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Click to edit title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Business Integration Model,0,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,.,Gregory J. Owens,Former Global Managing Partner,Supply Chain Practice,March 4, 1999,A Holistic Perspective:Supply Chain Management,1,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,2,“,The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.”,AMR Research Alert on Supply Chain Management,(August 1998),Successful SCM initiatives typically combine strategic and tactical change to all components of a company.,TECHNOLOGY,BUSINESSINTEGRATION,PEOPLE,PROCESS /,OPERATIONS,STRATEGY,S,u,p,p,l,y,C,h,a,i,n,M,a,n,a,g,e,m,e,n,t,P,r,a,c,t,i,c,e,3,Executives should take a holistic business approach to successfully synchronize their supply chains.,TECHNOLOGY,Synchronized,Supply Chain,PEOPLE,PROCESS /,OPERATIONS,STRATEGY,Implement the right enabling technologies,Develop a synchronization strategy,and choose the right initiative,Develop supporting process capabilities,Restructure and re-skill organizational relationships,4,Determine With Whom,To Synchronize,Determine Your,Synchronization Scope,Number of Partners,Partners Strategic Importance,Upstream or Downstream Positioning of Partners,Nature of Relationship,Partners Capabilities,Supply Chain Structure,Product Lines,Customer Priorities,Business Functions,Market Offerings,Channel Strategies,First and foremost, successful synchronization requires developing a synchronization strategy.,5,Demand Generation,Companies will then need to develop processes to support each core capability.,Forecasting & Fulfillment,Product Design,Outsourcing,Materials & Capacity,Synchronized Supply Chain Strategy,6,Implementing the right enabling technologies is also critical to the success of synchronization.,Automated business processes,Todays Technology,ERP, Y2K,Single solution legacy driven,Process,Solution,Drivers,Technology,Solution,Supply chain decision support,Supply chain integration,Multiple solution installs,Emerging Technology,Align and Integrate,Collaborative supply chain technology,Value-based external collaborative models,Multiple solution integration,Future Technology,Collaborate & Synchronize,Commitment,Interdependent,Interactive/Aligned,Investment,Transactional,Understanding,Hostile,Connection/Culture,Synergistic,Integrate,Collaborate,Synchronized,The Journey to Synchronization,Real and Perceived Mutual Benefits,8,Supply chain organizations must be restructured and re-skilled to support these strategies,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,Focus on functional skill building,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,9,
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