Creating Adaptive Supply Chains Philip D. Robers, PhD Global Director, Supply Chain 创立适应能力强的供应链Copyright 2002, Cap Gemini Ernst & Young这不是您的父辈所认知的商业环境期望在提升(人和客户)产品周期在缩短与客户及合作伙伴的连通性不容忽视全球化已成为关键促成者强大的供应链技术已出现及已经可以应用环境经常在改变我们在接近可管理性的极限吗?Copyright 2002, Cap Gemini Ernst & Young很少的供应链表现良好 极好很好好良好差05%10%15%20%25%30%35%40%45%50%12.0%41.6%38.9%1.3%6.2%供应链 表现资料来源:凯捷安永/ Industry Week 供应链研究Copyright 2002, Cap Gemini Ernst & Young对这些改变的反映 不可轻心资料来源: Gartner Group“在2004年之前, 那些失败应用供应链管理技 术及程序的企业中,90%会失去他们首选供应 商的地位(.8的概率)”Copyright 2002, Cap Gemini Ernst & Young主动企业的市场价值时间EVA/ 股东价值企业范围供应链机率当前方案固定资本功效税款减至最小限 度唯一没变的是 股东价值仍是我们的目标! 总成本减至最小 限度运营资金功效利润成长Copyright 2002, Cap Gemini Ernst & Young三代供应链管理方式 商业尺度功能优化综合Silo组织部门表现成本决定功能性技术局部的解决方案时间几周或几月Copyright 2002, Cap Gemini Ernst & Young三代供应链管理方式商业尺度功能优化综合的供应链综合部门企业组织部门集中表现成本成本与服务决定功能性流程主导技术局部的解决方案ERP / Bolt-on时间几周或几月几天或几周Copyright 2002, Cap Gemini Ernst & Young三代供应链管理方式商业尺度功能优化综合的供应链适应性强的供应 链综合Silo企业扩大企业范围组织部门集中协同表现成本成本与服务收入及利润决定功能性流程主导Event Based Agent Assisted技术局部的解决方案ERP / Bolt-on完整的网络连接 时间几周或几月几天或几周实时Copyright 2002, Cap Gemini Ernst & Young适应性强的供应链 在三个水平上运作生态系统工程 学网络设计消费者主导 战略战略供应及需求计 划利润及收入优 化资产管理 运作运作订购管理补货履行/交货执行执行被重要的促成者所支持Copyright 2002, Cap Gemini Ernst & Young理解我们适应能力强的供应链的观点需求和供应管理一体化 适应性强的供应链的关键 可见度 协同 立基于事件的管理 综合的技术平台转化途径 凯捷安永网络价值链结构TM Copyright 2002, Cap Gemini Ernst & Young购买迁移制造供应链最终顾客服务了解目标销售每个公司的战略应该建立 在供应和需求管理的一体化上Copyright 2002, Cap Gemini Ernst & Young通过供求管理的一体化来增长利润销售 渠道顾客 分类当前状况 Orders in Fulfillment 实时成本 短期计划 能够提交供应链需求当前状况 Current Offer Portfolio 价钱/优惠 服务需求 需求模式提议调整提议订购订购Copyright 2002, Cap Gemini Ernst & Young国际贸易 后勤供应商运送者顾客需求可见度查询订购库存促销一个适应能力强的企业拥有整个供应链从末端到末 端的可见度LLP履行/交货依从设定可提供性供应可见度生产量结算Copyright 2002, Cap Gemini Ernst & Young协同中心是适应能力强的供应链的关键促成者制造制造销售销售协同商业基础构造 综合电子-中心计划计划采购采购运行运行供应商协同渠道协同协同实行新产品设计 协同Copyright 2002, Cap Gemini Ernst & Young事件管理建立在供应链流程上立基于程序企业是用预先确定 的标准的商业程序来 管理的. 一般以ERP 和batch processing来处理交易 行为用模型来处理计划 编制及优化计算事件促成实时监控参数及事件 w扩大的企业 w内部环境 w内部明确的行为立基于特殊 的情形 (e.g. 边缘成本)协助者(Agent)用来 w监控 w管理 w优化计算Copyright 2002, Cap Gemini Ernst & Young适应能力强的技术构造网络目录 用户档案,程序及数据绘制程序资料库 用户程序和协助者应用软件 处理和数据数据 应用数据 应用数据 应用数据 应用ERP 数据综合Copyright 2002, Cap Gemini Ernst & Young凯捷安永端到端供应链方案的框架TM 汽车工业 能源业 高科技 医疗/生命科学业 消费产品及物流分配业 其他Copyright 2002, Cap Gemini Ernst & YoungTechnology ArchitectureS U P P L I E RC O M M U N I C A T O RPlanningFulfillmentTransportation SourcingManufacturingProcurement (direct / indirect)Demand & Supply SynchronizationServices HUBsSet Based Design & Transition PlanningCapacity Sourcing凯捷安永的网络价值链 (Network Value Chain)参考结构C U S T O M E RC O M M U N I C A T O RFulfillment ProvidersSuppliersManufacturingSourcingFulfillmentE X E C U T I V E D A S H B O A R DPrice Revenue Optimization Customer segmentation and product/ service bundles for differentiation.Customer Segment & Service Level StrategyCampaign Mgmt.Product Price Service Promotion PlacementReal Time Order Managementsm Real-time product configuration,promising, and status.Configure to OrderAvailable/ Capable to PromiseOrder Tracking, & TracingDemand/Supply Planning and Matching Real-time collaboration with manufacturing and suppliers.Demand PlanningSupply PlanningExecution Near real-time coordination of internal activities with suppliers, assemblers, logistics providers for optimal inventory and servicePurchasing Mgmt.Manufacturing Mgmt.Distribution Mgmt.C U S T O M E RC O M M U N I C A T O RCo-managed InventorySynchronized InventoryInventory ManagementInternetPrice-RevCampaign Mgmt.RTOMProduct Price Service Promotion PlacementCustomer Segment & Service Level StrategyConfigure to OrderAvailable/ Capable to PromiseOrder Tracking, & TracingDesignNew ChannelsStandard Channel SalesCo-managed InventoryChannel HUBsS U P P L I E RC O M M U N I C A T O RB2B MarketplacesB2C & B2B MarketplacesSupport Processes Product Lifecycle Management - Real time product development collaboration with suppliers, customers, and within the enterprise.Launch And Post-Launch SupportPortfolio ManagementComponent Supply ManagementProduct Development3PLsContract MFGFulfillmentManufacturingCopyright 2002, Cap Gemini Ernst & YoungNVC 参考结构有四个阶层Process architecture detailed closed-loop process flows, responsibilities, cycle times, workflowsGovernance architecture ownership and influence of decisions, policies, decision flows, objectsIntegration architecture roles, responsibilities, organisation, control-system, performance measuresApplication architecture applications, functionality, data & flows, interfaces, middlewarePhysical architecture servers, drives, firewalls, network, scalability, reliability, security, management Physical Hardware Site and Network PlanGovernance OwnershipBusiness Process ModelApplications LandscapeX :ProvisionX :CallCnterX :OMX :FinanceX :Billing:22AppSrvrCallCenter OM BillingIntgSrvr4 FinanceIn