某咨询－供应链管理

Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,1999 Andersen Consulting,#,Click to edit title style,The Value Proposition of,Supply Chain Management,0,1999 Andersen Consulting,Manu-,facturer,Tier 2,Suppliers,Tier 1,Suppliers,Wholesaler,or,Distributor,Retailer,or,Dealer,Consumers,“ThePowerofBusinesstoBusinessIntegration,”,”BenchmarkingPartners,December1998,Cost is oneofthemajordriverstoextendthe traditional enterprise,.,.,60%ofvariablecostsofanorganizationare drivenbydecisionsthatareexternaltothe organization.,1,1999AndersenConsulting,Logisticsexpense,includes:,FinishedGoodsTransportation,Warehousing,OrderEntry/CustomerService,Administration,InventoryCarryingCost,18%,NorthAmericanAnnualTotalLogistics CostChange in Percentage,Source,:,:CouncilofLogistics Management1997AnnualConferenceProceedings,Logistics Costs andCustomerService Levels,(,(HerbertW.Davis,&,&WilliamH.Drumm),Thepastefforts havenot beenwithoutconsiderablerewards.,-50,%,%,-30,%,%,-10,%,%,10%,30%,50%,83,84,85,86,87,88,89,90,91,92,93,94,95,96,97,%ofSales,$/CWT,$/CWT,=,=Dollars perhundred weight.,2,1999AndersenConsulting,Best in ClassAverage,1,2,Source,:,:LogisticsManagement,April1997,Yet,supplychaincost reductionstillrepresents asignificantbusinessopportunity,.,.,.,SupplyChainSpendasaPercentage of Revenues,$34,$37,$34,$20,$15,$8,$4,$10,$162,Size of Gap,inBillions,3,1999AndersenConsulting,VALUETHEORY,holdsthat to increase thevalueofa company,youmust increase cashearningsinexcess of itsfull costofcapitalina sustainable fashion,Thesupply chain mustcontinuetodriveshareholdervalue,.,.,4,1999AndersenConsulting,Revenue,Costs,Working Capital,FixedCapital,ImpactofSCM,Greater customer service,(,(i,.,.e.,highermarketshare,greatergrossmargins),Lowerrawmaterials andfinishedgoodsinventory,Shorter“order-to-cash”cycles,ShareholderValue,Profitability,InvestedCapital,SCMhas contributed to increasedshareholdervaluebyimpactingtraditionalvaluelevers.,Fewerphysicalassets,(,(i,.,.e.,trucks,warehouses,materialhandlingequipment,etc,.,.),Lowercost of goods sold,transportation,warehousing,materialhandlingand distributionmanagement costs,5,1999AndersenConsulting,Costs,Assets,CustomerService,Strategicand FinancialImpact,TheimprovementofSCM hassignificantstrategic andfinancialimpactsonbottomlineactivities.,ShareholderValueCreation,CustomerService Level Increase,SupplyChainVariabilityReduction,InventoryReduction,Cycle-time Compression,Financials/Metrics.,ROA,94%,98%,In-stockavailability,Lead time,Ability to tailortospecificcustomerneeds,Fixed,PurchaseCost,VariableManufacturing,Trans/Distribution,Obsolescence,/,/Markdown,Administrative/Transaction,Manufacturing,DistributionCenters,Inventory,6,1999AndersenConsulting,Best in Class companiesenjoysignificantadvantageovertheircompetitors.,TotalSupply,-,-ChainMgmt.Cost,“Foracompany withannual sales of$2 billionand a60,%,%costofsales,thedifference betweenbeingatthe medianintermsofperformanceandbeinginthe top20%is,$,$176million in workingcapital.,”,”,7.0,6.3,0%,2%,4%,6%,8%,10%,12%,14%,1996,1997,Revenue,Best,Median,37,31,87,0,20,40,60,80,100,120,1996,1997,CalendarDays,Cash-to-CashCycleTime,13.1,11.6,105,1997PRTM Study,7,1999AndersenConsulting,35,34,78,66,0,10,20,30,40,50,60,70,80,90,100,1996,1997,Days of Supply,94,94,71,81,0%,10%,20%,30%,40%,50%,60%,70%,80%,90%,100%,1996,1997,TotalDays of Supply,On-Time Delivery Performance,Best,Median,U.S,.,.Dept,.,.of Commerce estimatesthat manufacturershavecutinventoriesby9%inthe 1990,ssavingabout,$,$82 Billion,Fortune3/3,/,/97,.,Best in Class companiesenjoysignificantadvantageovertheircompetitors.,1997PRTM Study,8,1999AndersenConsulting,Forperiod 1988,-,-1996;Source StrategicSupplyChainAlignment,1998,500,%,%,Above,Average,3000%,Above,Average,250,%,%,Above,Average,Industryleaders havedemonstrated thesignificantvaluethat successfulsupply chainscancreate.,PointofSale Dataand FlowThroughDistribution,“RetailDirect”Strategy,Investment in DistributionNetwork,9,1999AndersenConsulting,InventoryTurns,50timesperyear,The1997AndersenConsulting GlobalElectronicsStudy,(,(GES)showedthattotalinventoryinthe U,.,.S.technologyindustrysupplychainwas around,$,$0.5-1,.,.5trillionandturned lessthan10timesperyear.,SupplyChainOpportunitiesforEHT Industry,Still,thereare potentialInventoryReduction Opportunities,10-30%Inter,-,-enterprisePostponement,10-30%Intra,-,-enterprisePostponement,40-65%Direct-to-Customer Sales,10-25%Joint,(,(Collaborative,),)Planning,Source,:,:AC-Stanford-Northwesterns CDDNStudy,also1996U.S,.,.Censusdata,10,1999AndersenConsulting,-Inter-Company SupplyChainPractices,-,-,All the Time,Not at All,Lower,Higher,Lower,Higher,Lower,Higher,Lower,Higher,Lower,Higher,Lower,Higher,Lower,Higher,Supplier Owned,Or Managed,Inventory,Third Party,Logistics,(Warehousing),Third Party,Logistics,(Transportation),Third Party,Logistics,(Information,Management),Electronic,Information Systems,to Manage Channel,Fill Rates and,Replenishment,Customer,Access to,Internal Systems,to Track Order,Config