[创业][管理]供应链管理_安达信_模型
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安达信供应链管理模型课件
Features of a leading supply chain organization Harness the power of business partners and alliances Organization and management of cross functional processes Customer focused metrics and incentives Team approach Development of resources with sophisticated supply chain wide understanding
A Holistic Perspective: Supply Chain Management
The SCM pitfalls we have learned to date.
Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change Lack of trust and integration of company practices are key obstacles
Demand Generation
Companies will then need to develop processes to support each core capability.
A Holistic Perspective: Supply Chain Management
The SCM pitfalls we have learned to date.
Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change Lack of trust and integration of company practices are key obstacles
Demand Generation
Companies will then need to develop processes to support each core capability.
供应链管理-安达信-模型课件
选择合适的合作伙伴，并建 立稳定的合作关系。
供应ቤተ መጻሕፍቲ ባይዱ信息技术支持
利用信息技术来支持供应链 协同，提高供应链的效率和 可见性。
供应链协调机制
建立供应链协调机制，促进 信息共享和决策协同。
供应链评估
供应链绩效评估指标 交货准时率 库存周转率 客户满意度
供应链绩效评估方法 问卷调查 数据分析 质量检测
通过评估供应链绩效，可以识别问题和改进机会，并提升整体供应链的运营效果。
供应链管理的目标
提高响应能力
通过优化供应链流程，提高响 应客户需求的能力。
降低成本
通过减少库存和加强供应链协 调，降低企业的运营成本。
提高质量
通过强化供应商管理和质量控 制，提高产品和服务质量。
供应链分析
1
关键制约因素
供应链的关键制约因素包括供应商能力、运输效率和供应链可见性。
2
成本结构
供应链的成本结构包括采购成本、库存成本和物流成本等。
供应链管理-安达信-模型 课件
这是安达信供应链管理的模型课件，内容包括供应链管理的概述、供应链分 析、供应链规划、供应链协同、供应链评估和结论等。
什么是供应链管理
定义
供应链管理是指整合和协调供应链中的所有环节，包括采购、物流和分销，以提高效率和降 低成本。
重要性
供应链管理可以增加企业竞争力，提高客户满意度，并帮助企业在市场上取得优势地位。
3
安达信案例分析
通过供应链分析，安达信实现了供应链环节的优化和成本的降低。
供应链规划
供应链网络设计
根据产品特性和市场需求，设计 一个高效的供应链网络。
供应链运营模式
确定供应链的运营模式，包括直 销、经销和混合模式等。
供应ቤተ መጻሕፍቲ ባይዱ信息技术支持
利用信息技术来支持供应链 协同，提高供应链的效率和 可见性。
供应链协调机制
建立供应链协调机制，促进 信息共享和决策协同。
供应链评估
供应链绩效评估指标 交货准时率 库存周转率 客户满意度
供应链绩效评估方法 问卷调查 数据分析 质量检测
通过评估供应链绩效，可以识别问题和改进机会，并提升整体供应链的运营效果。
供应链管理的目标
提高响应能力
通过优化供应链流程，提高响 应客户需求的能力。
降低成本
通过减少库存和加强供应链协 调，降低企业的运营成本。
提高质量
通过强化供应商管理和质量控 制，提高产品和服务质量。
供应链分析
1
关键制约因素
供应链的关键制约因素包括供应商能力、运输效率和供应链可见性。
2
成本结构
供应链的成本结构包括采购成本、库存成本和物流成本等。
供应链管理-安达信-模型 课件
这是安达信供应链管理的模型课件，内容包括供应链管理的概述、供应链分 析、供应链规划、供应链协同、供应链评估和结论等。
什么是供应链管理
定义
供应链管理是指整合和协调供应链中的所有环节，包括采购、物流和分销，以提高效率和降 低成本。
重要性
供应链管理可以增加企业竞争力，提高客户满意度，并帮助企业在市场上取得优势地位。
3
安达信案例分析
通过供应链分析，安达信实现了供应链环节的优化和成本的降低。
供应链规划
供应链网络设计
根据产品特性和市场需求，设计 一个高效的供应链网络。
供应链运营模式
确定供应链的运营模式，包括直 销、经销和混合模式等。
精编创业管理供应链管理安达信模型资料
• Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change
Solution
driven
installs
Multiple solution integration
©Andersen Consulting 1998
7
11/4/98
The Journey to Synchronization
Synergistic
Synchronized
Interdependent
Connection/ Culture
Collaborate
Commitment
Interactive/Aligned
Integrate
Investment
Transactional
Understanding
Hostile
© 1999 Andersen Consulting
8
Supply chain organizations must be restructured and re-skilled to support these strategies
Determine Your Synchronization Scope
Number of
Partners
Partners’ Strategic Importance
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change
Solution
driven
installs
Multiple solution integration
©Andersen Consulting 1998
7
11/4/98
The Journey to Synchronization
Synergistic
Synchronized
Interdependent
Connection/ Culture
Collaborate
Commitment
Interactive/Aligned
Integrate
Investment
Transactional
Understanding
Hostile
© 1999 Andersen Consulting
8
Supply chain organizations must be restructured and re-skilled to support these strategies
Determine Your Synchronization Scope
Number of
Partners
Partners’ Strategic Importance
安达信-供应链管理-模型006--资料
Develop a synchronization strategy, and choose the right initiative
STRATEGY
Restructure and re-skill organizational relationships
PEOPLE
TECHNOLOGY Impleme chain integration
Supply chain decision support
Value-based external collaborative models
Collaborative supply chain technology
Technology Single solution legacy Multiple solution
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change
• Lack of trust and integration of company practices are key obstacles
Collaborate & Synchronize Align and Integrate
Drivers
Process Solution
Today’s Technology Emerging Technology Future Technology
ERP, Y2K
Automated business processes
Business Integration Model
STRATEGY
Restructure and re-skill organizational relationships
PEOPLE
TECHNOLOGY Impleme chain integration
Supply chain decision support
Value-based external collaborative models
Collaborative supply chain technology
Technology Single solution legacy Multiple solution
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change
• Lack of trust and integration of company practices are key obstacles
Collaborate & Synchronize Align and Integrate
Drivers
Process Solution
Today’s Technology Emerging Technology Future Technology
ERP, Y2K
Automated business processes
Business Integration Model
[管理资料]供应链管理_安达信_模型(英文)-PPT课件
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Demand Generation
Materials & Capacity
Outsourcing
Implementing the right enabling technologies is also critical to the success of synchronization.
Collaborate & Synchronize Align and Integrate
Business Integration Model
A Holistic Perspective: Supply Chain Management
Linking the globe with real-time applications that maximize customer desires with reduced cost structures through optimized software with operations executed by both internal people and external alliance partners.
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change
• Lack of trust and integration of company practices are key obstacles
Upstream or Downstream Positioning of
Partners
Supply Chain Structure
[管理资料]供应链管理_安达信_模型(英文)-PPT精选文档
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© 2019 Andersen Consulting
2
Successful SCM initiatives typically combine strategic and tactical change to all components of a company.
“The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.”
Nature of Relationship
Supply Chain Structure
5
Companies will then need to develop processes to support each core capability.
Forecasting & Fulfillment
Product Design Synchronized Supply Chain Strategy
Number of Partners Partners’ Strategic Importance Partners’ Capabilities
Determine Your Synchronization Scope
Product Lines
Business Functions
Upstream or Downstream Positioning of Partners Customer Priorities Channel Strategies Market Offerings
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Nature of Relationship
Supply Chain Structure
5
Companies will then need to develop processes to support each core capability.
Forecasting & Fulfillment
Product Design Synchronized Supply Chain Strategy
Number of Partners Partners’ Strategic Importance Partners’ Capabilities
Determine Your Synchronization Scope
Product Lines
Business Functions
Upstream or Downstream Positioning of Partners Market Offerings
Gregory J. Owens Former Global Managing Partner Supply Chain Practice March 4, 1999
© 1999 Andersen Consulting
1
The SCM pitfalls we have learned to date.
©Andersen Consulting 1998
7
11/4/98
The Journey to Synchronization
Synergistic
Synchronized
Interdependent
Connection/ Culture
Collaborate
Interactive/Aligned
STRATEGY
Restructure and re-skill organizational relationships
PEOPLE
TECHNOLOGY
Synchronized Supply Chain
Implement the right enabling technologies
PROCESS / OPERATIONS
AMR Research Alert on Supply Chain Management (August 1998)
STRATEGY
PEOPLE BUSINESS INTEGRATION
TECHNOLOGY
PROCESS / OPERATIONS
© 1999 Andersen Consulting
Features of a typical supply chain organization • Contractual relationships with customers and suppliers • Organization and management of functional activities • Functionally oriented metrics and remuneration • Mistrust between functions Features of a leading supply chain organization • Harness the power of business partners and alliances • Organization and management of cross functional processes • Customer focused metrics and incentives • Team approach
Future Technology Value-based external collaborative models Collaborative supply chain technology Multiple solution integration
Process Solution
Technology Solution
3
Executives should take a holistic business approach to successfully synchronize their supply chains.
Develop a synchronization strategy, and choose the right initiative
Business Integration Model
A Holistic Perspective: Supply Chain Management
Linking the globe with real-time applications that maximize customer desires with reduced cost structures through optimized software with operations executed by both internal people and external alliance partners.
• Focus on functional skill building
• Development of resources with sophisticated supply chain wide understanding
© 1999 Andersen Consulting
9
Demand Generation
Materials & Capacity
6
Outsourcing
Implementing the right enabling technologies is also critical to the success of synchronization.
Collaborate & Synchronize Align and Integrate
© 1999 Andersen Consulting
2
Successful SCM initiatives typically combine strategic and tactical change to all components of a company.
“The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.”
Commitment
Integrate
Transactional
Investment
Understanding
Hostile
© 1999 Andersen Consulting
8
Supply chain organizations must be restructured and re-skilled to support these strategies
• Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change • Lack of trust and integration of company practices are key obstacles
Today’s Technology Drivers ERP, Y2K Automated business processes Single solution legacy driven
Emerging Technology Supply chain integration Supply chain decision support Multiple solution installs
Develop supporting process capabilities
4
First and foremost, successful synchronization requires developing a synchronization strategy.
Determine With Whom To Synchronize