供应链计划4.0_提高供应链计划绩效（英文版）_24页_478kb

Summary of Roland Berger Focus: Supply Chain Planning 4.0

Core Content

The document outlines the concept of Supply Chain Planning 4.0 (SCP 4.0), which represents a modern, integrated, and digitized approach to supply chain planning. It emphasizes the need for companies to move beyond outdated systems and practices to adopt a future-ready setup that supports agility, responsiveness, and data-driven decision-making.

Main Viewpoints

• Current Supply Chain Planning Systems are Outdated: Many companies still rely on legacy systems that are not integrated, leading to inefficiencies and poor performance.
• Operational Inefficiencies are Common: Poor forecasting, long lead times, and frequent short-term planning changes are widespread issues that affect productivity, inventory management, and financial outcomes.
• Digitization is Key: Companies must invest in digitization to improve forecasting accuracy, reduce lead times, minimize stock-outs, and lower inventory levels.
• SCP 4.0 is a Strategic Shift: It involves a radical realignment of supply chain planning, moving from a fragmented and siloed approach to a holistic, interconnected, and agile system.
• Implementation is a Long-Term Process: The transformation to SCP 4.0 requires a three-phase approach and is expected to yield a payback period of two to four years with a 15 to 25% internal rate of return.

Key Trends in Supply Chain Planning

1. Seamless Time Horizons: Integration of long-term, mid-term, and short-term planning into a unified system.
2. Collaborative Planning: Appointing a "collaborative planner" to oversee interconnected supply chains.
3. Advanced Scenario Planning Tools: Using algorithms and optimizers to balance demand and supply in real time.
4. Data Analytics for Demand Forecasting: Implementing "demand sensing" by combining internal and external data sources.

Three-Phase Approach for SCP 4.0

Phase 1 - Analyze the Current Setup

• Benchmark against peers using survey data.
• Conduct quantitative and qualitative assessments of KPIs and process maturity.
• Map end-to-end supply chain planning processes to identify pain points.

Phase 2 - Shape a Vision for the Future

• Define a future-ready, integrated, and agile supply chain planning landscape.
• Align with a strategic vision that includes:
  • End-to-end visibility from suppliers to points of sale.
  • Agile organization capable of handling uncertainty and volatility.
  • Big Data and advanced analytics to enhance customer focus.
• Leverage digitization through three key levers: integration, automation, and analytics.

Phase 3 - Implementation

• Establish a Project Management Office (PMO) to manage the transformation.
• Focus on quick wins such as pilot projects and process improvements.
• Disseminate the demand planning philosophy globally and ensure fully integrated production planning.
• Make S&OP the central decision-making body.
• Roll out the organizational blueprint and fully interconnect systems.

Investment and Benefits

• Costs: Include one-time, internal, external, and recurring expenses.
• Tangible Benefits:
  • Reduction in short-term planning changes (20–30%).
  • Decrease in end-to-end planning effort (5–7%).
  • Lower SLOB (15–25%).
  • Reduced inventory days (3–10%).
  • Improved forecasting accuracy (15–20%).
  • Increased factory uptime (1–3%).
• Intangible Benefits:
  • Improved employee satisfaction.
  • Greater capacity utilization.
  • Better process control and adherence.
  • Increased supply chain agility.

Key Findings from the Survey

• Over two-thirds of respondents believed their supply chain strategies were effective.
• Demand planning is the most common area for improvement.
• S&OP is relatively well-executed but still needs attention.
• Production planning is more standardized and performs better.
• Companies are increasingly aware of the benefits of digitization and are prepared to invest in it.

Conclusion

Implementing SCP 4.0 is a strategic and long-term investment that requires organizational, process, and system transformation. While the payback period is typically 2–4 years, the benefits are significant, including improved operational and financial performance. Companies that embrace SCP 4.0 can expect to supercharge their supply chain planning and stay competitive in a rapidly evolving business environment.