Leveraging Cloud Services in Manufacturing and Supply Chain Management. Information Technology 張玉雲

Transcription

1 Leveraging Cloud Services in Manufacturing and Supply Chain Management Information Technology 張玉雲

2 Agenda The Features of Supply Chain in Industries The Challenges of Supply Chain in Industries The SCM processes in Cloud computing Social Media and Enterprise (SCM) 2.0 2

3 The Features of Supply Chain in Industries 3

4 脈動速度的概念 脈動速度 產業的演化速度 包括 產品, 組織, 與 製程技術 的演化 脈動速度不同的產業, 其差別在於有多少反應時間可以拿來作決策 果蠅式 vs 海龜式的脈動速度 電信, 電腦等科技產業, 因循拖延無非是自找死路 脈動速度高的產業特性 脈動速度高且變化未定的產業易發展出押寶式的策略 大部分經濟價值在於透過複雜管道 ( 組織, 技術, 服務等 ) 將產品送至消費者 供應鏈中垂直整合的機率極高 零組件供應商也可能成為供應鏈中的主導者 Source: Clockspeed, Charles H. Fine

5 各產業的脈動速度 產業 產品技術的脈動速度 組織的脈動速度 製程技術的脈動速度 脈動速度高的產業個人電腦 < 6 months 2~4 years 2~4 years 電腦軟體 6 months 2~4 years 2~4 years 玩具和遊戲 < 1 year 5~15 years 5~15 years 半導體和面板 1~2 years 2~3 years 3~10 years 脈動速度中等的產業汽車 4~6 years 10~15 years 20~25 years 農業 3~8 years 5~10 years 8~10 years 製藥廠 7~15 years 10~20 years 5~10 years 脈動速度低的產業商用飛機 10~20 years 5~30 years 20~30 years 煙草 1~2 years 20~30 years 20~30 years 鋼鐵 20~40 years 10~20 years 50~100 years 石化 10~20 years 20~40 years 20~40 years Source: Clockspeed, Charles H. Fine

6 產業供應鏈的特性 波動擴大 牛鞭效應 (bull-whip effect) 越靠近供應鏈的上游 ( 遠離消費者一端 ) 需求與供給的波動就越大 消費者零售商工廠供應商 脈動速度擴大 越靠近供應鏈的下游 ( 靠近消費者一端 ) 脈動速度就越快 網路開發商個人電腦業晶片製造商設備供應商 Source: Clockspeed, Charles H. Fine

7 Features in 電子產業 Complexity, Variability, and Short Life Cycle Complexity of business Globalization Product substitution Outsourcing Across multiple tiers of the supply chain Supply and Demand Variability Economic changes Mass customization Less customer loyalty Poor Visibility in Inter and Intra Enterprise Shorter Product Life Cycle Shorter order lead times Quicker obsolescence incurred

8 Business Challenges Globalization Driving Structural Changes(Go to Marketing)

9 Typical Product Life Cycle Curve Focus Market Segmentation Introduction Growth Maturity Decline Educate the market and build brand identity Refine the product and build brand preference Augment and differentiate the product and build brand reputation Phase out weak models, reduce costs, and milk the brand Latent Emerging Fragmented Eroding Competition Limited Growing Fierce Fading

10 Sales and Profits over the Product s Life from Inception to Demise Sales and Profits ($) Sales Profits 0 Time Introduction Growth Maturity Decline Product Development Stage Losses- Investment ($) Source: The strategy and Tactics of Pricing, 2006

11 The Challenges of Supply Chain in Industries (rationalization and transformation) 11

12 Business Challenges Increased supply chain complexity Product Org. / Geography Time Constraints Measures Attributes Scenarios Machines Materials # of Unit 1~100Mil Decision Points Material WIP Product SKU Retail D/C Regional D/C Main D/C Product Line Supplier Store Quarterly Monthly Weekly Daily / Event Machines Materials Warehouse capacity Transport. Budget # of Unit $, Probability (Variability) Watch point Utilization Cycle time Product Promotion characteristic Markdown - color, size Merchandising Regional Asset characteristic investment - income lever, Process weather reconfiguration Direct shipping 100,000 Mil ~ Decision Points

13 The Complexity of Problem Size: 3! = 6 4! = 24 5! = 120 6! = ! = 3,628,800 13! = 6,227,020,800 and 25! = 15,511,210,043,330,985,984,000,000

14 The SCM processes in Cloud Computing 14

15 Three Factors Determine the Ease of Information Supply Chain in Structure Data Model Most difficult 15 naive Lowest common denominator of IT sophistication among partners Telepresence/ access to applications experienced Data access Simple data transmission Level of functionality Least difficult Source: Harvard Business Review July-August 1996 Difficulty of IT integration less difficult married engaged dating Stage of relationship between any two companies

16 Supply-Chain Management has shifted Business Focus From Cross-Functional Physical Efficiency Supply Focus Single-Company Product Design Cost Reduction Mass-Market Shift To Cross-Enterprise Market Mediation Demand Focus Collaborative, Concurrent Product, Process and Supply-Chain Design Breakthrough Business Models Tailored Offerings

17 What is a Demand-Driven Value Network? Supply Chain Orientation DDVN Orientation Demand Supply Traditional scope Demand Supply of Supply Chain Product Product Supply Centric Execution Excellence Inside-out Metrics Consumer- Centric Sensing Excellence Outside-in Metrics 17 17

18 Wouldn t it be Great if You Only Had to Worry About Your Internal Operations? Raw Material Supplier Manufacturer Distributor / 3PL Customers Traditional Supply Chain Solutions Focus 18

19 But Even That Can Be a Nightmare: This is One Company s Supply Network 19

20 The Reality: You Need to Orchestrate Internal and External Networks Cloud Solutions / Services are Required to Orchestrate Demand Driven Value Networks Semi Private Public Private Private Private Private 20

21 The demand for Efficient Enterpriseis driving a fifth inflection point in the IT industry INTERNET ERA VIRTUAL ERA 2010s PC/CLIENT SERVER ERA 1990s MINI- COMPUTING 1980s MAINFRAME 1960s 1950s 21 Virtual & Utility Services

22 The Road to Real-Time Infrastructure React Basic and the Cloud Standardized Reduce complexity Rationalized Economies of scale Virtualized Flexibility Service-Based (Automated) Servicelevel delivery Real-Time (Cloud) Business agility Agility Economics Quality of Service Months to weeks Subsidized No SLAs Weeks Cost center Basic SLAs Weeks to days Static usage Class-ofservice SLAs Weeks to minutes Flexible usage costing Flexible SLAs Minutes Variable usage costing End-to-end SLAs Minutes to seconds Variable business investment Business SLAs Awareness Committed Proactive Service-Aligned Partnership

23 Gartner's Definition of Cloud Computing and the Critical Attributes of Cloud Services Gartner defines cloud computing as "a style of computing where scalable and elastic ITrelated capabilities are provided 'as a service' to customers using Internet technologies". Five attributes that support outcomes Service-Based Scalable and Elastic Shared Metered by Use Internet Technologies Consumer concerns are abstracted from provider concerns through service interfaces. Services scale on-demand to add or remove resources as needed. Services share a pool of resources to build economies of scale. Services are tracked with usage metrics to enable multiple payment models. Services are delivered through use of Internet identifiers, formats and protocols.

24 Mapping NIST layers to existing Gartner taxonomy NIST terminology Gartner terminology Cloud SaaS Cloud IaaS Cloud PaaS Business Services Information Services Application Services App. Infrastructure Services System Infrastructure Services Cloud Enablers Mgmt. and Security Closed Private Open Public Supply Chain Leaders Primary Focus Areas

25 Understanding Cloud Based Delivery of Delivery / Technology SaaS (delivery model) SCM Solutions What it is How you buy it Why it matters OpExvs. CapEx Deployment speed Cloud (enabler) Where it runs Delivery cost / price Access (pros & cons) BPO (delivery model) Who runs it Focus on competitive differentiation Compliance / control 25 25

26 How New SCM Capabilities are Sourced (% allocation) Over the last 3 years, approximately what percentage of new SCM capabilities were sourced through? How do you expect your organization will source new SCM capabilities over the next 3 years? Base = Total answering in 2010 (n=257) Other Open source BPO SaaS or Cloud 6% 3% 9% 8% 18% 2% 3% 10% 17% 17% Potential use of cloud computing Hosted licensed applications On-premise licensed apps 56% 50% Cloud / SaaS Doubles On-Premises Falls to 50% Last 3 yrs Next 3 yrs 26

27 Deployment Model Industry View: Enterprise Interest and Adoption Retail and Consumer Goods Life Sciences and Healthcare Industrial Manufacturing Process/Functions Process/Functions Process/Functions SaaS Transportation Mgmt Global Trade Mgmt After-Market / Services Mgmt Sourcing and procurement ecommerce BPO / Sourcing and procurement Logistics Loyalty Analytics / planning support (POS, inventory, consumer data) Transportation Mgmt Global Trade Mgmt Other areas: CRM / SFA EMR Sourcing and procurement Logistics Clinical trials Samples management Returns Adverse events tracking Transportation Mgmt Global Trade Mgmt After-Market / Services Mgmt Sourcing and procurement Sourcing and procurement Logistics Design/ engineering Quality Mgmt MDM / Compliance 27

28 State of use of SaaSand/or Solutions Delivered in the Cloud Q. Which of the following best describes your use of SaaSand/or solutions delivered in the cloud for each supply chain area? Using/Implementing Would consider using Not using /would not consider Order fulfillment 43% 47% 10% Data sync 43% 48% 8% Connect & Collaborate Inbound visibility VMI 43% 42% 49% 50% 8% 8% Direct procurement 41% 52% 8% Outbound visibility 40% 52% 8% CPFR 39% 55% 5% Warehouse mgmt 37% 50% 13% Order capture 36% 53% 11% Global trade mgmt 36% 49% 15% Indirect procurement 35% 52% 13% Customer scorecards 35% 55% 9% Transportation mgmt 32% 48% 20% Inventory optimization 32% 58% 10% N = 130 Total Respondents 28

29 The Social Media and Enterprises (SCM)

30 Three Factors Determine the Ease of Information Supply Chain in Un structure Data Model Most difficult 30 naive Lowest common denominator of IT sophistication among partners Telepresence/ access to applications experienced Data access Simple data transmission Level of functionality Least difficult Source: Harvard Business Review July-August 1996 Difficulty of IT integration less difficult married engaged dating Stage of relationship between any two companies

31 Enterprise 2.0 (SCM 2.0) "Enterprise 2.0 is the use of emergent social software platforms within companies, or between companies and their partners or customers Andrew McAfee, Harvard Business School Source: "Enterprise 2.0, version 2.0," 27 May php/faculty_amcafee_v3/enterprise_20_version_20/

32 Social Media Has Evolved Over the Years to Be an "Online Environment" Social media is: An online environment where content is created, consumed, promoted, distributed, discovered or shared Primarily related to communities and social activities, rather than functional, task-oriented objectives Consumer Social Innovation

33 Social Networking Is Already an Indispensable Personal Communication Tool "None of my friends use . We keep up with what's going on using Facebook." Aug 9, 2011 Will social networking also become an indispensable workplace communication tool?

34 Key Issues Value 1. What will be the business impact of social initiatives in the workplace? User Acceptance 2. What are the best practices for ensuring participation and acceptance in workplace social initiatives? Risk 3. What are appropriate governance policies for dealing with risk from workplace social initiatives? Technology and Markets 4. What are the main technology trends, and which vendors will lead with enterprise products?

35 Where to Look for Value Communication Connectedness Visibility Information distribution Knowledge Capture Persistence of otherwise lost ideas and conversations Reuse Relevance and "Findability" Social filtering Recommendations Social navigation Social graph

36 Social Features Will Pervade User-Facing Applications Places We Work Office Suites Web Browser Mobile App Business App Custom App External Website Social Networking Platform Social Networking (Pub/Sub Activity Streams) Profiles and Social Graph

37 Consumer Trends Consumer Trends Are Driving Enterprise Solutions Adoption: Almost doubled since 2008 on PCs; almost tripled on mobile phones The PC reigns: 20% more usage than on mobile phones Social CRM is gaining traction: Includes reputation management Concerns include identity, security and privacy: For example, Google and Facebook blunders Enterprise Social Innovation From Tools to Platforms

38 Collaboration Knowledge Management: No Longer Activity-Centric Disruption in the third wave of collaboration First Wave Second Wave Third Wave Network file shares Calendar & scheduling Bulletin boards "Groupware" Room-based video Workspaces (forums, libraries, calendar ) Enterprise portals Instant messaging and presence Web conferencing Communities Expertise automation "Web 2.0" "Enterprise 2.0" Social Media Blogs Wikis Feed syndication (RSS) Social feedback (tags, bookmarks) Social network sites Microblogging Collaboration & Content Platforms Unified Communication Platforms Common Infrastructure Services

39 "Social Everything" The exuberance for all things "social" has come full-circle back to collaboration raising issues of what constitutes a "platform" and whether one or more will suffice. Collaboration "Social Everything" Social Media Enterprise 2.0

40 Enterprise Social Platform Holds Promise Beyond Sales and Marketing for Competitive Advantage Business Functions R&D Manufacturing Product Marketing Sales Customer Support Human Resources Example Initiatives Product Development Effectiveness Asset Utilization Market Responsiveness Sales Effectiveness Customer Care Performance HR Responsiveness Internal Opportunities Project work space (plan development, review and update) Innovation/ideatio n programs Quality council community of practice Supplier quality assessment review Process effectiveness feedback Sentiment analysis data review Sales training course creation Knowledge sharing for campaigns Question/answ er expertise engine Forecast projections and review Win/loss review Expertise engines Best practices repository Development of job descriptions Talent management Candidate interviews and evaluation External Opportunities Partner idea management campaigns Crowdsourcing NPD ideas Device quality feedback Device failure predictive analytics Campaign concept testing Event publicity Special offers to followers Blogging/microbloggin g Social network analysis for influence assessment Lead generation Social media monitoring Alternative contact channel Brand monitoring Alumni network Job posting, candidate search and background check Community outreach

41 Strategic Planning Assumption By 2015, 40% of large enterprises will have a corporate "Facebook."

42 Strategic Planning Assumption By 2016, 15% of businesses will deploy a horizontal social technology layer that integrates with several business applications.

43 Opportunities for Value/Benefit from Cloud Computing Agility How can we use the cloud to make change easier, quicker, or more effective? Cost How can we reduce operating/startup cost and spend more effectively? Reduce Complexity How can we reduce complexity and shift work off our shoulders? Focus How can we focus more on what we need to do and not what we don t? Leverage How can we leverage the knowledge and skills of others? Innovation How can we do things that were hard or impossible to do before?

44 Cloud Service Business Impact Analysis: Understand the Potential Risks/Costs Security How can we ensure our processes and data are protected? Transparency How can we ensure we have visibility into how the provider delivers our value? Assurance How can we be confident that the technology and the services will work continuously and effectively? Lock-in How can we prevent ourselves from being locked into a provider with no ability to migrate? Integration Financial How can we make services from independent providers work with each other and with us? How can we ensure the financial model is effective over time?

45 Summary Cloud can be Public, Private or Hybrid There are 5 key layers for cloud services. Supply chain executives should care because effectively leveraging the cloud is essential for visibility and collaboration across the value chain Cloud is not a magic bullet. Realizing the benefits of cloud require changes for both business and IT

46 謝謝指教! 祝各位身體健康!