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New Business Models in Supply ChainHarry E.Salzberg Memorial ProgramSyracuse UniversityApril 6,2001DA1892bSupply Chain capability continues to be the difference between eCommerce success and failureThe Internet isnt the first commerce platform,but it certainly holds more potential than any that have come before it.That potential is particularly evident in supply chain management.How effectively organizations can integrate the Internet into their core supply chain strategy will in large measure determine their future business success.-Goldman SachsA truly integrated supply chain does more than reduce costs.It also creates value for the company,its supply chain partners,and its shareholders.The industry leaders have made one thing clear:The payoffs from successful supply chain integration can be handsome indeed.-Hau L.Lee(Stanford University)Online supply-chain management will stay one of the hottest B2B technology fieldsCompanies are only now starting to figure out the efficiencies and cost savings they can realize with Web systems that allow buyers and sellers to access the same information online.-Jupiter Research 1 Accenture 2001DA1892bAgendaNew Business Models in Action:Selected Case StudiesMaking it Happen in Your CompanyRedefining Supply Chains to Drive Revenue and Profits2 Accenture 2001DA1892bAgendaNew Business Models in Action:Selected Case StudiesMaking it Happen in Your CompanyRedefining Supply Chains to Drive Revenue and Profits3 Accenture 2001DA1892bWhat is a business model,anyway?Its an organizations core logic for creating valueWhat are the Companys Revenue Streams?What are the Companys Revenue Streams?Operating RevenueOperating RevenuenWhat does it sell?nTo whom?nWhy do customers choose this company over others?nHow does the company communicate distinctively with customers?nHow does it price distinctively?What are the Companys value propositions?Non-Operating RevenueNon-Operating RevenuenHow does it attract financial resources?nHow does it maximize the value of its financial assets?How does the Company manage its finances distinctively?How does the company make a profit?How does the company make a profit?nWhat role does it play in the value chain?nHow is its cost structure distinctive?nWhat distinctive resources,assets,and capabilities does it leverage?nWhat distinctive relationships does it enjoy?nHow does it structure and leads its organization to achieve world class performance?4 Accenture 2001DA1892bSuccessful business models are driven by two key concepts revenue and profitabilityBusiness Model Design ConceptsDesign ConceptsThink Global;Act LocalCustomer Revenue and ProfitabilityCustomerServiceRequirementsChannelAssetLeverageCollaborativeValue CreationRevenue/ProfitabilityServiceGlobal OptimaCustomer(1)Customer(2)Customer(3)5 Accenture 2001DA1892bFocusing on revenue/profitability oriented business models have significant implications for supply chain designTraditional Supply Chain DesignsTraditional Supply Chain DesignsSupply Chain Design InnovationsSupply Chain Design InnovationsnOverall logistics costsnChannel service levelsnDo it yourselfnFocus on getting stuff out the doornCustomer-level revenue/profitabilitynCustomer-level service standardsnCollaborate with supply chain partnersnFocus on creating customer value6 Accenture 2001DA1892bLets look at the track record for new business models in supply chain,especially the“new economy”entrantsnEvolutionary Masters constantly improving on proven designsnNew,New Entrants web-enabled entrants seeking long-term competitive advantagenSpectacular Failures the$100 million space explorers7 Accenture 2001DA1892bOur Evolutionary Masters have deftly managed supply chain complexity and relationships over the last decadeManaging RelationshipsnIntegrate technologies to extend into suppliers and customersnBuy,build&borrow new capabilities from the best companiesnSupply chain human performance-engaging your peoplenBuild demand chain synchronization capabilitiesManaging ComplexitynIntegrate and continuously improve:operational excellencenCompress the supply chain to eliminate wasted time and inventorynCreate new reserves to allow flexible response to the unexpectedAbility to Manage Supply Chain RelationshipsIntegrationCollaborationSynchronizationValue Creator PositioningFunctionalComplexityEnterpriseComplexityValue ChainNetworkComplexityAbility toManageSupply ChainComplexity=B2B web based world8 Accenture 2001DA1892band they have been rewarded by Wall StreetPrice toEarningsRatio(AnnualizedGrowth1995-1999)Market Capitalization(Annualized Growth 1995-1999)Shareholder Value Creation1995-1999Source:Accenture Financial Analysis(43%,27%)(152%,57%)(38%,30%)(57%,36%)(11%,-13%)(6%,4%)9 Accenture 2001DA1892bReport CardReport CardSupply Chain InnovationSupply Chain InnovationThe jury remains out on the new,new entrants with“innovative”supply chainsNew,New EntrantsNew,New EntrantsMore products,no stores,efficient consumer direct delivery systemComments:early outsourcing model a bust.Volume growth key to lowering supply chain costs.Service level leader with consumers.Probability of Success:Moderate to HighChallenge:B+M retailers develop models with more supply chain efficiencyCool Move:Partnership with Toys R UsConcierge for the home,backed by a state-of-the-art“last mile”delivery systemComments:Huge investment in a UPS/FedEx like delivery model.Key 3PL players have much better cost profilesProbability of Success:LowChallenge:Existing supermarkets entering the business at a fraction of the costCool Move:B+M Partnership/Takeover?Really Cool Move?:Amazon buys Webvan10 Accenture 2001DA1892bOur spectacular failures all violated basic business and supply chain rules11 AugustWanted to be The Price Club of the Web.Plagued by billing/fulfillment problemsThe ReasonsThe ReasonsDODDOD Hit ParadeHit Parade6 NovemberNo sit,no buy.Manufacturers could not meet delivery times site promised consumers7 NovemberDogs really do not have wallets.Sold low margin products with high delivery costs11 DecemberIllogical brand extension.Infrastructure did not exist to meet consumer delivery needsPWeb House Club11 Accenture 2001DA1892bWe believe that success in the new economy lies in a seamless combination of capabilities across the extended supply chainThe Supply Chain ContinuumRelationships along the Supply ChainScope of ImpactIncreasing Capabilities,Increasing BenefitsWithinBusinessActivitiesTraditionalOptimizationIntegrationIntegratedStep 1:Integrate functions of theexisting supply chainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep 2:Improve collaboration and control with vendors,customersAcrossAlliancePartnersSynchronizationeSynchronizationStep 3:Virtually Synchronize the supply chain across players into one logical enterpriseWeb-Based EntrantsLeader in the New Economy12 Accenture 2001DA1892bOur vision of winning new business models in supply chain leverage the emerging exchange space,integrated with innovative supply chain planning and execution capabilitiesProcuremenProcurement tSupply Supply ChainChainPlanningPlanning3rd Party 3rd Party Partners/Alliances/Partners/Alliances/VenturesVentureseFulfillmenteFulfillmentCollaborative Collaborative ManufacturinManufacturing geCRMeCRMVirtual SynchronizationeSupporteSupportService/Service/Support/Support/MaintenanceMaintenanceMaterial/procurement exchanges/auctionsIP/product development exchangesCapability/service exchangesSupply Chain EcosystemeDesigneDesigneCommerceCommerce e CapabilitieCapabilities s13 Accenture 2001DA1892bAgendaNew Business Models in Action:Selected Case StudiesMaking it Happen in Your CompanyRedefining Supply Chains to Drive Revenue and Profits14 Accenture 2001DA1892bWe will now highlight how new business models are emerging in key supply chain functions,as well as across multiple enterprisesSupply Supply ChainChainPlanningPlanning3rd Party 3rd Party Partners/Alliances/Partners/Alliances/VenturesVentureseFulfillmenteFulfillmenteCRMeCRMVirtual SynchronizationeSupporteSupportService/Service/Support/Support/MaintenanceMaintenanceMaterial/Procurement Exchanges/AuctionsIP/Product Development ExchangesCapability/Service ExchangesSupply Chain EcosystemeDesigneDesigneCommerceCommerce e CapabilitieCapabilities sCollaborative Collaborative ManufacturinManufacturing gProcurementProcurement15 Accenture 2001DA1892bNew Business Model:Creating a cross-company collaborative product design processRevenue/Profit Drivers:Faster product rollout/simpler designsProducts people want(Time to Market)Enhanced supplier/channel relationLower supply chain costs(Time to Volume)Higher revenue/margins from new products(Time to Profits)Key Concepts:+=eDesigneDesignnCustomer-driven designnDesign for supply chainnSharing R&D assets16 Accenture 2001DA1892beDesign Case Study:Rule-Breakers Rule!Zara redefines retailing with a collaborative design processHow They Do ItHow They Do It(“Design on Demand”Retailing)(“Design on Demand”Retailing)Challenge:nEffectively manage explosive growth in volatile retail sector of this$2 billion Spanish clothing retailer with 400 Stores in 25 countries Results:n25+%same-store sales increasen34+%yearly increase in profits in a weak retail sectornDaily evaluation of store sell-thrunCollaborative store manager/central planning/supplier design decisions via the internetnLess than 15 day manufacturing cyclenTwice-a-week store replenishment17 Accenture 2001DA1892bNew Business Model:Using web-based virtual marketplaces as a fast-track mechanism for creating a tightly synchronized supply/customer baseRevenue/Profit Drivers:New source of buyers and sellersState-of-the art auction/exchange/delivery/management processesnCheaper sourcesnNew customersnLower admin costsnImproved efficiencies Key Concepts:+=eMarketplaceeMarketplaces snIndustry vertical eMarketplacesnPrivate virtual eMarketplacesnHorizontal eMarketplaces18 Accenture 2001DA1892beMarketplace Case Study:Six Sigma Excellence!GE implements network to streamline purchasing processes and compress cycle timeHow They Do ItHow They Do It(“Global eXchange”Procurement)(“Global eXchange”Procurement)nLeverage web technologies and business scale to create“Trading Process Network”nStreamline procurement process by extending“Trading Process Network”purchasing technologies to buyers and sellersCompressed purchasing cycle times by 50%Reduced labor costs by 30%and material costs by 5%-20%“Trading Process Network”Challenge:nDrive bottom line purchasing benefits by transforming traditional business processes to a dot bricks-and-mortar(.bam)operating modelResults:nReduced overall procurement costs by$600 million(30%)over three years19 Accenture 2001DA1892beMarketplace Case Study:Collaborative Logistics!Nistevo coordinates trucking operations with sixteen partners to save money,time and energyHow They Do ItHow They Do It(“Managing for Profits”(“Managing for Profits”Transportation)Transportation)Challenge:nDeliver an eMarketplace transportation solution to industry leading customers-including General Mills,Nabisco,Pillsbury,Fort James and othersResults:nGeneral Mills already reports a 7%reduction in transportation costsnWeb-enabled systems include private fleet and common carrier scheduling sitesnAccess system anytime,anywhere with any web browsernPost inbound/outbound truck space needed or availablenReal-time updates when and where all partner shipments are going nNext generation offering includes shipment and route optimization software20 Accenture 2001DA1892bNew Business Model:Revenue/Profit Drivers:Key Concepts:LowHighStrategic ValueBasicAdvancedCumulative CapabilitiesStable ManufacturerReactive ManufacturerEfficientReactive ManufacturerEfficientProactive ManufacturerMaximizes Revenue and ProfitTraditional Manufacturing StrategyCollaborative Manufacturing StrategyCollaborative Collaborative ManufacturingManufacturingnTransactional integrationnCollaborative integrationnNetworked operationsRedistributing production assets and forming tight collaborative partnerships to give flexibility in deciding the optimal mix of internal and external manufacturing options21 Accenture 2001DA1892bCollaborative Manufacturing Case Study:Global Management!TI integrates plant planning across its multi-billion dollar manufacturing operationsHow They Do ItHow They Do It(“Order Anywhere/Ship Anywhere”(“Order Anywhere/Ship Anywhere”Operations)Operations)Challenge:nProvide common financial,procurement,logistics,planning,field sales and marketing systems in 30 countries to transform a multi-product component manufacturer into a DSP solutions provider Results:nFactory utilization increased by 2%nDelivery cycle times reduced by two weeksnGlobal supply/demand match every 50 hours45,000 products56 factoriesnCustomer integration with over 70%of orders online and real-time order status via customer customized web sitesnFactory-level planning optimizationnGlobal inventory visibility22 Accenture 2001DA1892bNew Business Model:Take a holistic and customer-centric approach to managing the fast expanding variety of fulfillment channels traditional,web-based&exchange/eMarkets Revenue/Profit Drivers:Customer Product/Service RequirementsOptimal channels and operationsKey Concepts:+=Customer revenue/profit maximizationeFulfillmenteFulfillmentnB2C fulfillment channelsnB2B fulfillment channels23 Accenture 2001DA1892beFulfillment Case Study:Use the Tools! builds eFulfillment solution to meet explosive growthHow They Do ItHow They Do It(“State-of-the-Art Systems at(“State-of-the-Art Systems at eSpeed”)eSpeed”)Challenge:nImmediately implement a customer service and product delivery(e.g.,same day shipping)capability for internet business with explosive growth and highly seasonal demandResults:nIncreased warehouse&shipping capacity by 40%in existing facilitynPositioned business for additional growth in new facilitynIntegrated eFulfillment systems with business operating rules and processesnSupported new processes with state-of-the-art WMS tools to manage warehouse operationsnProvide customer service with real-time inventory visibility to detailed product and location nDesigned and installed new systems in eight weeks24 Accenture 2001DA1892bNew Business Model:Synchronize the supply chain across players into one logical enterpriseRevenue/Profit Drivers:eSynchronization Improvements(Examples)nDelivery performance 16 28%nInventory reduction25 60%nCapacity improvements10 20%nForecast accuracy25 80%nLower supply chain cost25 50%Key Concepts:nMulti-channel order flow managementnCollaborative supply chain designnCross-partner optimizationVirtual Virtual SynchronizationSynchronization25 Accenture 2001DA1892bVirtual Synchronization Case Study:Customer Satisfaction!Ericsson addresses competitive pressures with synchronized supply chain programHow They Do ItHow They Do It(“A Network of Capabilities”)(“A Network of Capabilities”)Challenge:nAddress slowing demand,increased competition and tightening margins through a greater emphasis on customer service.Results:nNumber of”very satisfied”customers triplednDelivery accuracy improved to nearly 100%;supplier accuracy increased by 30%nOrders delivered in less than a week increased by 50%nWork-in-progress levels reduced up to 85%;nFinished goods inventory drops by a factor seven in some marketsnDefine and implement supply chain strategies,business models and systemsnDevelop new build-to-order manufacturing,supplier-managed inventory and streamlined logistics capabilitiesnCreate global,procurement organizationnImprove manufacturing yields dramaticallynImplement SAP R/3 system to optimize and integrate supply chain processes and technologies26 Accenture 2001DA1892bAgendaNew Business Models in Action:Selected Case StudiesMaking it Happen in Your CompanyRedefining Supply Chains to Drive Revenue and Profits27 Accenture 2001DA1892bHow do I get started?Supply Chain Information Sharing PlanContinuous Relationship ManagementProcess/activity CollaborationChannel Ownership/RationalizationeSynch StrategyVirtuous Circle of eSynchronization28 Accenture 2001DA1892bA successful business model for supply chain synchronization requires a cold,hard look at whom and how to define partnership relationsWhom?Whom?How?How?Strategic Partners Key CapabilitiesRevenue/Profit OpportunitiesOptimal Supply Chain StructureNature of RelationshipProduct LinesProcess IntegrationSupply VendorsCustomer PrioritiesChannel Priorities29 Accenture 2001DA1892bFive key traps to avoid as you define your new supply chain business models1.Being devoted to the wrong customers2.Stuck with the wrong supply chain partners3.Choking on physical assets4.Creating false synergy5.Looking too far ahead30 Accenture 2001DA1892bPitfall#1:Being devoted to the wrong customersOver 50%of current supply chain designs cater to least profitable customersIssueTop 10 20%of customers generate over 80%of revenue and profitabilityRealitynAdjust your supply chain to cater to the customers you wantnDefine less costly(web-based,distributor)solutions for least profitable customersnMake all customers continue to feel they are getting a good dealAction Plan31 Accenture 2001DA1892bPitfall#2:Stuck with the wrong supply chain partnersConsumers prefer a direct-to-customer distribution modelLong-term channel partner contracts,relationships,ownership create difficult conflict scenariosnDispassionately evaluate long-term industry trendsnIdentify right partners and right relationships that match business plansnDefine win-win exit strategies with loser partners;execute cautious deals with winnersIssueRealityAction Plan32 Accenture 2001DA1892bPitfall#3:Choking on physical assetsSignificant,duplicative supply chain assets clog existing distribution channelsCollaborating on optimal levels of warehouses,inventory and transport with supply chain partners will yield significant benefitsnIdentify optimal distribution strategies for key/non-key customersnWork with partners to collectively lower costs and improve revenue/profits through enhanced availabilitynSeriously consider outsourcing channel logistics operationsIssueRealityAction Plan33 Accenture 2001DA1892bPitfall#4:Creating false synergyAdding new supply chain capabilities in the hopes of creating a distinctive position can be truly treacherousIssueMake sure you know if new capabilities really contribute to value creation for customersRealitynDevelop product design,manufacturing,logistics,sales,and service teams to collectively assess what customers want nDefine revenue/profit enhancing synergistic offeringsnPilot/implement in real world client situationsAction Plan34 Accenture 2001DA1892bPitfall#5:Looking too far aheadMisguided product and delivery strategies focused on market share rather than profitabilityIssueConsumers understand they need to pay realistic prices and get rational deliveriesRealitynEnsure product strategists understand total cost of service modelsnClearly document customer expectations on service needs;use revenue based models to assess impacts nDo not fall victim to dot-com feverAction Plan35 Accenture 2001DA1892bEmerging supply chain business models will drive new competitive advantages by enabling forward-thinking companies to impact revenue and profitabilityWhether making enhancements to existing processes or designing new processes supporting entirely new business models,new ways of executing supply chain activities continue to abound.The supply chain is e-commerce if properly done.And collaboration is the defining factor of the supply chain in the e-commerce world.The Internet has finally arrived for the business-to-business market.The infrastructure has been built,companies are interested,and the economic environment is robust.Technology is changing from a cost of doing business to a way of doing business.-Achieving Supply Chain Excellence Through Technology(ASCET)-Morgan Stanley Dean Witter from The B2B Internet Report-Gary Forger(Executive Editor of Modern Materials Handling)from Collaboration-The Supply Ch
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