Accenture的供應(yīng)鏈中的新業(yè)務(wù)模式

1、New Business Models in Supply ChainHarry E. Salzberg Memorial ProgramSyracuse UniversityApril 6, 2001Andersen Consulting 2000SupplyChaincapabilitycontinuestobethe differencebetweeneCommercesuccessandfailureThe Internet isnt thefirstcommerceplatform,but it certainlyholdsmore potentialthan anythat hav

2、ecomebeforeit.That potentialisparticularlyevidentinsupplychainmanagement.Howeffectivelyorganizations canintegratethe Internet intotheircoresupplychainstrategywillinlargemeasure determinetheirfuturebusinesssuccess.-Goldman SachsAtrulyintegrated supplychaindoes morethanreducecosts. It alsocreatesvalue

3、forthe company, itssupplychainpartners, anditsshareholders.The industry leadershavemade onethingclear:The payoffsfromsuccessful supplychainintegrationcanbehandsomeindeed.-HauL.Lee (StanfordUniversity)Online supply-chainmanagement willstayoneofthe hottestB2B technologyfieldsCompaniesareonlynowstartin

4、gtofigure outtheefficiencies andcost savingstheycanrealizewith Websystems thatallowbuyers andsellers to accessthesameinformationonline.-Jupiter Research1AndersenConsulting2000AgendaNewBusinessModels in Action:SelectedCaseStudiesMakingitHappen in YourCompanyRedefining SupplyChainstoDriveRevenueandPro

5、fits2AndersenConsulting2000AgendaNewBusinessModels in Action:SelectedCaseStudiesMakingitHappen in YourCompanyRedefining SupplyChainstoDriveRevenueandProfits3AndersenConsulting2000What is abusinessmodel, anyway?Itsanorganizationscore logic forcreatingvalueWhat aretheCompanys RevenueStreams?OperatingR

6、evenueWhat doesitsell?Towhom?Whydocustomers choosethis companyoverothers?Howdoesthecompanycommunicatedistinctively withcustomers?Howdoesitpricedistinctively?What aretheCompanys value propositions?Non-Operating RevenueHowdoesitattract financialresources?Howdoesitmaximizethevalueofits financialassets?

7、HowdoestheCompanymanageits finances distinctively?How does the company make a profit?What roledoesitplay in thevaluechain?Howisits coststructure distinctive?What distinctive resources,assets,andcapabilities doesitleverage?What distinctive relationshipsdoesitenjoy?Howdoesitstructureand leads itsorgan

8、izationtoachieveworldclassperformance?4AndersenConsulting2000Successful business modelsaredriven by twokeyconceptsrevenue andprofitabilityBusinessModelDesignConceptsDesignConceptsThinkGlobal; ActLocalCustomerRevenue andProfitabilityCustomerServiceRequirementsChannelAssetLeverageCollaborativeValueCre

9、ationRevenue/ProfitabilityServiceGlobalOptimaCustomer(1)Customer(2)Customer(3)5AndersenConsulting2000Focusingonrevenue/profitabilityorientedbusinessmodels havesignificantimplications forsupplychaindesignTraditionalSupplyChainDesignsSupplyChainDesign InnovationsOverall logisticscostsChannel servicele

10、velsDoityourselfFocusongetting stuff outthedoorCustomer-levelrevenue/profitabilityCustomer-levelservice standardsCollaboratewith supplychainpartnersFocusoncreatingcustomervalue6AndersenConsulting2000Letslook at thetrackrecordfor newbusinessmodelsinsupply chain,especially the“new economy” entrantsEvo

11、lutionaryMasters constantlyimproving on provendesignsNew, NewEntrants web-enabled entrants seekinglong-term competitive advantageSpectacularFailures the$100 millionspaceexplorers7AndersenConsulting2000OurEvolutionary Mastershavedeftlymanagedsupplychaincomplexityandrelationshipsover thelast decadeMan

12、agingRelationshipsIntegratetechnologies to extendinto suppliersandcustomersBuy, build &borrow newcapabilitiesfromthebestcompaniesSupplychainhumanperformance-engagingyourpeopleBuilddemandchainsynchronization capabilitiesManagingComplexityIntegrateand continuouslyimprove:operationalexcellenceCompresst

13、hesupply chain to eliminatewastedtimeandinventoryCreatenew reserves to allow flexible response to theunexpectedAbility to ManageSupplyChainRelationshipsIntegrationCollaborationSynchronizationValueCreator PositioningFunctionalComplexityEnterpriseComplexityValueChainNetworkComplexityAbility toManageSu

14、pplyChainComplexity= B2Bwebbasedworld8AndersenConsulting2000and theyhavebeen rewarded by WallStreetPricetoEarningsRatio(AnnualizedGrowth1995-1999)MarketCapitalization(AnnualizedGrowth 1995-1999)ShareholderValueCreation1995-1999Source: AccentureFinancialAnalysis(43%, 27%)(152%,57%)(38%, 30%)(57%, 36%

15、)(11%, -13%)(6%, 4%)9AndersenConsulting2000ReportCardSupplyChainInnovationThejuryremains outonthenew,newentrantswith“innovative”supply chainsNew, NewEntrantsMore products,nostores, efficientconsumerdirectdeliverysystemComments:earlyoutsourcingmodela bust. Volumegrowthkey to lowering supplychaincosts

16、.Servicelevelleaderwithconsumers.ProbabilityofSuccess:ModeratetoHighChallenge:B+Mretailers developmodels withmoresupplychainefficiencyCool Move:Partnershipwith ToysRUsConciergefor thehome,backedbyastate-of-the-art “l(fā)ast mile” delivery systemComments:Huge investmentinaUPS/FedExlike delivery model.Key

17、3PL playershavemuch bettercost profilesProbabilityofSuccess:LowChallenge:Existingsupermarketsenteringthe business at afractionofthe costCool Move:B+MPartnership/Takeover?ReallyCoolMove?:Amazonbuys Webvan10AndersenConsulting2000Ourspectacularfailuresall violated basic business andsupplychainrules11Au

18、gustWantedtobeThe Price Clubofthe Web.Plaguedbybilling/fulfillmentproblemsTheReasonsDOD6 NovemberNosit, no buy.Manufacturerscouldnotmeetdeliverytimessite promised consumers7 NovemberDogs reallydonothavewallets.Sold lowmarginproductswithhigh delivery costs11DecemberIllogicalbrandextension.Infrastruct

19、uredidnot exist to meetconsumerdeliveryneedsPWebHouseClub11AndersenConsulting2000Webelieve thatsuccessinthenew economyliesina seamless combination of capabilitiesacrossthe extended supplychainTheSupply Chain ContinuumRelationships along theSupplyChainScopeofImpactIncreasing Capabilities,IncreasingBe

20、nefitsWithinBusinessActivitiesTraditionalOptimizationIntegrationIntegratedStep 1:IntegratefunctionsoftheexistingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep 2:Improvecollaborationandcontrolwith vendors, customersAcrossAlliancePartnersSynchronizationeSynchr

21、onizationStep 3:VirtuallySynchronizethesupply chain acrossplayers intoone logicalenterpriseWeb-BasedEntrantsLeaderinthe NewEconomy12AndersenConsulting2000Ourvision of winningnew business modelsinsupplychainleveragethe emerging exchange space,integrated withinnovativesupplychainplanningand executionc

22、apabilitiesProcurementSupplyChainPlanning3rdPartyPartners/Alliances/VentureseFulfillmentCollaborative ManufacturingeCRMVirtual SynchronizationeSupportService/Support/MaintenanceMaterial/procurementexchanges/auctionsIP/product development exchangesCapability/serviceexchangesSupplyChainEcosystemeDesig

23、neCommerceCapabilities13AndersenConsulting2000AgendaNewBusinessModels in Action:SelectedCaseStudiesMakingitHappen in YourCompanyRedefining SupplyChainstoDriveRevenueandProfits14AndersenConsulting2000Wewill nowhighlighthow newbusinessmodelsare emerging in keysupplychainfunctions,aswell as acrossmulti

24、pleenterprisesSupplyChainPlanning3rdPartyPartners/Alliances/VentureseFulfillmenteCRMVirtual SynchronizationeSupportService/Support/MaintenanceMaterial/ProcurementExchanges/AuctionsIP/Product Development ExchangesCapability/ServiceExchangesSupplyChainEcosystemeDesigneCommerceCapabilitiesCollaborative

25、 ManufacturingProcurement15AndersenConsulting2000NewBusinessModel:Creatinga cross-companycollaborativeproductdesignprocessRevenue/ProfitDrivers:Fasterproductrollout/simplerdesignsProductspeoplewant(TimetoMarket)Enhanced supplier/ channel relationLower supply chain costs(Time to Volume)Higher revenue

26、/ margins from new products(Time to Profits)KeyConcepts:+=eDesignCustomer-drivendesignDesignfor supplychainSharing R&Dassets16AndersenConsulting2000eDesign CaseStudy: Rule-BreakersRule!Zara redefinesretailingwitha collaborativedesign processHowTheyDoIt(“DesignonDemand” Retailing)Challenge:Effectivel

27、ymanageexplosive growthinvolatileretailsector of this$2billionSpanish clothing retailer with400 Storesin25countriesResults:25+% same-storesalesincrease34+%yearlyincreaseinprofitsina weakretail sectorDailyevaluation of store sell-thruCollaborative store manager/centralplanning/supplierdesigndecisions

28、 viatheinternetLess than15day manufacturingcycleTwice-a-weekstorereplenishment17AndersenConsulting2000NewBusinessModel:Usingweb-basedvirtualmarketplacesasafast-track mechanismforcreatingatightly synchronizedsupply/customerbaseRevenue/ProfitDrivers:Newsource of buyersandsellersState-of-theart auction

29、/exchange/ delivery/managementprocessesCheaper sourcesNewcustomersLoweradmincostsImprovedefficienciesKeyConcepts:+=eMarketplacesIndustryverticaleMarketplacesPrivate virtualeMarketplacesHorizontal eMarketplaces18AndersenConsulting2000eMarketplaceCaseStudy:Six Sigma Excellence!GEimplements networktost

30、reamlinepurchasing processesandcompresscycletimeHowTheyDoIt(“GlobaleXchange”Procurement)Leveragewebtechnologies andbusinessscaletocreate“TradingProcessNetwork”Streamline procurement processbyextending “Trading ProcessNetwork”purchasingtechnologiestobuyers andsellersCompressed purchasingcycletimesby5

31、0%Reduced labor costs by 30%andmaterialcostsby5%-20%“Trading ProcessNetwork”Challenge:Drivebottomlinepurchasing benefits by transformingtraditionalbusinessprocessestoadotbricks-and-mortar(.bam) operatingmodelResults:Reduced overallprocurementcostsby$600million (30%)over three years19AndersenConsulti

32、ng2000eMarketplaceCaseStudy:CollaborativeLogistics!Nistevo coordinates trucking operationswithsixteen partners to savemoney, timeand energyHowTheyDoIt(“Managing forProfits”Transportation)Challenge:Deliver an eMarketplacetransportationsolutiontoindustryleading customers- includingGeneral Mills,Nabisc

33、o,Pillsbury, FortJamesand othersResults:General Mills alreadyreportsa 7% reductionintransportationcostsWeb-enabledsystems includeprivatefleetandcommon carrierschedulingsitesAccesssystem anytime, anywhere withany webbrowserPost inbound/outboundtruckspaceneeded or availableReal-timeupdateswhen andwher

34、eallpartnershipmentsare goingNext generationofferingincludesshipmentand route optimizationsoftware20AndersenConsulting2000NewBusinessModel:Revenue/ProfitDrivers:KeyConcepts:LowHighStrategicValueBasicAdvancedCumulative CapabilitiesStableManufacturerReactiveManufacturerEfficientReactiveManufacturerEff

35、icientProactiveManufacturerMaximizesRevenueandProfitTraditionalManufacturing StrategyCollaborative ManufacturingStrategyCollaborative ManufacturingTransactional integrationCollaborative integrationNetworkedoperationsRedistributingproduction assetsandformingtightcollaborative partnershipstogive flexi

36、bility in deciding theoptimal mixofinternalandexternalmanufacturingoptions21AndersenConsulting2000Collaborative ManufacturingCaseStudy:GlobalManagement!TIintegrates plant planning acrossitsmulti-billiondollarmanufacturingoperationsHowTheyDoIt(“Order Anywhere/ShipAnywhere” Operations)Challenge:Provid

37、e commonfinancial, procurement,logistics, planning,fieldsalesandmarketing systemsin30countries to transforma multi-productcomponent manufacturerinto aDSP solutionsproviderResults:Factory utilization increasedby2%Deliverycycletimesreduced by twoweeksGlobalsupply/demandmatchevery50hours45,000products5

38、6factoriesCustomerintegrationwith over70% of ordersonlineand real-timeorderstatusvia customer customizedweb sitesFactory-level planning optimizationGlobalinventory visibility22AndersenConsulting2000NewBusinessModel:Take aholisticand customer-centricapproachtomanaging thefast expandingvariety of fulf

39、illmentchannels traditional,web-based&exchange/eMarketsRevenue/ProfitDrivers:CustomerProduct/ServiceRequirementsOptimal channels andoperationsKeyConcepts:+=Customerrevenue/profitmaximizationeFulfillmentB2CfulfillmentchannelsB2Bfulfillmentchannels23AndersenConsulting2000eFulfillmentCaseStudy:UsetheTo

40、ols!buildseFulfillment solution to meetexplosive growthHowTheyDoIt(“State-of-the-ArtSystemsateSpeed”)Challenge:Immediatelyimplementacustomerservice andproduct delivery (e.g.,same dayshipping)capabilityforinternetbusinesswithexplosivegrowth andhighlyseasonaldemandResults:Increasedwarehouse &shippingc

41、apacityby40% in existing facilityPositioned business foradditional growthinnewfacilityIntegrated eFulfillmentsystems withbusinessoperating rules andprocessesSupportednew processeswith state-of-the-artWMS tools to managewarehouseoperationsProvide customer servicewithreal-timeinventory visibilitytodet

42、ailedproductandlocationDesignedandinstalled newsystems in eight weeks24AndersenConsulting2000NewBusinessModel:Synchronizethesupply chain acrossplayers intoonelogical enterpriseRevenue/ProfitDrivers:eSynchronization Improvements(Examples)Deliveryperformance1628%Inventoryreduction25 60%Capacityimprove

43、ments1020%Forecastaccuracy25 80%Lowersupplychaincost25 50%KeyConcepts:Multi-channel order flowmanagementCollaborative supplychaindesignCross-partner optimizationVirtual Synchronization25AndersenConsulting2000Virtual SynchronizationCase Study:CustomerSatisfaction!Ericssonaddressescompetitivepressures

44、 withsynchronized supplychainprogramHowTheyDoIt(“ANetworkofCapabilities”)Challenge:Address slowingdemand,increasedcompetitionand tighteningmarginsthrough agreateremphasisoncustomerservice.Results:Numberof”verysatisfied”customerstripledDeliveryaccuracyimprovedtonearly100%;supplieraccuracyincreased by

45、 30%Ordersdelivered in lessthana weekincreased by 50%Work-in-progress levelsreduced up to 85%;FinishedgoodsinventorydropsbyafactorseveninsomemarketsDefineand implementsupplychainstrategies,businessmodels andsystemsDevelop newbuild-to-ordermanufacturing,supplier-managed inventoryandstreamlinedlogisti

46、cs capabilitiesCreateglobal,procurementorganizationImprove manufacturingyields dramaticallyImplementSAP R/3systemtooptimizeand integratesupplychainprocesses andtechnologies26AndersenConsulting2000AgendaNewBusinessModels in Action:SelectedCaseStudiesMakingitHappen in YourCompanyRedefining SupplyChain

47、stoDriveRevenueandProfits27AndersenConsulting2000HowdoIgetstarted?SupplyChainInformationSharingPlanContinuous RelationshipManagementProcess/activity CollaborationChannelOwnership/ RationalizationeSynchStrategyVirtuousCircleofeSynchronization28AndersenConsulting2000A successfulbusinessmodelfor supply

48、chainsynchronizationrequiresacold,hard lookatwhomandhow to definepartnershiprelationsWhom?How?StrategicPartnersKeyCapabilitiesRevenue/ProfitOpportunitiesOptimal SupplyChainStructureNatureofRelationshipProduct LinesProcess IntegrationSupplyVendorsCustomerPrioritiesChannel Priorities29AndersenConsulti

49、ng2000Five keytrapstoavoidasyoudefine yournew supplychainbusinessmodelsBeingdevoted to thewrongcustomersStuckwith thewrongsupplychainpartnersChoking on physical assetsCreatingfalsesynergyLooking toofarahead30AndersenConsulting2000Pitfall #1:Beingdevoted to thewrongcustomersOver 50%ofcurrent supplych

50、aindesigns cater to least profitablecustomersIssueTop1020%ofcustomers generate over80% of revenueand profitabilityRealityAdjustyoursupplychaintocatertothe customersyouwantDefinelesscostly(web-based,distributor) solutionsforleastprofitablecustomersMake allcustomerscontinuetofeelthey aregetting agoodd

51、ealActionPlan31AndersenConsulting2000Pitfall #2:Stuckwith thewrongsupplychainpartnersConsumersprefer adirect-to-customer distributionmodelLong-termchannelpartner contracts,relationships,ownership createdifficultconflictscenariosDispassionatelyevaluatelong-term industry trendsIdentifyrightpartnersand

52、rightrelationshipsthat match business plansDefinewin-winexit strategieswithloserpartners;executecautiousdealswith winnersIssueRealityActionPlan32AndersenConsulting2000Pitfall #3:Choking on physical assetsSignificant,duplicativesupply chain assetsclog existing distributionchannelsCollaborating on opt

53、imallevels of warehouses, inventoryandtransport withsupply chain partners willyieldsignificantbenefitsIdentifyoptimal distributionstrategies forkey/non-keycustomersWork withpartnerstocollectively lower costs andimprove revenue/profitsthrough enhanced availabilitySeriouslyconsideroutsourcingchannellogisticsoperationsIssueRealityActionPlan33AndersenCo