未来已来! 战略供应链的时代已来临 : 未来竞争制胜的运营模式

Transcription

1 2012 中国供应链高峰会议 China Supply Chain Executive Summit 未来已来! 战略供应链的时代已来临 : 未来竞争制胜的运营模式 The Strategic Supply Chain: An Operating Model Whose Time Has Come 柯磊先生 Mr. Craig Kerr 普华永道管理咨询, 合伙人 Partner, PwC Consulting

2 Next-generation supply chains Efficient, fast and tailored Key findings from PwC s Global Supply Chain Survey

3 About the Study Slide 3

4 This year s survey its ninth year running attracted the largest and most balanced population ever From May to July 2012, we surveyed 503 supply chain executives around the world across major industry sectors. Geographic distribution Company size Seniority level Asia 22% 48% Europe > USD 5 B 30% 45% < USD 1 B Non Management 22% 44% Management Americas 30% 25% 34% USD 1 B USD 5 B CXO Forty-four percent of them hold senior management positions, while 34% hold C-level posts. Slide 4

5 The study surveyed a balanced, cross-industry population Industry participation 8% 8% 9% 12% 15% 20% 28% Other Automotive Pharmaceuticals and Life Sciences Technology and Telecom Chemicals/Process Retail and Consumer Goods Industrial Products Study population characteristics 503 completed questionnaires Wide range of industries All three global regions are well represented The participants represent a balanced mix of company sizes More than half of the participants are senior executives Slide 5

6 A key objective of the study is to link responses to key performance outcomes separate the Leaders and Laggards Financial Performance Index EBIT Margin Revenue Growth Bottom 20% by Industry Top 20% by Industry Supply Chain Performance Index Combined Score Industry Laggards Industry Leaders Inventory Turns Delivery Performance Basic Capabilities (Common between Leaders and Laggards) Differentiating Capabilities (Leaders hold more important than Laggards) Slide 6

7 Our report identifies six key traits of highly effective supply chain managers 1 You can have it all: companies that acknowledge supply chain as a strategic asset achieve 70% higher performance 2 Leaders focus on bestin-class delivery, cost and flexibility to meet increasingly demanding customer requirements 3 One size does not fit all: Leaders tailor their supply chains to the needs of different customer segments 6 Interest in nextgeneration technologies and sustainable supply chains is growing 5 Leaders invest more heavily in differentiating supply chain capabilities 4 Leaders retain global control of core strategic functions Slide 7

8 You can have it all: companies that acknowledge supply chain as a strategic asset achieve 70% higher performance Slide 8

9 Leaders are more than twice as likely to treat their supply chain as a strategic asset % of Leaders and Laggards viewing supply chain as strategic asset Overall Technology & Telecom Industrial Healthcare / Pharma Consumer Goods Laggards Leaders Chemicals / Process Automotive 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Slide 9

10 There is a significant opportunity for Laggards to improve operational performance and to follow the Leaders Average EBIT Average delivery Average inventory turns margin performance (OTIF) per year Opportunity Opportunity Opportunity +30% +8% +87% 12% 16% 79% 89% 96% 15 7% 8 4 Laggards Average Leaders Laggards Average Leaders Laggards Average Leaders Slide 10

11 Leaders focus on best-in-class delivery, cost and flexibility to meet increasingly demanding customer requirements Slide 11

12 Cost, profitability, and service continue to increase in importance, but executives see the importance of many other characteristics growing rapidly Significant 1 supply chain trends in 2013 [%] In [%] % increase by 2015 vs Managing profitability of total supply chain Reducing total supply chain cost Meeting increasing customer requirements 69 Preparing supply chain for up/downwards volume flexibility Responding to competitive pressures Acquiring and developing supply chain talent and skills Ensuring supply and supplier performance Implementing techniques to automate and increase transparency Supporting demand growth in emerging markets (+10%) (+6%) (+14%) (+14%) (+18%) (+19%) (+15%) (+26%) (+19%) Managing supply chain security and risk Making the supply chain more sustainable (+31%) (+34%) Responding to changing regulatory requirements 36 Note 1) % participants who judge trend as critical or significant in ) % participants who say that trend is significant, critical or moderate in 2013 and who think that importance will increase by 2015 or who have indicated critical or significant for 2013 and indicate that it will stay same for the next 2 years Top 4 Supply Chain trends Remaining Supply Chain trends (+12%) Importance increase by 20% 10% and < 20% 10% Slide 12

13 Value creation Supply chain value driver Seven supply chain value drivers have been defined on the path to supply chain value creation Maximum delivery performance Minimised costs Maximum volume flexibility and responsiveness Complexity management Minimised risks Sustainability Tax optimisation and efficiency Path to supply chain value creation Activated value drivers Slide 13

14 One size does not fit all Leaders tailor their supply chains to the needs of different customer segments Slide 14

15 One-size-fits-all vs. differentiated supply chain architecture Market characteristics Supply chain requirements Supply chain architecture Geography/Country Supply chain configuration 1 Delivery performance Flexibility/Responsiveness Supply chain configuration 2 Supply chain configuration 3 Market/Demand Product/Technology Channel/Market Delivery performance Flexibility/Responsiveness One-size-fits-all supply chain configuration Slide 15

16 Leaders operate more supply chain configurations to achieve a competitive advantage # supply chain configurations +40% # channels -10% # configurations per channel +55% Laggards Leaders Laggards Leaders Laggards Leaders Leaders operate more supply chain configurations Leaders are more focused than Laggards since they operate in less channels Leaders operate up to 50% more configurations per channel than Laggards Slide 16

17 # channels Industries operating more supply chain models have had to more rapidly develop their supply chain practice maturity Bubble size: Supply chain practice maturity* Industrial Pharma Automotive Retail&Cons. Chemicals Technology # supply chain configurations * From PwC s Performance Measurement Group Supply Chain Practice Maturity benchmark data Slide 17

18 Leaders retain global control of core strategic functions Slide 18

19 Supply chain Leaders keep core functions under global control and focus on regional execution Leader s organisational model 54% 24% 100% Leaders geographic organisation New product development 70% Strategic procurement 66% Supply chain centre of excellence 60% Manufacturing and assembly % of global and regional functions 0% 20% 40% 60% 80% 100% S&OP 49% Customer order desk 24% Service 24% 38% Demand planning 34% Strategic functions Execution functions Operational procurement 22% Warehousing 20% Global Regional Inbound and outbound logistics 18% Regional: Regional and local functions Global: Global BU (cross region and cross enterprise) Global Regional Strategic functions: Demand Planning, S&OP, Strategic Procurement, New Product Development, Supply Chain Centre of Excellence Execution functions: Operational Procurement, Customer Order Desk, Inbound and Outbound Logistics, Manufacturing and Assembly, Service Slide 19

20 Supply chain Leaders utilise outsourcing in manufacturing & assembly and inbound & outbound logistics Plan % of supply chain activities outsourced Demand planning S&OP 0% 25% 50 2% 5% Source Strategic procurement Operational procurement 5% 6% Make Manufacturing and assembly Service 22% 36% Customer order desk 11% Deliver Warehousing 45% Inbound and outbound logistics 49% New product development 12% Enabler Supply chain centre of excellence 7% Leader Laggard Slide 20

21 Leaders invest more heavily in differentiating supply chain capabilities Slide 21

22 Leaders focus on differentiating capabilities which provide the platform for superior performance Supply chain value driver Maximum delivery performance Top three differentiating practices of Leaders 1. Collaboration with key customers on planning (e.g., effective forecasting) 2. End-to-end supply chain planning and visibility 3. Vendor-managed-inventory (VMI) direct-replenishment model Minimised costs 1. Best-cost country sourcing 2. Differentiated order-to-delivery time 3. Differentiated service level including potential reduction Maximum volume flexibility and responsiveness 1. Internal capacity flexibility 80%-120% 2. Flexible shift models/payment structure 3. Regional supply chain set-up Minimised risks 1. Multiplication of sources and sole-sourcing avoidance 2. Regular review of suppliers financial risk and mitigation through risk-sharing partnerships 3. Visibility and regular monitoring of main suppliers operational indicators Complexity management 1. Develop multi-skilled employees in order to cope with complexity 2. Late stage product customisation 3. Use of distributors and other channel partners Sustainability 1. Agreement of supply chain partners to adhere to highest ethical standards 2. Responsible supply chain partner footprint and procurement framework 3. Internal carbon footprint optimisation and improvement Tax optimisation and efficiency 1. Manufacturing and assembly optimisation (toll manufacturing) 2. Localisation of inventory ownership in tax-efficient countries 3. Localisation of procurement organization in tax efficient countries (e.g., Singapore, Switzerland, Cayman Islands ) Slide 22

23 Emerging markets are already close to mature market s supply chain performance EBIT margin [avg.] Inventory turns [avg.] +22% -7% 11% 14% 8.4% 7.8% Mature Emerging Mature Emerging Delivery performance [avg.] Differentiating supply chain capabilities [avg.] 0% 90% -4% 86% 44% 44% Mature Emerging Mature Emerging Based on participant s origin country Slide 23

24 Interest in next-generation technologies and sustainable supply chains is growing Slide 24

25 Supply chain trend: Implementing techniques to automate and increase transparency High importance 1 of automation in 2013 [%] Increase by [%] % Increase by 2015 vs Pharmaceuticals and Life Sciences 54 (+43%) Technology and Telecom 51 (+49%) Chemicals and Process 50 (+38%) Retail and Consumer Goods 54 (+10%) Automotive 53 (+9%) Industrial 41 (+39%) Note 1) % participants who judge trend as critical or significant in ) % participants who say that trend is significant, critical or moderate in 2013 and who say that importance will increase by 2015 or who indicate critical or significant for 2013 and indicate that it will stay same for the next two years Importance increase by 20% 10% and < 20% 10% Slide 25

26 Supply chain trend: Making the supply chain more sustainable High importance 1 of sustainability in 2013 [%] Increase by [%] % Increase by 2015 vs Pharmaceuticals and Life Sciences 50 (+26%) Automotive 50 (+22%) Chemicals and Process 42 (+40%) Retail and Consumer Goods 39 (+38%) Industrial Products 32 (+60%) Technology and Telecom 33 (+43%) Note 1) % participants who judge trend as critical or significant in ) % participants who say that trend is significant, critical or moderate in 2013 and who say that importance will increase by 2015 or who have indicated critical or significant for 2013 and indicate that it will stay same for the next two years Importance increase by 20% 10% and < 20% 10% Slide 26

27 Strategic supply chains have emerged as a key source of competitive advantage This year s global supply chain survey shows how Leaders are moving ahead of the pack. They re tailoring their supply chains to customer needs and investing in next-generation capabilities while keeping the focus on supply chains that are fast, efficient and tailored. That's a model that allows them to flex to the needs of different customers and serve them seamlessly in turbulent market conditions. Slide 27

28 For more information Contact: Craig Kerr Slide 28