供应链管理-模型.ppt

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1、BusinessIntegrationModel0©1999AndersenConsultingAndersenConsultingLinkingtheglobewithreal-timeapplicationsthatmaximizecustomerdesireswithreducedcoststructuresthroughoptimizedsoftwarewithoperationsexecutedbybothinternalpeopleandexternalalliancepartners.GregoryJ.OwensFormerGlobalManagingPartn

2、erSupplyChainPracticeMarch4,1999AHolisticPerspective:SupplyChainManagement1©1999AndersenConsultingAndersenConsultingTheSCMpitfallswehavelearnedtodate.BenefitsfromsharingsalesforecastsandinventorylevelsareachievablebutfallshortofthepromiseThebarrierstocollaborationandintegrationareorganizat

3、ionalandbehavioralnottechnologicaloreconomic-theFearofChangeLackoftrustandintegrationofcompanypracticesarekeyobstacles2©1999AndersenConsultingAndersenConsulting“TheSCMPracticecomprisesexpertsintechnology,processes,strategyandchangemanagement,enablingittoprovideclientswithcross-functionalsol

4、utions.”AMRResearchAlertonSupplyChainManagement(August1998)SuccessfulSCMinitiativestypicallycombinestrategicandtacticalchangetoallcomponentsofacompany.TECHNOLOGYBUSINESSINTEGRATIONPEOPLEPROCESS/OPERATIONSSTRATEGYSupplyChainManagementPractice3©1999AndersenConsultingAndersenConsultingExecuti

5、vesshouldtakeaholisticbusinessapproachtosuccessfullysynchronizetheirsupplychains.TECHNOLOGYSynchronizedSupplyChainPEOPLEPROCESS/OPERATIONSSTRATEGYImplementtherightenablingtechnologiesDevelopasynchronizationstrategy,andchoosetherightinitiativeDevelopsupportingprocesscapabilitiesRestructurean

6、dre-skillorganizationalrelationships4DetermineWithWhomToSynchronizeDetermineYourSynchronizationScopeNumberofPartnersPartners’StrategicImportanceUpstreamorDownstreamPositioningofPartnersNatureofRelationshipPartners’CapabilitiesSupplyChainStructureProductLinesCustomerPrioritiesBusinessFunctio

7、nsMarketOfferingsChannelStrategiesFirstandforemost,successfulsynchronizationrequiresdevelopingasynchronizationstrategy.5DemandGenerationCompanieswillthenneedtodevelopprocessestosupporteachcorecapability.Forecasting&FulfillmentProductDesignOutsourcingMate