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供应链管理：对电子商务的基本
SupplyChainManagement:
BasicstoE-BusinessLarryLapide,AMRResearchVicePresidentofResearchOperations,BusinessApplications
AgendaWhat’sDrivingtheSupplyChainande-BusinessExcitement?OverviewofSupplyChainManagement(SCM)andTechnologyOverviewofSCMIssuesSCMande-BusinessPracticesConclusions
ManufacturersWholesaleDistributorsSuppliersCustomersInformationFlowsGoodsFlowRetailersTheTraditionalSupplyChain
ManufacturersWholesaleDistributorsSuppliersCustomersInformationFlowsGoodsFlowFutureInternet-ConnectedSupplyChainSupplierExchangesCustomerExchangesLogisticsExchangesContractManufacturersLogisticsProvidersVirtualManufacturersRetailers
APSande-businesstechnologysupportsbestSCMpracticesSCMwillallowUScompaniestoreapof$300Bto$400Bofsavings(1997:GDP$8.1T)3%to5%ofrevenuesavingsforbestSCMcompanies*50%reductionincash-to-cashcycle*17%improvementinmeetingcustomerdeliverydates**Source:PRTMIntegratedSupplyChainBenchmarkingStudy,1997MRPSCMAPSande-businessEvolutionofSCMTechnology
*Source:PRTMIntegratedSupplyChainBenchmarkingStudy,1997TypicalQuantifiedBenefitsfromIntegratedtheSupplyChainDeliveryPerformance16%-28%ImprovementInventoryReduction25%-60%ImprovementFulfillmentCycleTime30%-50%ImprovementForecastAccuracy25%-80%ImprovementOverallProductivity10%-16%ImprovementLowerSupply-ChainCosts25%-50%ImprovementFillRates20%-30%ImprovementImprovedCapacityRealization10%-20%Improvement
EnterprisefunctionalsiloswithconflictinggoalsPurchasingManufacturingDistributionCustomerService/SalesFewchange-oversStableschedulesLongrunlengthsHighinventoriesHighservicelevelsRegionalstocksSOURCEMAKEDELIVERSELLLowpur-chasepriceMultiplevendorsLowinvent-oriesLowtrans-portationOverviewofSCM-Issues
InternalIntegrationandExternalCollaborationAreTheUnderlyingIssues LegacyApplicationsDoNotAlignWithDesiredInternalBusinessProcesse
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