全球供应链发展趋势

2011Theme:AchievingOperationalFlexibilityinaNewVolatileWorldJuly232011WhereInnovationOperatesManagementConsultantsGlobalSupplyChainTrendPreparedforHECEMBAClassShanghaiPRTMManagementConsultantsHECEMBAClassShanghai:GlobalSupplyChainTrends|©2011PRTMProprietaryCONFIDENTIAL|2AgendaIntroductiontoPRTMGlobalSupplyChainTrendStudyBackgroundKeySupplyChainTrends2011COOAgenda2011IndustryBestPracticesQ&ACONFIDENTIAL|3HECEMBAClassShanghai:GlobalSupplyChainTrends|©2011PRTMProprietaryIntroductiontoPRTMHECEMBAClassShanghai:GlobalSupplyChainTrends|©2011PRTMProprietaryCONFIDENTIAL|4PRTMGlobalExperienceGlobal30+yearsofoperationalstrategyandinnovationMorethan650consultantsworldwide19officesworldwideOver1,200Clientsand6,000Projects90%levelofrepeatbusinessAsia20yearsofprojectexperienceinAsia—withofficesinTokyo,Shanghai,andBangaloreOver100consultantsacrosstheregion,collaboratedwithPRTMglobalteamofindustryandsubjectmatterexpertsSignificantexperienceinoperationsstrategy,productinnovation,supplychainmanagementandstrategicsourcingInChina,servingbothforeignandChineseclientsacrossindustriesBangaloreBeijingBostonChicagoDallasDetroitDubaiFrankfurtGlasgowLondonMunichNewYorkOrangeCountyOxfordParisShanghaiSiliconValleyTokyoWashington,D.C.HECEMBAClassShanghai:GlobalSupplyChainTrends|©2011PRTMProprietaryCONFIDENTIAL|5OperationalInnovationGameChangingWaystoWinBigPRTMHelpsClientsDevelopandExecute―GameChanging‖OperationalStrategiesNewwaysofarchitectingthebusinessthatenablevastlysuperiorcustomervalueOperationalStrategy—HowWe’llWinBigBusinessStrategy—WhereandWhyWe’llWinOperations—ExecutingtoWinHECEMBAClassShanghai:GlobalSupplyChainTrends|©2011PRTMProprietaryCONFIDENTIAL|6PRTMHasProvenMethodologiesandBenchmarksinAllKeyAreasofOperations®ProductAndCycle-timeExcellenceandPACEareregisteredtrademarksofPittiglioRabinTodd&McGrathEnterpriseTransformationBusinessGrowth&ValueGovernanceAccountabilityToolsStrategyOrganizationWorkflowCoreProcessEnablersSupplyChainandOperationsExcellenceProductAndCycle-timeExcellence®(PACE®)CustomerLifecycleExcellenceStrategicITManagementPerformanceMeasurementandManagementIncreasedProfitsNewRevenueRecurringRevenue++HECEMBAClassShanghai:GlobalSupplyChainTrends|©2011PRTMProprietaryCONFIDENTIAL|7PRTMHasDevelopedStrongIntellectualPropertyforProductandServiceInnovationInnovation:MakingInnovationWork(2006)Productivity:NextGenerationProductDevelopment(2004)Strategy:ProductStrategyforHighTechnologyCompanies(2000)Experience：VoicesintoChoices:ActingontheVoiceoftheCustomer（1997）Execution:SettingthePACE®inProductDevelopment(1992,1996)WetypicallyachieveperformancebreakthroughsoncriticalR&DmetricsNewProductRevenue:20–40%increaseTime-to-Market:40–60%fasterWastedSpending:50–80%lowerR&DProductivity:25–30%higherProjectThroughput:40–100%greaterExtensiveIPandImplementationFrameworksbasedonmorethan1,150Implementations项目次数累计020040060080010001200'87-'88'89'90'91'92'93'94'95'96'97'98'99'00'01'02'03'04'05'06'07'08Over1,150PACE®transformationsworldwideAcrossindustryverticalsAcrosscompanysizesAcrossgeographicalregionsHECEMBAClassShanghai:GlobalSupplyChainTrends|©2011PRTMProprietaryCONFIDENTIAL|8PRTMIsattheForefrontofSupplyChainInnovationWe―wrotethebook‖onsupplychainstrategyConductleadingsupplychainmanagementbenchmarks—PRTMmetricsareconsideredtheindustrystandardDevelopedandintroducedtheSupplyChainOperationsReference-model(SCOR®)tothepublicdomainin1996ContributeregularlytoleadingpublicationsandarefrequentspeakersatindustryandacademiceventsHECEMBAClassShanghai:GlobalSupplyChainTrends|©2011PRTMProprietaryCONFIDENTIAL|9OurClients,Employees,Agencies,EvenCompetitorsAllSpeakHighlyofPRTM’sSolutionStrategyandExecutionCapabilitiesAsWellAsDedicationToWorkBest10:Leadership1.PRTM2.Monitor3.Sapient4.McKinsey&Co.5.BoozAllenHamilton6.BCG7.HewittAssociates8.DiamondCluster9.Accenture10.WatsonWyattBest10:OntheJob1.PRTM2.Monitor3.McKinsey&Co.4.BCG5.DeloitteConsulting6.Sapient7.BoozAllenHamilton8.Mercer9.HewittAssociates10.TowersPerinBest10:CareerDev1.PRTM2.BCG3.McKinsey&Co.4.BoozAllenHamilton5.Monitor6.TowersPerin7.Accenture8.BearingPoint9.HewittAssociates10.Mercer2010KennedyReport•#1forMethodologicalStrengthofR&DstrategyandPSDConsultingApproach•#1(tied)forInnovationsSolutionsAcrossAllConsultingAreas•#1forProductandServiceLaunchOperations•#3forProductandServicePortfolioandComplexityManagementPracticesin―KennedyVanguardofR&DStrategyandPSDConsulting‖ClientServedFunctionalLeadershipCXO/SeniorLeadershipInformationTechnologyOperationsStrategyAccentureDeloitteCapGeminiIBMA.T.KearneyBoozAllenHamiltonMcKinseyBCGBainServiceProvidedCONFIDENTIAL|10HECEMBAClassShanghai:GlobalSupplyChainTrends|©2011PRTMProprietaryGlobalSupplyChainTrendStudyBackgroundHECEMBAClassShanghai:GlobalSupplyChainTrends|©2011PRTMProprietaryCONFIDENTIAL|11GlobalSupplyChainTrendStudyBackground:•PRTMhasconductedthiscross-industrystudyforthepast10yearstoprovideexecutiveswithanunderstandingofthekeysupplychaintrendsthatwillenablesuperiorgrowthandprofitabilityinaglobaleconomy•Startingin2008,theannualSu