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1、AutomotiveBestPracticesForumSupplyChainManagement WELCOME Today smeetingwillfocusontheresultsoftheSupplyChainManagementAssessment completedby22automotivesupplierexecutivesand3vehiclemanufacturerexecutives Introduction TableofContents Introduction4 13SupplyChainManagement14 21DefinitionsandStrategy22
2、 32UnderstandingExpectations33 38SupplyChainManagement39 47PerformanceMeasurement48 55TechnologySolutions56 60SCMOpportunities61 72 PageNumber IndustryForcesandIssues Introduction Theautomotivesupplychainisgoingthroughaperiodofunprecedentedchangeinordertomeetincreasingconsumerexpectationswithregardt
3、oprice delivery andproductcustomization Themanagingofthesupplychainpipelineisthereforefacedwithanumberofkeyissuesincluding ElevatingsupplychainmanagementasacriticalsuccessfactortoachievingcompetitiveadvantageAligningtheorganizationalstructuretosupportglobalsupplychainmanagementEstablishingaprocessor
4、iented functionallyintegratedsupplychainForecastingtheimpactofchangingglobalmarketsonsupplychaincostsandcapabilitiesDefiningkeyperformanceindicatorsandmeasuringsupplychainperformanceUnderstanding selectingandintegratingsupplychainmanagementenablingtechnologyAnticipatingandrespondingtotheimpactofsupp
5、lierconsolidationsAnticipatingandrespondingtotheimpactofOEMconsolidationsDefiningandtrackingtotalsupplychaincosts Introduction DefinesupplychainmanagementanditscomponentsUnderstandtheelementsofasupplychainstrategyPositiontheroleofasupplychainexecutiveIdentifytheelementsofsupplychainmanagementUnderst
6、andtheroleofinformationtechnologyapplicationsIdentifyhowtoutilizeperformancemeasuresinthesupplychainprocessUnderstandhowtousebestpracticesandbenchmarkinginsupportofsupplychainmanagementUnderstandroleofcustomers suppliers andthirdpartiesforcollaborativesupport Today sObjectives Theintegratedsupplycha
7、inconcepthasgonethroughthreedistinctphases Source BernardLaLonde professoremeritusoflogisticsatOhioStateUniversity HistoryofSCM SCMOverview ThefollowingrepresentsomeoftheotherinitiativeswhichhaveeitherhelpeddeveloporhavebeenspawnedfromtheSCMmovement SCMRelatedConcepts SCMOverview Value Complexity Fu
8、nctional Silos VirtualExtendedChains IntegratedInternalSupplyChain IntegratedExternalSupplyChain SelectVendor CustomerCollaboration SelectedCross functionalTeaming InternallyFocusedOptimization COLLABORATION PULL PUSH SCMContinuum SupplyChainContinuum SCMOverview Asurveyconductedonsupplychainessenti
9、alsresultedinamanagementresponsefrom451companiesin25countriesAlmostone third 29 ofthecompaniessurveyeddonotinvolvetheirsuppliersininventorymanagementNearlyone quarterofthecompanies 22 donotinvolvetheircustomersinplanningmanufacturingrequirementsOnly13 ratedtheirabilitytocommunicatewithcustomersonfor
10、ecastingasstrong 1 Planninganddeployinginventoryeffectively2 Providingpredictabledeliveryperformance3 Creatingnewproductsandservices4 Reducingorderfulfillmentcycletime 5 Havingproductsinstock6 Decreasingmanufacturingcycletime7 Reducingtransportationcosts8 Reducingcustomerreturns9 Communicatingelectr
11、onicallywithcustomersandsuppliers TopSupplyChainEssentials Source 1997KPMG NorthwesternSupplyChainStudy CurrentStateofSCMMovement SCMOverview DegreeofCompletion Themajorityofcompaniesareimplementingsupplychaininitiatives Thisfigurehasincreaseddramaticallyfrom10 reportedin1996 Question3 5 35 60 0 0 0
12、 0 10 20 30 40 50 60 70 80 90 100 Improvementinitiativesarecomplete Plantobeginaddressinginitiativesbeyond2000 Noinitiativesoropportunitiesplanned Plantobeginaddressinginitiativesduring1999 Currentlyevaluatingimprovementopportunities Currentlyimplementinganimprovementinitiative s ofRespondents SCMOv
13、erview Therearemanyapproaches concepts models andideologiesdevelopedtodescribeSCM BuysfromManufacturer Wholesaler Storesinwarehouses MovesittoRetailers Storesitonshelves SellsittoCustomers Supplier W house W house Retail Retail Customer Trucks SCMApproaches SCMOverview SourceThisportionofthemodelper
14、tainstoprocurementofgoods rawmaterials semi finished orfinished andservices Partnershipbuilding strategicsourcing organizationcompatibility technologicalcapabilities andcommitmentstocontinuousimprovementareallimportantelements ProduceThissectionofthemodeladdressesthephysicalmanufacturingprocessandan
15、ycorrespondingconstraints ifapplicable Productionscheduling laborscheduling andminimizingdowntimeandsetupcostsareallkeyfactorsintheproductionprocessandsupplychainmanagement Moreimportantly thecoordinationoftheseeffortswithotherfunctionalareasofacompanymustbeevaluatedtoensurethegreatestsupplychaineff
16、iciency StoreTheStoresegmentofthemodelreferstoreceivingandshippingpractices inventorymanagement warehousemanagement andselectionofproductsfordistribution Internalvs outsourcingalternatives processflows layouts andstorage densitypracticesmustbeevaluatedintermsofcost quality andspeed Theeconomicandcompetitiveconsequencesofvariouswarehousingstrategiesmustbeanalyzedtoensureabetterreturnonassetsandlong term bottom lineimpact SupplyChainModel SCMOverview PlanDisciplinedplanningisneededtomaximizethecoo
