【物流精选】[创业][管理]供应链管理_安达信_模型.pptVIP

Business Integration Model ? 1999 Andersen Consulting * Linking the globe with real-time applications that maximize customer desires with reduced cost structures through optimized software with operations executed by both internal people and external alliance partners. Gregory J. Owens Former Global Managing Partner Supply Chain Practice March 4, 1999 A Holistic Perspective:Supply Chain Management ? 1999 Andersen Consulting * The SCM pitfalls we have learned to date. Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change Lack of trust and integration of company practices are key obstacles ? 1999 Andersen Consulting * “The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.” AMR Research Alert on Supply Chain Management (August 1998) Successful SCM initiatives typically combine strategic and tactical change to all components of a company. TECHNOLOGY BUSINESSINTEGRATION PEOPLE PROCESS / OPERATIONS STRATEGY S u p p l y C h a i n M a n a g e m e n t P r a c t i c e * Executives should take a holistic business approach to successfully synchronize their supply chains. TECHNOLOGY Synchronized Supply Chain PEOPLE PROCESS / OPERATIONS STRATEGY Implement the right enabling technologies Develop a synchronization strategy, and choose the right initiative Develop supporting process capabilities Restructure and re-skill organizational relationships * Determine With Whom To Synchronize Determine Your Synchronization Scope Number of Partners Partners’ Strategic Importance Upstream or Downstream Positioning of Partners Nature of Relationship Partners’ Capabilities Supply Chain Structure Product Lines Customer Priorities Business Functions Market Offerings Channel