通過同步化創(chuàng)造供應鏈價值

0cAndersenConsulting1999ForShanghaiOfficeCeliaHsu,TaipeiOfficeJuly26,2002CreatingSupplyChainValuethroughSynchronization1cAndersenConsulting1999ForShanghaiOfficeCeliaHsu,TaipeiOfficeJuly26,1999通過同步化創(chuàng)造供應鏈價值2cAndersenConsulting1999Doyouknowwhatishappeninginthedynamicbusinessworld?LessthanhalfoftheFortune500from20yearsagoremainonthelisttoday.Howtosurviveandoutperformemergingcompetitors?Increasinglyservicesandsupplychainmanagementwillprovidecompetitivedifferentiation.ImprovecustomerinsightandvaluefocusbutmaintainleancostsFocusonlearning(continuousimprovement)andchange(entrepreneurship)Why?InsufficientcustomerinsightFailedtoembracetechnologyAccumulatedtruebottleneckscostsintheirSupplyChains.3cAndersenConsulting1999Doyouknowwhatishappeninginthedynamicbusinessworld?不足一半的20年前的財富500強仍然存在于今天的名單中。如何生存并戰(zhàn)勝新興的競爭對手?加強服務及供應鏈管理以取得差異優(yōu)勢.改善客戶遠見和價值中心并保持低成本關注學習(不斷的改善)和變化(企業(yè)家的身份[地位、職權(quán)、能力])原因何在?缺乏客戶遠見不成功的技術(shù)運用累積的供應鏈方面成本瓶頸.4cAndersenConsulting1999Innovativecompaniessaytheirfuturesuccessreliesonthestrengthoftheirsupplychains.MakingsupplychainstrategyanintegralpartoftheirbusinessmodelCreatingvalueandexpandingmarketpresencethroughstrategicsupplychainpartnershipsHarnessingtechnologyandinformationtoreducecostsandassetsandspeeddelivery“Wefocusonhowwecancoordinateouractivitiestocreatethemostvalueforcustomers.”MichaelDellHBRInterview,June1998“You’reonlyasgoodasyoursupplychain.”MaryMurphy-Hoye,IntelCIOMagazine,August1998“Throughgreaterinformationsharing,wecreateaverydifferentlookingprocessandteamworkingprocessthatdoesn'trespecttraditionalboundaries.”JoeMasse,Vice-President,Warner-LambertCDDNInterview,October19985cAndersenConsulting1999創(chuàng)新型企業(yè)說，企業(yè)將來的將成功依賴于供應鏈的加強把供應鏈戰(zhàn)略做為企業(yè)商業(yè)模型的不可或缺的部分

通過供應鏈戰(zhàn)略合作伙伴，創(chuàng)造價值、擴大市場占有率利用科技及信息手段減少成本及資金占用，加速周轉(zhuǎn)率“我們致力于調(diào)整自身的行為，為客戶創(chuàng)造最大的價值.”MichaelDellHBRInterview,June1998“你們就是你們的供應鏈.”MaryMurphy-Hoye,IntelCIOMagazine,August1998“盡管更多的信息共享,我們創(chuàng)造了一種與眾不同的尋找方法和團隊工作方法，

該方法不考慮傳統(tǒng)的范圍.”JoeMasse,Vice-President,Warner-LambertCDDNInterview,October19986cAndersenConsulting1999OldBUZZWords(Acronym)MRP/MRPIIMPSRCCPCRPDRPSalesPlan/ForecastMPSMRPRCCPCRPProduction&ProcurementExecutionDemand/SupplyChainValueChainPlanningOrderFulfillmentOn-timeDeliveryQuickResponseLogistics/DistributionConstraint-basedOptimizationFinite/InfiniteCapacityHeuristicApproachLinearProgrammingATP/CTPCollaboration/SynchronizationEDI/WedEnabledConcurrent/Postponement…NewBUZZWordsAlotofoldandnew“buzzwords”createalotofconfusion.7cAndersenConsulting1999舊的術(shù)語(取首字母的縮寫)MRP/MRPIIMPSRCCPCRPDRP銷售計劃及預測MPSMRPRCCPCRP產(chǎn)品&調(diào)配執(zhí)行Demand/SupplyChainValueChainPlanningOrderFulfillmentOn-timeDeliveryQuickResponseLogistics/DistributionConstraint-basedOptimizationFinite/InfiniteCapacityHeuristicApproachLinearProgrammingATP/CTPCollaboration/SynchronizationEDI/WedEnabledConcurrent/Postponement…新術(shù)語大量新、舊的“術(shù)語”造成了許多混淆8cAndersenConsulting1999ObjectivesandAgendaObjectives:UnderstandthescopeofSCM,itsvaleproposition,theanalysisframework,SCMpracticeinvariousindustries,somebusinesscases,andourSCMpractices.Interactiveand2-wayCommunicationtosecuretrainingeffectiveness.Havesomefun!!!AgendaGothroughallthepresentationslideswithin1.5days