文档介绍：AVIC1SeniorExecutiveSeminar essOurCollectiveOpportunityin IntegratedGlobalSupplyChains中航一集团高级管理人员研讨会 共享成功战略我们在全球综合供应链中共同的机会AgendaFocusing,AligningandIntegratingtoDeliverBestValueMaryArmstrong,mercialAirplanesVicePresidentandGeneralManagerFabricationDivisionProgramManagementTheoryVersusPractice:PracticalTips DonCarlisle,mercialAirplanesManagingDirector,WichitaDivision,TulsaBusinessUnitOurCollectiveOpportunityinIntegratedGlobalSupplyChainsBobWetherbee,AlcoaPresident,AlcoaMillProductsRealizeBestValueAcrosstheSupplyChainForCustomersandSuppliers“Weworkonourcollectivesystemstogether toachievethegoalofmakingBoeingproducts petitivelypricedintheworld.” BobWetherbee President,AlcoaMillProducts实现供应链中客户和供应商的最佳价值“我们共同致力于联合的体系,以实现波音产品成为世界上最具价格竞争力产品这一目标。” 鲍勃·韦瑟比 美铝轧制产品公司总裁AlcoaMovedFromVisiontoBestValueinFourYearsVision Created20002004StrategyDeveloped2001Phase1PilotwithBoeingfuselage20022003AdditionalResourcesDeployedPhase4Extendedtonewmarkets,customersandtheirsuppliersContinuedwasteeliminationandsystemexpansionExtendingthesystemtoincludeoursuppliersPhase2ImplementedwithBoeingwingsPhase3ExtendedtoBoeingstandardplateUnderstandingSystemPotentialCapturingSystemValueTimeline:Alcoa’sIntegratedGlobalSupplyChain美铝在四年内从远景目标走向最佳价值制定远景目标20002004制定战略2001第一阶段以波音机身为试点20022003部署更多资源第四阶段扩展到新市场、客户及其供应商继续消除浪费并扩展体系延伸体系以包括我们的供应商第二阶段从波音机翼开始实施第三阶段扩展到波音标准板材了解体系潜能获取体系价值时间线:美铝的全球综合供应链APhasedApproachtoChangeShowedImmediateResultsPoordeliveryperformanceUnpredictableflowtimesHighinventorystocklevels50%ofordersexpeditedProblemsandwastewere hiddenwithintheoldsystemOn-timeandpredictabledeliveryConsistentflowtimesReducedinventorystocklevelLessthan10%ofordersexpeditedHighvisibilityofproblemsandwasteimprovementopportunitiesResultsofOldSystemResultsofIntegratedSystemPhase3:BoeingExample分阶段进行变革的方法立即显示出效果交付绩效差流程时间不可预知库存量高50%的订单加急完成原有系统中隐藏了问题和浪费按时、可预测的交付流程时间稳定库存量降低不到10%的订单加急完成问题和浪费的改善机会可视性高原有系统的结果整合后系统的结果第三阶段:波音举例