing rather then buying some portion of total demand?
• The market (s) in which a Vendor competes
Why do we study the vendor market?
• To develop a broad understanding of the vendor Market
• To develop insight as to how the economics, business dynamics, and industry trends directly impact sourcing efforts