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协作的竞争力 — 全面供应链管理 罗兰  贝格 深圳，二 零 零 零 年 十二 月 二 十 九日

协作的竞争力 — 全面供应链管理 罗兰  贝格 深圳，二 零 零 零 年 十二 月 二 十 九日. 1. The consulting market. 快速改变的商业环境呼唤创新的商业运作模式. 消费者行为习惯 在发生快速的变化. 1. 2. 经济不景气. 市场消费需求增长缓慢 产业结构不合理 市场消费物价持续走低 大量下岗工人和贫困的农民. 消费者缺少忠诚度 个性化、多样化 日益增强的价格性能比和服务质量敏感性 生活方式的改变. 创新的 商业模式. 技术的革新正改变着 传统的商业模式. 竞争压力日益上升. 4. 3.

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协作的竞争力 — 全面供应链管理 罗兰  贝格 深圳，二 零 零 零 年 十二 月 二 十 九日

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  1. 协作的竞争力 — 全面供应链管理罗兰贝格深圳，二零零零年十二月二十九日

  2. 1.The consulting market

  3. 快速改变的商业环境呼唤创新的商业运作模式 消费者行为习惯 在发生快速的变化 1 2 经济不景气 • 市场消费需求增长缓慢 • 产业结构不合理 • 市场消费物价持续走低 • 大量下岗工人和贫困的农民 • 消费者缺少忠诚度 • 个性化、多样化 • 日益增强的价格性能比和服务质量敏感性 • 生活方式的改变 创新的 商业模式 技术的革新正改变着 传统的商业模式 竞争压力日益上升 4 3 • 信息技术的革新和广泛应用 • Internet 和 Intranet • 新的传播媒介 • 电子商务 • 市场开放度加大(WTO的影响) • 一体化趋势 • 能力过剩或运作的低效率 • 缺乏协作 • 功能和流程的老化

  4. “推”的原则正逐步被“拉”的原则所替代 “推”和“拉”的原则 供应商 物流提供商/配送中心 零售商(POS) 顾客 • 财务计划 • 营销计划 • 安全库存 • 手工定单处理 • 手工定单，安全库存管理模式 • 简单配送服务 • 根据预测定货架库存 • 安全库存 • 手工定单处理 • 购买 “推” 成本/生产导向 消费者需求导向 顾客 零售商 物流提供商/配送中心 供应商 • 购买 • 系统的数据搜集 • 营销技术的结合运用 • 每日销售数据自动传送 • 自动化定单处理 • 向供应商传送信息 • 快速的建议 • 条型码技术的应用 • 需求导向的计划 • 生产周期短 • 快速反应 • 电子数据交换(EDI) “拉”

  5. 传统上，供应商和零售商之间是冲突的关系，缺乏协作，因而整体效率很低传统上，供应商和零售商之间是冲突的关系，缺乏协作，因而整体效率很低 供应商 零售商 生产 营销 销售 采购 物流 营销 店铺(网点) 通过扩大 生产规模 降低成本 通过快速 革新和 变化营造 竞争优势 价格和 促销 导向以 增加 需求 通过扩大采购批量增强讨价还价的能力 通过维持安全水平以降低库存 价格的领先者 以具有竞争力的价格维持店铺内的商品品种组合 “推”的战略而不是“拉”的战略；“孤立的”，不注重“流程” 缺乏一致的消费者导向战略

  6. 供应商 运输 组装 分销/配送 零售商 全面供应链管理实现了零售商和供应商之间的高效率协作，共同为消费者创造价值 高效的物流和信息流 以消费者 需求为导向 采购 仓储 库存管理 运输 顾客服务管理 关键流程 控制

  7. 网络技术的发展将使得电子数据交换成为可能 因特网(Internet)技术 例 交易整合 • 条形码 • 无纸化流程

  8. 供应链成本管理的范围也更为广阔 其它 供应链成本 整合后 的重点 传统管理重心 = 传统成本 仓储管理 运输和配送 财务 信息技术 系统 内部流程 跨企业的 合作 供应链成本

  9. 协作的结果是 —“双赢” 传统的方法：“零和” 整合的方法：“双赢” • 沟通 • 联合计划 • 合作 • 联合库存 供应链 成本 供应链 成本 供应商 第三物流/ 运输商 零售商 供应商 第三物流/ 运输商 零售商

  10. 在欧洲，供应链管理带来的成本降低潜力达商品零售价格的3.4%在欧洲，供应链管理带来的成本降低潜力达商品零售价格的3.4% 全面供应链管理带来的成本降低 [零售价的百分比] 供应链上各个环节 整体潜力 3.4% 10.0 物流成本的25% - 1.3 2.5% 物流 - 0.7 7.5 通用标准 - 0.5 高效补货 0.9% 0.9% 营销 高效管理 6.5 零售商 + = 营销机会成本的节省 整体成本降低潜力 4.7 “信息流” “物流” 生产商 全面供应链管理 3.5 2.8 实行前的物流成本 实行后的物流成本 资料来源：可口可乐研究集团

  11. 避免由于服务水平的低下而实行折扣 • 更短的交货期 • 良好的索赔管理 • 总成本更低 • 适时交货 • 提供针对顾客的服务 • 避免缺货 • 更低的库存 • 更低的分销成本 • 避免损耗 • 减少报废 供应链管理通过改善服务和降低成本创造价值 创造价值 供应链的贡献 促进价格的实现 增加市场份额 提高顾客的忠诚度 降低总成本 成本降低 服务改善

  12. Traditionally, purchasing is mainly focused on production material, thus covering less than two thirds of the average purchasing volume Purchasing responsibilities often widely spread(e. g. marketing, production, IT) "Traditional" purchasing focus 6–12% 100% 8–12% 3–5% 10–15% 10–13% 3–5% 45–55% Non-production Structure of purchasing volume (industry example) Direct materials incl. packaging Other materials (production) Logistics Marketing and Sales Energy General and administrative Capital goods Total purchasing volume Source: Roland Berger & Partners

  13. Technical production changes Process cost reduction Supplier management But to stay on top, today's successful companies must develop innovative approaches to further reduce purchasing cost! • Cost reduction activities • [savings in % of external expenditures] Reactive companies Active companies Aggressive companies Innovative companies 1–4% 6–8% >10% >15% e. g. strategic alliances, global networking, group purchasing new Technical product changes Process cost reduction e. g. value analysis, value creation, target pricing, suppliermanagement Supplier integration more Pooling Globalsourcing International sourcing Price negotiation Source: Roland Berger & Partners

  14. In order to rapidly reduce costs, all different purchasing levers and their suppliers have to be activated • Price negotiations • Supplier pooling • Supplier selection • Global sourcing Purchasing volume of Investments Supplierbase Administration & IT Energy Marketing • Make or buy • In/outsourcing • Standardization • Value analysis • Target costing Optimization of purchasing levers Product Market Logistics Volume Production materials/ new production • Joint procurement • Volume pooling Product group Tracking of results Source: Roland Berger & Partners

  15. Project examples ...depending on industry and project scope Achieved savings by different industries [annual savings in % of total purchasing volume] % savings Automotivemachinery Heavy equipment Aerospace Utilities Financial services Consumer goods Construc-tion IT-products Industry Source: Roland Berger & Partners

  16. Success in tomorrows network economy is based on functioning supplier management Yesterday: Focus on core competencies/outsourcing Today: Integration Tomorrow:Networking with supplier management Out- sourcing Company structure Traditional Integrated Virtual • The fight for competitiveness will be decided through flexible outsourcing management • Only smooth supplier management can create the right conditions in purchasing Source: Roland Berger & Partners

  17. 完善的供应商管理体系应包含三个重要的组成部分完善的供应商管理体系应包含三个重要的组成部分 发展供应商 整合供应商 • 供应商业绩评价并选择最有潜力的供应商 • 与企业的发展战略目标相匹配 • 发展供应商的流程 • 目标定位 • 评估 • 配套的措施 • 组织 • 业务流程 • 人力资源 • 管理系统 • 根据产品的生命周期确定整合供应商的关键因素 • 供应商早期介入产品开发过程 • 战略联盟(技术、管理、项目等)1) • 实施 • 跟踪/评估 供应商管理体系 • 供应商选择1) • 供应商评价1) • 供应商策略(采购战略) • 供应商数量的降低 • 供应商信息系统 供应商基础管理 1)：本次项目的主要内容

  18. Supplier management aims to exploit supplier relationship potentials Individual objectives Improvements of: • Time to market • Flexibility • Technology input • Customer satisfaction • Lifecycle costs • Process costs • Capital lock-up • Total cost of ownership • Management of supplier base • Supplier development • Supplier • integration Activities Corporate structures Pre- requisites Business processes Management systems Human resources Source: Roland Berger & Partners

  19. 罗兰•贝格的项目案例： 消费电子 价格谈判仅仅是降低采购成本的方法之一，且可以通过与供应商更紧密的长期合作来实现 金额 [百万马克] 降低成本的方法 成本降低比率(采购价格的%) 方法的简单描述 价格谈判 改变材料 改变供应商/全球采购 标准化 自制或外购 价值分析 模块采购 批量合并 减少供应商的数量 与供应商一起制定降低成本的计划(长期) 更广范围的采购 通过标准化减少物料的品种 通过成本比较决定自制或外购 剔除不必要的功能 把组装的部分工作交给供应商 根据供应商把采购订单进行合并 1 300 用更低成本的材料替换具有同样功能的材料 2 50 3 36 4 168 5 15 6 277 7 57 8 48 减少供应商的数量以增加其它供应商的采购量 9 15

  20. 差异化的供应商管理(ABC管理)方法可以使得采购资源进行有效的分配差异化的供应商管理(ABC管理)方法可以使得采购资源进行有效的分配 采购金额 供应商 A B C 对供应商基础的战略性划分 A类供应商 C类供应商 • 合作的关系 • 关键供应商战略 • 供应商早期介入 • 设计整合 • 系统/模块采购 • 联合的价值工程和价值分析 • 流程优化 • 直接配货 • 持续补货 • 直接订单 管理的重点：材料成本和总体价值 管理的重点：流程成本

  21. D. Innovative Sourcing: modern purchasing is much more than just buying

  22. Changed basic conditions present purchasing with steadily growing requirements • Faster reaction times and increasing technical requirements • Growing product compatibility (Great variety of variants, customer requirements) • Shortened product life cycles • Globalization on the part of both customer and supplier • Global cooperation in company group • Global Contracts • New information media (e.g. Internet) • Structural readjustments due to extreme cost pressure • Outsourcing/Reduction of manufacturing penetration • Renewed trend towards centralization (synergies!) Technical competence Speed Growing demands on purchasing Internat-ionality Respon-sibility Understanding of process Team work • Intensification of customer/supplier relationship • Integration of suppliers in the process (e.g. module/system suppliers, logistics) • Taking over responsibility for subcontractors as a customer requirement Source: Roland Berger & Partners

  23. Criteria for evaluating purchasing are therefore becoming increasingly comprehensive and demanding Know-how (technical and commercial) Logistics competence Quality Recycling concepts Price Internal Customers External Customers Global competitiveness Service Systems solutions Adherence to deadlines Delivery time Flexibility : Criteria in the past Planning security and information capability : Criteria in the future Source: Roland Berger & Partners

  24. Demands on purchasing • Development of high quality standards • Promotion of direct customer benefit • Use of external know-how • Minimization of risks • Achievement of optimal cost advantages • Increase in flexibility The intensified use of external resources increases and changes the purchasing department’s range of tasks • Moving towards • Problem solution • Service function • Technical partner • Holder of responsibility • Strategic approaches • Purchasing management • Moving away from • Procurement • Order writing • Pure materials purchasing • Supply orientation Source: Roland Berger & Partners

  25. The value-adding activities of Innovative Sourcing demand and promote cooperative action and are hence successful in the long term Within the company Intra-company • Value design and value analysis in the development process (internal) • Pooling (company-wide) • Simultaneous engineering • Purchasing cooperation • Material groups management • Pooling (group-wide, intra-company) Cooperation • Supplier management • Development partnership • Early supplier involvement • Supplier selection • Make or buy • Efficient Consumer Response • Global sourcing • System/modular sourcing • Simultaneous engineering • Target costing • In-/outsourcing • Supplier integration • Supplier development • Value design and value analysis (external) Value-adding chains - overlapping Source: Roland Berger & Partners

  26. Supplier management has to be tailored to the special situation of a production plant Example: BSHG, Nauen plant Supply base Co-location • Co-location and support of suppliers in the plant surroundings to ensure JIT supplies • 80% of stragegically important parts are produced in a 50km radius of the plant Prenzlau Wittenberge -40% Neuruppin Zehdenick Schwendt Rathenow Nauen Eberswalde Berlin Brandenburg Podsdam Nauen plant: Spreewald • Core com-petence assembly • 6% manufacturing penetration • Production lead time 11 days • Highly flexible in capacity and product mix Jüterbog BSHG total Nauen plant Cottbus Conveyor belt delivery for parts and components Integration of information technology EDI Delivery into assembly warehouse (max. 6 days stock) • Direct transfer of orders into IT system of supplier JIT delivery by supplier ca. 30% Letter, phone, fax ca. 45% • Administration partly throug staff and with equipment of suppliers ca. 25% 30% Total integration • Direct access of suppliers on PPS system of Nauen plant and planning of order of delivery on the hour by supplier • Partially consignment warehousingwith continuous replenishmentby suppliers 70%

  27. Back-up Sourcing strategies have to be evaluated and adjusted using relevant decision criteria on a regular basis • Regular adjustment of sourcing strategy • No global alternative Sole source • Reassessment of sourcing decision Market and supplier potential (national and international) Single sourcing Single sourcing Single sourcing Adjustment, if necessary + Dual sourcing Corporate and sourcing strategy Multiple sourcing Regular assessment of sourcing decision using clearly defined checkpoints • Cost • Quality • Technology • R&D • Interrelations

  28. Example: Audi About three years before start of production, core suppliers are chosen who will carry considerable responsibility for achieving the targets Supply base management Supplier integration (before start of production) Supplier integration (after start of production) ca. 800 suppliers 50 - 100 core suppliers Primary goals: "Advantage through technology" and "brand identity" SOP-5 SOP-3 SOP • Award systems to suppliers • Realization and control at supplier • Determination of milestones by SE teams Global and forward sourcing Production readiness Project managment

  29. Project example Require- ments Call- off Call- off Monthly invoices Totals Monthly invoices Introducing an electronic order catalog reduced door-to-door times by 80% and process costs by 85% Process cost reduction Backup Traditional procurement processes Remodeled -procurement processes • Delivery • Complete form 3 1 Supplier A Users • General admini-stration records • Distributing goods 4 • Selecting required materials, initiating • order process 1 Users • Call off ordering 2 Supplier B • Product catalogs/ • e-procurement system • plausibility checks • Approval (based on value) • Extensions • Possibly linking supplier catalogs via BMEC catalog • Incoming goods inspection/ booking • Delivery Generaladministration 3 4 • Checks • Checks 8a • CC rebooking 6 7 • Goods distribu-tion • Payment General admin. • Payment by credit notebased on goodsbooked inwards 5 • Invoices • Delivery 10 5 3 9a • Checking price discrepancies 8b • Approval • Ordering 2 • Accounts • CC • …. Central buying 9b Supplier A Supplier B • CommissioningPackagingDelivery • Appr-oval Results of implementing -procurement • Average door-to-door times per order reduced from 10 days to 2 (80%) • Process costs per order reduced from DM 275 to DM 40 (85%) Source: Roland Berger & Partners

  30. ARGENTINA Roland Berger y Asociados S.A. International Management Consultants Olga Cossenttini 731 5° C1107BVA Buenos Aires Phone ++54-11-45 08 69 00 Fax ++54-11-45 08 69 01 AUSTRIA Roland Berger & Partner Ges.m.b.H International Management Consultants Freyung 3/2/10 A-1010 Vienna Phone ++43-1-5 36 02 0 Fax ++43-1-5 36 02 60 BELGIUM Roland Berger International Management Consultants S.A. 100, Boulevard du Souverain B-1170 Brussels Phone ++32-2-6 79 01 70 Fax ++32-2-6 72 92 22 BRAZIL Roland Berger & Partners S/C Ltda. Avenida Presidente Juscelino Kubitschek, 510 04543-906 Itaim Bibi / São Paulo / S.P. Phone ++55-11-30 46 71 11 Fax ++55-11-30 46 72 22 CHINA Roland Berger (Shanghai) International Management Consultants Ltd. 72 Xing Guo Road 3F Business Building Shanghai 200052 , P.R.C. Phone ++86-21-62 12 64 11 Fax/Phone ++86-21-62 12 74 71 6/F. East Lake Villas Office Building 35 Dongzhimenwai Street Beijing 100027, P.R.C. Phone ++86-10-64 67 70 69 or 70 93 or 70 94 Fax ++86-10-64 67 76 28 CZECH REPUBLIC Roland Berger & Partner GmbH International Management Consultants Vsehrdova 2/ 560 CS-110 00 Prague 1 - Malá Strana Phone ++420-2-57 31 11 61 Fax ++420-2-57 31 11 63 FRANCE Roland Berger & Partner GmbH International Management Consultants 16, avenue George V F-75008 Paris Phone ++33-1-53 67 03 20 Fax ++33-1-53 67 03 75 GERMANY Roland Berger & Partner GmbH International Management Consultants Alt Moabit 101b D-10559 Berlin Phone ++49-30-3 99 27 50 Fax ++49-30-3 99 27 30 3 Georg-Glock-Straße 3 D-40474 Düsseldorf Phone ++49-211-4 38 90 1 Fax ++49-211-4 38 91 40 Bockenheimer Landstraße 42 D-60323 Frankfurt Phone ++49-69-17 00 30 Fax ++49-69-17 00 35 02 Stadthausbrücke 7 D-20355 Hamburg Phone ++49-40-37 63 10 Fax ++49-40-37 63 11 02 Arabellastr. 33 D-81925 Munich Phone ++49-89-9 22 30 Fax ++49-89-9 22 32 02 Löffelstraße 40 D-70597 Stuttgart Phone ++49-711-7 67 30 Fax ++49-711-7 67 34 01 GREAT BRITAIN Roland Berger & Partners Ltd. International Management Consultants Lansdowne House Berkeley Square GB-London W1J 6HQ Phone ++44-20-72 90 48 00 Fax ++44-20-74 99 99 38 HUNGARY Roland Berger & Partner Kft. International Management Consultants Andrássy út 64 H-1062 Budapest Phone ++36-1-3 01 70 70 Fax ++36-1-3 53 24 34 ITALY Roland Berger & Partner S.R.L. International Management Consultants Via Sirtori, 32 I-20129 Milan Phone ++39-02-29 50 11 Fax ++39-02-29 52 48 37 Via Ludovisi, 35 I-00187 Rome Phone ++39-06-48 82 11 9 Fax ++39-06-48 91 94 83 JAPAN Roland Berger & Partner Japan Ltd. International Management Consultants ARK Mori Building 22nd Floor 1-12-32, Akasaka Minato-ku, Tokyo 107-6022 Phone ++81-3-35 87 66 60 Fax ++81-3-35 87 66 70 LATVIA Roland Berger & Partner GmbH International Management Consultants Brivibas Str. 99-5, 4th Floor LV-1001 Riga Phone ++371-7 36 01 69 Fax ++371-7 37 05 90 POLAND Roland Berger & Partner International Management Consultants Sp.zo.o. ul. Koszykowa 54 00-675 Warszawa Phone ++48-22-6 30 85 81 Fax ++48-22-6 30 85 03 PORTUGAL Roland Berger & Partner Lda. International Management Consultants Edificio Monumental Av. Fontes Pereira de Melo, 51-4° E P-1050 Lisbon Phone ++351-21-3 56 76 00 Fax ++351-21-3 52 43 60 ROMANIA Roland Berger & Partner SRL International Management Consultants Str. Emanoil Porumbaru 10, Sect. 1 RO-71263 Bucharest Phone ++40-1-2 22 19 05 Fax ++40-1-2 22 62 71 RUSSIA Roland Berger & Partner GmbH International Management Consultants 1. Tverskaja - Jamskaja ul. 23 RF-125047 Moscow Phone ++7-095-7 21 19 51 Fax ++7-095-7 21 19 54 SPAIN Roland Berger S.A. International Management Consultants Avda. Diagonal, 567, 3rd Floor E-Barcelona 08029 Phone ++34-93-4 94 74 40 Fax ++34-93-4 94 74 20 Paseo de la Castellana, 140, 3rd Floor E-Madrid 28046 Phone ++34-91-5 64 73 61 Fax ++34-91-5 64 72 75 SWITZERLAND Roland Berger AG International Management Consultants Dufourstr. 56 CH-8008 Zurich Phone ++41-1-2 67 41 11 Fax ++41-1-2 67 41 19 UKRAINE Roland Berger & Partner GmbH International Management Consultants 19 Panasa Mymogo Str. 252011 Kiev Phone ++380-44-2 90 43 30 Fax ++380-44-2 90 43 46 USA Roland Berger & Partner, LLC International Management Consultants 2401 West Big Beaver Road, Suite 500 Troy, MI 48084 Phone ++1-248-7 29 50 00 Fax ++1-248-6 49 17 94 350, Park Avenue, 27th Floor New York, N.Y. 10022 Phone ++1-212-6 51 96 60 Fax ++1-212-7 56 87 50

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