1、The Value Proposition of Supply Chain Management,Manu- facturer,Tier 2 Suppliers,Tier 1 Suppliers,Wholesaler or Distributor,Retailer or Dealer,Consumers,“The Power of Business to Business Integration”Benchmarking Partners, December 1998,Cost is one of the major drivers to extend the traditional ente

2、rprise.,60% of variable costs of an organization are driven by decisions that are external to the organization.,Logistics expense includes: Finished Goods Transportation Warehousing Order Entry/ Customer Service Administration Inventory Carrying Cost 18%, North American Annual Total Logistics Cost C

3、hange in Percentage ,Source:Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis Source Strategic Supply Chain Alignment, 1998,500% Above Average,3000% Above Average,250% Above Average,Industry leaders have demonstrated the

4、 significant value that successful supply chains can create.,Point of Sale Data and Flow Through Distribution,“Retail Direct” Strategy,Investment in Distribution Network,Inventory Turns 50 times per year,The 1997 Andersen Consulting Global Electronics Study (GES) showed that total inventory in the U

5、.S. technology industry supply chain was around $0.5-1.5 trillion and turned less than 10 times per year.,Supply Chain Opportunities for EHT Industry,Still, there are potential Inventory Reduction Opportunities 10-30% Inter-enterprise Postponement 10-30% Intra-enterprise Postponement 40-65% Direct-t

6、o-Customer Sales 10-25% Joint (Collaborative) Planning,Source: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census data,- Inter-Company Supply Chain Practices -,Higher performing global electronics companies integrate more extensively across the supply chain.,Substantial value creation has b

7、een identified for computer supply chain.,Supply chain breakthrough has realized in significant benefits.,Typical Levels of Supply Chain Benefits:,Breakthrough areas: Integrated Demand and Supply Planning New business models and portfolios of best relationships Strategic Sourcing and eProcurement eC

8、ustomer linked to Demand Chain,Which should come first? SCM or ERP?,供應(yīng)鏈管理的價(jià)值,制造商,第二層 供應(yīng)商,第一層 供應(yīng)商,批發(fā)商 或 分銷商,零售商 或 經(jīng)銷商,顧客,“The Power of Business to Business Integration”Benchmarking Partners, December 1998,成本是擴(kuò)展傳統(tǒng)企業(yè)的主要推動(dòng)力之一.,機(jī)構(gòu)的60% 可變成本由機(jī)構(gòu)對(duì)外的決策所支配,后勤開(kāi)銷 包括: 產(chǎn)成品運(yùn)輸 倉(cāng)庫(kù)費(fèi) 定貨手續(xù)/ 客戶服務(wù) 管理 倉(cāng)儲(chǔ)成本 18%, 北美每年總的后勤成本變

9、化百分比 ,Source:Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis Source Strategic Supply Chain Alignment, 1998,高于 平均水平 500%,高于 平均水平 3000%,高于 平均水平 250%,行業(yè)巨頭證明供應(yīng)鏈的成功帶來(lái)的巨大價(jià)值,貫穿整個(gè)銷售過(guò)程的銷售信息及流程,“直銷策略”,分銷網(wǎng)絡(luò) 的投資,庫(kù)存周轉(zhuǎn)率為 50次/年,1997安達(dá)信全球電子行業(yè)研究顯示，美國(guó)科技企業(yè)供應(yīng)鏈的總庫(kù)存約為 $0.5-1.5 萬(wàn)億，并且?guī)齑嬷苻D(zhuǎn)率低于10次/年,對(duì)于高科技電子行業(yè)的供應(yīng)鏈,盡管如此，仍存在減少庫(kù)存的潛力 10-30% 企業(yè)內(nèi)部的延遲 10-30%企業(yè)外部的延遲 40-65% 直銷 10-25% 協(xié)同計(jì)劃,Source: AC-Stanford-Northwesterns CDDN Study, also 1996 U.S. Census da