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1、Business Integration Model2003 AndersenConsulting2Linking 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.OwensFormer Global Managing
2、 PartnerSupply Chain PracticeMarch 4,1999A Holistic Perspective:Supply Chain Management2003 AndersenConsulting3The SCM pitfalls we have learned to date.Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promiseThe barriers to collaboration and integration
3、 are organizational and behavioral not technological or economic-the Fear of ChangeLack of trust and integration of company practices are key obstacles2003 AndersenConsulting4“The SCM Practice comprises experts in technology,processes,strategy and change management,enabling it to provide clients wit
4、h 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.TECHNOLOGYTECHNOLOGYBUSINESSBUSINESSINTEGRATIONINTEGRATIONPEOPLEPEOPLEPROCESS/PROCESS/OPERATIONSOPERATIONS
5、STRATEGYSTRATEGYS SSu uup ppp ppl lly yy C CCh hha aai iin nn MMMa aan nna aag gge eemmme een nnt tt P PPr rra aac cct tti iic cce ee2003 AndersenConsulting5Executives should take a holistic business approach to successfully synchronize their supply chains.TECHNOLOGYTECHNOLOGYSynchronizedSynchronize
6、dSupply ChainSupply ChainPEOPLEPEOPLEPROCESS/PROCESS/OPERATIONSOPERATIONSSTRATEGYSTRATEGYImplement the right enabling technologiesDevelop a synchronization strategy,and choose the right initiativeDevelop supporting process capabilitiesRestructure and re-skill organizational relationships2003 Anderse
7、nConsulting6Determine With Whom To SynchronizeDetermine Your Synchronization ScopeNumber of PartnersPartners Strategic ImportanceUpstream or Downstream Positioning of PartnersNature of RelationshipPartners CapabilitiesSupply Chain StructureProduct LinesCustomer PrioritiesBusiness FunctionsMarket Off
8、eringsChannel StrategiesFirst and foremost,successful synchronization requires developing a synchronization strategy.2003 AndersenConsulting7Demand GenerationCompanies will then need to develop processes to support each core capability.Forecasting&FulfillmentProduct DesignOutsourcingMaterials&Capaci
9、ty Synchronized Supply Chain Strategy11/4/982003 AndersenConsulting8Implementing the right enabling technologies is also critical to the success of synchronization.Automated business processesTodays TechnologyERP,Y2KSingle solution legacy drivenProcessSolutionDriversTechnologySolutionSupply chain de
10、cision supportSupply chain integrationMultiple solution installsEmerging TechnologyAlign and IntegrateCollaborative supply chain technologyValue-based external collaborative modelsMultiple solution integrationFuture TechnologyCollaborate&Synchronize2003 AndersenConsulting92003 AndersenConsulting10Co
11、mmitmentInterdependentInteractive/AlignedInvestmentTransactionalUnderstandingHostileConnection/CultureSynergisticIntegrateCollaborateSynchronizedThe Journey to SynchronizationReal and Perceived Mutual Benefits2003 AndersenConsulting11Supply chain organizations must be restructured and re-skilled to
12、support these strategiesFeatures of a typical supply chain organization Contractual relationships with customers and suppliersOrganization and management of functional activitiesFunctionally oriented metrics and remuneration Mistrust between functions Focus on functional skill buildingFeatures of a leading supply chain organization Harness the power of business partners and alliancesOrganization and management of cross functional processesCustomer focused metrics and incentivesTeam approach Development of resources with sophisticated supply chain wide understanding
学习资料供应链管理模型ppt课件
