224普华永道—供应链管理.ppt

* * * Realizing the goal of increased visibility means organizations are beginning to merge their enterprise resource management (ERP) systems more closely with customer care and demand forecasting systems as well as external visibility solutions. Vendors, integrators, and analysts have begun to describe this new information technology (IT) process as e-business ERP or Web-based ERP. Regardless of terminology, the ultimate goal is to coordinate data gathered from customers, employees, suppliers, and even competitors with internal, mission-critical corporate data. * * * * * All spend regards all external direct, indirect and capital spend, which includes all outsourcing and in-sourcing opportunities in order to optimize the use of supply base competencies and internal competencies Benefits accrue from understanding the activities involved in providing a product or service and the costs of these activities to the supplier, and then working with suppliers to reduce the cost of those activities through joint process improvements Cost reduction accrue from improving the performance of the supply chain through improved quality levels, reduction/elimination of inspections, just-in-time (JIT) deliveries, improved service levels, and reduced failures and improved products and supplier involvement in the design and specification processes Cost reduction accrue by reducing the proliferation of part numbers, brands, and unique items and through the use of commercially available parts versus original equipment manufacturer parts * * * The successful implementation of a supply chain cost reduction strategy depends upon accurate forecasting and planning Decide which components are driving cost, lead-time and value erosion. Pick the right product hierarchy to forecast Foster a collaborative forecasting environment, make sure “one company, one number” Eliminate abusive returns is better for company’s long-term cost reduction * The top three responses were Cost, Systems applicatio