´

Michael Klemen

Global SCM

Global CRM

-Best practices (?)

2

Von …

…. Zu

3

Von …

…………..…..zu

4

How flat is the world …

…Globalization 3.0, as he calls it, is

driven not by major corporations or

giant trade organizations like the

World Bank, but by individuals:

desktop freelancers and innovative

startups all over the world (but

especially in India and China) who

can compete--and win--not just for

low-wage manufacturing and

information labor but, increasingly, for

the highest-end research and design

work as well.

He wants to tell you how exciting this

new world is, but he also wants you to

know you're going to be trampled if

you don't keep up with it.

His book is an excellent place to

begin.

5

Supply Chains become increasingly

distributed….

Airbus planes are

developed collaboratively

with 2000 suppliers

Ketchup is shipped in bulk

and packaged in the

region by co-packers

Pharma companies

increasingly rely on

biotech companies to

develop new drugs

Drugs are manufactured

centrally and packaged

in the country

PC Manufacturing is typically

performed in Asia by CM’s

and ODM’s

70% of the value of a car

is provided by suppliers

6

NachfragegesteuertesSupply Chain Modell

$

$

Logistics opti

misation & tra

cking

7

Adaptive Enterprise

Nike Golf already

in 2002

SUPPLY CHAIN

Event triggers....

Transform

linear, sequentialsupply

chainsintoadaptive supplychain

networks.

In thesenetworks, communitiesof

customer-focusedcompaniesshare

knowledgeand resourcesto adjust

intelligentlyto changingmarket

conditions.

8

WarumAgilitätwichtigist

"surprises" like parts shortages,

earnings disappointments, business

downturns and, yes, indictments are

always preceded by ample warning

signs …

… read them in Real-Time and act

accordingly …

9

Die Lösung

ww

w

Dis

trib

uto

rs

Su

pp

lie

rs

&

Co

ntr

ac

t M

an

ufa

ctu

rers

Reta

ilersC

han

nel

Part

ners

Geschwindigkeit,

Planbarkeit,

(Vorhersehbarkeit) &

Qualitätzuniedrigen

Kosten

10

Customer

Dealer

Fleet Car Rental

Wholesalers

Die Welt derAutomobile

DEMAND PLANNING

DEMAND AND SUPPLY MATCHING

Product

Definition

Market

Offering

Wholesale

Stock

Replenishment

Orders

Stock

Inventory

Dealer Sales

Analysis

Delivery Model

Center

Allocation

Capacity

Planning

Operating

Plan

Material

Forecast

Constraints

Management

Procurement

Material

Mgmt

Material

releasing

Build

Production

LLP

Late

Configuration

AddedValue

Services

2nd Hand Car

Refur-

bishmen

OUTBOUND

LOGISTICS

ConfigureOrder

Processing

Sales Scheduling

Order Bank

MfgScheduling

Order Bank

Marketing

Analysis

Dealer Sales

Analysis

Delivery

Model Center

LLP

Consolidation

Warehouse

AddedValue

Services

Line Side

Inventory

Magmt

INBOUND

LOGISTICS

BUSINESS ALIGNED INFORMATION TECHNOLOGY

Portals

MultTier

Connection

Tier 1

Tier 2

Tier 3

Hot areas

today:

•CustomerRelationship

Management and

Availableto promise

•DemandPlanning

•Demandand Supply

Matching

•InboundLogistics

•Manufacturing

•OutboundLogistic

Marketplaces

CRM / ATP

Stock Inventory

Lead

Management

MANUFACTURING

11

Die Lösung-3 Komponentenin

jederSupply Chain

Data Gathering

Event Management

Optimization

Cross-Enterprise

Application Integration

Business Service

Management

Business Intelligence

Track & Trace

Sense & Respond

Analyze & Decide

12

Anforderungenan Komponenten

SUPPLY

DEMAND

T1

customers

DCs

3PLs

T1

suppliers

T2/3

suppliers

OM

planning /

proc / mfg

Forecast

Orders

Inventory

Shipments

Customer Order Status (order entry to delivery), supplier execution status, aggregated

order backlog

Material and product inventory (all nodes), Channel partner finished goods inventory

Material and product in Transit, Customer Order status (order entry to delivery),

logistics capacity,

Supply Forecast/order status, allocation results and exceptions,projected inventory

levels/positions, manufacturing plan vs. actuals

13

Supply Chain Architektur

Web

SC Dashboard OVBPI UI

Predictive

Analysis

SC Analytics

& KPI

Multi-Channel Access

Business Services

SC Process

Collaboration

Operational

Reporting

Business

Scenario

Simulation

Track and

trace

Event

Management

Application Services

Publishing &

Distribution

Business Rules

& Metrics

Repository

Storage &

Retrieval

Scheduling &

Alerting

Predictive

Analysis

Simulation

OV BPI

Process Modeling

SC Analytics

& KPI

Performance

Manager

Workflow

Manager

Event

Configuration

Ver0.3

OLTP

OLAP

OVBPI+

Infrastructure Services

ESB & W

eb Services

TP Collaboration

(EDI/XML/W

eb)

Reference Data

RFID & other

sensors Enterprise Content

Management

Data Quality

& Monitoring

Data

Transformation

& Loading

ERP & SC

Application

14

Interaktionskreisläufe& Komponenten

derSupply Chain -Sourcing

15

KreislaufSourcing

16

17

Weiterentwicklungenz.B.

Einkaufsprozesse

Tactical Purchasing: Negotiate Cost Down

Reduce Vendors & Define Strategies

Manufacturing Outsourcing , ERP & EDI

Globalization, Auctions & Supply Chain

Business Process Outsourcing &

Uncertainty Management

Electronic Sourcing

Hedging

1970’s 1980’s 1990’s 2000’s Today

Tomorrow

18

Messbarkeit/Wichtigkeit/Sichtbarkeit

> 100 < 5

Order Cycle Time in days

< 20% > 60%

Supply Chain costs as % of

total product cost

> 99% < 80%

% of on-time deliveries

> 95% < 70%

% of Perfect Orders

< 5 > 70

Inventory Cycle times

> 30 < 5

Days outstanding inventory

Importance of Supply Chain

Visibility

Aspect to review

19

Messkriterienin derSupply Chain

Su

pe

rio

rG

oa

lP

oo

rA

ctu

al

Le

ve

l O

ne P

erf

orm

an

ce M

etr

ics

8.9%

7.0%

6.1%

Net Earnings

14.4%

12.6%

10.1%

Return on Equity

15.5%

14.0%

9.6%

Operating Earnings

40.5%

35.1%

29.6%

Gross Profit

Profitability

Sh

are

ho

lde

r M

etr

ics

6.9

4.7

2.4

Design Asset Turns

19.9

41.7

63.6

Design-to-Revenue

Assets

1.0%

2.4%

3.5%

Warranty Cost

1.8%

2%

3%

Total Design Chain Cost

6%

8%

20%

Cost of Design

Design Chain

Costs

Inte

rna

l F

ac

ing

M

etr

ics

180

120

60.0

Upside Design Flexibility

45

60

180

Design Backorder Duration

30

45

100

Product Design Cycle Time

Design Chain

Flexibility &

Responsiveness

97.0%

96.0%

94.0%

Perfect Product Design

98.0%

91.0%

84.0%

On Time Request to Deploy

Design Chain

Reliability

Cu

sto

me

r F

ac

ing

M

etr

ics

20

Supply Chain Schlüsselindikatoren

Re

lia

bilit

y

•Forecast Accuracy

•Delivery Performance to

Customer Request

•Fill Rates

•Perfect Order Fulfillment

Re

sp

on

siv

en

es

s

•Order Fulfillment Lead Times

Fle

xib

ilit

y

•Supply Chain response time

•Production Flexibility

Co

st

•Inventory Carrying Costs

•Total SC Management Costs

•Value-Added Productivity

•Warranty/Returns Processing

costs

Pro

fita

bilit

y

•Inventory Turns

•Inventory Days of Supply

•Cash-to-Cash Cycle Time

Source: Supply-Chain Council,

www.supplychainmetric.com, Cambashi

21

Checkliste der SupplyChain

Management benefits

•The supply chain is a highly complex area. As a result, it can be a source of great efficiency and cost-savings gains. Companies are realizing

that more than ever, supply chain excellence drives competitive advantage, customer relationships and shareholder value. The business case

for better supply chain management mandates a deep examination of myriad sources of potential benefits, including:

•Im

pro

ved

SC

M s

taff

an

d t

ask p

rod

ucti

vit

y–automate various SCM tasks –from plan-to-produce, source-to-settle and order-to-cash

processes –and im

prove business processes, leading to increased productivity benefits. Typical productivity improvements include savings in

sourcing, supplier management, production planning and analysis,production management, production staff, change order processing and

management, quality control and analysis, sales order entry and processing, promotions management, fulfillment, and transportation and

logistics.

•In

cre

ased

in

ven

tory

tu

rns

/red

uced

days in

in

ven

tory

(in

ven

tory

an

d in

ven

tory

carr

y c

ost)–more accurately forecast and source the

amount of inventory needed, leading to an increase in inventory turns and reduction in days in inventory. This leads to a one time inventory

reduction and ongoing carry cost reduction on the saved inventory.

•R

ed

uced

days s

ale

s o

uts

tan

din

g (

days in

acco

un

ts r

eceiv

ab

le r

ed

ucti

on

)–reduce accounts receivable collections with better visibility into

the AR process, aging and extension of credit, helping to reducedays sales outstanding.

•R

ed

uced

in

ven

tory

scra

p–reduce scrap write-downs with better quality control and planning/forecasting.

•Im

pro

ved

net

fixed

asset

(NF

A)

uti

lizati

on

, av

oid

ing

net

fixed

asset

ad

dit

ion

s–more effectively utilize current net fixed assets such as

plants and equipment, and potentially avoid planned investments to handle growth.

•R

ed

uced

co

st

of

go

od

s s

old

(C

OG

S)–reduce cost of goods sold with various improvements such as more effective sourcing of raw

materials, tracking of work-in-process, reductions in production quality, issues and planning, increases in production efficiency and reduction in

production overhead.

•Im

pro

ved

str

ate

gic

so

urc

ing–strategically source direct and indirect materials and better manage vendors, leading to material cost savings.

•Im

pro

ved

pu

rch

ase o

rder,

in

vo

ice a

nd

paym

en

t p

rod

ucti

vit

y–automate purchase order forms and processing, improving the process and

productivity of contract and vendor managers, purchasing agents,employees and managers on purchase order requests and approvals.

•R

ed

uced

maveri

ck s

pen

din

g–manage purchase order requests and approvals more effectively to help reduce maverick spending, while

increasing strategic sourcing and resultant discounts.

•Im

pro

ved

pro

du

cti

on

excep

tio

n h

an

dlin

g–better plan and manage production, helping to reduce exceptionsand the associated resolution

costs.

•R

ed

uced

acco

un

ts r

eceiv

ab

le, b

ad

deb

t w

rite

-do

wn

s a

nd

dis

pu

tes–better manage accounts receivables to elim

inate extending credit in

error, recognize collection issues sooner and managing them moreeffectively, and reducing disputes and related costs.

•R

ed

uced

tra

nsp

ort

ati

on

du

ties a

nd

taxes a

nd

in

cre

ase r

eb

ate

s a

nd

incen

tives–optim

ize production and shipping to reduce transportation

duties and taxes, and increase rebates and incentives.

•R

ed

uced

tra

nsp

ort

ati

on

err

or

co

sts–reduce transportation errors, elim

inating error-related costs to resend or reroute shipments,

•Im

pro

ved

cu

sto

mer

rete

nti

on

an

d in

cre

ase c

usto

mer

loyalt

y–improve customer satisfaction via im

provements like streamlining and

reducing errors in the invoicing process, elim

inating backorders, reducing errors, improving quality, reducing time to receipt.

•C

on

so

lid

ate

d c

urr

en

t S

CM

so

luti

on

s–avoid current spending on systems, support and maintenance contracts, application development and

integration, systems administration and support via consolidation to a newer consolidated platform.

22

Der GartnerHypeCycle

Ben

efi

t

Tim

e

Peak

of

Infl

ate

d

Exp

ecta

tio

ns

Slo

pe

of

En

lig

hte

nm

en

t

Actual

Benefit

Perceived

Benefit

Tech

no

log

y

Tri

gg

er

Tro

ug

ho

f

Dis

illu

sio

nm

en

t

Pla

teau

of

Pro

du

cti

vit

y

Source: GartnerResearch

23

24

Von …

…. Zu

25

Die CRM Plattform

imKundenlebenszyklus

Co

nta

ct

Man

ag

em

en

t

Cale

nd

ar

/ S

ch

ed

ulin

g

Tele

mark

eti

ng

/ T

ele

sale

s

Lead

Tra

ckin

g

Op

po

rtu

nit

y M

an

ag

em

en

t

Ac

co

un

t M

an

ag

em

en

t

Sale

s M

an

ag

em

en

t

Ord

er

Pro

cessin

g

Au

tom

ati

on

Man

ag

em

en

t

An

aly

sis

/ R

ep

ort

ing

Decis

ion

Su

pp

ort

Cam

paig

n M

an

ag

em

en

t

Cam

paig

n t

em

pla

tes

Web

cam

paig

ns

New

sle

tter

serv

ices

E-m

ail c

am

paig

ns

Web

An

aly

sis

Lead

& P

rosp

ect

Gen

era

tio

n

Part

ner

& A

llia

nces S

earc

h

Cu

sto

mer

Mo

nit

ori

ng

Su

pp

lier

Evalu

ati

on

Co

mp

an

y E

valu

ati

on

M

&A

Co

mp

eti

tive A

naly

sis

Searc

h f

or

Info

rmati

on

Functional content

Serv

ice

Ma

na

ge

me

nt

Org

an

iza

tio

n M

an

ag

em

en

t

Pro

jec

t M

an

ag

em

en

t

Qu

ali

ty M

an

ag

em

en

t

Em

plo

ye

e M

an

ag

em

en

t

-E-Service Mgmt

-Service Provisioning

-Mobile Service Mgmt

-Service Monitoring and Reporting

-Intelligent Pricing and Bidding

-IT Procurement

-Workflow Mgmt

-Billing Interfaces

-Organizational Infrastructure Mgmt

-External Provider Mgmt

-Outsource Mgmt

-Approval / Authorization of Services

-Service Delivery Team Mgmt

-Workflow Mgmt

-Multi Language / Multi Currency

-Individual Service Portal

-Personal Resource Mgmt

-Individual Calendar Mgmt

-Timesheets

-Workflow Mgmt

-Multi Language / Multi Currency

-Service Delivery Project Mgmt

-Workflow Mgmt

-Multi Language / Multi Currency

-Helpdesk

-Complaint Mgmt

-Service Level Agreement Mgmt

-Trouble Ticketing

-QA Certification

-Configuration Mgmt

-Workflow Mgmt

-Multi Language / Multi Currency

Cu

sto

mer

life

cycle

Customer View

fin

da

ttra

ct

en

ga

ge

ma

na

ge

fulf

ill

se

rvic

e/s

up

po

rt

26

Die CRM Architektur

Back

Off

ice

Fro

nt

Off

ice

Mo

bile

Off

ice

Cu

sto

mer

Inte

racti

on

Op

era

tio

na

l C

RM

Bu

sin

ess

Op

ert

ion

sM

gt

An

aly

tic

al

CR

M

Bu

sin

ess

Perf

orm

an

ce

Mg

t

Co

lab

ora

tive

CR

M

Bu

sin

ess

Co

lla

bo

rati

on

Mg

t

EPR/ERM

Order Mgnt

Supply

Chain Mgnt

Order Promising

Legacy

Systems

ClosedLoopProcessingEAI Toolkits, Embedded/Mobile Agents

Data

Warehouse

Customer

Activity

DataMart

Customer

DataMart

Product

DataMart

Customer

Service

Marketing

Automation

Sales

Automation

Mobile Sales

(ProductCFG)

Field

Service

VerticalApps

CategoryMgnt

Marketing

Automation

CampaignMgnt

Voice

(IVR, CTI, ACD)

Conferencing

Web Conference

E-mail

E-Resp. Mgnt

Fax/Letter

Direct

Interaction

27

WiePasstCRM in

den

Verkaufsprozess

CK

M= Customer Knowledge

Management

eB

us

= e-Business

CR

M= Customer Relationship

Management

Direct &

eMarketing

Planning,

Budgeting,

& Calendar

Lead

Follow-Up

Clo

sin

g

the l

oo

p

Customer

Segmentation

Event

Execution

Response

Capture

Reporting &

Analytics

Lead

Qualification

& Routing

eB

us

CR

M

MR

MM

RM

/

CK

M

CR

M CR

M

eB

us

/

CR

M

eB

us

Cam

paign

Plann

ing &

Bud

getin

g

Res

pons

e

Cap

turin

g

Rep

ortin

g &

Ana

lytics

Lead

Qua

lification &

lead

rou

ting

Lead

Follow-

up

CU

ST

OM

ER

Partner

Dem

an

dC

reati

on

Lead

Gen

era

tio

n

Le

ad

M

gm

t

Op

po

rtu

nit

y

Mg

mt

Ta

rge

tA

cc

ou

nt

Se

llin

g

Qu

ote

to

Ec

lip

se

Serv

ice

Re

qu

es

tM

gm

t

Acti

vit

y

Mg

mt

Opp

ortunity life cycle

Forec

ast c

ommitm

ent

Accou

nt plann

ing

Collabo

rative se

lling

Cus

tomer In

teraction

Activity plan

Big dea

l pric

ing

Cus

tomer In

quiry

Man

agem

ent

28

“Which campaigns are

running this quarter?”

“Which customers would

be interested in this new

HP product?”

“Should I capture

responses on the web

or through the call

center?”

“Which leads go to the

sales force and which

go to our partners?”

“Did the sales rep win the

deal or drop the leads I gave

them?”

“How m

uch revenue did we

generate through our

campaigns this m

onth?”

CU

ST

OM

ER

Partner

Dem

an

dC

reati

on

Lead

Genera

tion

Le

ad

M

gm

t

Op

po

rtu

nit

y

Mg

mt

Ta

rge

tA

cc

ou

nt

Se

llin

g

Qu

ote

to

Ec

lip

se

Serv

ice

Re

qu

es

tM

gm

t

Acti

vit

y

Mg

mt

“What product or solution are

a best fit for my customer?”

“What can I leverage cross sell/up sell

opportunities for HP offering?”

“Which strategy will I define to increase

my account/contact share of wallet?”

“How can I initiate

frequent communication

to proactively address

customer issues?”

“Which optimized pricing will

best fit my customer buy in?”

“How can I improve

response to customer and

manage satisfaction?”

VerbessernderKundenerfahrung/-beziehungim

Marketing und Verkaufszyklus

29

InteraktionderSchlüsselzuSRM SRMCRM

30

Interaktion

•DerWechselzumehrund mehrkomplexenInteraktionenhat

dramatischeAuswirkungendaraufwieFirmensichorganisierenund

operieren.

•ErfolgreicheBemühungendie zunehmendeBedeutungkomplexer

InteraktionenrichtigeinzusetzenwirddauerhafteVorteile

bringen.

•ZusätzlichgibteseineVerschiebungvon transaktionalen(machen,

herstellen) zutacit Interaktionen–diesebedeutetauch

unterschiedlichenEinsatzvon IT-und ermöglichtVorteile

zu

entwickelndie von Rivalennichtleichtzukopierensind.

•WieinteragierenverschiedeneBranchen

−Tacit (implizit, klar…

)

−Transactional (abwickelnd)

−Transformational (herstellend)

31

32

33

34

35

36

Literatur –SupplyChain Management

NE

UG

IER

IG S

EIN

!

37

WieblauistIhrOzean…

“Blue oceans" represent "untapped

market space" and the "opportunity for

highly profitable growth.“,

unlike "red oceans," which are well

explored and crowded with

competitors…

…it is a precise, actionable plan for

changing the way companies do

business with one resounding piece of

advice: swim for open waters.

38

VielenDank