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The Value Proposition of
Supply Chain Management
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演讲人姓名
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 enterprise.
60% of variable costs of an organization are driven by decisions that are external to the organization.
Logistics expense
includes:
Finished Goods Transportation
Warehousing
Order Entry/ Customer Service
Administration
Inventory Carrying Cost @ 18%
— North American Annual Total Logistics Cost 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
92
93
94
95
96
97
%of Sales
$/CWT
$/CWT = Dollars per hundred weight.
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
$ 4
$ 10
$ 162
Size of Gap
in Billions
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 Capital
— Impact of SCM —
Greater customer service (., 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 value levers.
Fewer physical assets (., trucks, warehouses, material handling equipment, etc.)
Lower cost of goods sold, transportation, warehousing, material handling and distribution management costs
© 1999 Andersen Consulting
6
Costs
Assets
Customer Service
Strategic and Financial Impact
The improvement of SCM has significant 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
94%
98%
In-stock availability
Lead time
Ability to tailor to specific customer needs
Fixed
Purchase Cost
Variable Manufacturing
Trans/Distribution
Obsolescence/Markdown
Administrative/Transaction
Manufacturing
Distribution Centers
Inventory
© 1999 Andersen Consulting
Best in Class companies enjoy significant advantage over their competitors.
Total Supply-Chain Mgmt. Cost
“For a company with annual sales 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.”
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-Cash Cycle Time
105
1997 PRTM Study
35
34
78
66
0
10
20
30
40
50
60
70
80
90
100
1996
1997
Days of Supply
94
94
71
81
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1996
1997
Total Days of Supply
On-Time Delivery Performance
Best
Median
. Dept. of Commerce estimates that manufacturers have cut inventories by 9% in the 1990’s saving about $82 Billion [Fortune 3/3/97].
Best in Class companies enjoy significant advantage over their competitors.
Industry leaders have demonstrated the significant value that successful supply chains can create.
Investment in Distribution Network
500%
Above
Average
“Retail Direct” Strategy
3000%
Above
Average
Point of Sale Data and Flow Through Distribution
250%
Above
Average