ACChanganqc1物流与高绩效供 应链链.pptVIP

* However, achieving this vision requires significant changes to traditional supply chain practices. As companies increase their collaboration with other trading partners in the supply chain and establish dynamic responses to changing conditions, the importance of a networked supply chain increases. Years ago, a departmental focus on productivity guided decision-making and systems selection. Integration was not necessary because products and services were “pushed” up the supply chain. Then, as departmental silos vanished, various departments began to share information, establishing an integrated enterprise. Point solutions, with a single directional view of activities were introduced. Only limited integration was needed because there was no emphasis on real-time collaboration with trading partners. With the internet, real-time information sharing between trading partners was possible to create the collaborative value chain. With real-time visibility, access to extended partners around the globe was possible. Performance analytics and integrated software allowed companies to evaluate partners and respond to their needs across the value chain (externally) and across the business (internally). Today, the concept of a supply “chain” is diminishing. As trading partners continue to drive real-time collaboration across all tiers, the networked value chain is emerging. Visibility to operations at any partner is common and companies are equally sharing risk and responsibility with shared performance metrics. NOTE TO PRESENTER: If you are presenting to a single customer, you need to understand where they are in this path of transformation and describe what their next steps need to be to remain competitive. * At the heart of lean manufacturing is a focus on the reduction of inventory and lead times. Production is driven by real customer orders, rather than forecasts that anticipate market demand. This means that demand “pulls” a product through production, rath