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1、The Value Proposition of Supply Chain Management, 1999 Andersen Consulting,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
2、 extend the traditional enterprise.,60% of variable costs of an organization are driven by decisions that are external to the organization., 1999 Andersen Consulting,2,Logistics expense includes: Finished Goods Transportation Warehousing Order Entry/ Customer Service Administration Inventory Carryin
3、g Cost 18%, North American Annual Total Logistics Cost Change in Percentage ,Source:Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis Source Strategic Supply Chain Alignment, 1998,500% Above Average,3000% Above Average,2
4、50% Above Average,Industry leaders have demonstrated the significant value that successful supply chains can create.,Point of Sale Data and Flow Through Distribution,“Retail Direct” Strategy,Investment in Distribution Network, 1999 Andersen Consulting,10,Inventory Turns 50 times per year,The 1997 An
5、dersen 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.,Supply Chain Opportunities for EHT Industry,Still, there are potential Inventory Reduction Opportunities 10-3
6、0% 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 U.S. Census data, 1999 Andersen Consulting,11,- Inter-Company Supply Chain Practices -,Higher performing
7、 global electronics companies integrate more extensively across the supply chain., 1999 Andersen Consulting,12,Substantial value creation has been identified for computer supply chain., 1999 Andersen Consulting,13,Supply chain breakthrough has realized in significant benefits.,Typical Levels of Supp
8、ly 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, 1999 Andersen Consulting,14,Which should come first? SCM or ERP?,供应链管理的价值, 1999 Andersen Consult
9、ing,16,制造商,第二层 供应商,第一层 供应商,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, 1999 Andersen Consulting,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 Managem
10、ent 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis Source Strategic Supply Chain Alignment, 1998,高于 平均水平 500%,高于 平均水平 3000%,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, 1999 Andersen Consulting,25,库存周转率为 50次/年,1997安达信全球电子行业研究显示
11、，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, 1999 Andersen Consulting,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, 1999 Andersen Consulting,27,计算机行业的价值链创造了价值., 1999 Andersen Consulting,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, 1999 Andersen Consulting,29,哪个先开始? SCM 还是 ERP?,