科爾尼－供應(yīng)鏈研究報(bào)告(編輯修改稿)
2025-03-21 19:44 本頁面
【文章內(nèi)容簡介】 . Kearney 70/0026_Dec29/jz 11 The ever increasing level of outsourcing reflects concentration on core petencies In versus Outsourcing Specialists 4%14%21%8%50%28%50%52%14%70%70%4%11%47%45%0%0%2%C u r r e n tP l a n 2 0 0 3Transportation Internal distribution/ warehousing Transportation management IT Valueadded activities Order handling Invoicing Inventory management Total logistics Manufacturing Companies Respondents That Have Outsourced Chemical Industry Core Competences Source: . Kearney survey . Kearney 70/0026_Dec29/jz 12 Companies like the cost effects from outsourcing, but fear losing control Reasons for Outcourcing 58%90%55%51%25%11%Access to other markets Make cost visible Access to outside expertise Increase cost variability Improve service quality Reduce cost Chemical panies 72% 26%29%40%51%Confidentiality/ Intellectual property protection More expensive than inhouse Required capabilities not available Loss of control Reasons Against Outcourcing The role of outsourcing Source: . Kearney survey . Kearney 70/0026_Dec29/jz 13 Outcourcing of transportation and logistics services provides infrastructure advantages The role of outsourcing Infrastructure Sharing of assets Sharing of works Sharing of technologies Risk and capital sharing Availability Control ?Ships ?Tanks ?Terminals ?Pipelines ?Truck fleets ?Terminal density ?Distribution points ?Crossdocking points ?Transportation partners (regions, products, sizes) ?Service partners ?Scheduling ?Tracking and tracing ?Navigation ?Electronic document exchange/processing Benefits Examples . Kearney 70/0026_Dec29/jz 14 Four key success factors need to be ensured in advance: Never outsource operational problems to service providers Key Success Factors for Outsourcing Feasibility ?Check availability of petent service providers with enough capacity ?Verify possibility to transfer knowledgeable operators to 3rd party ?Set feasible targets for outsourcing Dependency ?Loss of petence and experience acquisition ?Loss of qualified employees long term ?Convenience to exchange service providers ?Limited power to influence service providers if low volume Administration cost ?Fine tune interface ?Install information management ?Eliminate functional redundancies ?Reduce multiple stages in value chain ?Limit transformation cost end ensure benefit tracking Management/controlling process ?Share productivity gain ?Maintain and sustain quality and service level ?Understand and define performance measurements ?Ensure transparency of key cost/performance data ?Install performance controlling for service providers The role of outsourcing . Kearney 70/0026_Dec29/jz 15 Consolidation of supplier
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