供应链管理_安达信_模型

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1、BusinessIntegrationModel0©1999AndersenConsultingLinkingtheglobewithreal-timeapplicationsthatmaximizecustomerdesireswithreducedcoststructuresthroughoptimizedsoftwarewithoperationsexecutedbybothinternalpeopleandexternalalliancepartners.GregoryJ.OwensFormerGl

2、obalManagingPartnerSupplyChainPracticeMarch4,1999AHolisticPerspective:SupplyChainManagement1©1999AndersenConsultingTheSCMpitfallswehavelearnedtodate.BenefitsfromsharingsalesforecastsandinventorylevelsareachievablebutfallshortofthepromiseThebarrierstocolla

3、borationandintegrationareorganizationalandbehavioralnottechnologicaloreconomic-theFearofChangeLackoftrustandintegrationofcompanypracticesarekeyobstacles2©1999AndersenConsulting“TheSCMPracticecomprisesexpertsintechnology,processes,strategyandchangemanagemen

4、t,enablingittoprovideclientswithcross-functionalsolutions.”AMRResearchAlertonSupplyChainManagement(August1998)SuccessfulSCMinitiativestypicallycombinestrategicandtacticalchangetoallcomponentsofacompany.TECHNOLOGYBUSINESSINTEGRATIONPEOPLEPROCESS/OPERATIONS

5、STRATEGYSupplyChainManagementPractice3©1999AndersenConsultingExecutivesshouldtakeaholisticbusinessapproachtosuccessfullysynchronizetheirsupplychains.TECHNOLOGYSynchronizedSupplyChainPEOPLEPROCESS/OPERATIONSSTRATEGYImplementtherightenablingtechnologiesDevel

6、opasynchronizationstrategy,andchoosetherightinitiativeDevelopsupportingprocesscapabilitiesRestructureandre-skillorganizationalrelationships4DetermineWithWhomToSynchronizeDetermineYourSynchronizationScopeNumberofPartnersPartners’StrategicImportanceUpstreamo

7、rDownstreamPositioningofPartnersNatureofRelationshipPartners’CapabilitiesSupplyChainStructureProductLinesCustomerPrioritiesBusinessFunctionsMarketOfferingsChannelStrategiesFirstandforemost,successfulsynchronizationrequiresdevelopingasynchronizationstrategy

8、.5DemandGenerationCompanieswillthenneedtodevelopprocessestosupporteachcorecapability.Forecasting&FulfillmentProductDesignOutsourcingMaterials&CapacitySynchronizedSupplyChainStrategy6Implementingtherightenabli