Beruflich Dokumente
Kultur Dokumente
Agenda
Supply chain management why is it so hard? Manufacturer and supplier findings What affect IT has on supply chain The road ahead
MBS Briefiing
August 2, 2004
MBS Briefiing
August 2, 2004
Complexity, ranging from company cultures to product design, multiple sourcing and pricing configurations continues to create significant challenges
5 MBS Briefiing August 2, 2004 2004 IBM Corporation
Being able to efficiently support an increasing number of lower volume vehicle models, each with a higher level of option content and complexity, is a fundamental challenge. To the automotive supply base, this challenge results in greater product and process complexity, lower volumes of individual parts or options, and a higher level of variation in supply chain demand flows. - Manufacturer respondent
MBS Briefiing
August 2, 2004
MBS Briefiing
August 2, 2004
Integration
diverse computer systems supply chain processes with engineering, purchasing, logistics, etc
MBS Briefiing
August 2, 2004
MBS Briefiing
August 2, 2004
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MBS Briefiing
August 2, 2004
. . . and are focusing on the use of technology a little differently Connection and collaboration with the Tier N supply base Cost reduction Inventory visualization Computer system integration
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MBS Briefiing
August 2, 2004
Manufacturers and suppliers agree on some of the most important things. . . Inventory is the hidden cost within the supply chain
Taking cost out is still a major problem
Success is taking cost out of the supply chain structure, not just moving margins. - Manufacturer respondent
12 MBS Briefiing August 2, 2004 2004 IBM Corporation
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MBS Briefiing
August 2, 2004
Suppliers
Accessibility of information Inventory optimization Better continuous improvement efforts
Information flows more quickly to all involved parties
Challenges
Integration of legacy systems to deliver information to portals Security
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MBS Briefiing
August 2, 2004
Manufacturers and suppliers are using technology to move towards optimal integration
Advanced
Integrating
Early
Access Publish Transact Integrate Internally Integrate Adapt Externally Dynamically
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MBS Briefiing
August 2, 2004
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MBS Briefiing
August 2, 2004
By comparison with Europe and North America, IT spending by Chinese automotive suppliers is much lower
Half of all surveyed firms spend less than $50k a year, 81% spend less than 100k of the 56 companies spending more than that, 33 are joint ventures
60% 50% 40% 30% 20% 10% 0% Less than $50,000 50,000-100,000 100,001-200,000 200,001+ Chinese firms Joint ventures
Source: Economist Corporate Network China auto suppliers survey, 2004 17 MBS Briefiing August 2, 2004 2004 IBM Corporation
Integration of functions to improve performance, increase effectiveness and reinforce consistent organizational cultures
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MBS Briefiing
August 2, 2004
Linda Ban Global Industrial Sector Leader IBM Institute for Business Value Automotive Practice
lban@us.ibm.com 248-552-4570
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MBS Briefiing
August 2, 2004