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´
Michael Klemen
Global SCM
Global CRM
-Best practices (?)
2
Von …
…. Zu
3
Von …
…………..…..zu
4
How flat is the world …
…Globalization 3.0, as he calls it, is
driven not by major corporations or
giant trade organizations like the
World Bank, but by individuals:
desktop freelancers and innovative
startups all over the world (but
especially in India and China) who
can compete--and win--not just for
low-wage manufacturing and
information labor but, increasingly, for
the highest-end research and design
work as well.
He wants to tell you how exciting this
new world is, but he also wants you to
know you're going to be trampled if
you don't keep up with it.
His book is an excellent place to
begin.
5
Supply Chains become increasingly
distributed….
Airbus planes are
developed collaboratively
with 2000 suppliers
Ketchup is shipped in bulk
and packaged in the
region by co-packers
Pharma companies
increasingly rely on
biotech companies to
develop new drugs
Drugs are manufactured
centrally and packaged
in the country
PC Manufacturing is typically
performed in Asia by CM’s
and ODM’s
70% of the value of a car
is provided by suppliers
6
NachfragegesteuertesSupply Chain Modell
$
$
Logistics opti
misation & tra
cking
7
Adaptive Enterprise
Nike Golf already
in 2002
SUPPLY CHAIN
Event triggers....
Transform
linear, sequentialsupply
chainsintoadaptive supplychain
networks.
In thesenetworks, communitiesof
customer-focusedcompaniesshare
knowledgeand resourcesto adjust
intelligentlyto changingmarket
conditions.
8
WarumAgilitätwichtigist
"surprises" like parts shortages,
earnings disappointments, business
downturns and, yes, indictments are
always preceded by ample warning
signs …
… read them in Real-Time and act
accordingly …
9
Die Lösung
ww
w
Dis
trib
uto
rs
Su
pp
lie
rs
&
Co
ntr
ac
t M
an
ufa
ctu
rers
Reta
ilersC
han
nel
Part
ners
Geschwindigkeit,
Planbarkeit,
(Vorhersehbarkeit) &
Qualitätzuniedrigen
Kosten
10
Customer
Dealer
Fleet Car Rental
Wholesalers
Die Welt derAutomobile
DEMAND PLANNING
DEMAND AND SUPPLY MATCHING
Product
Definition
Market
Offering
Wholesale
Stock
Replenishment
Orders
Stock
Inventory
Dealer Sales
Analysis
Delivery Model
Center
Allocation
Capacity
Planning
Operating
Plan
Material
Forecast
Constraints
Management
Procurement
Material
Mgmt
Material
releasing
Build
Production
LLP
Late
Configuration
AddedValue
Services
2nd Hand Car
Refur-
bishmen
OUTBOUND
LOGISTICS
ConfigureOrder
Processing
Sales Scheduling
Order Bank
MfgScheduling
Order Bank
Marketing
Analysis
Dealer Sales
Analysis
Delivery
Model Center
LLP
Consolidation
Warehouse
AddedValue
Services
Line Side
Inventory
Magmt
INBOUND
LOGISTICS
BUSINESS ALIGNED INFORMATION TECHNOLOGY
Portals
MultTier
Connection
Tier 1
Tier 2
Tier 3
Hot areas
today:
•CustomerRelationship
Management and
Availableto promise
•DemandPlanning
•Demandand Supply
Matching
•InboundLogistics
•Manufacturing
•OutboundLogistic
Marketplaces
CRM / ATP
Stock Inventory
Lead
Management
MANUFACTURING
11
Die Lösung-3 Komponentenin
jederSupply Chain
Data Gathering
Event Management
Optimization
Cross-Enterprise
Application Integration
Business Service
Management
Business Intelligence
Track & Trace
Sense & Respond
Analyze & Decide
12
Anforderungenan Komponenten
SUPPLY
DEMAND
T1
customers
DCs
3PLs
T1
suppliers
T2/3
suppliers
OM
planning /
proc / mfg
Forecast
Orders
Inventory
Shipments
Customer Order Status (order entry to delivery), supplier execution status, aggregated
order backlog
Material and product inventory (all nodes), Channel partner finished goods inventory
Material and product in Transit, Customer Order status (order entry to delivery),
logistics capacity,
Supply Forecast/order status, allocation results and exceptions,projected inventory
levels/positions, manufacturing plan vs. actuals
13
Supply Chain Architektur
Web
SC Dashboard OVBPI UI
Predictive
Analysis
SC Analytics
& KPI
Multi-Channel Access
Business Services
SC Process
Collaboration
Operational
Reporting
Business
Scenario
Simulation
Track and
trace
Event
Management
Application Services
Publishing &
Distribution
Business Rules
& Metrics
Repository
Storage &
Retrieval
Scheduling &
Alerting
Predictive
Analysis
Simulation
OV BPI
Process Modeling
SC Analytics
& KPI
Performance
Manager
Workflow
Manager
Event
Configuration
Ver0.3
OLTP
OLAP
OVBPI+
Infrastructure Services
ESB & W
eb Services
TP Collaboration
(EDI/XML/W
eb)
Reference Data
RFID & other
sensors Enterprise Content
Management
Data Quality
& Monitoring
Data
Transformation
& Loading
ERP & SC
Application
14
Interaktionskreisläufe& Komponenten
derSupply Chain -Sourcing
15
KreislaufSourcing
16
17
Weiterentwicklungenz.B.
Einkaufsprozesse
Tactical Purchasing: Negotiate Cost Down
Reduce Vendors & Define Strategies
Manufacturing Outsourcing , ERP & EDI
Globalization, Auctions & Supply Chain
Business Process Outsourcing &
Uncertainty Management
Electronic Sourcing
Hedging
1970’s 1980’s 1990’s 2000’s Today
Tomorrow
18
Messbarkeit/Wichtigkeit/Sichtbarkeit
> 100 < 5
Order Cycle Time in days
< 20% > 60%
Supply Chain costs as % of
total product cost
> 99% < 80%
% of on-time deliveries
> 95% < 70%
% of Perfect Orders
< 5 > 70
Inventory Cycle times
> 30 < 5
Days outstanding inventory
Importance of Supply Chain
Visibility
Aspect to review
19
Messkriterienin derSupply Chain
Su
pe
rio
rG
oa
lP
oo
rA
ctu
al
Le
ve
l O
ne P
erf
orm
an
ce M
etr
ics
8.9%
7.0%
6.1%
Net Earnings
14.4%
12.6%
10.1%
Return on Equity
15.5%
14.0%
9.6%
Operating Earnings
40.5%
35.1%
29.6%
Gross Profit
Profitability
Sh
are
ho
lde
r M
etr
ics
6.9
4.7
2.4
Design Asset Turns
19.9
41.7
63.6
Design-to-Revenue
Assets
1.0%
2.4%
3.5%
Warranty Cost
1.8%
2%
3%
Total Design Chain Cost
6%
8%
20%
Cost of Design
Design Chain
Costs
Inte
rna
l F
ac
ing
M
etr
ics
180
120
60.0
Upside Design Flexibility
45
60
180
Design Backorder Duration
30
45
100
Product Design Cycle Time
Design Chain
Flexibility &
Responsiveness
97.0%
96.0%
94.0%
Perfect Product Design
98.0%
91.0%
84.0%
On Time Request to Deploy
Design Chain
Reliability
Cu
sto
me
r F
ac
ing
M
etr
ics
20
Supply Chain Schlüsselindikatoren
Re
lia
bilit
y
•Forecast Accuracy
•Delivery Performance to
Customer Request
•Fill Rates
•Perfect Order Fulfillment
Re
sp
on
siv
en
es
s
•Order Fulfillment Lead Times
Fle
xib
ilit
y
•Supply Chain response time
•Production Flexibility
Co
st
•Inventory Carrying Costs
•Total SC Management Costs
•Value-Added Productivity
•Warranty/Returns Processing
costs
Pro
fita
bilit
y
•Inventory Turns
•Inventory Days of Supply
•Cash-to-Cash Cycle Time
Source: Supply-Chain Council,
www.supplychainmetric.com, Cambashi
21
Checkliste der SupplyChain
Management benefits
•The supply chain is a highly complex area. As a result, it can be a source of great efficiency and cost-savings gains. Companies are realizing
that more than ever, supply chain excellence drives competitive advantage, customer relationships and shareholder value. The business case
for better supply chain management mandates a deep examination of myriad sources of potential benefits, including:
•Im
pro
ved
SC
M s
taff
an
d t
ask p
rod
ucti
vit
y–automate various SCM tasks –from plan-to-produce, source-to-settle and order-to-cash
processes –and im
prove business processes, leading to increased productivity benefits. Typical productivity improvements include savings in
sourcing, supplier management, production planning and analysis,production management, production staff, change order processing and
management, quality control and analysis, sales order entry and processing, promotions management, fulfillment, and transportation and
logistics.
•In
cre
ased
in
ven
tory
tu
rns
/red
uced
days in
in
ven
tory
(in
ven
tory
an
d in
ven
tory
carr
y c
ost)–more accurately forecast and source the
amount of inventory needed, leading to an increase in inventory turns and reduction in days in inventory. This leads to a one time inventory
reduction and ongoing carry cost reduction on the saved inventory.
•R
ed
uced
days s
ale
s o
uts
tan
din
g (
days in
acco
un
ts r
eceiv
ab
le r
ed
ucti
on
)–reduce accounts receivable collections with better visibility into
the AR process, aging and extension of credit, helping to reducedays sales outstanding.
•R
ed
uced
in
ven
tory
scra
p–reduce scrap write-downs with better quality control and planning/forecasting.
•Im
pro
ved
net
fixed
asset
(NF
A)
uti
lizati
on
, av
oid
ing
net
fixed
asset
ad
dit
ion
s–more effectively utilize current net fixed assets such as
plants and equipment, and potentially avoid planned investments to handle growth.
•R
ed
uced
co
st
of
go
od
s s
old
(C
OG
S)–reduce cost of goods sold with various improvements such as more effective sourcing of raw
materials, tracking of work-in-process, reductions in production quality, issues and planning, increases in production efficiency and reduction in
production overhead.
•Im
pro
ved
str
ate
gic
so
urc
ing–strategically source direct and indirect materials and better manage vendors, leading to material cost savings.
•Im
pro
ved
pu
rch
ase o
rder,
in
vo
ice a
nd
paym
en
t p
rod
ucti
vit
y–automate purchase order forms and processing, improving the process and
productivity of contract and vendor managers, purchasing agents,employees and managers on purchase order requests and approvals.
•R
ed
uced
maveri
ck s
pen
din
g–manage purchase order requests and approvals more effectively to help reduce maverick spending, while
increasing strategic sourcing and resultant discounts.
•Im
pro
ved
pro
du
cti
on
excep
tio
n h
an
dlin
g–better plan and manage production, helping to reduce exceptionsand the associated resolution
costs.
•R
ed
uced
acco
un
ts r
eceiv
ab
le, b
ad
deb
t w
rite
-do
wn
s a
nd
dis
pu
tes–better manage accounts receivables to elim
inate extending credit in
error, recognize collection issues sooner and managing them moreeffectively, and reducing disputes and related costs.
•R
ed
uced
tra
nsp
ort
ati
on
du
ties a
nd
taxes a
nd
in
cre
ase r
eb
ate
s a
nd
incen
tives–optim
ize production and shipping to reduce transportation
duties and taxes, and increase rebates and incentives.
•R
ed
uced
tra
nsp
ort
ati
on
err
or
co
sts–reduce transportation errors, elim
inating error-related costs to resend or reroute shipments,
•Im
pro
ved
cu
sto
mer
rete
nti
on
an
d in
cre
ase c
usto
mer
loyalt
y–improve customer satisfaction via im
provements like streamlining and
reducing errors in the invoicing process, elim
inating backorders, reducing errors, improving quality, reducing time to receipt.
•C
on
so
lid
ate
d c
urr
en
t S
CM
so
luti
on
s–avoid current spending on systems, support and maintenance contracts, application development and
integration, systems administration and support via consolidation to a newer consolidated platform.
22
Der GartnerHypeCycle
Ben
efi
t
Tim
e
Peak
of
Infl
ate
d
Exp
ecta
tio
ns
Slo
pe
of
En
lig
hte
nm
en
t
Actual
Benefit
Perceived
Benefit
Tech
no
log
y
Tri
gg
er
Tro
ug
ho
f
Dis
illu
sio
nm
en
t
Pla
teau
of
Pro
du
cti
vit
y
Source: GartnerResearch
23
24
Von …
…. Zu
25
Die CRM Plattform
imKundenlebenszyklus
Co
nta
ct
Man
ag
em
en
t
Cale
nd
ar
/ S
ch
ed
ulin
g
Tele
mark
eti
ng
/ T
ele
sale
s
Lead
Tra
ckin
g
Op
po
rtu
nit
y M
an
ag
em
en
t
Ac
co
un
t M
an
ag
em
en
t
Sale
s M
an
ag
em
en
t
Ord
er
Pro
cessin
g
Au
tom
ati
on
Man
ag
em
en
t
An
aly
sis
/ R
ep
ort
ing
Decis
ion
Su
pp
ort
Cam
paig
n M
an
ag
em
en
t
Cam
paig
n t
em
pla
tes
Web
cam
paig
ns
New
sle
tter
serv
ices
E-m
ail c
am
paig
ns
Web
An
aly
sis
Lead
& P
rosp
ect
Gen
era
tio
n
Part
ner
& A
llia
nces S
earc
h
Cu
sto
mer
Mo
nit
ori
ng
Su
pp
lier
Evalu
ati
on
Co
mp
an
y E
valu
ati
on
M
&A
Co
mp
eti
tive A
naly
sis
Searc
h f
or
Info
rmati
on
Functional content
Serv
ice
Ma
na
ge
me
nt
Org
an
iza
tio
n M
an
ag
em
en
t
Pro
jec
t M
an
ag
em
en
t
Qu
ali
ty M
an
ag
em
en
t
Em
plo
ye
e M
an
ag
em
en
t
-E-Service Mgmt
-Service Provisioning
-Mobile Service Mgmt
-Service Monitoring and Reporting
-Intelligent Pricing and Bidding
-IT Procurement
-Workflow Mgmt
-Billing Interfaces
-Organizational Infrastructure Mgmt
-External Provider Mgmt
-Outsource Mgmt
-Approval / Authorization of Services
-Service Delivery Team Mgmt
-Workflow Mgmt
-Multi Language / Multi Currency
-Individual Service Portal
-Personal Resource Mgmt
-Individual Calendar Mgmt
-Timesheets
-Workflow Mgmt
-Multi Language / Multi Currency
-Service Delivery Project Mgmt
-Workflow Mgmt
-Multi Language / Multi Currency
-Helpdesk
-Complaint Mgmt
-Service Level Agreement Mgmt
-Trouble Ticketing
-QA Certification
-Configuration Mgmt
-Workflow Mgmt
-Multi Language / Multi Currency
Cu
sto
mer
life
cycle
Customer View
fin
da
ttra
ct
en
ga
ge
ma
na
ge
fulf
ill
se
rvic
e/s
up
po
rt
26
Die CRM Architektur
Back
Off
ice
Fro
nt
Off
ice
Mo
bile
Off
ice
Cu
sto
mer
Inte
racti
on
Op
era
tio
na
l C
RM
Bu
sin
ess
Op
ert
ion
sM
gt
An
aly
tic
al
CR
M
Bu
sin
ess
Perf
orm
an
ce
Mg
t
Co
lab
ora
tive
CR
M
Bu
sin
ess
Co
lla
bo
rati
on
Mg
t
EPR/ERM
Order Mgnt
Supply
Chain Mgnt
Order Promising
Legacy
Systems
ClosedLoopProcessingEAI Toolkits, Embedded/Mobile Agents
Data
Warehouse
Customer
Activity
DataMart
Customer
DataMart
Product
DataMart
Customer
Service
Marketing
Automation
Sales
Automation
Mobile Sales
(ProductCFG)
Field
Service
VerticalApps
CategoryMgnt
Marketing
Automation
CampaignMgnt
Voice
(IVR, CTI, ACD)
Conferencing
Web Conference
E-Resp. Mgnt
Fax/Letter
Direct
Interaction
27
WiePasstCRM in
den
Verkaufsprozess
CK
M= Customer Knowledge
Management
eB
us
= e-Business
CR
M= Customer Relationship
Management
Direct &
eMarketing
Planning,
Budgeting,
& Calendar
Lead
Follow-Up
Clo
sin
g
the l
oo
p
Customer
Segmentation
Event
Execution
Response
Capture
Reporting &
Analytics
Lead
Qualification
& Routing
eB
us
CR
M
MR
MM
RM
/
CK
M
CR
M CR
M
eB
us
/
CR
M
eB
us
Cam
paign
Plann
ing &
Bud
getin
g
Res
pons
e
Cap
turin
g
Rep
ortin
g &
Ana
lytics
Lead
Qua
lification &
lead
rou
ting
Lead
Follow-
up
CU
ST
OM
ER
Partner
Dem
an
dC
reati
on
Lead
Gen
era
tio
n
Le
ad
M
gm
t
Op
po
rtu
nit
y
Mg
mt
Ta
rge
tA
cc
ou
nt
Se
llin
g
Qu
ote
to
Ec
lip
se
Serv
ice
Re
qu
es
tM
gm
t
Acti
vit
y
Mg
mt
Opp
ortunity life cycle
Forec
ast c
ommitm
ent
Accou
nt plann
ing
Collabo
rative se
lling
Cus
tomer In
teraction
Activity plan
Big dea
l pric
ing
Cus
tomer In
quiry
Man
agem
ent
28
“Which campaigns are
running this quarter?”
“Which customers would
be interested in this new
HP product?”
“Should I capture
responses on the web
or through the call
center?”
“Which leads go to the
sales force and which
go to our partners?”
“Did the sales rep win the
deal or drop the leads I gave
them?”
“How m
uch revenue did we
generate through our
campaigns this m
onth?”
CU
ST
OM
ER
Partner
Dem
an
dC
reati
on
Lead
Genera
tion
Le
ad
M
gm
t
Op
po
rtu
nit
y
Mg
mt
Ta
rge
tA
cc
ou
nt
Se
llin
g
Qu
ote
to
Ec
lip
se
Serv
ice
Re
qu
es
tM
gm
t
Acti
vit
y
Mg
mt
“What product or solution are
a best fit for my customer?”
“What can I leverage cross sell/up sell
opportunities for HP offering?”
“Which strategy will I define to increase
my account/contact share of wallet?”
“How can I initiate
frequent communication
to proactively address
customer issues?”
“Which optimized pricing will
best fit my customer buy in?”
“How can I improve
response to customer and
manage satisfaction?”
VerbessernderKundenerfahrung/-beziehungim
Marketing und Verkaufszyklus
29
InteraktionderSchlüsselzuSRM SRMCRM
30
Interaktion
•DerWechselzumehrund mehrkomplexenInteraktionenhat
dramatischeAuswirkungendaraufwieFirmensichorganisierenund
operieren.
•ErfolgreicheBemühungendie zunehmendeBedeutungkomplexer
InteraktionenrichtigeinzusetzenwirddauerhafteVorteile
bringen.
•ZusätzlichgibteseineVerschiebungvon transaktionalen(machen,
herstellen) zutacit Interaktionen–diesebedeutetauch
unterschiedlichenEinsatzvon IT-und ermöglichtVorteile
zu
entwickelndie von Rivalennichtleichtzukopierensind.
•WieinteragierenverschiedeneBranchen
−Tacit (implizit, klar…
)
−Transactional (abwickelnd)
−Transformational (herstellend)
31
32
33
34
35
36
Literatur –SupplyChain Management
NE
UG
IER
IG S
EIN
!
37
WieblauistIhrOzean…
“Blue oceans" represent "untapped
market space" and the "opportunity for
highly profitable growth.“,
unlike "red oceans," which are well
explored and crowded with
competitors…
…it is a precise, actionable plan for
changing the way companies do
business with one resounding piece of
advice: swim for open waters.
38
VielenDank