供应链管理2.PPT
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1、The Value Proposition of Supply Chain Management,1,Manu- facturer,Tier 2 Suppliers,Tier 1 Suppliers,Wholesaler or Distributor,Retailer or Dealer,Consumers,“The Power of Business to Business Integration” Benchmarking Partners, December 1998,Cost is one of the major drivers to extend the traditional e
2、nterprise.,60% of variable costs of an organization are driven by decisions that are external to the organization.,2,Logistics expense includes: Finished Goods Transportation Warehousing Order Entry/ Customer Service Administration Inventory Carrying Cost 18%, North American Annual Total Logistics C
3、ost Change in Percentage ,Source: Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis & William H. Drumm),The past efforts have not been without considerable rewards.,-50%,-30%,-10%,10%,30%,50%,83,84,85,86,87,88,89,90,91,9
4、2,93,94,95,96,97,%of Sales,$/CWT,$/CWT = Dollars per hundred weight.,3,Best in Class Average,1,2,Source: Logistics Management, April 1997,Yet, supply chain cost reduction still represents a significant business opportunity .,Supply Chain Spend as a Percentage of Revenues,$ 34 $ 37 $ 34 $ 20 $ 15 $ 8
5、 $ 4 $ 10 $ 162,Size of Gap in Billions,4,VALUE THEORY holds that to increase the value of a company, you must increase cash earnings in excess of its full cost of capital in a sustainable fashion,The supply chain must continue to drive shareholder value.,5,Revenue,Costs,Working Capital,Fixed Capita
6、l, Impact of SCM ,Greater customer service (i.e., higher market share, greater gross margins),Lower raw materials and finished goods inventory Shorter “order-to-cash” cycles,Shareholder Value,Profitability,Invested Capital,SCM has contributed to increased shareholder value by impacting traditional v
7、alue levers.,Fewer physical assets (i.e., trucks, warehouses, material handling equipment, etc.),Lower cost of goods sold, transportation, warehousing, material handling and distribution management costs,6,Costs,Assets,Customer Service,Strategic and Financial Impact,The improvement of SCM has signif
8、icant strategic and financial impacts on bottom line activities.,Shareholder Value Creation Customer Service Level Increase Supply Chain Variability Reduction Inventory Reduction Cycle-time Compression,Financials / Metrics.,ROA,In-stock availability Lead time Ability to tailor to specific customer n
9、eeds Fixed Purchase Cost Variable Manufacturing Trans/Distribution Obsolescence/Markdown Administrative/Transaction Manufacturing Distribution Centers Inventory,7,Best in Class companies enjoy significant advantage over their competitors.,Total Supply-Chain Mgmt. Cost,“For a company with annual sale
10、s of $2 billion and a 60% cost of sales, the difference between being at the median in terms of performance and being in the top 20% is $176 million in working capital.”,7.0,6.3,0%,2%,4%,6%,8%,10%,12%,14%,1996,1997,Revenue,Best,Median,37,31,87,0,20,40,60,80,100,120,1996,1997,Calendar Days,Cash-to-Ca
11、sh Cycle Time,13.1,11.6,105,1997 PRTM Study,8,Total Days of Supply,On-Time Delivery Performance,U.S. Dept. of Commerce estimates that manufacturers have cut inventories by 9% in the 1990s saving about $82 Billion Fortune 3/3/97.,Best in Class companies enjoy significant advantage over their competit
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