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1、Business Integration Model2003 AndersenConsulting2Linking 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. Gregory J. OwensFormer Global Managi
2、ng PartnerSupply Chain PracticeMarch 4, 1999A Holistic Perspective:Supply Chain Management2003 AndersenConsulting3The 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 integr
3、ation are organizational and behavioral not technological or economic - the Fear of Change Lack of trust and integration of company practices are key obstacles2003 AndersenConsulting4“The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide
4、clients with cross-functional solutions.”AMR Research Alert on Supply Chain Management (August 1998)Successful SCM initiatives typically combine strategic and tactical change to all components of a company.2003 AndersenConsulting5Executives should take a holistic business approach to successfully sy
5、nchronize their supply chains.Implement the right enabling technologiesDevelop a synchronization strategy,and choose the right initiativeDevelop supporting process capabilitiesRestructure and re-skill organizational relationships2003 AndersenConsulting6Determine With Whom To SynchronizeDetermine You
6、r Synchronization ScopeNumber of PartnersPartners Strategic ImportanceUpstream or Downstream Positioning of PartnersNature of RelationshipPartners CapabilitiesSupply Chain StructureProduct LinesCustomer PrioritiesBusiness FunctionsMarket OfferingsChannel StrategiesFirst and foremost, successful sync
7、hronization requires developing a synchronization strategy.2003 AndersenConsulting7Demand GenerationCompanies will then need to develop processes to support each core capability.Forecasting & FulfillmentProduct DesignOutsourcingMaterials & Capacity Synchronized Supply Chain Strategy11/4/982003 Ander
8、senConsulting8Implementing the right enabling technologies is also critical to the success of synchronization.Automated business processesTodays TechnologyERP, Y2KSingle solution legacy drivenProcessSolutionDriversTechnologySolutionSupply chain decision supportSupply chain integrationMultiple soluti
9、on installsEmerging TechnologyAlign and IntegrateCollaborative supply chain technologyValue-based external collaborative modelsMultiple solution integrationFuture TechnologyCollaborate & Synchronize2003 AndersenConsulting92003 AndersenConsulting10CommitmentInterdependentInteractive/AlignedInvestment
10、TransactionalUnderstandingHostileConnection/CultureSynergisticIntegrateCollaborateSynchronizedThe Journey to SynchronizationReal and Perceived Mutual Benefits2003 AndersenConsulting11Supply chain organizations must be restructured and re-skilled to support these strategiesFeatures of a typical suppl
11、y chain organization Contractual relationships with customers and suppliers Organization and management of functional activities Functionally oriented metrics and remuneration Mistrust between functions Focus on functional skill buildingFeatures 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