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1、A Deloitte Research Global Manufacturing Study Unlocking the Value of Globalisation Profiting from Continuous Optimisation 下载更多咨询报告,尽在w w w . m a n a r e n . c o m About Deloitte Research Deloitte Research, a part of Deloitte Services LP, identifies, analyses, and explains the major issues driving t
2、odays business dynamics and shaping tomorrows global marketplace. From provocative points of view about strategy and organisational change to straight talk about economics, regulation and technology, Deloitte Research delivers innovative, practical insights companies can use to improve their bottom
3、line performance. Operating through a network of dedicated research professionals, senior consulting practitioners of the various member firms of Deloitte Touche Tohmatsu, academics and technology specialists, Deloitte Research exhibits deep industry knowledge, functional understanding, and commitme
4、nt to thought leadership. In boardrooms and business journals, Deloitte Research is known for bringing new perspective to real-world concerns. Table of Contents Executive Summary . 1 Globalisation and the Paradox of Optimisation . 4 The Optimisation Paradox . 4 Why Are Companies Falling Behind In Op
5、timising Their Global Networks?. 6 Profiting from Continuous Optimisation. 8 Taking a Holistic View . 9 Designing the Global Network . 11 The Role of Competitive Drivers . 12 Factoring Compliance Drivers into the Network Design . 14 Optimisation InfrastructureThe Role of People, Process, and Technol
6、ogy . 16 Conclusion . 18 Appendix A: Survey Methodology and Respondent Profile . 19 Appendix B: Defining Complexity Masters . 20 Deloitte ResearchUnlocking the Value of Globalisation1 Executive Summary The worlds largest companies are constantly on the move, looking for new business opportunities in
7、 all corners of the globe. Many have experienced incredible success. Caterpillar Inc. grew to become a global leader in construction equipment over 80 years, and Dell Computer Corporation was able to expand from a dorm room hobby to a billion-dollar global high technology supplier in just 20 years.
8、Despite these and many other successes, the fact remains that most organisations fail to capture the real value of their globalisation efforts. This is the critical finding of our study of nearly 800 companies around the globe with combined revenues of close to US$1 trillion.1 Missing: Full Returns
9、on Global Networks A key discovery of our study is that, rather than take a holistic view in the design and expansion of their global networks the complex web of suppliers, production and R upgrade interfaces and information technology infrastructures with trading partners; and identify and implemen
10、t outsourcing opportunities. ?Adopt results of global optimisation analysis, including establishment of a global freight management centre. ?Improve customer management to enable sales force to focus on marketing a more profitable mix of products to customers around the world. ?Create global shared
11、services capabilities for finance and accounting, order management, HR, and other headquarter activities. The result of the efforts so far has been a stunning 75 percent increase in profits. How so? Optimisation is enabling the company to deliver the same product volume at a significantly lower over
12、all cost base, while ensuring the sale of a more profitable product mix. Despite the success stories, most companies have a long way to go. In the following we discuss the key design elements of optimisation, the challenges and opportunities, and how companies are optimising their networks. Designin
13、g the Global Network Companies have struggled for decades to optimally design and restructure their value chain networks.17 Yet, the need for network redesign and restructuring has increased for two primary reasons: 1.Competitive Drivers. Not only are the networks themselves more complex than ever,
14、they are also changing at an unprecedented rate.18 The reasons are many. Product and technology cycles are becoming shorter, time to market is shrinking, new locations for low-cost sourcing are emerging, and customer demand is growing more fickle by the day. This forces companies to constantly rethi
15、nk the optimal location and configuration of their facilities. 2.Compliance Drivers. Factors such as the complexity and changes in national regulations, taxation, and international trade and investment regimes (e.g., new WTO rules and admission of new WTO members such as China) can wreak havoc with
16、existing network designs. Indeed, manufacturers are not standing still. Over the next three years, most have planned major initiatives to change sources of supply, overhaul manufacturing operations, and enter new markets. In such an environment, it is highly unlikely that a network designed five or
17、10 years ago is optimal today. Yet, few companies are taking advantage of the opportunity to optimise global operations. Not surprisingly, only 5 percent of companies surveyed feel they have a big advantage over their primary competitors in supply chain costs. (This contrasts with 18 percent that be
18、lieve they are far better in customer service and 27 percent that feel they have a strong edge in product quality.) Leading companies, however, are pushing forward with a more comprehensive view of optimisation, including both competitive and compliance drivers. For example, complexity masters have
19、gained a considerable lead over competitors in their supply chain cost structure (Figure 12). Consider the efforts of GlaxoSmithKline to restructure a global production and distribution network hampered by the proliferation of product variations and production complexity. The company moved from a co
20、untry-based manufacturing approach to a global approach with fewer plants that are dedicated globally to specific parts of a drugs lifecycle, such as the ramp-up phase. In total, the annual saving from the restructured global network is about US$500 million a year the equivalent of the bottom-line i
21、mpact of a blockbuster drug.19 Deloitte ResearchUnlocking the Value of Globalisation12 Figure 12. Mind the Gap: Supply Chain Cost Structure a Top Competitive Advantage Source: Deloitte Research 0% Manufacturing Lead Time Logistics Effectiveness Manufacturing Productivity packaging sites from 12 to 7
22、; and warehouses from 12 to 6. Overall, the network optimisation is expected to reduce total supply chain cost 15 percent while positioning the company for sales growth. Supply Chain: The Global Pursuit of Lower Manufacturing and Supply Costs Sourcing from low-cost countries is the obsession of the
23、day at multinationals around the world. Pushed by maturing markets and price competition from competitors in those low- cost locations, companies in all industries are aggressively assessing new locations for sourcing components and manufacturing goods. For example, our research suggests that China
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