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BusinessIntegrationModel02003某著名企業(yè)ConsultingLinkingtheglobewithreal-timeapplicationsthatmaximizecustomerdesireswithreducedcoststructuresthroughoptimizedsoftwarewithoperationsexecutedbybothinternalpeopleandexternalalliancepartners.

GregoryJ.OwensFormerGlobalManagingPartnerSupplyChainPracticeMarch4,1999AHolisticPerspective:

SupplyChainManagement12003某著名企業(yè)ConsultingTheSCMpitfallswehavelearnedtodate.BenefitsfromsharingsalesforecastsandinventorylevelsareachievablebutfallshortofthepromiseThebarrierstocollaborationandintegrationareorganizationalandbehavioralnottechnologicaloreconomic-theFearofChangeLackoftrustandintegrationofpanypracticesarekeyobstacles22003某著名企業(yè)Consulting“TheSCMPracticeprisesexpertsintechnology,processes,strategyandchangemanagement,enablingittoprovideclientswithcross-functionalsolutions.”AMRResearchAlertonSupplyChainManagement(August1998)SuccessfulSCMinitiativestypicallybinestrategicandtacticalchangetoallponentsofapany.TECHNOLOGYBUSINESS

INTEGRATIONPEOPLEPROCESS/OPERATIONSSTRATEGYSupply

Chain

Management

Practice32003某著名企業(yè)ConsultingExecutivesshouldtakeaholisticbusinessapproachtosuccessfullysynchronizetheirsupplychains.TECHNOLOGYSynchronizedSupplyChainPEOPLEPROCESS/OPERATIONSSTRATEGYImplementtherightenablingtechnologiesDevelopasynchronizationstrategy,andchoosetherightinitiativeDevelopsupportingprocesscapabilitiesRestructureandre-skillorganizationalrelationships42003某著名企業(yè)ConsultingDetermineWithWhomToSynchronizeDetermineYourSynchronizationScopeNumberofPartnersPartners’StrategicImportanceUpstreamorDownstreamPositioningofPartnersNatureofRelationshipPartners’CapabilitiesSupplyChainStructureProductLinesCustomerPrioritiesBusinessFunctionsMarketOfferingsChannelStrategiesFirstandforemost,successfulsynchronizationrequiresdevelopingasynchronizationstrategy.52003某著名企業(yè)ConsultingDemandGenerationpanieswillthenneedtodevelopprocessestosupporteachcorecapability.Forecasting&FulfillmentProductDesignOutsourcingMaterials&CapacitySynchronizedSupplyChainStrategy62003某著名企業(yè)ConsultingImplementingtherightenablingtechnologiesisalsocriticaltothesuccessofsynchronization.AutomatedbusinessprocessesToday’sTechnologyERP,Y2KSinglesolutionlegacy

drivenProcessSolutionDriversTechnologySolutionSupplychaindecisionsupportSupplychainintegrationMultiplesolutioninstallsEmergingTechnologyAlignandIntegrateCollaborativesupplychaintechnologyValue-basedexternalcollaborativemodelsMultiplesolutionintegrationFutureTechnologyCollaborate&Synchronize11/4/987?某著名企業(yè)Consulting1998mitmentInterdependentInteractive/AlignedInvestmentTransactionalUnderstandingHostileConnection/

CultureSynergisticIntegrateCollaborateSynchronizedTheJourneytoSynchronizationRealandPerceivedMutualBenefits82003某著名企業(yè)ConsultingSupplychainorganizationsmustberestructuredandre-skilledtosupportthesestrategiesFeaturesofatypicalsupplychainorganizationContractualrelationshipswithcustomersandsuppliersOrganizationandmanagementoffunctionalactivities FunctionallyorientedmetricsandremunerationMistrustbetweenfunctionsFocusonfunctionalskillbuildingFeaturesofaleadingsupplychainorganizationHarnessthepowerofbusinesspartnersandalliancesOrganizationandmana

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