麦肯锡－－超越成本因素--中国外包的竞争优势beyondt

CONFIDENTIALBeyondtheCostFrontier–ChinaSourcingforCompetitiveAdvantageShanghai–February2,2005Thisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&Companyduringanoralpresentation;itisnotacompleterecordofthediscussion.1BUILDINGCHINASOURCINGVALUE,STEPBYSTEPSourcedvolumeTimeStage1:SettingupwinningprocessandinfrastructureAAtHeadquarter•GainHQcommitmentby–Settingexpansiveaspirationsfromthetop–Stoptheresistance–Startwithquickwins–SellintothecompanyBInChina•Gettingthefundamentalsright:–Organizationenablers–Decisionmakingenablers–Overall/integrationenablerCBetweenChinaandHeadquarter•Ensuresmoothinformationandproductflowby–Clearlydefinerolesandresponsibilities–Setupcommunicationprocess–SetupITandothersystems(asneeded)DSupplierdevelopmentandcapability•Strategypartnership•LeanmanufacturingintroductionEGlobalbest-in-classprocurementprocess•Cleansheetcasting•Linearperformancepricing•ReverseauctionFTime-to-marketimprovements•ShiftingkeydecisionstoChina•PerformingfinalDCactivityinChina•IntegratedesignandmanufacturingStage2:MovingfromcostadvantagetocompetitiveadvantageSource:McKinsey&Co.2THEFIRSTSTEPOFCAPTURINGTHEBENEFITSOFSOURCINGFROMCHINAREQUIRESTRONGHQ/REGIONALCOMMITMENT•Sub-parqualityfromnewsuppliers•Increasedinventoryandlongersupplychain•Lackoffaithincompany'sabilitytoexecute•LackbeliefincheaperTCOfromChinaTypicalconcernsfromHQ/regionInitiativestoaddressconcernsSetexpansiveaspirationsfromthetop•Sethightargetsatthebeginning•HaveveryseniorexecutiveswithauthorityandfullCEOcommitmentoverseeingtheinitiativeStoptheresistance•Applyfactbasedapproachtojustifydecision•Syndicatewithkeypersonnelandgaincontributionoffunctionalleaders•AdjustincentivestosupportsourcingactivitiesStartwithquickwins•Selectproduct'sbestsuitedtocapturingquicksavingstoshowvalueinChinasourcingSellintoyourowncompany•SetupaportionofsourcingorganizationofHQtoactivelypromoteproductssourcedfromChinaSource:McKinsey&Co.3STARTWITHQUICKWINSTOGAINORGANIZATIONBUY-INCriteriaRationaleStandardizedproduct•Off-the-shelfproductswithsmallnumberofSKUsimplifiessourcingprocessLowtechnicalcomplexity•Productwithminimaltesting/qualificationrequirementwillspeeduptimetomarketHighlaborcontent•CheaperlaborratesinChinaensuressavingsevenifmaterialcostisthesameLargesupplierbase•MoresupplierscontributetohighercompetitionandlowermarginLowlogisticcost•SavingsfromlowerpricequotecanbeerodedbytransportationandtariffsHighspend•MoreimpactwithhigherspendCriteriaforselectingcommoditiesSamplecommoditiestostartwith..ThisNotthisAutosRetail•Fasteners,wheelhubs,spindles,knuckles•Wiringharness,terminals,clips,batteryclamps•Toys•Apparelcasualwear(T-shirts,caps)•BodyPanels,cylinderblock)•Computer/highendelectronics•PlasmaTVs•HighfashionApparel(Privatelabel)Source:McKinsey&Co.4“SELL”INTOHQWITHHQ-BASEDTEAMMEMBERSObjectivesLocationCompositionKeyarchivesChinasourcingorganizationSourcefromsuppliersinChinaChinaSourcing,QA/QC,logisticsetc•SourceproductsfromChinasuppliers•NegotiateTCOwithsuppliers•ManageQA/QC+logistics‘Sell’Chinaproductstoendusers;actasliaisonwithHQHQ(colocated)Liaison(peoplewhoknowChinaandHQ)•Actas“face”ofChinaorganization•Answerquestionson–Quality–Schedule–OthersDistributesourcedgoodstoendusersHQSales,engineering,manufacturingetc•Engineering/design•Distribute/managesupplychainfromChinaChinaorganizationinHQHQorganizationSource:McKinsey&Co.5GlobalcultureoftrustIndependentTCO-basedassessmentITsystemsAccesstocoreskillsandcapabilitiesTeamapproachtofillingkeyrolesOrganizationstructureandlocationsINCHINA,THEREARESIXBUILDINGBLOCKSREQUIREDFORSUCCESSOverall/integrationenablerDecisionenablersOrganizationenablersSource:McKinsey&Co.6GlobalcultureoftrustIndependentTCO-basedassessmentITsystemsAccesstocoreskillsandcapabilitiesTeamapproachtofillingkeyrolesOrganizationstructureandlocationsGETTINGALLTHEFUNDAMENTALSINPLACEISNOEASYTASK•Challengestotraditionalmindsets,authoritiesandrelationshipsareoftengreatestbarrierstosuccess•CategorymanagersatHQarekeyconstituency–mustbuildtrust•Visibilityisprimarygoalfororders,production,logistics•Pragmaticintegrationdecisionsmaximizebenefitsforcost•Planlocationstrategytocoverplannedsupplybase•Fashionappropriatematrixstructuretomanagecategoryandgeographicrequirements•EnsureindependentownershipofTCOmodel•Constantlyupdateandre-runscenarios•Useasmonitoringtool•Accessbuying,QA/QCandlogisticscapabilitiesin-house,throughagents,orspecialistthirdparties•Builddirectandin-housecapabilitiesovertime•Maintainagentsandthirdpartiesfortrulyvalueaddactivities•AdoptteamapproachatthetoptogetmixoflocalknowledgeandconnectionstoHQ•OfferstrategicHRandofficelocalizationplantobothretainstaffandminimizelongruncostSource:Interviews;teamanalysis;McKinsey&Co.7Results•ResistancetotheideaofChinasourcing•Notcooperative–NotsharinginformationwithChinaoffices–Slowdowndecisionmakingprocessforkeyelements•Clearvisionandleadershiprequired•Ensure,andchampion,early