安達(dá)信供應(yīng)鏈管理2

1、 The Value Proposition of Supply Chain Management60% of variable costs of an organization are driven by decisions that are external to the organization.Tier 2 SuppliersTier 1 SuppliersManu- facturerWholesaler or DistributorRetailer or DealerConsumersCost is one of the major drivers to extend the tra

2、ditional enterprise. “The Power of Business to Business Integration” Benchmarking Partners, December 1998 1999 Andersen Consulting1%of Sales$/CWT50% North American Annual Total Logistics Cost Change in Percentage 30%10%-10%-30%-50%83848586878889909192939495 9697Logistics expense includes:n Finished

3、Goods Transportationn Warehousingn Order Entry/ Customer Servicen Administrationn Inventory Carrying Cost 18%Source: Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis & William H. Drumm)$/CWT = Dollars per hundred weight

4、.The past efforts have not been without considerable rewards. 1999 Andersen Consulting2Supply Chain Spend as a Percentage of RevenuesSize of Gap in BillionsAutomotiveAppliances Chemical4.32%6.35%8.77%8.08%11.96%14.06%$ 34$ 37$ 34Computer Packaged Goods PharmaceuticalSemiconductor7.29%6.52%3.87%5.80%

5、9.06%13.28%11.85%42%10.40%$ 20$ 15$ 8$ 4TelecomSource: Logistics Management, April 19977. 1Best in Class 2Average14.09%$ 10$ 162Yet, supply chain cost reduction still represents a significant businessopportunity . 1999 Andersen Consulting3The supply chain must continue to drive shareholder value.VAL

6、UE 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 1999 Andersen Consulting4SCM has contributed to increased shareholder value by impacting traditional value levers.CostsWorking CapitalFixed CapitalIn

7、vested CapitalShareholderValueProfitabilityRevenue 1999 Andersen Consulting5 Impact of SCM n Greater customer service (i.e., higher market share, greater gross margins)n Lower cost of goods sold, transportation, warehousing, material handling and distribution management costsn Lower raw materials an

8、d finished goods inventoryn Shorter “order-to-cash” cyclesn Fewer physical assets (i.e., trucks, warehouses, material handling equipment, etc.)Financials / Metrics.Strategic and Financial ImpactCustomer ServiceIn-stock availabilityLead timeAbility to tailor to specific customer needsCostsFixed Purch

9、ase CostAssetsVariable Manufacturing Trans/Distribution Obsolescence/Markdown Administrative/Transactio nShareholder Value CreationROACustomer Service Level Increase94%98%Supply Chain Variability ReductionInventory Reduction Cycle-time CompressionThe improvement of SCM has significantstrategic and f

10、inancial impacts on bottom line activities. 1999 Andersen ConsultingManufacturing Distribution Centers Inventory6Total Supply-Chain Mgmt. CostCash-to-Cash Cycle Time14%12%Revenue10%8%6%4%2%0%13.111.67.06.319961997120Best Median313787105Calendar Days10080604020019961997“For a company with annual sale

11、s 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 $176million in working capital.”1997 PRTM StudyBest in Class companies enjoy significant advantage over their competitors. 1999 Andersen Consulting7Total Days of Su

12、pplyOn-Time Delivery Performance34356678Best Median100100%94949090%818080%71Days of Supply7070%6060%5050%4040%3030%2020%1010%00%1996199719961997U.S. Dept. of Commerce estimates that manufacturers have cut inventories by 9% in the 1990s saving about $82 Billion Fortune 3/3/97.Best in Class companies

13、enjoy significant advantage over their competitors. 1999 Andersen Consulting81997 PRTM StudyInvestment in Distribution Network“Retail Direct”StrategyPoint of Sale Data and Flow Through DistributionIndustry leaders have demonstrated the significant value that successful supply chains can create.500%A

14、bove Average3000%Above Average250%Above AverageFor period 1988-1996; Source Strategic Supply Chain Alignment, 1998 1999 Andersen Consulting9Supply Chain Opportunities for EHT IndustryThe 1997 Andersen Consulting Global Electronics Study (GES) showed that total inventory in the U.S. technology indust

15、ry supply chain was around $0.5-1.5 trillion and turned less than 10 times per year.Inventory Turns 50 times per yearStill, 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 (Co

16、llaborative) PlanningSource: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census data 1999 Andersen Consulting105All theTime4321- Inter-Company Supply Chain Practices -0Not at AllLower HigherLower HigherLower HigherLower HigherLower HigherLower HigherLower HigherSupplier Owned Or ManagedThir

17、d Party LogisticsThird Party LogisticsThird Party LogisticsElectronic Information SystemsCustomer Access toConfigure to OrderInventory(Warehousing)(Transportation)(Informationto Manage ChanneIlnternal SystemsStrategyManagement)Fill Rates and Replenishmentto Track OrderLower PerformersSource: Manufac

18、turing Manager Responses (4/2/97 data)4C-15Higher performing global electronics companies integrate more extensively across the supply chain. 1999 Andersen ConsultingHigher PerformersThe material contained in this presentation is confidential and proprietary to Andersen Consulting.11CollaborativeInv

19、.10%-25% 10%-25%10%-25%10%-25%10%-25%PlanningDesign forMargin ValueInv.6%-1.4%.6%-.7%.7%-1.8%.5%-1.2%.7%-1.6%$9-$23M$4-$9M$70-$181M$10-$26M$26-$64M-10%-70%10%-ResponsivenessMargin5.3%2.0%1020.2%-Value$69M$18M$145M- Benefits Summary -Suppliers AssemblersDistributorsSemic. StorageRetailersCompressedSu

20、pply ChainInv.Margin Value-10%-70%.71%0-04%.7%$704-.$94%70M$102M-10%-.5%-$10-Substantial value creation has been identifiedfor computer supply chain. 1999 Andersen Consulting12Andersen Consultings CDDN StudyBreakthrough areas: Integrated Demand and Supply Planning New business models and portfolios

21、of best relationships Strategic Sourcing and eProcurement eCustomer linked to Demand ChainTypical Levels of Supply Chain Benefits:BenchmarkImprovementDelivery performance16 - 28%Inventory reduction25 - 60%Fulfilment cycle time30 - 50%Forecast accuracy25 - 80%Overall productivity10 - 16%Lower S.C. co

22、sts25 - 50%Improved capacity10 - 20%Source:AMR & PRTMSupply chain breakthrough has realized in significant benefits. 1999 Andersen Consulting13Customer ValueLow-Hanging FruitHard Nut to CrackinERPSupply cha planningTicket to EntryWarehous mgmt.NarcissisticeGlobalfinancialsROI (times)SCM5 to 15ERP1.5

23、 to 2Paybackin2 to 3PeriodmonthsyearsHighLowShortLong Time to Produce Net ValueSource:GartnerGroup, 1998Achieving 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

24、 even when internal integration is not very sophisticated.It isnt necessary to wait until your internal integration efforts are complete to begin external integration initiatives.Which should come first? SCM or ERP? 1999 Andersen Consulting14(Ken Ross, Extricity Software, Inc.) 供應(yīng)鏈管理的價(jià)值機(jī)構(gòu)的60% 可變成本由機(jī)

25、構(gòu)對(duì)外的決策所支配第二層供應(yīng)商第一層供應(yīng)商制造商批發(fā)商或分銷商零售商顧客或經(jīng)銷商成本是擴(kuò)展傳統(tǒng)企業(yè)的主要推動(dòng)力之一. “The Power of Business to Business Integration” Benchmarking Partners, December 1998 1999 Andersen Consulting16過(guò)去的努力不是沒(méi)有回報(bào)$/CWT50%每年總的后勤成本變化百分比 30%10%of Sales-10%-30%-50%后勤開銷包括:n 產(chǎn)成品運(yùn)輸n 倉(cāng)庫(kù)費(fèi)n 定貨手續(xù)/ 客戶服務(wù)n 管理n 倉(cāng)儲(chǔ)成本 18%83848586878889909192939495

26、 9697Source: Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis & William H. Drumm)$/CWT = Dollars per hundred weight. 1999 Andersen Consulting17供應(yīng)鏈消耗占銷售收入的百分比Size of Gap in Billions汽車4.32%器具化工6.35%8.77%8.08%11.96%14.06%$

27、 34$ 37$ 34計(jì)算機(jī)包裝制藥半導(dǎo)體7.29%6.52%3.87%5.80%9.06%42%10.40%11.85%13.28%$ 20$ 15$ 8$ 4電信Source: Logistics Management, April 19977. 1最好 2平均14.09%$ 10$ 162然而 , 供應(yīng)鏈成本降低仍存在巨大的商業(yè)機(jī)會(huì). 1999 Andersen Consulting18供應(yīng)鏈一定會(huì)推動(dòng)股東的利益.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(guò)總成本 1999 Andersen Consulting19SCM 通過(guò)對(duì)傳統(tǒng)價(jià)值杠桿的影響，為增加股東的價(jià)值做

28、出貢獻(xiàn)成本營(yíng)運(yùn)資本固定資本投資資本股東價(jià)值收益性收入SCM 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 更低的商品銷售、運(yùn)輸、倉(cāng)儲(chǔ)、材料處理及分銷管理成本n 更低的原料及產(chǎn)成品的庫(kù)存n 更短的“定單變現(xiàn)” 周期n 更少的實(shí)物資產(chǎn)(如, 卡車, 倉(cāng)庫(kù), 原料處理設(shè)備,等) 1999 Andersen Consulting20戰(zhàn)略及財(cái)務(wù)的影響客戶現(xiàn)貨供應(yīng)能力服務(wù)交付周期根據(jù)客戶特殊要求定制的能力成本固定采購(gòu)成本資產(chǎn)可變制造成本 運(yùn)輸/發(fā)行成本 無(wú)形磨損費(fèi)/減價(jià)管理/交易成本制造行業(yè)的資產(chǎn)分銷中心庫(kù)存財(cái)務(wù)衡量ROA創(chuàng)造股東價(jià)值94%98%客戶服務(wù)水平提高供應(yīng)鏈變動(dòng)性降低庫(kù)存減少

29、周期壓縮SCM 改善對(duì)有戰(zhàn)略及財(cái)務(wù)具有巨大影響 1999 Andersen Consulting21總供應(yīng)鏈管理成本現(xiàn)金周轉(zhuǎn)周期14%12%10%收入8%6%4%2%0%13.111.67.06.319961997120最好中等3137871051008060天數(shù)4020019961997最好的公司得益于巨大的競(jìng)爭(zhēng)優(yōu)勢(shì).“對(duì)于年銷售收入為20億及60%的銷售成本的企業(yè)，中等層次的企 業(yè)與前20%的企業(yè)之間的運(yùn)營(yíng)資本的差異為1.76億美圓。1997 PRTM Study 1999 Andersen Consulting22總供應(yīng)天數(shù)按時(shí)供貨34356678最好中等100100%94949090%

30、818080%717070%6060%供應(yīng)天數(shù)5050%4040%3030%2020%1010%00%1996199719961997美國(guó)商業(yè)部門估計(jì)，制造業(yè)在20世紀(jì)90年代降低了9%的庫(kù)存，節(jié)省了820億美圓財(cái)富 3/3/97.最好的公司得益于巨大的競(jìng)爭(zhēng)優(yōu)勢(shì). 1999 Andersen Consulting231997 PRTM Study分銷網(wǎng)絡(luò)的投資“直銷策略”貫穿整個(gè)銷售過(guò)程的銷售信息及流程行業(yè)巨頭證明供應(yīng)鏈的成功帶來(lái)的巨大價(jià)值高 于平均水平500%高 于 平均水平250%高 于 平均水平3000%For period 1988-1996;Source Strategic Supp

31、ly Chain Alignment, 1998 1999 Andersen Consulting24對(duì)于高科技電子行業(yè)的供應(yīng)鏈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(kù)存約為 $0.5-1.5 萬(wàn)億， 并且?guī)齑嬷苻D(zhuǎn)率低于10次/年庫(kù)存周轉(zhuǎn)率為50次/年盡管如此，仍存在減少庫(kù)存的潛力 10-30% 企業(yè)內(nèi)部的延遲 10-30%企業(yè)外部的延遲 40-65% 直銷 10-25% 協(xié)同計(jì)劃Source: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census data 1999 Andersen Consulting25- 企業(yè)內(nèi)部供應(yīng)鏈實(shí)踐 -5總是43210差好根本不差好差好差好差好差好差好供應(yīng)商擁有第三方后勤第三方后勤第三方后勤電子信息系統(tǒng)客戶訪問(wèn)制訂或管理庫(kù)存(倉(cāng)儲(chǔ))(運(yùn)輸)(信息管理)管理渠道供應(yīng)內(nèi)部系統(tǒng)定貨策略與補(bǔ)充跟蹤定單差Source: Manufacturing Manager