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【正文】 ing, material handling and distribution management costs 5 169。 1999 Andersen Consulting Manu facturer Tier 2 Suppliers Tier 1 Suppliers Wholesaler or Distributor Retailer or Dealer Consumers – “ The Power of Business to Business Integration” Benchmarking Partners, December 1998 Cost is one of the major drivers to extend the traditional enterprise. 60% of variable costs of an anization are driven by decisions that are external to the anization. 1 169。 1999 Andersen Consulting Logistics expense includes: ? Finished Goods Transportation ? Warehousing ? Order Entry/ Customer Service ? Administration ? Inventory Carrying Cost 18% — North American Annual Total Logistics Cost Change in Percentage — Source: Council of Logistics Management 1997 Annual Conference Proceedings, Logistics Costs and Customer Service Levels (Herbert W. Davis William H. Drumm) The past efforts have not been without considerable rewards. 50% 30% 10% 10% 30% 50% 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 %of Sales $/CWT $/CWT = Dollars per hundred weight. 2 169。 1999 Andersen Consulting Costs Assets Customer Service Strategic and Financial Impact The improvement of SCM has significant strategic and financial impacts on bottom line activities. Shareholder Value Creation Customer Service Level Increase Supply Chain Variability Reduction Inventory Reduction Cycletime Compression Financials / Metrics. ROA 94% 98% ? Instock availability ? Lead time ? Ability to tailor to specific customer needs ? Fixed ? Purchase Cost ? Variable Manufacturing ? Trans/Distribution ? Obsolescence/Markdown ? Administrative/Transaction ? Manufacturing ? Distribution Centers ? Inventory 6 169。 Source Strategic Supply Chain Alignment, 1998 500% Above Average 3000% Above Average 250% Above Average Industry leaders have demonstrated the significant value that successful supply chains can create. Point of Sale Data and Flow Through Distribution “ Retail Direct” Strategy Investment in Distribution Network 9 169。 1999 Andersen Consulting Supply chain breakthrough has realized in significant benefits. Typical Levels of Supply Chain Benefits: Benchmark Improvement Delivery performance 16 28% Inventory reduction 25 60% Fulfilment cycle time 30 50% Forecast accuracy 25 80% Overall productivity 10 16% Lower . costs 25 50% Improved capacity 10 20% Source:AMR PRTM Breakthrough areas: ? Integrated Demand and Supply Planning ?
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