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
24、is at the top of everyones list for sourcing. Over the next three years, 55 percent of North American manufacturers and 39 percent of Western European manufacturers plan to enter or expand their sourcing in China. While the promises are great, the obstacles for leveraging the opportunities are vast.
25、 Consider the supply chain challenges. Thirty to 45 percent of the cost of goods sold is logistics costup to double the level in Europe and the United States by some estimatesand there are few national third-party logistic providers. Road, air, and rail transportation systems have trouble keeping up
26、 with the requirements for a 21st-century supply chain. (One sign of the shortfall: Forty to 50 airports are in the planning stage.)22 In addition, quality risks are plentiful. One company redirecting sourcing of critical pumps to a Chinese supplier experienced a 70 percent defect rateseven out of 1
27、0 pumps failedwith a severe impact on ongoing operations. Nevertheless, the opportunities for low-cost sourcing and selling to vast and fast-growing markets are too great to ignore. Companies in just about all industries need to find a way to incorporate emerging economies like China and India into
28、their global network. Indeed, the importance of taking a holistic view of new sourcing and supply chain opportunities cannot be overstated, as Ingersoll-Rand has found. The global, diversified manufacturer identified US$200 million in potential savings if it increased purchasing from low-cost countr
29、ies to 30 percent of its total sourcing expenditures. The company initially assumed that transportation, duties, and taxes would add about 13 percent to the cost of imported materials. But a detailed assessment showed average ranges of 13 to 24 percent. Tony Bozzuto, Ingersoll-Rand director of globa
30、l logistics pointed out: “We found cases where it was 200 percent” if anti-dumping penalties or other special fees were included in the calculation.23 Innovation and Product Lifecycle Management Despite having product innovation at the top of their growth agenda, few manufacturers are organising R c
31、admium fears,” Dow Jones International News, December 4, 2001. See also “Sony faces PS One dilemma in Europe,” Consumer Electronics, December 10, 2001. For more information on Sonys work on corporate social responsibility, see Sony, CSR 2004, SonyInfo/Environment/environment/communication/report/ 20
32、04/qfhh7c000000lv99-att/CSR2004_E.pdf. 11For details, see “Directive 2000/53/EC Of The European Parliament And Of The Council of 18 September 2000 on end- of life vehicles,” Official Journal of the European Communities, L 269/34, October 21, 2000. 12See Duncan Austin, Niki Rosinski, Amanda Sauer, Co
33、lin Le Duc, Changing Drivers: The impact of climate change on competitiveness and value creation in the automotive industry (Washington D.C.: World Resources Institute (WRI) and Sustainable Asset Management (SAM), 2003). Estimates are based on WRIs methodology of assessing the risks and opportunitie
34、s of carbon constraints due to increased regulation needed to achieve emissions reductions and fuel efficiency demands. The value exposure assessment measures risk due to increased costs from improving fuel efficiency of vehicles already sold. 13See Duncan Austin, Niki Rosinski, Amanda Sauer, Colin
35、Le Duc, Changing Drivers: The impact of climate change on competitiveness and value creation in the automotive industry (Washington D.C.: World Resources Institute and Sustainable Asset Management (SAM), 2003). 14Registration, evaluation and authorisation of chemicals (REACH) was outlined in a Febru
36、ary 2001 white paper and subsequently adopted by the European Commission. See The Commission of the European Communities, White Paper, “Strategy for a Future Chemicals Policy,” COM(2001) 88 Final, February 27, 2001. For further information, see http:/ europa.eu.int/comm/environment/chemicals/reach.h
37、tm. The REACH proposal will replace more than 40 existing directives and regulations with a single, integrated system in which 30,000 chemicals would need to be registered. Under this system, companies that produce and import chemicals will need to assess the risks to the human health and the enviro
38、nment and take steps to manage any risks identified, thereby shifting the burden of proof for ensuring the safety of chemicals on the market from public authorities to industry. See Karen Wontner, “Far-reaching proposals,” Supply Management, January 8, 2004. 15See Demetri Sevastopulo, “Concern at US
39、 efforts on chemicals law,” The Financial Times, April 6, 2004. 16On network optimisation, see also an extensive treatment by David Simchi-Levi, Philip Kaminsky, and Edith Simchi-Levi, Managing the Supply Chain: The Definitive Guide for the Business Professional (New York: McGraw-Hill, 2003). 17See
40、Virginia Postrel, “Operation everything: it stocks your grocery store, schedules your favorite teams games, and helps plan your vacation. A primer on the most influential academic discipline youve never heard of,” The Boston Globe, June 27, 2004. 18For evidence, see e.g. Deloitte Research, Mastering
41、 Complexity in Global Manufacturing: Powering Profits and Growth through Value Chain Synchronization (New York and London, Deloitte, 2003); and Deloitte Research, The Challenge of Complexity in Global Manufacturing: Critical Trends in Supply Chain Management (New York and London, Deloitte, 2003). 19
42、See Deloitte Research, Mastering Complexity in Global Manufacturing: Powering Profits and Growth through Value Chain Synchronization (New York and London, Deloitte, 2003). 20Before the end of the second quarter of 2004, automakers will have recalled more than 14 million units in North America, excee
43、ding the total of 2003 by 2.5 million, with warranty expenses exceeding manufacturers annual profits. Source: AMR Research and National Highway Traffic Safety Administration (NHTSA). See Kevin Mixer, Joe Souza, and Fenella Scott, “Early warning solutions: A transformation roadmap,” AMR Research, Jun
44、e 21, 2004). Narishiko Shirouzu and Sebastian Moffet, “As Toyota closes in on GM, quality concerns also grow,” Wall Street Journal, August 4, 2004. Deloitte ResearchUnlocking the Value of Globalisation22 21See Phil Tinari, “Hung up: Multinational cell phone makers figured they knew best how to sell
45、their products. Then they got to China,” Wall Street Journal, September 27, 2004. 22 See also Deloitte Research, The Worlds Factory: China Enters the 21st Century (New York: Deloitte, 2003). 23 See Merrill Douglas, “The total cost of global sourcing: Ingersoll-Rand scopes out the full cost of sourci
46、ng from different overseas suppliers,” LIT Toolkit, February 2003. 24 For more evidence of this “innovation paradox,” see Deloitte Research, Mastering Innovation: Exploiting Ideas for Profitable Growth (New York: Deloitte, 2004). 25 See “Spurious automobile parts industry turning organised,” India B
47、usiness Insight, December 5, 2003. 26 See Tim Trainer, “Counterfeiting and theft of tangible intellectual property: challenges and solutions,” International Anti Counterfeiting Coalition Inc., Washington DC, March 2004. 27 See Joann Muller, “Stolen cars,” Forbes, February 16, 2004. 28 See “Bogus batteries pose safety threat,” The Vancouver Sun, December 12, 2003. 29 For more details, see Deloitte Research, Mastering Innovat僻Z僻
