aEDS-SCM供应链管理-part234页

TheKeytoSuccessE.Procurementisnotabouttechnologyalone.Savingsareneverautomatic.CentralizedprocurementwillneedtonegotiatetherequiredagreementsStreamliningprocessesEnablingprocesseswithtechnologySimplifypaymentprocessOptimizingthesupplierbaseSupplierReadinessE.ProcurementrequiresSuppliercapabilitiesAtaminimum:1.Electroniccatalogcontentfiles2.InternetaccessDesired:3.Inventoryavailability4.OrderStatus5.Shippingdetails6.OrderentryintegrationviaXMLTwoCategoriesofProcurementProcurementofIndirectandDirectgoodsandservicesareusuallytheresponsibilityoftwoseparateorganizationsandhavedifferentbusinessobjectivesandstrategiessuchaslongtermcontractsversusspotbuys.IndirectOfficeEquipmentandsupplies,Computer&ITequipment,MRO,Services,ExpensedgoodsandservicesnotconsumedinthemanufacturingofaproductDirectRawmaterialsandpackagingmaterialsusedinthemanufactureandassemblyofproducts.BenefitsLeveragescorporatespendingpowerforlowerpricesEnablesincreaseduseofpriceagreementsandapprovedsuppliersReducestotalleadtimeby50–80%Improvesbuyer’sroleasnegotiatorReducestransactionprocessingtimeandmanpowerAcquisitionInventoryCarryingTransactionCostreductioninthreemajorareasBenefitsExamplesofelectronicprocurementresultsTransactionCostsAdditionalDiscountsCycleTimeComplianceAgreementsCostsperTransaction-90%-10%-75%+30%PriceTimeCompliance100%100%20Days60%90%10%5Days90%BenefitsIntangiblesBenefitSourcePurchasedUnitCostReductionProcessEfficiencyBenefits=softwaresolution+processchangeAsapercentageoftotalpurchasecostplusprocesscostforacatalogueditemSoftware-relatedBenefitsIncreaseduseofpriceagreementsTransactioncostsreductionAccountspayablecostreductionLeadtimereductionProcurementdataavailabilitySystemsharmon-izationUserinterfacesimplification2–5%*ProcessChangeBenefitsStrategicsourcingleverageComplianceenforcementDemandmanagedLogistics/inventorycostreductionBuyerefficiencyControlsystemsimplificationEnd-userefficiencyAutomatedcontrolsandaudittrailsIncreasedcustomersatisfaction10–15%*PurchasingEfficiencySupplierIntegrationSAP,GlobalChemical&PharmaceuticalMarketplaceBusinessChallenge:Chemicalindustry’sonlinesalesincreasingto40%by2005)DisintermediationofchemicalproducersLoweroverallsupplychaincostsIncreaseoverallserviceefficiencyDeeperpenetrationofstrategicaccountsCapturewealthintheneweconomyEDSRole:TechnologyandIntegrationsupportA.T.KearneyLeveragedSourcingNetworkscorporatebuyersandstrategicsuppliersInitialMembers:BASFAGBayerAGDegussa-HulsAGHenkelKgaAKSBAGLindeAGSartoriusAGSiemensAGHeinzWollschlagerGmbHCaseStudy–TruckBayBusinessChallenge:CreateB2BMarketplaceforthetruckingandtruckingmaintenanceindustry.Corporatestartup:Nobusinessprocesses,noinfrastructurearchitecture,andnoexistingsystemsareinplaceforthisEDSSolution:Deployedtheinitialmarketplacewithin90daysAdopted30suppliersNormalized60,000catalogitemsImplementedMarketplaceinfivemonthsWilladdfurthercustomizationsandreverseauctionsClientValue:Lowerbuying/sellingtransactioncostsProvidealternatepartscatalogsReducebuyers’inventorycarryingcostsIncreaseproductivityofprocurementprocessesCutlayersfromexistingdistributionchannelsConsolidationofprocurementactivitiesTradingExchanges:TheExecutiveDilemmasDoWeJoinanExistingExchange?IfSo,HowDoWePreventOurProductsFromBecomingCommodities?DoWeFormAnExchangeWithOneorMoreofOurCompetitors?How?We’veHatedThemforDecades?DoWeStartOurOwn?WillAnyoneJoin?TheEnginesthatwillPowerCovisintIntegrationEngineCommunicationEngineCollaborationEngineProcurementEngineCovisintisstillanovelty,butitwillbecomeacriticalcomponentineverysupplierse-businessstrategyProblemSummaryLackofconnectivitytoallsuppliers/allcustomersPushvs.PullBatchvs.RealtimeCostofcommunication/EDIMapsRequiresPersonnelInterventionBuildsInventoryProblemSummaryReal-timeVisibilityofInventory,Consumption,Shipments,andForecastsTier-2managesmaterialflowtoTier-1,andtoTier-1'sinventoryBenefits:EliminateexcessinventoryReducedexpeditingBetterplanning/executionEconomicallycommunicatedemandforecast/deliverynotificationstosuppliersInternet/ANXToday’sSolutions:ProviderealtimedataflowWebBrowserVisibleSystemtoSystem–XMLCompatiblewithEDIMultiplefulfillmentprocessesAbletoconnectwithemergingexchangesDeliveringbigresultsquicklyWINWINforbothsidesofthesupplychainToday’sSolutions:CollaborativeManufacturingWorkshopHowclosearewetoa5-daycar?63daysaway!Source:AMRResearchModuleandComponentWarehouseModuleandComponentSupplier(3dayProduction)AssemblyPlant(6daystoassemble)DistributionCenterandOutboundLogisticsOEMRegionalOfficeDealerConsumerOrder=1daySalesOrdertoRegion=5daysOrdertoDC=N/AOrdertoProductionSequence=25daysCheckComponentInventory=2daysOrderModule=2daysDeliverComponent=2dayDeliverCompoent=1dayDelivertoDC=8daysDCtoDealer=11daysRegiontoDealer=N/ADeliverVehicle=2daysOrdertoComponent=35daysComponenttoConsumer=33daysToday’sOrdertoDelivery=68days(andthat’swithoutorderingsteel)Today’sDeliveryDateAccuracy<20%AcceleratedOTDisEnabledbyInformationVisibilitySource:AMRResearchDoyouhavealime-green2-door,manual,noA/C?VehicleTrackingSystemDealerInventoryDCInventorySalesIncentiveSystemProductionSequencingSystemCRMSystemHowaboutlime-green,2-door,manualwithA/Cwith$100off?InformationVisibilityIsitonthelot?Isitonatruck?IsitinDCinventoryIsthereafleetvehiclebeingheldforfuturedelivery?Isscheduledforproduction?Istheresimilarafleetcarscheduled?Isitaloyalcustomer?ArepushingthemodelSpecialoptionpackagesAretheredealerincentives?Istheresomethingclose?Impactofre-engineeredOTDonSuppliersTypicalimpactoncommoditysuppliers…faster/cheaperIn-sequenceproductionwillbecomemandatoryforcriticalsystemsuppliersLesspressureoncomponentinventoryLittleimpactonmaterialsuppliersCo-locationwillbecomedecidingfactorforchoosingkeysystemsupplierse-ManufacturingSolutionsEnablesmanufacturerstodeliveronpromisesAddressesorderfulfillmentissuescreatedbythee-businessmodeltoconductbusinessthrougheffectiveintegrationEnsuresmanufacturingpeople,processes,andtechnologyarealignedwithe-businessgoalse.ManufacturingDefinedEnablingManufacturingOperationsfore-businessResult:DemandfulfillmentsynchronizedwithdemandgenerationFinishedGoodsStorageMaintenance/RepairsScrap/ReworkProductionLinesShipping/ReceivingBarCodePrintingBarCodeShippingFastershippinginterfacedtoERPsystemsMaintenanceIntegratedlifecyclemanagementofassetsErrorProofingProductcorrectlylabeledandshippederrorfreeQualityImprovementFirsttimequalityisfasterandcheaperTracking&TraceabilityProductrecallcapabilityLeanManufacturingIncreasingthroughputInventoryManagementIncreasinginventoryturnse-ManufacturingSolutionsEnterpriseTrainingFoundationaltrainingformanufacturingprofessionalsOrderFulfillment-FunctionalAreasProductmarketing,developmentandconfigurationSupplychainnetworkplanningDemandforecastingandplanningSupplyplanningandsourcingManufacturingschedulingWarehousingandinventoryplanningTransportationanddistributionplanningManufacturingExecutionMaintenance,repairandoperationsplanningandexecutionPerformancemeasurementandmonitoringPlanExecuteMaintainCollaborationStakeholdersCustomers,ResellersSuppliers,Distributors,PartnersCustomerRelationshipManagementMarketingSalesCustomerServiceSellingChainManagementSupplyChainManagementEnterpriseResourcePlanningLogisticsProductionDistributionKnowledge-ToneApplicationsEnterpriseApplicationIntegrationAdministrativeControlHRMS/BMS/ORMSFinance/Accounting/AuditingManagementControlEmployeesBusinessproblemsthatleadacustomertoEAIService:HowdoI...…conductelectronicbusiness(crossselling)whoseoverallenterprisebusinessprocessspansmultipledisparateapplicationsystemsandmanualprocesses?…conductelectroniccommercethatspansmultipleenterprises?…enableabusinessprocesstospantheboundariesofindependentlydesignedandmanagedsystems(applications,datawarehouses,thirdpartysystems,packagedapplications)?…facilitateefficient,cross-functionalinformationflowacrossdisparatedatawarehouses,ERPsystem,andlegacyenvironments?BusinessChallengesBusinessproblemsthatleadacustomertoEAIService:HowdoI…(continued)...integrateinformationsystemsfromdifferentinfrastructuresandgeographies?...provideuserswithmorepowertogatherandanalyzedataforimproveddecisionmaking?...leveragelegacyinvestmentstosatisfyinformationrequirementsatthedesktop?...meetimmediatebusinessrequirementswhiledevelopinganimprovedenterpriseenvironment?BusinessChallengesTheIntegrationChallengeTheTraditionalApproach...integratesapplicationsonlyoneatatime,creatinganultimatemorassofindividuallinksthatcannotbereusedtodevelopsubsequentapplicationsTheNewIntegratedApproach...Usesamiddlewarelayerofstandardinterfacestomediateinteractionsamonglegacyapplications,packagedapplications,datawarehouses,businessmethods,andnewWebfunctionality.EnterpriseApplicationIntegrationEnterprisePortalIntegratedEnterpriseDivisionASystemSAPFinancialHRMSDivisionCSystemDivisionBSystemSCM/CRMApplicationProcessControlSystemsBusinessPartnersSystemEAI/MiddlewareEnterpriseDataWarehouseApplicationIntegrationFrameworksMessageOrientedMiddlewareDistributedObjectComputingDecisionSupportIntegrationWeb/JavaIntegrationTransactionProcessingMonitorsRemoteDatabaseAccessSystemsManagementandSecurityInterprocessCommunicationEAITechnologiesApplicationIntegrationFrameworksMessageOrientedMiddlewareDistributedObjectComputingDecisionSupportIntegrationWeb/JavaIntegrationTransactionProcessingMonitorsRemoteDatabaseAccessSystemsManagementandSecurityInterprocessCommunicationEAITechnologiesNewWaysofWorkingEEEEEEEEEEEEEEEEEEEValueTimeProcessautomationNoreengineeringAccurateinformationFunctionalautomationReengineeringofaprocessinafunctionalareaEnhancedinformationaccessImproveprocessesacrossdepartmentsOrganizationalreengineeringSharedinformationnetworksInter-enterpriseprocessimprovementInter-organizationreengineeringIntegratedinformationnetworksCostCostProductivityCostProductivityRevenueRevenueOpportunityMarketShareDepartmentalefficiencyMulti-departmentalefficiencyMulti-departmentalintegratedefficiencyInter-enterpriseintegrationTaskAutomation(DepartmentalComp.)InformationSharing(Intra-Enterprise)ExtendedEnterprise(Inter-Enterprise)VirtualEnterprise(Community)Smalltomoderatedemand-supplymismatchStableMPS/MRPIntuitivecapacitymeasuresandplanningShort-termvisibility(daily/weekly)IndividualplantfocusCustomer-to-customerawarenessStageII-STABILITYTheprocessisundercontrol,withaverageperformance.“InternalCooperation”Largedemand-supplymismatchWildlyinaccurateornon-existentforecastsLostordersHeavyexpeditingLongleadtimesFrequentshortagesProductionschedulesignoredbyOperationsStageI-CHAOSBasicprocesscontrolislacking.“FunctionalParochialism”Demand-supplymatchSupplier-to-customerfocusSegmenteddemandplanningSchedulesharingwithcustomersandsuppliersLong-termvisibility(monthly/quarterly/yearly)Global,multi-plantfocusAccurateforecasts(90%+)Real-timeoptimization,planning&schedulingStageIII-BESTPRACTICEProcessperformanceisequaltoorbetterthanthatofcompetitors.“InternalIntegration”“Shared”systems(instantaneousinformationexchange)Globalinter-enterprisesupply-chainplanning(enterpriseextension)Rapidinventoryreplenishment(customerpull)“DeterministicDemand”(forecastsunnecessary)BetterpredictabilityorbetterpreparednessStageIV-TRANSFORMATIONProcessdesignandperformanceredefinethestandardacrossindustries.“ExternalIntegration”TheProgressioninSupply-ChainManagementIsFromGuessingAbouttoControllingDemandDefiningWorldClassThecloseryouaretoWorldClass,thetighteryourowninformationsystemsareintegratedwiththemselves,withsuppliersandwithyourcustomers.ThecloseryouaretoWorldClass,themoreyoutreatyourphysicalinfrastructureasanasset.TechnologyshiftshelpingtospeeduptheDigitalEconomyDigitaltechnologyforthedigitaleconomyHigh-performanceprocessingforthehigh-performanceorganizationNetworkcentriccomputingforthenetworkedenterpriseHighSpeed/BroadbandcommunicationsforthenetworkedeconomySmarton/offrampstotheinformationhighway(IPenabledinfrastructure)InteractivemultimediaforcompletecommunicationsOpensystemsforanopenworldIntelligentagentsdoingtheworkRapidlydeployablesoftwareforarapidlychangingworldCollaborativeenvironmentsforaneweconomyeds.com