【正文】 r ga ni z a t i onP r oc e s sP e op l e31 Activities in Supply Chain Supply Chain Management There is consensus among all regarding activities in the supply chain and evidence that improvement opportunities are plentiful. Performance (1=None, 2=Poor, 3= Fair, 4=Good, 5=Excellent) Suppliers OEMs Question 2 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100 % Capacity Planning Sourcing and Purchasing Inventory Management Transportation Forecasting/Demand Planning Customer Service Production Scheduling Materials Planning Warehouse Management Supply Chain Planning/ Network Design 1 2 3 4 5 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100 % Included in SCM (% of Respondents) 1 2 3 4 5 Scope of Supply Chain Activities 32 Organizational Responsibilities Manufacturing Sales, Promotions and Marketing Packaging Design Sales Order Management Customer Service Fleet Management Capacity Planning Reverse Logistics and Returns Production Scheduling Information Technology Solutions Forecasting/Demand Planning Distribution Materials Planning Inventory Management Transportation Warehouse Operations Planning Mgt Supply Chain Planning and Network Design Sourcing and Purchasing 9% 14% 14% 18% 18% 23% 23% 27% 27% 32% 32% 36% 36% 41% 50% 50% 50% 64% 68% 0% 10% 20% 30% 40% 50% 60% 70% 80% Other: Percent of Respondents Supply Chain Executive Responsibilities Question 12 The responsibilities of the supply chain executive do not enpass all supply chain activities, thus reducing the ability to influence overall supply chain performance. 33 Activities versus Responsibilities There is a significant disconnect between what panies define as activities of supply chain and what panies value as principal activities of supply chain executives. Question 2 12 Capacity Planning Sourcing and Purchasing Inventory Management Transportation Forecasting/Demand Planning Customer Service Production Scheduling Materials Planning Warehouse Management Supply Chain Planning/ Network Design Information Technology Solutions Packaging Design Sales Order Management Manufacturing Distribution Link w/ Sales, Promotions, and Marketing Reverse Logistics and Returns Fleet Management Activities of Supply Chain Responsibilities of Supply Chain Executive % of Respondents 77% 77% 77% 77% 73% 68% 68% 68% 64% 64% 64% 64% 59% 55% 55% 50% 50% 41% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Supply Chain Management 34 Outsourcing Activities Third party relationships are expected to grow as panies outsource Supply Chain responsibilities. Question 14 Customs Clearance Bonded Warehousing Package Engineering and Design Warehouse Management Fleet Management Kitting and Sequencing Billing and Collections Overseas Distribution Reverse Logistics and Returns Other: AfterMarket Parts Distribution Supply Chain Information Systems Transportation Management Call Center Operations/Order Entry Customer Service Inventory Management 64% 32% 27% 27% 18% 18% 14% 9% 9% 9% 5% 5% 5% 0% 0% 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1 2 3 4 5 Outsourcing Potential ( 1 = No Potential, 2 = Slight Potential 3 = Moderate Potential, 4 = Good Potential, 5 = High Potential) Currently Outsourced Supply Chain Management % of Respondents Outsourcing Potential 35 Currently Planned Importance Used Suppliers 68% 23% Consultants 45% 0% Customers 41% 23% Third Party Service Providers 32% 14% Software Vendors 32% 18% Distributors 18% 18% Professional Associations 9% 5% Trade Associations 5% 5% Supply Chain Management Partners Supply Chain Management On a limited basis, suppliers are looking to their own suppliers, customers and other third parties to help fill resource and skills deficiencies Question 19 Where 1 = Not at all Important, 2=Slightly Important, 3 = Fairly Important, 4 = Very Important, 5 = Essential 36 Best Practices Supply Chain Management ? Utilize external resources on an asneeded basis to fulfill supply chain resource and skill deficiencies. ? Establish criteria for selecting and measuring supply chain partner performance. ? Retain those functions or processes that give the pany a petitive advantage。 outsource processes where the pany lags in expertise of efficiency. ? Develop an outsourcing strategy that reflects the corporate vision. ? Work with trusted outsourcers, yet clearly municate expectations in original contracts. ? Define requirements and expectations in terms of outes, not tasks or activities. ? Link outsourcer pensation to outsourcer performance. ? Integrate thirdparty outsourcing goals, objectives and resource requirements into the supply chain strategic plan. 37 ? The list of activities included in the definitions of supply chain are broader than the scope of the supply chain executive’s responsibilities. ? Supply chain responsibilities are shared in most anizations. Most notably, supply chain executives are not responsible for manufacturing and customerfacing sales activities. ? Companies with shared responsibilities for supply chain management require flexible anizational structures to facilitate munication among supply chain executives to foster optimization of the total supply chain. ? On a limited basis, suppliers are looking to their own suppliers, customers and other third parties to help fill resource and skill deficiencies. ? Third party relationships are expected to grow as the outsourcing trend increases. Key Findings Supply Chain Management 38 ? Develop key performance measurers which span the entire supply chain (in