SCOR供应链运作参考模型简介.pptVIP

* Point1 Discuss definition within participant organizations. Point2 1000 lines 900 lines filled complete * Point1 Discuss definition in the context of a 3 way match. Accuracy to P/N, QTY, DATE, and PRICE. Make the link between suppliers and our expectations AND our customer expectations. Point2 1000 Customer Purchase Orders 2500 Invoices 750 Invoices dont match PO * Point1 Discuss definition within participant organizations. Point2 1000 orders 250 actual days * Point1 Look up Order Fulfillment Lead Time, Source Cycle Time, and Make Cycle Time. * * Point1 Discuss, once again, places on the PL where these costs may be buried. * * * * * * * Point1 Use POST IT POSTER PAD 120 MM of inventory 365 MM = COGS * Point1 Use POST IT POSTER PAD REVENUE = 730 MM AR = 200 MM MATERIAL PURCHASES = 365 MM AP = 45 MM * Point1 Use POST IT POSTER PAD Revenue = 730 MM Inventory = 120 MM AR = 200 MM AP = 45 MM * All costs given for this case study are for both product lines together !! So it is not possible to attribute certain costs to the new line only !! Therefor, Total SCM cost is for both lines for example * * Point1 Where might you find this type of information in your own organization?? * Point1 Defining Business Requirements provides enough background to help the business team link competitive strategy to supply chain performance. This next step helps the business team prioritize four performance categories... Point2 Put the participants in the position of having to prioritize...Using the Alpha NEW LINE, each person should fill in the blanks...Debriefeach attribute by asking participants to give answers and explain theirrationale Point3 Use these answers for NEW going forward Reliability - Superior Flexibility - Advantage Cost - Parity Assets - Parity * * * Point1 Pick 1 key driver from each performance category. * * Carter Holt Harvey –  致力于最好水平/ 变革管理 Best practice achieved Practice adopted Practice not yet adopted COTS / [咨询师的评价 * USMC SRAC – IT 差距和冗余 * 工具