創(chuàng)立適應(yīng)能力強(qiáng)的供應(yīng)鏈課件

創(chuàng)立適應(yīng)能力強(qiáng)的供應(yīng)鏈創(chuàng)立適應(yīng)能力強(qiáng)的供應(yīng)鏈這不是您的父輩所認(rèn)知的商業(yè)環(huán)境期望在提升(人和客戶)產(chǎn)品周期在縮短與客戶及合作伙伴的連通性不容忽視全球化已成為關(guān)鍵促成者強(qiáng)大的供應(yīng)鏈技術(shù)已出現(xiàn)及已經(jīng)可以應(yīng)用環(huán)境經(jīng)常在改變我們?cè)诮咏晒芾硇缘臉O限嗎?這不是您的父輩所認(rèn)知的商業(yè)環(huán)境期望在提升(人和客戶)我們?cè)诮雍苌俚墓?yīng)鏈表現(xiàn)良好極好很好好良好

差05%10%15%20%25%30%35%40%45%50%12.0%41.6%38.9%1.3%6.2%供應(yīng)鏈表現(xiàn)資料來(lái)源:凱捷安永/

IndustryWeek

供應(yīng)鏈研究很少的供應(yīng)鏈表現(xiàn)良好極好很好好良好差05%10%15%20對(duì)這些改變的反映

不可輕心資料來(lái)源:GartnerGroup“在2004年之前,那些失敗應(yīng)用供應(yīng)鏈管理技術(shù)及程序的企業(yè)中,90%會(huì)失去他們首選供應(yīng)商的地位(.8的概率)”對(duì)這些改變的反映

不可輕心資料來(lái)源:Gartner主動(dòng)企業(yè)的市場(chǎng)價(jià)值時(shí)間EVA/股東價(jià)值企業(yè)范圍供應(yīng)鏈機(jī)率當(dāng)前方案固定資本功效稅款減至最小限度唯一沒(méi)變的是—

股東價(jià)值仍是我們的目標(biāo)!

總成本減至最小限度運(yùn)營(yíng)資金功效利潤(rùn)成長(zhǎng)主動(dòng)企業(yè)的市場(chǎng)價(jià)值時(shí)間EVA/企業(yè)范圍供應(yīng)鏈機(jī)率當(dāng)前方案固定三代供應(yīng)鏈管理方式商業(yè)尺度功能優(yōu)化綜合Silo組織部門表現(xiàn)成本決定功能性技術(shù)局部的解決方案

時(shí)間幾周或幾月三代供應(yīng)鏈管理方式功能優(yōu)化綜合Silo組織部門表現(xiàn)成三代供應(yīng)鏈管理方式商業(yè)尺度功能優(yōu)化綜合的供應(yīng)鏈綜合部門企業(yè)組織部門集中表現(xiàn)成本成本與服務(wù)決定功能性流程主導(dǎo)技術(shù)局部的解決方案ERP/Bolt-on

時(shí)間幾周或幾月幾天或幾周三代供應(yīng)鏈管理方式功能優(yōu)化綜合的供應(yīng)鏈綜合部門企業(yè)組織三代供應(yīng)鏈管理方式商業(yè)尺度功能優(yōu)化綜合的供應(yīng)鏈適應(yīng)性強(qiáng)的供應(yīng)鏈綜合Silo企業(yè)擴(kuò)大企業(yè)范圍組織部門集中協(xié)同表現(xiàn)成本成本與服務(wù)收入及利潤(rùn)決定功能性流程主導(dǎo)EventBasedAgentAssisted技術(shù)局部的解決方案ERP/Bolt-on完整的網(wǎng)絡(luò)連接

時(shí)間幾周或幾月幾天或幾周實(shí)時(shí)三代供應(yīng)鏈管理方式功能優(yōu)化綜合的供應(yīng)鏈適應(yīng)性強(qiáng)的供應(yīng)鏈綜合適應(yīng)性強(qiáng)的供應(yīng)鏈

在三個(gè)水平上運(yùn)作生態(tài)系統(tǒng)工程學(xué)網(wǎng)絡(luò)設(shè)計(jì)消費(fèi)者主導(dǎo)戰(zhàn)略供應(yīng)及需求計(jì)劃利潤(rùn)及收入優(yōu)化資產(chǎn)管理運(yùn)作訂購(gòu)管理補(bǔ)貨履行/交貨

執(zhí)行被重要的促成者所支持適應(yīng)性強(qiáng)的供應(yīng)鏈

在三個(gè)水平上運(yùn)作生態(tài)系統(tǒng)工程學(xué)網(wǎng)絡(luò)設(shè)計(jì)消費(fèi)理解我們適應(yīng)能力強(qiáng)的供應(yīng)鏈的觀點(diǎn)需求和供應(yīng)管理一體化適應(yīng)性強(qiáng)的供應(yīng)鏈的關(guān)鍵可見(jiàn)度協(xié)同立基于事件的管理綜合的技術(shù)平臺(tái)

轉(zhuǎn)化途徑凱捷安永網(wǎng)絡(luò)價(jià)值鏈結(jié)構(gòu)TM理解我們適應(yīng)能力強(qiáng)的供應(yīng)鏈的觀點(diǎn)購(gòu)買遷移制造供應(yīng)鏈最終顧客服務(wù)了解目標(biāo)銷售每個(gè)公司的戰(zhàn)略應(yīng)該建立在供應(yīng)和需求管理的一體化上購(gòu)買遷移制造供應(yīng)鏈最終顧客服務(wù)了解目標(biāo)銷售每個(gè)公司的戰(zhàn)略應(yīng)該通過(guò)供求管理的一體化來(lái)增長(zhǎng)利潤(rùn)銷售渠道顧客分類

當(dāng)前狀況

OrdersinFulfillment實(shí)時(shí)成本短期計(jì)劃能夠提交供應(yīng)鏈需求

當(dāng)前狀況

CurrentOfferPortfolio

價(jià)錢/優(yōu)惠服務(wù)需求需求模式提議調(diào)整提議訂購(gòu)訂購(gòu)?fù)ㄟ^(guò)供求管理的一體化來(lái)增長(zhǎng)利潤(rùn)銷售顧客當(dāng)前狀況供應(yīng)鏈需求國(guó)際貿(mào)易后勤供應(yīng)商運(yùn)送者顧客需求可見(jiàn)度查詢訂購(gòu)庫(kù)存促銷一個(gè)適應(yīng)能力強(qiáng)的企業(yè)擁有整個(gè)供應(yīng)鏈從末端到末端的可見(jiàn)度LLP履行/交貨依從設(shè)定可提供性供應(yīng)可見(jiàn)度生產(chǎn)量結(jié)算國(guó)際貿(mào)易供應(yīng)商運(yùn)送者顧客需求可見(jiàn)度查詢訂購(gòu)庫(kù)存促銷一個(gè)適應(yīng)能協(xié)同中心是適應(yīng)能力強(qiáng)的供應(yīng)鏈的關(guān)鍵促成者制造銷售協(xié)同商業(yè)基礎(chǔ)構(gòu)造–綜合電子-中心

計(jì)劃采購(gòu)運(yùn)行供應(yīng)商協(xié)同渠道協(xié)同協(xié)同實(shí)行新產(chǎn)品設(shè)計(jì)協(xié)同協(xié)同中心是適應(yīng)能力強(qiáng)的供應(yīng)鏈的關(guān)鍵促成者制造銷售協(xié)同商業(yè)基礎(chǔ)事件管理建立在供應(yīng)鏈流程上立基于程序企業(yè)是用預(yù)先確定的標(biāo)準(zhǔn)的商業(yè)程序來(lái)管理的.一般以ERP和batchprocessing來(lái)處理交易行為用模型來(lái)處理計(jì)劃編制及優(yōu)化計(jì)算事件促成實(shí)時(shí)監(jiān)控參數(shù)及事件擴(kuò)大的企業(yè)內(nèi)部環(huán)境內(nèi)部明確的行為立基于特殊的情形(e.g.邊緣成本)協(xié)助者(Agent)用來(lái)監(jiān)控管理優(yōu)化計(jì)算事件管理建立在供應(yīng)鏈流程上立基于程序事件促成適應(yīng)能力強(qiáng)的技術(shù)構(gòu)造

網(wǎng)絡(luò)目錄用戶檔案,程序及數(shù)據(jù)繪制程序資料庫(kù)用戶程序和協(xié)助者應(yīng)用軟件處理和數(shù)據(jù)數(shù)據(jù)應(yīng)用數(shù)據(jù)應(yīng)用數(shù)據(jù)應(yīng)用數(shù)據(jù)應(yīng)用ERP數(shù)據(jù)綜合適應(yīng)能力強(qiáng)的技術(shù)構(gòu)造

網(wǎng)絡(luò)目錄程序資料庫(kù)應(yīng)用軟件凱捷安永端到端供應(yīng)鏈方案的框架TM汽車工業(yè)能源業(yè)高科技醫(yī)療/生命科學(xué)業(yè)消費(fèi)產(chǎn)品及物流分配業(yè)其他凱捷安永端到端供應(yīng)鏈方案的框架TM汽車工業(yè)TechnologyArchitectureSUPPLIERCOMMUNICATORPlanningFulfillmentTransportationSourcingManufacturingProcurement(direct/indirect)Demand&SupplySynchronizationServicesHUB’sSetBasedDesign&TransitionPlanningCapacitySourcing凱捷安永的網(wǎng)絡(luò)價(jià)值鏈

(NetworkValueChain)參考結(jié)構(gòu)CUSTOMERCOMMUNICATORFulfillmentProvidersSuppliersManufacturingSourcingFulfillmentEXECUTIVEDASHBOARDPrice–RevenueOptimizationCustomersegmentationandproduct/servicebundlesfordifferentiation.CustomerSegment&ServiceLevelStrategyCampaignMgmt.ProductPriceServicePromotionPlacementRealTimeOrderManagementsmReal-timeproductconfiguration,promising,andstatus.ConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDemand/SupplyPlanningandMatchingReal-timecollaborationwithmanufacturingandsuppliers.DemandPlanningSupplyPlanningExecutionNearreal-timecoordinationofinternalactivitieswithsuppliers,assemblers,logisticsprovidersforoptimalinventoryandservicePurchasingMgmt.ManufacturingMgmt.DistributionMgmt.CUSTOMERCOMMUNICATORCo-managedInventorySynchronizedInventoryInventoryManagementInternetPrice-RevCampaignMgmt.RTOMProductPriceServicePromotionPlacementCustomerSegment&ServiceLevelStrategyConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDesignNew

ChannelsStandardChannelSalesCo-managedInventoryChannelHUB’sSUPPLIERCOMMUNICATORB2BMarketplacesB2C&B2BMarketplacesSupportProcesses

ProductLifecycleManagement-Realtimeproductdevelopmentcollaborationwithsuppliers,customers,andwithintheenterprise.LaunchAndPost-LaunchSupportPortfolioManagementComponentSupplyManagementProductDevelopment3PLsContractMFGFulfillmentManufacturingTechnologyArchitectureSPlanniNVC參考結(jié)構(gòu)有四個(gè)階層Processarchitecture –detailedclosed-loopprocessflows,responsibilities,cycletimes,workflowsGovernancearchitecture –ownershipandinfluenceofdecisions,policies,decisionflows,objectsIntegrationarchitecture –roles,responsibilities,organisation,control-system,performancemeasuresApplicationarchitecture –applications,functionality,data&flows,interfaces,middlewarePhysicalarchitecture –servers,drives,firewalls,network,scalability,reliability,security,management

PhysicalHardwareSiteandNetworkPlanGovernanceOwnershipBusinessProcessModelApplicationsLandscapeX

:ProvisionX

:CallCnterX

:OMX

:FinanceX

:Billing::::::22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitectureNVC參考結(jié)構(gòu)有四個(gè)階層PhysicalHardware綜合優(yōu)化價(jià)值鏈的企業(yè)案例MillionsGrossDIVCOS

potential=$0.65/Bbl(€4.2/MT)$100$200$300后勤及分配排期的效率庫(kù)存可見(jiàn)度進(jìn)行中的主動(dòng)的財(cái)政可見(jiàn)度預(yù)測(cè)精確度花費(fèi)/風(fēng)險(xiǎn)

管理其他行政花費(fèi)彈性增加銷量對(duì)變化的抵抗力DIVCOS

價(jià)值陳述下游價(jià)值鏈利潤(rùn)升高的實(shí)例$210M$0綜合優(yōu)化價(jià)值鏈的企業(yè)案例MillionsGrossDIV理解我們適應(yīng)能力強(qiáng)的供應(yīng)鏈的觀點(diǎn)需求和供應(yīng)管理一體化適應(yīng)性強(qiáng)的供應(yīng)鏈的關(guān)鍵可見(jiàn)度協(xié)同立基于事件的管理綜合的技術(shù)平臺(tái)轉(zhuǎn)化途徑凱捷安永網(wǎng)絡(luò)價(jià)值鏈結(jié)構(gòu)TM理解我們適應(yīng)能力強(qiáng)的供應(yīng)鏈的觀點(diǎn)我們?cè)诮⑦m應(yīng)能力強(qiáng)的供應(yīng)鏈方面擁有豐富的經(jīng)驗(yàn)及實(shí)施方法ProgramImplementationTechnologyArchitectureManagement0.5-3Days4-5MonthsNVCIndex&ValueAssessmentPhase0Phase

IPhaseIIChangeManagementProgramManagementClientSCTransformationManagementOfficeSettingthePlanCreatingChange!MiningValueSupplyChainAcceleratorLaunchPadMobilizingtheCompanyPhaseIIISCStrategyNVCBlueprintTransformationRoadmapASE6–8WeeksQuickHits我們?cè)诮⑦m應(yīng)能力強(qiáng)的供應(yīng)鏈方面擁有豐富的經(jīng)驗(yàn)及實(shí)施方法Pr改革實(shí)施路線圖一般始于EarlyWinsAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframeworkTo-BePeopleandOrganizationSupplyChainKeyEnablersSystemsSupportProcessesConnectivitySharedinformationwithindustryDLOVisionAgreedCommsStrategyEstablishedPerformanceMeasuresAlignedwithBusinessObjectivesClearAccountabilitiesAssignedClearUnderstandingofCurrentSkillsSkillGapsIdentifiedStructureAlignedwithOperationalNeedsMoDWideStockVisibleInternalStockVisibleInventoryCodingUnifiedPurchasingbyCommodityPossibleInventoryDuplicationRemovedServiceLevelsDefinedClearlyDocumentedProcessesSupplyChainMeasuresAdoptedDistributionNetworkUnifiedFleetManagementProcessesEstablishedPredictiveMaintenanceCapabilityAvailableGuaranteedTurnaroundTimesCommonplacePrognosticHealthMonitoringPossibleComprehensiveUsageDataAvailableDefectReportingProceduresinPlaceUnifiedconfigurationcontrolMaintenanceActivityReportingEstablishedProductsStandardisedEnd-to-endAssetTrackingPossibleIntegratedBDRcapabilityRepairLoopVisibleSupportChainMeasuresAdoptedServiceLevelsDefinedClearlyDocumentedProcessesCollaborativeMindset(notadversarial)EmbeddedAcquisitionPerspectiveSharedSingleDLOCultureEmbeddedOperationalExcellenceTranslatedintoLogisticsExcellenceLeadingPracticeLogisticsStatusOrganisationReadyandCapableforChangeLeadingPracticeAcquisitionStatusBoundarieswithIndustryDefined“Justenough”SupplyChainEstablishedResponsiveSupplyChainEstablishedInventoryRationalised-Level2DynamicForecastingPossible‘RightFirstTime’ProceduresEstablishedInventoryManagedStrategicallyEnd-to-endSupplyChainVisibleSuppliersRationalisedIntegratedRiskManagementProceduresAdoptedAdaptiveSupplyChainEstablishedCollaborativeEngineeringCapabilityinPlaceWholeLifeManagementProcessesEstablishedDistributionIntegratedAvailabilityBasedSupportCommonplaceEngineeringProcessIntegrated-IndustrytoMoDEngineeringOperationsIntegratedCapabilityBasedSupportCommonplaceTradingPartnersCollaboratingChangeEndorsedPoliticallyAppropriatePolicyandPerformanceMeasuresAdoptedSupportProcessesStreamlinedContractsandPolicyRestructuredProcessesDefined-ClearOwnershipandGovernanceManagementAccountinginPlaceBalancedScorecardsIntegratedRABEmbeddedCommonApplicationSetsGlobalPeopleManagementDecisionsSupportToolsCommonInformationNetworkwithIndustrySecureEndtoEndConnectionEnterpriseDataWarehouseKeySystemsAlignedOpenInformationSharedSystemsinPlaceIntegratedNetworkAbilitytocleansedataCertificateslinktoGlobalDirectoryIntegratedFinancial/ActivitySystemsGlobalDirectoryEstablished-InformationModelCommonInformationNetworkInternallyClearSystemsOwnershipCommoninformationRegenerationCapabilityUnderstoodSupplyChainIntegratedwithSupportChainIncentiveProgrammesEstablishedSupplierDevelopmentProgrammeEstablishedNewApproachestoRiskManagementPaperlessPurchasingPossibleModularReplacementProgrammeEstablishedInformationAssurancePolicyReformedTradingPartnersEngagedMeasuresBasedonTargetsPerformanceMeasuresAlignedwithBusinessObjectivesTruePartnershipwithIndustryCWEInfrastructureinPlaceSingleDataEntryIntegratedChangeProgrammeManagementEstablishedImpactofChangeUnderstoodCultureSupportsChangeProgrammeDevelopourpeoplewithintherightstructureStaffCommittedtoChangeChangeLeadershipinPlaceLeadershipCompetenciesIdentifiedAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframework改革實(shí)施路線圖一般始于EarlyWinsAs-IsStre創(chuàng)造QuickWins動(dòng)力的五個(gè)區(qū)域采購(gòu)及電子購(gòu)買庫(kù)存管理運(yùn)送與貯庫(kù)LEANMANUFACTURING稅務(wù)優(yōu)化供應(yīng)鏈在很多情況下QuickWins能提供整條供應(yīng)鏈轉(zhuǎn)化所需的資金創(chuàng)造QuickWins動(dòng)力的五個(gè)區(qū)域采購(gòu)及電子購(gòu)買在很多情Questions&DiscussionWemakeourclientsFamous…forSupplyChainExcellenceQuestions&DiscussionWemake創(chuàng)立適應(yīng)能力強(qiáng)的供應(yīng)鏈創(chuàng)立適應(yīng)能力強(qiáng)的供應(yīng)鏈這不是您的父輩所認(rèn)知的商業(yè)環(huán)境期望在提升(人和客戶)產(chǎn)品周期在縮短與客戶及合作伙伴的連通性不容忽視全球化已成為關(guān)鍵促成者強(qiáng)大的供應(yīng)鏈技術(shù)已出現(xiàn)及已經(jīng)可以應(yīng)用環(huán)境經(jīng)常在改變我們?cè)诮咏晒芾硇缘臉O限嗎?這不是您的父輩所認(rèn)知的商業(yè)環(huán)境期望在提升(人和客戶)我們?cè)诮雍苌俚墓?yīng)鏈表現(xiàn)良好極好很好好良好

差05%10%15%20%25%30%35%40%45%50%12.0%41.6%38.9%1.3%6.2%供應(yīng)鏈表現(xiàn)資料來(lái)源:凱捷安永/

IndustryWeek

供應(yīng)鏈研究很少的供應(yīng)鏈表現(xiàn)良好極好很好好良好差05%10%15%20對(duì)這些改變的反映

不可輕心資料來(lái)源:GartnerGroup“在2004年之前,那些失敗應(yīng)用供應(yīng)鏈管理技術(shù)及程序的企業(yè)中,90%會(huì)失去他們首選供應(yīng)商的地位(.8的概率)”對(duì)這些改變的反映

不可輕心資料來(lái)源:Gartner主動(dòng)企業(yè)的市場(chǎng)價(jià)值時(shí)間EVA/股東價(jià)值企業(yè)范圍供應(yīng)鏈機(jī)率當(dāng)前方案固定資本功效稅款減至最小限度唯一沒(méi)變的是—

股東價(jià)值仍是我們的目標(biāo)!

總成本減至最小限度運(yùn)營(yíng)資金功效利潤(rùn)成長(zhǎng)主動(dòng)企業(yè)的市場(chǎng)價(jià)值時(shí)間EVA/企業(yè)范圍供應(yīng)鏈機(jī)率當(dāng)前方案固定三代供應(yīng)鏈管理方式商業(yè)尺度功能優(yōu)化綜合Silo組織部門表現(xiàn)成本決定功能性技術(shù)局部的解決方案

時(shí)間幾周或幾月三代供應(yīng)鏈管理方式功能優(yōu)化綜合Silo組織部門表現(xiàn)成三代供應(yīng)鏈管理方式商業(yè)尺度功能優(yōu)化綜合的供應(yīng)鏈綜合部門企業(yè)組織部門集中表現(xiàn)成本成本與服務(wù)決定功能性流程主導(dǎo)技術(shù)局部的解決方案ERP/Bolt-on

時(shí)間幾周或幾月幾天或幾周三代供應(yīng)鏈管理方式功能優(yōu)化綜合的供應(yīng)鏈綜合部門企業(yè)組織三代供應(yīng)鏈管理方式商業(yè)尺度功能優(yōu)化綜合的供應(yīng)鏈適應(yīng)性強(qiáng)的供應(yīng)鏈綜合Silo企業(yè)擴(kuò)大企業(yè)范圍組織部門集中協(xié)同表現(xiàn)成本成本與服務(wù)收入及利潤(rùn)決定功能性流程主導(dǎo)EventBasedAgentAssisted技術(shù)局部的解決方案ERP/Bolt-on完整的網(wǎng)絡(luò)連接

時(shí)間幾周或幾月幾天或幾周實(shí)時(shí)三代供應(yīng)鏈管理方式功能優(yōu)化綜合的供應(yīng)鏈適應(yīng)性強(qiáng)的供應(yīng)鏈綜合適應(yīng)性強(qiáng)的供應(yīng)鏈

在三個(gè)水平上運(yùn)作生態(tài)系統(tǒng)工程學(xué)網(wǎng)絡(luò)設(shè)計(jì)消費(fèi)者主導(dǎo)戰(zhàn)略供應(yīng)及需求計(jì)劃利潤(rùn)及收入優(yōu)化資產(chǎn)管理運(yùn)作訂購(gòu)管理補(bǔ)貨履行/交貨

執(zhí)行被重要的促成者所支持適應(yīng)性強(qiáng)的供應(yīng)鏈

在三個(gè)水平上運(yùn)作生態(tài)系統(tǒng)工程學(xué)網(wǎng)絡(luò)設(shè)計(jì)消費(fèi)理解我們適應(yīng)能力強(qiáng)的供應(yīng)鏈的觀點(diǎn)需求和供應(yīng)管理一體化適應(yīng)性強(qiáng)的供應(yīng)鏈的關(guān)鍵可見(jiàn)度協(xié)同立基于事件的管理綜合的技術(shù)平臺(tái)

轉(zhuǎn)化途徑凱捷安永網(wǎng)絡(luò)價(jià)值鏈結(jié)構(gòu)TM理解我們適應(yīng)能力強(qiáng)的供應(yīng)鏈的觀點(diǎn)購(gòu)買遷移制造供應(yīng)鏈最終顧客服務(wù)了解目標(biāo)銷售每個(gè)公司的戰(zhàn)略應(yīng)該建立在供應(yīng)和需求管理的一體化上購(gòu)買遷移制造供應(yīng)鏈最終顧客服務(wù)了解目標(biāo)銷售每個(gè)公司的戰(zhàn)略應(yīng)該通過(guò)供求管理的一體化來(lái)增長(zhǎng)利潤(rùn)銷售渠道顧客分類

當(dāng)前狀況

OrdersinFulfillment實(shí)時(shí)成本短期計(jì)劃能夠提交供應(yīng)鏈需求

當(dāng)前狀況

CurrentOfferPortfolio

價(jià)錢/優(yōu)惠服務(wù)需求需求模式提議調(diào)整提議訂購(gòu)訂購(gòu)?fù)ㄟ^(guò)供求管理的一體化來(lái)增長(zhǎng)利潤(rùn)銷售顧客當(dāng)前狀況供應(yīng)鏈需求國(guó)際貿(mào)易后勤供應(yīng)商運(yùn)送者顧客需求可見(jiàn)度查詢訂購(gòu)庫(kù)存促銷一個(gè)適應(yīng)能力強(qiáng)的企業(yè)擁有整個(gè)供應(yīng)鏈從末端到末端的可見(jiàn)度LLP履行/交貨依從設(shè)定可提供性供應(yīng)可見(jiàn)度生產(chǎn)量結(jié)算國(guó)際貿(mào)易供應(yīng)商運(yùn)送者顧客需求可見(jiàn)度查詢訂購(gòu)庫(kù)存促銷一個(gè)適應(yīng)能協(xié)同中心是適應(yīng)能力強(qiáng)的供應(yīng)鏈的關(guān)鍵促成者制造銷售協(xié)同商業(yè)基礎(chǔ)構(gòu)造–綜合電子-中心

計(jì)劃采購(gòu)運(yùn)行供應(yīng)商協(xié)同渠道協(xié)同協(xié)同實(shí)行新產(chǎn)品設(shè)計(jì)協(xié)同協(xié)同中心是適應(yīng)能力強(qiáng)的供應(yīng)鏈的關(guān)鍵促成者制造銷售協(xié)同商業(yè)基礎(chǔ)事件管理建立在供應(yīng)鏈流程上立基于程序企業(yè)是用預(yù)先確定的標(biāo)準(zhǔn)的商業(yè)程序來(lái)管理的.一般以ERP和batchprocessing來(lái)處理交易行為用模型來(lái)處理計(jì)劃編制及優(yōu)化計(jì)算事件促成實(shí)時(shí)監(jiān)控參數(shù)及事件擴(kuò)大的企業(yè)內(nèi)部環(huán)境內(nèi)部明確的行為立基于特殊的情形(e.g.邊緣成本)協(xié)助者(Agent)用來(lái)監(jiān)控管理優(yōu)化計(jì)算事件管理建立在供應(yīng)鏈流程上立基于程序事件促成適應(yīng)能力強(qiáng)的技術(shù)構(gòu)造

網(wǎng)絡(luò)目錄用戶檔案,程序及數(shù)據(jù)繪制程序資料庫(kù)用戶程序和協(xié)助者應(yīng)用軟件處理和數(shù)據(jù)數(shù)據(jù)應(yīng)用數(shù)據(jù)應(yīng)用數(shù)據(jù)應(yīng)用數(shù)據(jù)應(yīng)用ERP數(shù)據(jù)綜合適應(yīng)能力強(qiáng)的技術(shù)構(gòu)造

網(wǎng)絡(luò)目錄程序資料庫(kù)應(yīng)用軟件凱捷安永端到端供應(yīng)鏈方案的框架TM汽車工業(yè)能源業(yè)高科技醫(yī)療/生命科學(xué)業(yè)消費(fèi)產(chǎn)品及物流分配業(yè)其他凱捷安永端到端供應(yīng)鏈方案的框架TM汽車工業(yè)TechnologyArchitectureSUPPLIERCOMMUNICATORPlanningFulfillmentTransportationSourcingManufacturingProcurement(direct/indirect)Demand&SupplySynchronizationServicesHUB’sSetBasedDesign&TransitionPlanningCapacitySourcing凱捷安永的網(wǎng)絡(luò)價(jià)值鏈

(NetworkValueChain)參考結(jié)構(gòu)CUSTOMERCOMMUNICATORFulfillmentProvidersSuppliersManufacturingSourcingFulfillmentEXECUTIVEDASHBOARDPrice–RevenueOptimizationCustomersegmentationandproduct/servicebundlesfordifferentiation.CustomerSegment&ServiceLevelStrategyCampaignMgmt.ProductPriceServicePromotionPlacementRealTimeOrderManagementsmReal-timeproductconfiguration,promising,andstatus.ConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDemand/SupplyPlanningandMatchingReal-timecollaborationwithmanufacturingandsuppliers.DemandPlanningSupplyPlanningExecutionNearreal-timecoordinationofinternalactivitieswithsuppliers,assemblers,logisticsprovidersforoptimalinventoryandservicePurchasingMgmt.ManufacturingMgmt.DistributionMgmt.CUSTOMERCOMMUNICATORCo-managedInventorySynchronizedInventoryInventoryManagementInternetPrice-RevCampaignMgmt.RTOMProductPriceServicePromotionPlacementCustomerSegment&ServiceLevelStrategyConfiguretoOrderAvailable/CapabletoPromiseOrderTracking,&TracingDesignNew

ChannelsStandardChannelSalesCo-managedInventoryChannelHUB’sSUPPLIERCOMMUNICATORB2BMarketplacesB2C&B2BMarketplacesSupportProcesses

ProductLifecycleManagement-Realtimeproductdevelopmentcollaborationwithsuppliers,customers,andwithintheenterprise.LaunchAndPost-LaunchSupportPortfolioManagementComponentSupplyManagementProductDevelopment3PLsContractMFGFulfillmentManufacturingTechnologyArchitectureSPlanniNVC參考結(jié)構(gòu)有四個(gè)階層Processarchitecture –detailedclosed-loopprocessflows,responsibilities,cycletimes,workflowsGovernancearchitecture –ownershipandinfluenceofdecisions,policies,decisionflows,objectsIntegrationarchitecture –roles,responsibilities,organisation,control-system,performancemeasuresApplicationarchitecture –applications,functionality,data&flows,interfaces,middlewarePhysicalarchitecture –servers,drives,firewalls,network,scalability,reliability,security,management

PhysicalHardwareSiteandNetworkPlanGovernanceOwnershipBusinessProcessModelApplicationsLandscapeX

:ProvisionX

:CallCnterX

:OMX

:FinanceX

:Billing::::::22AppSrvrCallCenterOMBillingIntgSrvr4FinanceIntegrationarchitectureNVC參考結(jié)構(gòu)有四個(gè)階層PhysicalHardware綜合優(yōu)化價(jià)值鏈的企業(yè)案例MillionsGrossDIVCOS

potential=$0.65/Bbl(€4.2/MT)$100$200$300后勤及分配排期的效率庫(kù)存可見(jiàn)度進(jìn)行中的主動(dòng)的財(cái)政可見(jiàn)度預(yù)測(cè)精確度花費(fèi)/風(fēng)險(xiǎn)

管理其他行政花費(fèi)彈性增加銷量對(duì)變化的抵抗力DIVCOS

價(jià)值陳述下游價(jià)值鏈利潤(rùn)升高的實(shí)例$210M$0綜合優(yōu)化價(jià)值鏈的企業(yè)案例MillionsGrossDIV理解我們適應(yīng)能力強(qiáng)的供應(yīng)鏈的觀點(diǎn)需求和供應(yīng)管理一體化適應(yīng)性強(qiáng)的供應(yīng)鏈的關(guān)鍵可見(jiàn)度協(xié)同立基于事件的管理綜合的技術(shù)平臺(tái)轉(zhuǎn)化途徑凱捷安永網(wǎng)絡(luò)價(jià)值鏈結(jié)構(gòu)TM理解我們適應(yīng)能力強(qiáng)的供應(yīng)鏈的觀點(diǎn)我們?cè)诮⑦m應(yīng)能力強(qiáng)的供應(yīng)鏈方面擁有豐富的經(jīng)驗(yàn)及實(shí)施方法ProgramImplementationTechnologyArchitectureManagement0.5-3Days4-5MonthsNVCIndex&ValueAssessmentPhase0Phase

IPhaseIIChangeManagementProgramManagementClientSCTransformationManagementOfficeSettingthePlanCreatingChange!MiningValueSupplyChainAcceleratorLaunchPadMobilizingtheCompanyPhaseIIISCStrategyNVCBlueprintTransformationRoadmapASE6–8WeeksQuickHits我們?cè)诮⑦m應(yīng)能力強(qiáng)的供應(yīng)鏈方面擁有豐富的經(jīng)驗(yàn)及實(shí)施方法Pr改革實(shí)施路線圖一般始于EarlyWinsAs-IsStreamlinetheenablingprocessesLeanDeliveryPreparetheTransformationIncreasevisibilityfromsuppliertoenduserConnecttherepairloopProvideenablingframeworkTo-BePeopleandOrganizationSupplyChainKeyEnablersSystemsSupportProcessesConnectivitySharedinformationwithindustryDLOVisionAgreedCommsStrategyEstablishedPerformanceMeasuresAlignedwithBusinessObjectivesClearAccountabilitiesAssignedClearUnderstandingofCurrentSkillsSkillGapsIdentifiedStructureAlignedwithOperationalNeedsMoDWideStockVisibleInternalStockVisibleInventoryCodingUnifiedPurchasingbyCommodityPossibleInventoryDuplicationRemovedServiceLevelsDefinedClearlyDocumentedProcessesSupplyChainMeasuresAdoptedDistributionNetworkUnifiedFleetManagementProcessesEstablishedPredictiveMaintenanceCapabilityAvailableGuaranteedTurnaroundTimesCommonplacePrognosticHealthMonitoringPossibleComprehensiveUsageDataAvailableDefectReportingProceduresinPlaceUnifiedconfigurationcontrolMaintenanceActivityReportingEstablishedProductsStandardisedEnd-to-endAssetTrackingPossibleIntegratedBDRcapabilityRepairLoopVisibleSupportChainMeasuresAdoptedServiceLevelsDefinedClearlyDocumentedProcessesCollaborativeMindset(notadversarial)EmbeddedAcquisitionPerspectiveSharedSingleDLOCultureEmbeddedOperationalExcellenceTranslatedintoLogisticsExcellenceLeadingPracticeLogisticsStatusOrganisationReadyandCapableforChangeLeadingPracticeAcquisitionStatusBoundarieswithIndustryDefined“Justenough”SupplyChainEstablishedResponsiveSupplyChainEstablishedInventoryRationalised-Level2DynamicForecastingPossible‘RightFirstTime’ProceduresEstablishedInventoryManagedStrategicallyEnd-to-endSupplyChainVisibleSuppliersRationalisedIntegratedRiskManagementProceduresAdoptedAdaptiveSupplyChainEstablishedCollaborativeEngineeringCapabilityinPlaceWholeLifeManagementProcessesEstablishedDistributionIntegratedAvailabilityBasedSupportCommonplaceEngineeringProcessIntegrated-IndustrytoMoDEngineeringOperationsInteg