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1、The Value Proposition of Supply Chain Management,1,Manu- facturer,Tier 2 Suppliers,Tier 1 Suppliers,Wholesaler or Distributor,Retailer or Dealer,Consumers,“The Power of Business to Business Integration” Benchmarking Partners, December 1998,Cost is one of the major drivers to extend the traditional e
2、nterprise.,60% of variable costs of an organization are driven by decisions that are external to the organization.,2,Logistics expense includes: Finished Goods Transportation Warehousing Order Entry/ Customer Service Administration Inventory Carrying Cost 18%, North American Annual Total Logistics C
3、ost Change in Percentage ,Source: Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis & William H. Drumm),The past efforts have not been without considerable rewards.,-50%,-30%,-10%,10%,30%,50%,83,84,85,86,87,88,89,90,91,9
4、2,93,94,95,96,97,%of Sales,$/CWT,$/CWT = Dollars per hundred weight.,3,Best in Class Average,1,2,Source: Logistics Management, April 1997,Yet, supply chain cost reduction still represents a significant business opportunity .,Supply Chain Spend as a Percentage of Revenues,$ 34 $ 37 $ 34 $ 20 $ 15 $ 8
5、 $ 4 $ 10 $ 162,Size of Gap in Billions,4,VALUE THEORY holds that to increase the value of a company, you must increase cash earnings in excess of its full cost of capital in a sustainable fashion,The supply chain must continue to drive shareholder value.,5,Revenue,Costs,Working Capital,Fixed Capita
6、l, Impact of SCM ,Greater customer service (i.e., higher market share, greater gross margins),Lower raw materials and finished goods inventory Shorter “order-to-cash” cycles,Shareholder Value,Profitability,Invested Capital,SCM has contributed to increased shareholder value by impacting traditional v
7、alue levers.,Fewer physical assets (i.e., trucks, warehouses, material handling equipment, etc.),Lower cost of goods sold, transportation, warehousing, material handling and distribution management costs,6,Costs,Assets,Customer Service,Strategic and Financial Impact,The improvement of SCM has signif
8、icant strategic and financial impacts on bottom line activities.,Shareholder Value Creation Customer Service Level Increase Supply Chain Variability Reduction Inventory Reduction Cycle-time Compression,Financials / Metrics.,ROA,In-stock availability Lead time Ability to tailor to specific customer n
9、eeds Fixed Purchase Cost Variable Manufacturing Trans/Distribution Obsolescence/Markdown Administrative/Transaction Manufacturing Distribution Centers Inventory,7,Best in Class companies enjoy significant advantage over their competitors.,Total Supply-Chain Mgmt. Cost,“For a company with annual sale
10、s of $2 billion and a 60% cost of sales, the difference between being at the median in terms of performance and being in the top 20% is $176 million in working capital.”,7.0,6.3,0%,2%,4%,6%,8%,10%,12%,14%,1996,1997,Revenue,Best,Median,37,31,87,0,20,40,60,80,100,120,1996,1997,Calendar Days,Cash-to-Ca
11、sh Cycle Time,13.1,11.6,105,1997 PRTM Study,8,Total Days of Supply,On-Time Delivery Performance,U.S. Dept. of Commerce estimates that manufacturers have cut inventories by 9% in the 1990s saving about $82 Billion Fortune 3/3/97.,Best in Class companies enjoy significant advantage over their competit
12、ors.,1997 PRTM Study,9,For period 1988-1996; Source Strategic Supply Chain Alignment, 1998,500% Above Average,3000% Above Average,250% Above Average,Industry leaders have demonstrated the significant value that successful supply chains can create.,Point of Sale Data and Flow Through Distribution,“Re
13、tail Direct” Strategy,Investment in Distribution Network,10,Inventory Turns 50 times per year,The 1997 Andersen Consulting Global Electronics Study (GES) showed that total inventory in the U.S. technology industry supply chain was around $0.5-1.5 trillion and turned less than 10 times per year.,Supp
14、ly Chain Opportunities for EHT Industry,Still, there are potential Inventory Reduction Opportunities 10-30% Inter-enterprise Postponement 10-30% Intra-enterprise Postponement 40-65% Direct-to-Customer Sales 10-25% Joint (Collaborative) Planning,Source: AC-Stanford-Northwesterns CDDN Study, also 1996
15、 U.S. Census data,11,- Inter-Company Supply Chain Practices -,Higher performing global electronics companies integrate more extensively across the supply chain.,12,Substantial value creation has been identified for computer supply chain.,13,Supply chain breakthrough has realized in significant benef
16、its.,Typical Levels of Supply Chain Benefits:,Breakthrough areas: Integrated Demand and Supply Planning New business models and portfolios of best relationships Strategic Sourcing and eProcurement eCustomer linked to Demand Chain,14,Which should come first? SCM or ERP?,供应链管理的价值,16,制造商,第二层 供应商,第一层 供应
17、商,批发商 或 分销商,零售商 或 经销商,顾客,“The Power of Business to Business Integration” Benchmarking Partners, December 1998,成本是扩展传统企业的主要推动力之一.,机构的60% 可变成本由机构对外的决策所支配,17,后勤开销 包括: 产成品运输 仓库费 定货手续/ 客户服务 管理 仓储成本 18%, 北美每年总的后勤成本变化百分比 ,Source: Council of Logistics Management 1997 Annual Conference Proceedings, Logistics
18、 Costs and Customer Service Levels (Herbert W. Davis & William H. Drumm),过去的努力不是没有回报,-50%,-30%,-10%,10%,30%,50%,83,84,85,86,87,88,89,90,91,92,93,94,95,96,97,%of Sales,$/CWT,$/CWT = Dollars per hundred weight.,18,最好 平均,1,2,Source: Logistics Management, April 1997,然而 , 供应链成本降低仍存在巨大的商业机会.,供应链消耗占销售收入的百分
19、比,$ 34 $ 37 $ 34 $ 20 $ 15 $ 8 $ 4 $ 10 $ 162,Size of Gap in Billions,19,价值理论 为了让企业增值，必须以能够持续经营的方式将收入提高到超过总成本,供应链一定会推动股东的利益.,20,收入,成本,营运 资本,固定 资本,SCM 的影响,更强大的客户服务 (如，更高的市场份额, 更多的毛利),更低的原料及产成品的库存 更短的 “定单变现” 周期,股东 价值,收益性,投资 资本,SCM 通过对传统价值杠杆的影响，为增加股东的价值做出贡献,更少的实物资产 (如, 卡车, 仓库, 原料处理设备,等),更低的商品销售、运输、仓储、材
20、料处理及分销管理成本,21,成本,资产,客户 服务,战略及财务的影响,SCM 改善对有战略及财务具有巨大影响,创造股东价值 客户服务水平提高 供应链变动性降低 库存减少 周期压缩,财务衡量,ROA,现货供应能力 交付周期 根据客户特殊要求定制的能力 固定 采购成本 可变制造成本 运输/发行成本 无形磨损费/减价 管理/交易成本 制造行业的资产 分销中心 库存,22,最好的公司得益于巨大的竞争优势.,总供应链管理成本,“对于年销售收入为20亿及60%的销售成本的企业，中等层次的企业与前20%的企业之间的运营资本的差异为1.76亿美圆。,7.0,6.3,0%,2%,4%,6%,8%,10%,12%
21、,14%,1996,1997,收入,最好,中等,37,31,87,0,20,40,60,80,100,120,1996,1997,天数,现金周转周期,13.1,11.6,105,1997 PRTM Study,23,总供应天数,按时供货,美国商业部门估计，制造业在20世纪90年代降低了9%的库存，节省了820亿美圆 财富 3/3/97.,最好的公司得益于巨大的竞争优势.,1997 PRTM Study,24,For period 1988-1996; Source Strategic Supply Chain Alignment, 1998,高于 平均水平 500%,高于 平均水平 3000%
22、,高于 平均水平 250%,行业巨头证明供应链的成功带来的巨大价值,贯穿整个销售过程的销售信息及流程,“直销策略”,分销网络 的投资,25,库存周转率为 50次/年,1997安达信全球电子行业研究显示，美国科技企业供应链的总库存约为 $0.5-1.5 万亿，并且库存周转率低于10次/年,对于高科技电子行业的供应链,尽管如此，仍存在减少库存的潜力 10-30% 企业内部的延迟 10-30%企业外部的延迟 40-65% 直销 10-25% 协同计划,Source: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census data,26,- 企业内部供应链实践 -,优秀的全球化电子公司广泛地整合供应链,27,计算机行业的价值链创造了价值.,28,供应链的突飞猛进实现了巨大价值.,供应链的典型收益:,成功的领域: 集成的需求与供应计划 新商业模型及最佳关系组合 战略资源及电子采购、电子客户被需求链联系起来,29,哪个先开始? SCM 还是 ERP?,