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美国住宅建造行业casestudy凯捷中国2005年，01月–2–UnderstandingtheBusinessofLennarCorporationv1StrategyandTransformation©2000byCapGeminiErnstYoungU.S.LLC.Allrightsreserved.ProprietaryandConfidential.DRAFT议程•目标和方法•住宅房地产行业回顾•案例研究AGENDA目标和方法–4–UnderstandingtheBusinessofLennarCorporationv1StrategyandTransformation©2000byCapGeminiErnstYoungU.S.LLC.Allrightsreserved.Pr...
提供固定价格专业服务特别协议订约双方:凯捷安永咨询（上海）有限公司(“凯捷安永”)地址:陆家嘴东路166号中国保险大厦1101室和五矿有色金属股份有限公司(“客户”)地址:________________________________________________________开始日期:(如此处未注明日期，则开始日期为以下凯捷安永签署之日。)协议凯捷安永应自开始日期起，根据本特别协议以及凯捷安永的“一般条款和条件”(文号Stan13，该文已附于后并应视为构成本协议的...
BrandistheMediathebroaderthemediaandlesstargeteditsmarket,thelessbrandequity,profitabilityandpowerresidesinthemedia,whilethegreaterprofitabilityandpowerresidesinthecontentofthemedia.Conversely,thenarrowerthemediafocusandmoretargeted,thegreaterpowerresideswithinthemediaandthelesspowerinitscontent.Ineffect,thebrandinmassmediaiscontentwhilethebrandinnichemediaisthemediaitself.Thispointisunderlined...
-1-theNetEconomyRolandBergerHanielManagementConferenceDuisburg,September2,1999RolandBergerPartnerGmbH–InternationalManagementConsultantsBarcelona–Beijing–Berlin–Brussels–Bucharest–Budapest–BuenosAires–Delhi–Detroit–Düsseldorf–Frankfurt–Hamburg–Kiev–KualaLumpur–LisbonLondon–Madrid–Milan–Moscow–Munich–NewYork–Paris–Prague–Riga–Rome–SãoPaulo–Shanghai–Stuttgart–Tokyo–...
theInformationrequirementList–Logistics1.Businessobjectivesandstrategy2.ProfitLossStatement(1997–2000)3.CashFlowstatement(1997–2000)4.Employment5.OrganizationChart6.BusinessTypeIsthecompanyatransportationagencyorowntheregularline?Servicerangeand%oftotalbusinessMainsuppliersorcooperationpartnersResources(Trucks;Vessels;etc)7.Customerstructure(Top5Customers,itssalesvolume;%oftotalsales;%oftotalprofit)CompanyNameY1997Y1998Y1999SalesProfitSalesprofitSalesprofit
未来的配件供应商总裁议程——未来十年配件供应商成功指南2002年10月内容页码经济规律发生了怎样的变化？3致谢4A.管理概要——只有卓绝的努力才能创造价值5B.影响行业的因素10C.对世界范围内供应基地的影响161、供应商必须建立自身的愿景162、传统金字塔结构的瓦解183、必须实现决策和责任的分散化214、必须创造与全球客户交流的全球结构225、发展更加多样化的客户群是首要任务246、必须创造新型供应商商业模式，处理各种规模的...
-1-HAM-0120-90099-05-02SpringSchoolCurriculumfortheNorthernInstituteofTechnology(NITHH)–Concept,structureandcontents–Hamburg,August1999-2-HAM-0120-90099-05-02thefutureputsnewchallengestotechnologymanagers–theNITHH-graduatesfacethembygainingaMasterofScienceinEngineering,competenciesinbusinessadministrationandlawandadeepunderstandingoftheEuropeanculturalcontext-3-HAM-0120-90099-05-02Incooperat...
Copyright1999GoingPublic–theValueCreatingIPO:NE-ToolkitCONFIDENTIAL2990524BE_091615_001v3GoingPublic–theValueCreatingIPO:NE-ToolkitCopyright19993990524BE_091615_001v3SUMMARY•MethodtosubstantiallyincreasemarketvaluethroughconductinganoptimalIPOprogram•JürgenKluge–GE/DU•JürgenMeffert–GE/DU•ElmarKades–GE/CG•ArunNagwaney–GE/MU•SebastianLeser–GE/MUContentsummaryContactpersons4990524BE...
CLEUSN041-09-01-00s1CONFIDENTIALThisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinseyCompany.ThismaterialwasusedbyMcKinseyCompanyduringanoralpresentation;itisnotacompleterecordofthediscussion.ProgressReviewSeptember12,2000BuildingtheJLQualityManagementSystemPilotJLSpecialtyStee...
CONFIDENTIALLeanK:ManagingCapitalexpendituresastheFirstsourceofwasteBasicMaterialsKnowledgeDayGothenburg,November15,2002OlivierLegrandPA-021104-CRPA01-PresentationCapexBECAT-3110-FDM.ppt2FOREWORDONLEANKINITIATIVE-OBJECTIVES•Developdistinctiveintegratedvalueproposition(“packaged”)oncapexmanagement,buildingon:–ExistingCapexmanagementtoolsandmethodologies–McKinseyperspectiveonMcKinseyLeanprin...
Copyright1999CONFIDENTIALThisreportcontainsinformationthatisconfidentialandproprietarytoMcKinseyCompanyandissolelyfortheuseofMcKinseyCompanypersonnel.Nopartofitmaybeused,circulated,quoted,orreproducedfordistributionoutsideMcKinseyCompany.Ifyouarenottheintendedrecipientofthisreport,youareherebynotifiedthattheuse,circulation,quoting,orreproducingofthisreportisstrictlyprohibitedandmaybeunlawful.Le...
CLE_ZZT005_100102_SixSigma(color)_v1SixSigmaandtheOperationsTransformationInitiativeOSEPresentationforOSEofficedayOctober8,2002CONFIDENTIALThisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinseyCompany.ThismaterialwasusedbyMcKinseyCompanyduringanoralpresentation;itisnotacompleter...
theSupplyChainManagementTrends©1999AndersenConsulting2FourKeyTrendsinSupplyChainManagement•Supplychaindesignandoperationwilldrivecorporatestrategyandshareholdervalue•Corporationswillcollaboratewithsupplychainpartnersandsynchronizeoperations•Technologywillbeakeyenablerofinnovativesupplychainstrategy•Supplychainorganizationswillberestructuredandre-skilledtoachievethesegoals©AndersenConsulti...
theSupplyChainManagementAnalysis©1999AndersenConsulting2theStrategicAlignmentModelInformationEnablersDriverstheMarketStrategicResponseCulturalCapabilityLeadershipLeadershipStyleVisionOrganizationOptionsChangeManagementChannelStrategySupplyChainConfigurationOperationsDistributionCreatingCustomerValueIntegratingSupplywithDemandExecutionofStrategyFormulationofStrategyRulesoftheGamePlayingtheGameI...
theEightEffectivePrinciplesofSupplyChainManagement©1999AndersenConsulting2Whatarethecostandmarginimplicationsofintegrationforthesupplychainparticipants?Whatlevelofintegrationisoptimal?Shouldintegrationbepursuedphysicallyorvirtually?Whatpiecesofthesupplychainarecandidatesforoutsourcing?Whatkeyinformationisrequiredtointegrate?Howwilltheinformationbesourced?Howshouldinformationbeman...
theeCommerceofSupplyChainManagement©1999AndersenConsulting2“OldWorld”versus“NewWorld”‘NewWorld’‘OldWorld’•Batched,timebasedplanningsystems•Discretecompanies/geographies•Multiplesupplychainprocesses•Sequential,dependentplanning(i.e.forecast,inv.Planning,DRP,MPS,MRP•DataIntegrityproblems•Knowledgeaspower•Organisationsplitbygeography•Inputdrivendecisions(notmarketoriented)•Little...
theCharacteristicsofSupplyChainManagementComplexity,Variability,ConflictingObjectives©1999AndersenConsulting2OrderResponseTimeProductAvailabilityLeadTimeOrderChangesDueDatePerformanceResourceInvestmentAssetProductivityInventorySupplierCapacityContractsLevelofServiceCostofServicetheBusinessChallenges©1999AndersenConsulting3ComplexityVariabilityConflictingObjectivesWhatarethecharacteristicsofSu...
theValuePropositionofSupplyChainManagement©1999AndersenConsulting2Manu-facturerTier2SuppliersTier1SuppliersWholesalerorDistributorRetailerorDealerConsumers–“thePowerofBusinesstoBusinessIntegration”BenchmarkingPartners,December1998Costisoneofthemajordriverstoextendthetraditionalenterprise.60%ofvariablecostsofanorganizationaredrivenbydecisionsthatareexternaltotheorganization.©1999AndersenCon...
theEightEffectivePrinciplesofSupplyChainManagement©1999AndersenConsulting2Whatarethecostandmarginimplicationsofintegrationforthesupplychainparticipants?Whatlevelofintegrationisoptimal?Shouldintegrationbepursuedphysicallyorvirtually?Whatpiecesofthesupplychainarecandidatesforoutsourcing?Whatkeyinformationisrequiredtointegrate?Howwilltheinformationbesourced?Howshouldinformationbeman...
theCharacteristicsofSupplyChainManagementComplexity,Variability,ConflictingObjectives©1999AndersenConsulting2OrderResponseTimeProductAvailabilityLeadTimeOrderChangesDueDatePerformanceResourceInvestmentAssetProductivityInventorySupplierCapacityContractsLevelofServiceCostofServicetheBusinessChallenges©1999AndersenConsulting3ComplexityVariabilityConflictingObjectivesWhatarethecharacteristicsofSu...
