Breaking the Supply Chain：打破供应链.ppt

Breaking the Supply Chain Mergers Acquisitions The Ailing Economy Why are M A’s Disappointing Share Holders? Adverse economic times Extremely complex Synergy plan lacking Supply Chain Contribution Synergy Focus S G A Products Market Penetration Plants and Resources Supply Chain – Why? Five Reasons Supply Chain is Last Six Critical Success Factors Management Support Creating lasting synergies Keys to Management Support Confront cultural boundaries. Commit the needed resources. Support decisions for the better of the whole. Develop company-wide adrenalin. Provide tools needed. Strategy Outside In Look Strategy External Looks Where is the market Where are my plants Foreign and Domestic customs Landscape changes in products Who are our customers What are the customer expectations Existing Supply Chain Must be CUSTOMER FOCUSED Supply Chain Cost of distribution Logistics/Availability Trade barriers/customs Design integration RPD Value add contribution Built in costs 3-D Rationalization Strategy Internal Looks Cultures Processes Skills Interfaces Resource Allocation Information Systems Supply Chain Compartmental vs. Team Advanced or developmental Overall knowledge Divergent/Convergent Stress factor Agility 3-D Rationalization Organization De-construction Supply Chain Abyss Supply Chain Abyss De-construction Synergy Approach Commodity Team Representation Organization Variation Key to Organization Success Accountability Accountability Vs. Responsibility The team must be accountable for the same things. Team must be part of the decision process. Performance must be measurable. All parties must be resigned to the target. There must be a plan to support the what. Communication of expectations. Summing Up Supply Chain Metrics What happened to measure it – and it will get better? 60% measure supply base. 50% of that measure more than price. 50% of that measure more than delivery and price. Typical Corporate Metrics Issues Not all divisions measure performance. N