德勤i2供应链管理.ppt
Sell SideBuy SideCustomersSuppliersInsideThe past five years CRMIntegrated Multi-channel Sales, Marketing and ServiceSupply ChainIncreased efficiency, collaboration and managementERPConsolidated and consistent internal processesOn the “Sell Side”l 100% Customer Satisfaction The Road to Ruinl Acceleration of Marketing Cyclesl End of Richness vs. Reachl Integrated View of the Customer Almostl Decreasing Schizophrenial Multi-Channel Coordinationl Self Service Catches-onl Field Service Goes Digitall Solution Management Raises the BarCustomer ServiceSales MarketingSell Side InnovationsOn the “Buy Side”Buy Side Innovationsl Real-time, web enabled processes l Extended trading networks and e-Marketplacesl N-tier collaborationl Partnerships with trading partnersl Focus on total supply chain and assetsl Managed product portfoliol Dynamic pricing and tailored service levelsCustomizationColaboration ConnectivityCostConsolidationConsistencyOn the “Inside”Inside Innovationsl ERP Systemsl Financial, HR, Mfg and other processes l Enterprise data standardsl Integrated systems for running the businessl Global view of operational informationl Eliminated duplicate systemsHowever, these disciplines have optimized within their areas leaving much value unrealizedSales, Marketing and ServiceHR, Finance, etc.Supply ChainSell SideBuy SideCustomersSuppliersInsideFurther, the internet and globalization raise overall customer expectations faster than companies can respondCustomer Expectations/RequirementsSupply-Chain Cost to Serve (per Customer)“100%” Overall Customer Satisfaction an Elusive and Costly GoalEven though e-Collaboration Reduces Cost to Serve .e-Collaboration Is Not Enough. Customer Expectations and Requirements Will Keep RisingPowered by new communication and processing technologiesOptimized across the entire enterprise for loyalty and customer value Shared Information across the enterprise and trading partnersThe next level of competitive excellencewill be throughDigital Loyalty NetworksThe Next FrontierSell SideBuy SideCustomersSuppliersInsideIn Digital Loyalty Networks the Enterprise Optimizes True Customer Value.Enterprise Optimizes True Customer ValueTo test our hypothesis, we compared company performance vs. their Loyalty Networking characteristicsl How we did the studyl 850 Senior Executives l 35 Countriesl Global manufacturers - top 25% of salesl Classifications based on company reported activitiesCompanies fell into four categoriesLow HighLow HighCustomer LoyaltySupply Chain CollaborationMarket TakersLoyalty NetworkersCollaboratorsLoyalists26%15%13%46%Loyalty Networkers outperform others on all key metricsPROFITABILITYAverage Profit Level (Market Takers = 100) 50100150MarketTakersCollaboratorsLoyalistsLoyalty NetworkersLoyalty Networkers outperform others on all key metricsBUSINESS PERFORMANCE5%10%15%20%25%30%Workforce Loyalty/RetentionReturn on Assets (Pretax)Market Share of Primary Products in Target MarketsSales GrowthPercentage of Companies with Exceptional Performance on GoalsLoyalty NetworkersLoyalistsCollaboratorsMarket Takers0%Loyalty Networkers outperform others on all key metricsBUSINESS PERFORMANCEPercentage of Companies with Exceptional Performance on GoalsLoyalty NetworkersLoyalistsCollaboratorsMarket Takers0%5%10%15%20%25%30%35%Understanding of Foreign Markets / Customer NeedsSuperior Pre-Sales Service CapabilitiesResponsive After-Sales ServiceOverall Customer SatisfactionQuality of Customer RelationshipsWhat is happening here?Sell SideBuy SideCustomersSuppliersInsideLoyalty Networks leverage better information on Customer ValueUnderstanding of “True” Customer ValueGetting to “True” Customer Valuel Use customer value as driving management metricl Incorporate supply chain costs into customer valueCommon PracticeLoyalty Networks“Standard” Margins“Real” MarginsLimited Supply Chain visibilitySupply Chain used to get build loyalty with high value customersLoyalty Networks Optimize Supply Chain to Maximize Customer ValueSell SideBuy SideCustomersSuppliersInsideSupply Chain optimized based on Customer ValueSupply Chains will manage value l Aim for flawless execution for most valuable customersl Do we need to Package/Ship/keep inventory at the same levels for all customers?l Dynamic capacity planning incorporating customer priorities Machine Availability Warehousing DistributionCurrentLoyalty NetworksAll orders created equalDifferentiate based on customerVolumes drive design Value drives designWhat to do on Wednesday MorningAnalyze Loyalty Networks in three areas l Strategyl Operationsl MindsetCreate a roadmap of bite size accomplishmentsl Create a Loyalty Network Roadmap based on weak links in the three areas. l Compare value created by horizontal integration to the next vertical project. l Get results quickly based on a strategic frameworkWhere is the weakest link?
