供应链管理_安达信1.ppt

Today’s Technology Drivers ERP, Y2K Automated business processes Single solution legacy driven
Emerging Technology Supply chain integration Supply chain decision support Multiple solution installs
© 2019 Andersen Consulting
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Successful SCM initiatives typically combine strategic and tactical change to all components of a company.
“The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.”
Nature of Relationship
Supply Chain Structure
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Companies will then need to develop processes to support each core capability.
Forecasting & Fulfillment
Product Design Synchronized Supply Chain Strategy
Gregory J. Owens Former Global Managing Partner Supply Chain Practice March 4, 2019

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.

management Understand role of customers, suppliers, and third parties for collaborative support.
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SCM Overview
History of SCM
The integrated supply chain concept has gone through three distinct phases...
Almost one-third (29%) of the companies surveyed do not involve their suppliers in inventory management
Nearly one-quarter of the companies (22%) do not involve their customers in planning manufacturing requirements
Source: Bernard LaLonde, professor emeritus of logistics at Ohio State University
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SCM Overview
SCM Related Concepts
The following represent some of the other initiatives which have either helped develop or
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”

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
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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 …………………

• Recognized the “delivery of enhanced customers and economic value through the synchronized management of the flow of physical goods and associated information from sourcing to consumption”
have been spawned from the SCM movement
Just-in-time
Theory of
(JIT)
Constraint Based
Scheduling
Efficient Consumer Response
TotalShared
Channel
Services
ManagementQuality
Value
Virtual Extended Chains
Integrated External Supply Chain
Select Vendor/Customer Collaboration
Integrated Internal Supply Chain
Selected Cross-functional Teaming
Planning
Value Chain (extended)
Based Strategy
Vendor Managed Inventory
Vendor Managed Inventory
Agile Manufacturing
(VMI)
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SCM Overview
Supply Chain Continuum
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SCM Overview

Performance Measurement 48 - 55
Technology Solutions
56 - 60
SCM Opportunities 61 - 72
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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