供應(yīng)鏈管理的價(jià)值課件

1、the value proposition ofsupply chain managementmanu-facturertier 2supplierstier 1supplierswholesalerordistributorretailerordealerconsumers “the power of business to business integration”benchmarking partners, december 1998cost is one of the major drivers to extend the traditional enterprise.60% of v

2、ariable costs of an organization are driven by decisions that are external to the organization.logistics expenseincludes:n finished goods transportationn warehousingn order entry/ customer servicen administrationn inventory carrying cost 18% north american annual total logistics cost change in perce

3、ntage 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%83848586878889909192939495 9697%of sales$/cwt$/cwt =

4、 dollars per hundred weight. 14.09%10.40%9.06%11.85%13.28%11.96%14.06%8.77%7.42%5.80%3.87%6.52%7.29%6.35%8.08%4.32%telecomsemiconductorpharmaceuticalpackaged goodscomputerchemicalappliancesautomotive best in class average12source: logistics management, april 1997yet, supply chain cost reduction stil

5、l represents a significant business opportunity .supply chain spend as a percentage of revenues$ 34$ 37$ 34$ 20$ 15$ 8$ 4$ 10size of gapin billionsvalue theoryholds 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

6、the supply chain must continue to drive shareholder value.revenuecostsworking capitalfixed capital impact of scm n greater customer service (i.e., higher market share, greater gross margins)n lower raw materials and finished goods inventoryn shorter “order-to-cash” cyclesshareholder valueprofitabili

7、tyinvested capitalscm has contributed to increased shareholder value by impacting traditional value levers.n fewer physical assets (i.e., trucks, warehouses, material handling equipment, etc.) n lower cost of goods sold, transportation, warehousing, material handling and distribution management cost

8、scostsassetscustomerservicethe improvement of scm has significant strategic and financial impacts on bottom line activities.shareholder value creationcustomer service level increasesupply chain variability reduction inventory reductioncycle-time compressionnin-stock availability nlead timenability t

9、o tailor to specific customer needsnfixednpurchase costnvariable manufacturingntrans/distributionnobsolescence/markdownnadministrative/transactionnmanufacturingndistribution centersninventorybest in class companies enjoy significant advantage over their competitors.total supply-chain mgmt. cost“for

10、a company with annual sales 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.”7.06.30%2%4%6%8%10%12%14%19961997revenuebestmedian37318702040608010012019961997calendar dayscash-to-cash

11、cycle time13.111.61051997 prtm study35347866010203040506070809010019961997days of supply949471810%10%20%30%40%50%60%70%80%90%100%19961997total days of supplyon-time delivery performancebestmedianu.s. dept. of commerce estimates that manufacturers have cut inventories by 9% in the 1990s saving about

12、$82 billion fortune 3/3/97.best in class companies enjoy significant advantage over their competitors.1997 prtm studyfor period 1988-1996; source strategic supply chain alignment, 1998industry leaders have demonstrated the significant value that successful supply chains can create.point of sale data

13、 and flow through distribution“retail direct” strategyinvestment in distribution networkinventory turns 50 times per yearthe 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 t

14、han 10 times per year.supply chain opportunities for eht industrystill, 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) planningsource: ac-stanford-northwester

15、ns cddn study, also 1996 u.s. census data- inter-company supply chain practices -all the timenot at alllower higherlower higherlower higherlower higherlower higherlower higherlower highersupplier ownedor managedinventorythird partylogistics(warehousing)third partylogistics(transportation)third party

16、logistics(informationmanagement)electronicinformation systemsto manage channelfill rates and replenishmentcustomeraccess tointernal systemsto track orderconfigure toorderstrategy543210lower performershigher performerssource: manufacturing manager responses (4/2/97 data)the material contained in this

17、 presentation is confidential and proprietary to andersen consulting.4c-15higher performing global electronics companies integrate more extensively across the supply chain.substantial value creation has been identified for computer supply chain.andersen consultings cddn study- benefits summary -supp

18、lierssemic. storageassemblersdistributorsretailersinv.marginvalue - 10%-70%10%-100%- - .7%-4.7%.5%-4.9%- - $70-$470m$10-$102m-inv.marginvalueinv.marginvalue - 10%-70%10%-100%- 5.3%2.0% 2.2%-$69m$18m $145m-compressedsupply chaincollaborativeplanningdesign forresponsiveness10%-25% 10%-25%10%-25%10%-25

19、%10%-25%.6%-1.4%.6%-.7%.7%-1.8%.5%-1.2%.7%-1.6%$9-$23m$4-$9m$70-$181m$10-$26m$26-$64msupply chain breakthrough has realized in significant benefits.typical levels of supply chain benefits:benchmarkimprovement delivery performance16 - 28%inventory reduction25 - 60%fulfilment cycle time30 - 50%forecas

20、t accuracy25 - 80%overall productivity10 - 16%lower s.c. costs 25 - 50%improved capacity10 - 20%source:amr & prtmbreakthrough areas: integrated demand and supply planning new business models and portfolios of best relationships strategic sourcing and eprocurement ecustomer linked to demand chain

21、which should come first? scm or erp?customer valuesupply chainplanningerpglobalfinancialslowhighticket to entrylow-hanging fruit hard nut to cracknarcissistictime to produce net valuewarehousemgmt.shortlongso urce: gartner group, 1998scmerproi (times)5 to 15 1.5 to 2payback in 2 to 3period months ye

22、arsachieving internal efficiencies is important, however, the external integration can make the difference between market leadership and failure.high returns from external integration can be achieved even when internal integration is not very sophisticated.it isnt necessary to wait until your intern

23、al integration efforts are complete to begin external integration initiatives.(ken ross, extricity software, inc.)供應(yīng)鏈管理的價(jià)值制造商第二層供應(yīng)商第一層供應(yīng)商批發(fā)商或分銷商零售商或經(jīng)銷商顧客 “the power of business to business integration”benchmarking partners, december 1998成本是擴(kuò)展傳統(tǒng)企業(yè)的主要推動(dòng)力之成本是擴(kuò)展傳統(tǒng)企業(yè)的主要推動(dòng)力之一一.機(jī)構(gòu)的機(jī)構(gòu)的60% 可變成本由機(jī)構(gòu)對(duì)外的決策所支配可變成

24、本由機(jī)構(gòu)對(duì)外的決策所支配后勤開銷后勤開銷包括包括:n 產(chǎn)成品運(yùn)輸n 倉庫費(fèi)n 定貨手續(xù)/ 客戶服務(wù)n 管理n 倉儲(chǔ)成本 18% 北美每年總的后勤成本變化百分比北美每年總的后勤成本變化百分比 source: council of logistics management 1997 annual conference proceedings, logistics costs and customer service levels (herbert w. davis & william h. drumm)過去的努力不是沒有回報(bào)過去的努力不是沒有回報(bào)-50%-30%-10%10%30%50%8

25、3848586878889909192939495 9697%of sales$/cwt$/cwt = dollars per hundred weight. 14.09%10.40%9.06%11.85%13.28%11.96%14.06%8.77%7.42%5.80%3.87%6.52%7.29%6.35%8.08%4.32%電信半導(dǎo)體制藥包裝計(jì)算機(jī)化工器具汽車 最好 平均12source: logistics management, april 1997然而然而 , 供應(yīng)鏈供應(yīng)鏈成本降低成本降低仍仍存在巨大的商業(yè)存在巨大的商業(yè)機(jī)會(huì)機(jī)會(huì).供應(yīng)鏈供應(yīng)鏈消耗占銷售收入的百分比消耗占銷售收入的百

26、分比$ 34$ 37$ 34$ 20$ 15$ 8$ 4$ 10size of gapin billions價(jià)值理論價(jià)值理論為了讓企業(yè)增值，必須以能夠持續(xù)經(jīng)營(yíng)的方式將收入提高到超過總成本供應(yīng)鏈一定會(huì)推動(dòng)股東的利益供應(yīng)鏈一定會(huì)推動(dòng)股東的利益.收入收入成本成本營(yíng)運(yùn)營(yíng)運(yùn)資本資本固定固定資本資本scm 的影響的影響n 更強(qiáng)大的客戶服務(wù) (如，更高的市場(chǎng)份額, 更多的毛利)n 更低的原料及產(chǎn)成品的庫存n 更短的 “定單變現(xiàn)” 周期股東股東價(jià)值價(jià)值收益性收益性投資投資資本資本scm 通過對(duì)傳統(tǒng)價(jià)值杠桿的影響，為通過對(duì)傳統(tǒng)價(jià)值杠桿的影響，為增加股東的價(jià)值做出貢獻(xiàn)增加股東的價(jià)值做出貢獻(xiàn)n 更少的實(shí)物資產(chǎn) (如

27、, 卡車, 倉庫, 原料處理設(shè)備,等) n 更低的商品銷售、運(yùn)輸、倉儲(chǔ)、材料處理及分銷管理成本成本成本資產(chǎn)資產(chǎn)客戶客戶服務(wù)服務(wù)scm 改善對(duì)有戰(zhàn)略及財(cái)務(wù)具有巨大影響改善對(duì)有戰(zhàn)略及財(cái)務(wù)具有巨大影響創(chuàng)造股東價(jià)值創(chuàng)造股東價(jià)值客戶服務(wù)水平提高客戶服務(wù)水平提高供應(yīng)鏈變動(dòng)性降低供應(yīng)鏈變動(dòng)性降低 庫存減少庫存減少周期壓縮周期壓縮n現(xiàn)貨供應(yīng)能力現(xiàn)貨供應(yīng)能力 n交付周期交付周期n根據(jù)客戶特殊要求定制的能根據(jù)客戶特殊要求定制的能力力n固定固定n采購成本采購成本n可變制造成本可變制造成本n運(yùn)輸運(yùn)輸/發(fā)行成本發(fā)行成本n無形磨損費(fèi)無形磨損費(fèi)/減價(jià)減價(jià)n管理管理/交易成本交易成本n制造行業(yè)的資產(chǎn)制造行業(yè)的資產(chǎn)n分銷中心分

28、銷中心n庫存庫存最好的公司得益于巨大的競(jìng)爭(zhēng)優(yōu)勢(shì)最好的公司得益于巨大的競(jìng)爭(zhēng)優(yōu)勢(shì).總供應(yīng)鏈管理成本總供應(yīng)鏈管理成本“對(duì)于年銷售收入為對(duì)于年銷售收入為20億及億及60%的銷售成本的企業(yè)，中等層次的企的銷售成本的企業(yè)，中等層次的企業(yè)與前業(yè)與前20%的企業(yè)之間的運(yùn)營(yíng)資本的差異為的企業(yè)之間的運(yùn)營(yíng)資本的差異為1.76億美圓。億美圓。7.06.30%2%4%6%8%10%12%14%19961997收入收入最好最好中等中等37318702040608010012019961997天數(shù)天數(shù)現(xiàn)金周轉(zhuǎn)周期現(xiàn)金周轉(zhuǎn)周期13.111.61051997 prtm study353478660102030405060708

29、09010019961997供應(yīng)天數(shù)供應(yīng)天數(shù)949471810%10%20%30%40%50%60%70%80%90%100%19961997總供應(yīng)天數(shù)總供應(yīng)天數(shù)按時(shí)供貨按時(shí)供貨最好最好中等中等美國(guó)商業(yè)部門估計(jì)，制造業(yè)在美國(guó)商業(yè)部門估計(jì)，制造業(yè)在20世紀(jì)世紀(jì)90年代降低了年代降低了9%的庫存，節(jié)省了的庫存，節(jié)省了820億美圓億美圓 財(cái)富財(cái)富 3/3/97.最好的公司得益于巨大的競(jìng)爭(zhēng)優(yōu)勢(shì)最好的公司得益于巨大的競(jìng)爭(zhēng)優(yōu)勢(shì).1997 prtm studyfor period 1988-1996; source strategic supply chain alignment, 1998行業(yè)巨頭證明供應(yīng)

30、鏈的成功帶來的巨大價(jià)行業(yè)巨頭證明供應(yīng)鏈的成功帶來的巨大價(jià)值值貫穿整個(gè)銷售過程貫穿整個(gè)銷售過程的銷售信息及流程的銷售信息及流程“直銷策略直銷策略”分銷網(wǎng)絡(luò)分銷網(wǎng)絡(luò)的投資的投資庫存周轉(zhuǎn)率庫存周轉(zhuǎn)率為為50次次/年年1997安達(dá)信全球電子行業(yè)研究顯示，美國(guó)科技企業(yè)供應(yīng)鏈的總庫存約為 $0.5-1.5 萬億，并且?guī)齑嬷苻D(zhuǎn)率低于10次/年對(duì)于高科技電子行業(yè)的供應(yīng)鏈對(duì)于高科技電子行業(yè)的供應(yīng)鏈盡管如此，仍存在減少庫存的潛力盡管如此，仍存在減少庫存的潛力 10-30% 企業(yè)內(nèi)部的延遲企業(yè)內(nèi)部的延遲 10-30%企業(yè)外部的延遲企業(yè)外部的延遲 40-65% 直銷直銷 10-25% 協(xié)同計(jì)劃協(xié)同計(jì)劃source:

31、ac-stanford-northwesterns cddn study, also 1996 u.s. census data- 企業(yè)內(nèi)部供應(yīng)鏈實(shí)踐企業(yè)內(nèi)部供應(yīng)鏈實(shí)踐 -總是根本不差好差好差好差好差好差好差好供應(yīng)商擁有或管理庫存第三方后勤(倉儲(chǔ))第三方后勤(運(yùn)輸)第三方后勤(信息管理)電子信息系統(tǒng)管理渠道供應(yīng)與補(bǔ)充客戶訪問內(nèi)部系統(tǒng)跟蹤定單制訂定貨策略543210差好source: manufacturing manager responses (4/2/97 data)the material contained in this presentation is confidential and proprietary to andersen consulting.4c-15優(yōu)秀的全球化電子公司廣泛地整合供應(yīng)鏈優(yōu)秀的全球化電子公