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103. Page 54 Strategy Business Processes People Technology/ Infrastructure Integration Strategy determines the future direction and intended actions of the organisation. People are responsible for carrying out all business strategies; operating processes, maintaining control, and improving effectiveness. Business Processes are the methods and techniques an organisation uses to carry out its business strategies. Technology is used as an enabler to facilitate effective execution of business processes. Strategy People Technology Process
104. Page 55 Re-engineering arrow People Implementation Master Plan Assess/Align Shared Vision Technology Processes Strategy
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110. C U S T O M E R YEARS MONTHS WEEKS DAYS HOURS Mapping the capabilities into the new framework allows us to show how they impact key Supply Chain activities QUARTERS SELL HOLD MOVE MAKE DESIGN B2B / Exchanges CEM/EMS 3PLs Channel Partners B2B / Exchanges BUY S U P P L I E R Production Activity Control Order Management Procurement Detailed Production Scheduling Load Planning Transport Planning Distribution Requirements Planning Materials Planning Production Planning Supply Demand Matching Product Allocation Sales Forecasting Inventory Target Setting Supply Contract Negotiations Network Sourcing Customer Service Territory Planning Available to Promise In-transit & On-hand Inventory Tracking Material Inventory Tracking New Product Development Logistics Network Design Detailed Production Scheduling Material Requirements Planning Capability Map
111.
112. BUY-SIDE SELL-SIDE Area of impact for E-Procurement Supply chain Suppliers Customers Procure- ment Logistics Develop- ment/ Produc- tion Marke- ting Sales Life cycle/ customer care Suppliers
113. Enterprise Resource Planning(ERP) 시스템은 이미 각 기업의 기간 시스템으로 구축되어 사용되고 있으며 , 각 기업은 이를 기반으로 eBusiness 및 Supply Chain Management 와 같은 고도화된 시스템의 도입을 추진하고 있습니다 . 전사적 자원관리 시스템 (Enterprise Resource Planning) EIS/SEM Business Info-Warehouse E-Commerce Customer Relationship Management Knowledge Management Technical Infra-Structure Supply Chain Management eProcurement [ Solution Architecture ]
114.
115.
116. Planning Framework SAP BW OLAP Data Buffer, Master Data Buffer, Field Catalog Planning Framework Planning Levels/Methods/Packages, Planning Functions OLAP Database BPS Server Frontend Clients Powersim Manual Planning Excel Manual Planning ALV OROS ABM Other Clients
129. C U S T O M E R YEARS MONTHS WEEKS DAYS HOURS Mapping the capabilities into the new framework allows us to show how they impact key Supply Chain activities QUARTERS SELL HOLD MOVE MAKE DESIGN B2B / Exchanges CEM/EMS 3PLs Channel Partners B2B / Exchanges BUY S U P P L I E R Production Activity Control Order Management Procurement Detailed Production Scheduling Load Planning Transport Planning Distribution Requirements Planning Materials Planning Production Planning Supply Demand Matching Product Allocation Sales Forecasting Inventory Target Setting Supply Contract Negotiations Network Sourcing Customer Service Territory Planning Available to Promise In-transit & On-hand Inventory Tracking Material Inventory Tracking New Product Development Logistics Network Design Detailed Production Scheduling Material Requirements Planning Capability Map
130.
131. BUY-SIDE SELL-SIDE Area of impact for E-Procurement Supply chain Suppliers Customers Procure- ment Logistics Develop- ment/ Produc- tion Marke- ting Sales Life cycle/ customer care Suppliers
132. Enterprise Resource Planning(ERP) 시스템은 이미 각 기업의 기간 시스템으로 구축되어 사용되고 있으며 , 각 기업은 이를 기반으로 eBusiness 및 Supply Chain Management 와 같은 고도화된 시스템의 도입을 추진하고 있습니다 . 전사적 자원관리 시스템 (Enterprise Resource Planning) EIS/SEM Business Info-Warehouse E-Commerce Customer Relationship Management Knowledge Management Technical Infra-Structure Supply Chain Management eProcurement [ Solution Architecture ]
133.
134.
135. Planning Framework SAP BW OLAP Data Buffer, Master Data Buffer, Field Catalog Planning Framework Planning Levels/Methods/Packages, Planning Functions OLAP Database BPS Server Frontend Clients Powersim Manual Planning Excel Manual Planning ALV OROS ABM Other Clients
244. 3Cs TRIANGLE Customer Clients Distributors Competitors Suppliers * 资料来源: Unit of measure
245. 3S-4S Skills Shared values Strategy Staff Structure Systems Style A coherent set of actions aimed at gaining a sustainable advantage over competition The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated The people in the organization, considered in terms of corporate demographics, not individual personalities The way managers collectively behave with respect to use of time, attention and symbolic actions The processes and procedures through which things get done from day-to-day Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people * 资料来源: Unit of measure
246. 2S-5S The way managers collectively behave with respect to use of time, attention, and symbolic actions The people in the organization, considered in terms of corporate demographics, not individual personalities The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members The processes and procedures through which things get done from day to day A coherent set of actions aimed at gaining a sustainable advantage over competition Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people Staff Systems Style Shared Values Structure Skills Strategy * 资料来源: Unit of measure
247. BUSS PORTFOLIO Competitive position Low Medium High Product/market attractiveness Low Medium High * 资料来源: Unit of measure
248. CHANGE BOARD Change vision Chief Executive Leadership groups Down the line External constitution * 资料来源: Unit of measure Commitment Conviction Courage Capability Individual activity Enabling devices
249.
250.
251. MANUFACTURING STRATEGY Business Strategy Manufacturing Strategy Configuration Systems Research Focus Labor Policy Product Design Make vs. Buy Organization Process Design * 资料来源: Unit of measure
253. PRICE BENEFIT Benefit Price Competitive disadvantage Competitive advantage * 资料来源: Unit of measure
254. SMILE CHART Appraise performance and prospects Develop strategy Redesign pivotal jobs Design the skill building process Assess change readiness Top down action programs Bottom up action programs 1 2 4 5 6 7 8 3 * 资料来源: Unit of measure
255. STRAT GAMEBOARD 3. Create and pursue a unique advantage 2. Resegment the market to create a niche 4. Exploit unique advantage industrywide 1. Do more and better of the same When to compete * 资料来源: Unit of measure
256. STRAT MANAGE Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage- ment Externally orientated planning Forecast based planning Budget planning Meet budget and schedule Predict the future Think strategically Create the future * 资料来源: Unit of measure
257. TREE PRODUCTIVITY Selling margin Contribution Sales Selling rate Sales Available selling time Effectiveness Contribution Available selling time Productivity Contribution Total selling costs Efficiency Available selling time Total selling costs Utilization Available selling time Total sales time Support intensity Support costs Total selling costs Support leverage Total sales time Support costs * 资料来源: Unit of measure
258. VALUE CREATION Maximize shareholder value Grow through cultural initiative Redeploy assets Improve core business performance Grow through acquisition and/or merger Adopt sound financing approach * 资料来源: Unit of measure
259. VALUE SOURCES Real Perceived Client’s relative ability to extract value Corporate center skills Linkages between business units Financial ownership fit Industry restructure Internal controller Shared resources Transfer of capability Vertical integration Differences in tax position Existence of non-cases objectives Inefficiencies in financial markets Difference in valuation technique * 资料来源: Unit of measure
260. GANTT10 <##> <##> <##> <##> <##> <##> <##> <##> <##> <##> <##> Header Text * 资料来源: Unit of measure
261. GANTT15 Header Text ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## * 资料来源: Unit of measure
262. LEFT TO RIGHT Text Text Text Text * 资料来源: Unit of measure
263. STUDY OBJECTIVE Text Text Text Text Text Process objectives Text Sub-objectives * 资料来源: Unit of measure
264. TOP DOWN Text Text Text Text Text Text Text * 资料来源: Unit of measure
265. 2X2 Text Text Text Text Text Text Text Text Text Text * 资料来源: Unit of measure
266. 2X2 CUBED Text Text Text Text Text Text Text Text Text Text * 资料来源: Unit of measure
267. 2X2 EXTENDED Text Text Text Text Text Text Text Text Text Text Text Text * 资料来源: Unit of measure
268. 2X2 TOWER Text Text Text Text Text Text * 资料来源: Unit of measure
269. 3X3 Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text * 资料来源: Unit of measure
270. 3X3 EXTENDED Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text * 资料来源: Unit of measure
274. AREA Label 1 Label 2 Label 3 * 资料来源: Unit of measure
275. BAR Label 1 Label 2 Label 3 Label 4 Label 5 * 资料来源: Unit of measure
276. BAR 2 Label 1 Label 2 Label 3 Label 4 Label 5 Label 1 Label 2 Label 3 Label 4 Label 5 Title Unit of measure Title Unit of measure * 资料来源: Unit of measure
277. BAR BUTTED Label 1 Label 2 Label 3 Label 4 Label 5 * 资料来源: Unit of measure
278. BAR STACKED Label 1 Label 2 Label 3 Label 4 Label 5 000 000 000 000 000 Series Series Series * 资料来源: Unit of measure
279. BAR STACKED 100% Label 1 Label 2 Label 3 Label 4 Label 5 000 000 000 000 000 100%= Series Series Series * 资料来源: Unit of measure
280. BUBBLE Title Unit of measure Title Unit of measure Label 1 Label 2 Label 3 Label 4 Label 5 Label 6 * 资料来源: Unit of measure
281. COLUMN Label 1 Label 2 Label 3 Label 4 Label 5 * 资料来源: Unit of measure
282. COLUMN 2 Label 1 Label 2 Label 3 Label 4 Label 5 Label 1 Label 2 Label 3 Label 4 Label 5 Title Unit of measure Title Unit of measure * 资料来源: Unit of measure
283. COLUMN BUTTED Label 1 Label 2 Label 3 Label 4 Label 5 * 资料来源: Unit of measure
284. COLUMN STACKED Label 1 Label 2 Label 3 Label 4 Label 5 Series Series Series Series 000 000 000 000 000 * 资料来源: Unit of measure
285. COLUMN STACKED 100% Label 1 Label 2 Label 3 Label 4 Label 5 Series Series Series Series 100%= 000 000 000 000 000 * 资料来源: Unit of measure
286. COMBO PIE SEGMENT COLUMN Title Unit of measure Label 1 Label 2 Label 3 Label 4 Label 5 Title Unit of measure 100% = 000 Series Series Series Series Label 1 * 资料来源: Unit of measure
287. COST CURVE Title Unit of measure Title Unit of measure Label 1 Label 2 Label 3 Label 4 Label 5 * 资料来源: Unit of measure
289. DISCLAIMERS CLIENT This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. * 资料来源: Unit of measure
290. DISCLAIMERS INTERNAL This report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey & Company. If you are not the intended recipient of this report, you are hereby notified that the use, circulation, quoting, or reproducing of this report is strictly prohibited and may be unlawful. * 资料来源: Unit of measure
291. DISCLAIMERS PRESENTATION This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion. * 资料来源: Unit of measure
295. MOONS * 资料来源: Unit of measure Very attractive Average Very unattractive Very attractive Average Very unattractive
296. STICKER ILLUSTRATIVE ESTIMATE * 资料来源: Unit of measure CONFIDENTIAL EXAMPLE FOR DISCUSSION ONLY FOR DISCUSSION PRELIMINARY DRAFT
297. STICKER OTHER * 资料来源: Unit of measure CONFIDENTIAL DISCUSSION DRAFT DISGUISED CLIENT EXAMPLE PRELIMINARY DRAFT PRELIMINARY ESTIMATE DISCUSSION DRAFT DISGUISED DRAFT FOR DISCUSSION SAMPLE BACKUP HYPOTHESIS STRAW MAN TO BE COMPLETED PROPOSED REVISED ROUGH ESTIMATE CONCEPTUAL