供應鏈管理：對電子商務的基本SupplyChainManagement:

BasicstoE-BusinessLarryLapide,AMRResearchVicePresidentofResearchOperations,BusinessApplicationsAgendaWhat’sDrivingtheSupplyChainande-BusinessExcitement?OverviewofSupplyChainManagement(SCM)andTechnologyOverviewofSCMIssuesSCMande-BusinessPracticesConclusionsManufacturersWholesaleDistributorsSuppliersCustomers

InformationFlowsGoodsFlowRetailersTheTraditionalSupplyChainManufacturersWholesaleDistributorsSuppliersCustomers

InformationFlowsGoodsFlowFutureInternet-ConnectedSupplyChainSupplierExchangesCustomerExchangesLogisticsExchangesContractManufacturersLogisticsProvidersVirtualManufacturersRetailersAPSande-businesstechnologysupportsbestSCMpracticesSCMwillallowUScompaniestoreapof$300Bto$400Bofsavings(1997:GDP$8.1T)3%to5%ofrevenuesavingsforbestSCMcompanies*50%reductionincash-to-cashcycle*17%improvementinmeetingcustomerdeliverydates**Source:PRTMIntegratedSupplyChainBenchmarkingStudy,1997MRPSCM

APSande-businessEvolutionofSCMTechnology

*Source:PRTMIntegratedSupplyChainBenchmarkingStudy,1997TypicalQuantifiedBenefitsfromIntegratedtheSupplyChain

DeliveryPerformance16%-28%ImprovementInventoryReduction25%-60%ImprovementFulfillmentCycleTime30%-50%ImprovementForecastAccuracy25%-80%ImprovementOverallProductivity10%-16%ImprovementLowerSupply-ChainCosts25%-50%ImprovementFillRates20%-30%ImprovementImprovedCapacityRealization10%-20%ImprovementEnterprisefunctionalsiloswithconflictinggoalsPurchasingManufacturingDistributionCustomerService/SalesFewchange-oversStableschedulesLongrunlengthsHighinventoriesHighservicelevelsRegionalstocksSOURCEMAKEDELIVERSELL

Lowpur-chasepriceMultiplevendorsLowinvent-oriesLowtrans-portationOverviewofSCM-IssuesInternalIntegrationandExternalCollaborationAreTheUnderlyingIssues LegacyApplicationsDoNotAlignWithDesiredInternalBusinessProcesses EDIIsPrevalent,MostlyForConnectingLargerSuppliersCompaniesAreFocusedonInternalIntegration,WithAnEyeTowardsTheExternalFindings:SupplyChainCouncil/AMRDiscreteManufacturingFocusGroupCycleTimeReductionsMoveManufacturersTowardsSupplierSynchronizationManufacturerWholesaleDistributorsConsumersMulti-tierSuppliersRetailersSCMWillReduceVolatilityTimeSalesSalesTimeSalesTimeSalesTimeBullWhipEffectSCMdealslargelywithcross-functionalandinter-enterprisebusinessprocessestospeedproduct,informationandfundflowsupanddownasupplychainManufacturerDistributors/WholesalersConsumers

SuppliersRetailersGoodsFlowsInformationFlowsFundsFlowsOverviewofSCMSCMBusinessProcessesTechnologyhelpsenableavarietyofSCMbusinessprocessesPushtopullProcessorientationOptimizationPostponementMorefrequentplanningCollaborationMovefrompushtopullmanufacturingManufacturersDistributors/WholesalersConsumersSuppliersRetailersManufacturersDistributors/WholesalersConsumersSuppliersRetailers

Makewhatwewillsell,notsellwhatwewillmake!!SCMande-BusinessPracticesPurchasingManufacturingDistributionCustomerService/SalesAvailable-to-Promise(ATP)Capable-to-Promise(CTP)Movefromfunctionalsilostoprocess-orientedbusinessprocesses(e.g.,order-to-cash,cash-to-cash)IntegratedSalesandOperationsPlanning(S&OP)SOURCEMAKEDELIVERSELLSCMande-BusinessPracticesOptimizationofallsupplychainactivitiesSupplyChainOptimizationSynchronized,ConcurrentPlanningDemandPlanningDistributionPlanningManufacturingPlanningProcurementPlanningSynchronized,SequentialPlanningForecastingDistributionPlanningManufacturingPlanningProcurementPlanningSCMande-BusinessPracticesPostponementMovetoMTO,ATOandCTOfromMTSFront-endAPSsuitessupport

ATP/CTPProductconfigurationBack-endintegrationtotransactionsystemsInternationalTradeLogisticsWarehouseManagementAdvancedPlanningSchedulingCustomerRelationshipManagementLogisticsManufacturingMaterialsManagementAccountingHumanResourcesERPEAISCMande-BusinessPracticesSCMMorefrequentplanningmeansresponsivetochangingcustomerneedswhiledecreasinginventoriesTimeTimeAverageSupplyAverageSupplyPlanningCyclePlanningCycleSCMande-BusinessPracticese-BusinesswillenablesupplychaincollaborationamongtradingpartnersManufacturerDistributors/WholesalersSuppliersRetailersCollaborativeDemandPlanningCollaborativeLogisticsPlanningTransportationservicesDistributioncenterservicesSynchronizedProductionSchedulingCollaborativeProductDevelopmentSCMande-BusinessPracticesLogisticsProvidersConclusionsE-businesstechnologywillteardownthewallsinsidecompaniesWillalsoallowcompaniestodojointplanningandschedulingwiththeirsupplier’ssuppliersandcustomer’scustomersTheInternetwillhelpfostertherapidgrowthofdynamicsupplychaintradingcommunitiesConclusions