Gartner报告：需求链管理（DCM）的发展动力和发展障碍.pptVIP

The Demand Chain Enterprises Must IncorporateReal-Time Course Correction Key Issues Three Business Realities of Real-Time Demand Networks Demand Chain Management: SCM/CRM Functional Convergence Definition: The 3 Components of Demand Chain Management DCM, SCM, CRM — What’s The Difference? DCM Drivers and Obstacles: Process Sophistication Underlies AD Case Study: Major Ocean Carrier Remaking Industry Rules via DCM Evolution: Data Integration Tactical; DCM is Strategic New Processes One Enterprise’s Supply Chain Is Another’s Demand Chain... DCM Applications Enabling New Planning Capabilities DCM Applications Break Down Silos for Profitable Customer Service Who Will Provide Promising DCM Solutions? Some Harsh Realities to Come to Grips With Before Pursuing DCM So, Where Do I Begin With DCM?… Integration of SCM/CRM DCM Opportunity by Value Chain The DCM 70/30 Rule: 70% Process, 30% Technology Recommendations 1. Begin planning for new DCM strategies and business processes. 2. Begin establishing SCM/CRM application and process integration points. 3. Establish a customer collaboration and integration infrastructure. 4. Build SCM/CRM cross-functional expertise throughout the organization — break down these silos. Key Issue: How will business processes and applications evolve to leverage demand chain management? After identifying strategies for DCM, enterprises must begin to isolate the DCM applications involved in their strategies and the SCM and CRM applications that will be involved as well. Although forecasting has fallen into the realm of CRM and SCM strategies, it was never really integrated. The increasing role of collaboration with demand network partners places forecasting in the category of DCM applications. Pricing optimization is being used to provide a real-time link between what the supply chain can contribute and what the demand chain is willing to absorb. Some enterprises are beginning to use strategic network design in collaboration with their customers.