Kearney consulting firm stressed that the first should develop a viable implementation plan, this work can be divided into four steps:
1) The company's business objectives with the existing capabilities and performance compared to existing supply chain, the first to discover a significant weakness, improved, rapid increase in the competitiveness of enterprises.
2) With key customers and suppliers together to examine and assess globalization, new technologies and competitive situation, the establishment of the supply chain vision.
3) To develop an ideal transition from a realistic plan of action for the supply chain goals, while assessing the enterprises in actual conditions of this transition.
4) In accordance with the priority arrangements for the above plan, and have undertaken the appropriate resources. According to the implementation plan, first define the long-term supply chain structure, so that enterprises with the right customers and suppliers the right to establish the supply chain, in a proper position; and then restructuring and optimization of internal and external products, information and capital flows ; Finally, important areas of the supply chain, such as inventory, transportation and other sectors to improve quality and productivity.
The implementation of supply chain management takes a lot of time and money in the United States, only less than 50% of the enterprises in the implementation of supply chain management. Kearney consulting firm, the supply chain can cost the entire company up to 25% of the operating costs, and for a margin of only 3 to 4% of the enterprises, even if 5% of the supply chain to reduce cost, but also enough to make double the profits of enterprises.
Supply chain management is an important current international business management direction, is also a rich potential for domestic enterprises applications. Through business reorganization and optimization to improve supply chain efficiency, reduce costs and improve business competitiveness.
8, supply chain management in India's development
In the planned economy and a shortage of economic conditions, companies desperately fight technological transformation, rob projects, expansion of plant, update their equipment, resulting in a large number of excess manufacturing capacity, while the sale and supply capacity is weak, is a typical "drum-type" slack-type enterprises. Currently, many management consulting and software companies will focus on the "drum-type" business of manufacturing issues. Although this is the best at the contents of the ERP, but also the heaviest burden of India's enterprises, the most problematic part of the domestic ERP applications resulting in many failures. I believe that, rather than slow down the decline of manufacturing sector, it is better to support the growth of the supply chain. Supply chain management is our weakest link in most companies (and a new growth point of management consulting), the ruthless competition in the market will more and more entrepreneurs realize this. If the supply chain, a good problem-solving, and even can improve the competitiveness of an industry.
In a market economy of enterprises in order to meet the constantly changing conditions of competition must be equipped with agility; important prerequisite for achieving agility is to strengthen the marketing chain and supply management, to work with customers and suppliers to create dynamic close ties, as the improvement of manufacturing capacity is should try to coordinate the use of social resources, then the enterprise should be a "dumbbell."
In 1997, when the Sytex Computer Systems, Inc. pioneered the CSRP (Customer Synchronized Resource Planning, Customer simultaneous resource planning), this theory may seem somewhat ahead. According to CSRP theory, the traditional manufacturing industry to compete magic weapon - to improve product quality and reduce inventories, have gradually lost a role. It does not seem that difficult to accept, because these traditional rules of competition, many enterprises had to glory.
However, the speed of development of the world always seems beyond people's imagination. Today, manufacturers rely on traditional means of competition - price, marketing, sales channels, are being useless.
CSRP theory, companies will require customers into its core operation, for each customer a different implementation of the new operating mode. In relation to the above changes, CSRP competitive advantages for the manufacturing industry becomes increasingly important.
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