1、The Supply Chain Management AnalysisThe StrategicAlignment ModelCreatingThe MarketRules ofthe GameIntegratingFormulation of StrategyCustomer ValueSupply with DemandStrategic Response Channel Supply Chain Operations & Strategy ConfigurationDistributionInformation Enablers & DriversCultural Capability

2、Playing the GameInternalCapabilitiesChange ManagementOrganization OptionsExecution of StrategyLeadershipLeadershipShaping & CreatingVisionStyle“Strategic Supply Chain Alignment”, edited by John Gattorna2003 Andersen Consulting2The most successful supply chains will be those that follow the path to s

3、ynchronization.Evolution of Successful Supply Chains From. ToDo it yourselfHoard informationFocus on what needs to get doneCollaborateShare informationFocus on where to create valueThere are four steps on the path to synchronization.2003 Andersen Consulting3First, align your companys supply chain an

4、d business strategies.Business StrategyEnables(new view)AlignmentSupply Chain StrategyDrives(old view)2003 Andersen Consulting4Alignment is achieved when there is consistency between a companys business strategy and supply chain strategy.AlignIntegrate CollaborateSynchronizeThen, coordinate supply c

5、hain activities within your enterprise.SupplierContract Manufactur erManufacturerWholesaler or DistributorRetailer or DealerConsumerChannelCustomers2003 Andersen Consulting5Integration is the coordination of supply chain activities within the business.AlignIntegrateCollaborateSynchronizeNext, collab

6、orate with supply chain partners to gain efficiencies between businesses.SupplierContract Manufactur erManufacturerWholesaler or DistributorRetailer or DealerConsumerChannelCustomers2003 Andersen Consulting6Collaboration is the coordination of supply chain activities between businesses.AlignIntegrat

7、eCollaborateSynchronizeFinally, synchronize activities across your entire supply chain in order to compete against other supply chains.SupplierContract Manufactur erManufacturerWholesaler or DistributorRetailer or DealerConsumerChannelCustomers2003 Andersen Consulting7Synchronization is the planning

8、 and execution of supply chain activities across the supply chain.AlignIntegrate CollaborateSynchronizeReal-time demand forecasts and responsive fulfillment create value in synchronized supply chains.Manages with minimal inventoryUses real-time demand to drive operationsRelies on delivery of the rig

9、ht quantity just-in-timeCaptures and uses real-time demandSupplierContract Manufactur erManufacturerWholesaler or DistributorRetailer or DealerConsumerAble to deliver the right quantity just-in-time Uses real-time demand to drive operations No large price protection lossesAligns Wall Streets and cus

10、tomers expectationsn Able to purchase at launchn Order fulfillment expectations are met2003 Andersen Consulting8Supply Chain Synchronization ActivitiesConfigurationBusiness to BusinessStrategicJoint CapacityInvestmentBusiness to BusinessPlanningCollaborative Supply Chain PlanningTacticalBusiness to

11、ConsumersBusiness to BusinessExecutionOperationalEDIWebOrder enterWeb ProcurementWeb Data Feeds From Suppliers, CustomersSupplierCustomer2003 Andersen Consulting9BuyMakeMoveSellWinning withSupply Chain SynchronizationLeading companies recognize the value of synchronization“Most important, the direct

12、 model has allowed us to leverage our relationships with both suppliers and customers to such an extent that I believe its fair to think of our companies as being virtually integrated.”Michael Dell, Harvard Business Review Interview, April 1998“We have demonstrated with our partners that we can knoc

13、k down the traditional walls between the retailer and manufacturer, the walls between companies, walls between functions, departments and even international borders.Joe Masse, Vice-President, Warner Lambert, CDDN Interview, October 1998“Customers are seeking what they consider a strategic partner to deliver end- to-end networking solutions to reduce costs, integration efforts, and business risk. Cisco and its p