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1、0 AutomotiveBestPracticesForumSupplyChainManagement 1 WELCOME Today smeetingwillfocusontheresultsoftheSupplyChainManagementAssessment completedby22automotivesupplierexecutivesand3vehiclemanufacturerexecutives Introduction 2 TableofContents Introduction4 13SupplyChainManagement14 21DefinitionsandStra
2、tegy22 32UnderstandingExpectations33 38SupplyChainManagement39 47PerformanceMeasurement48 55TechnologySolutions56 60SCMOpportunities61 72 PageNumber 3 IndustryForcesandIssues Introduction Theautomotivesupplychainisgoingthroughaperiodofunprecedentedchangeinordertomeetincreasingconsumerexpectationswit
3、hregardtoprice delivery andproductcustomization Themanagingofthesupplychainpipelineisthereforefacedwithanumberofkeyissuesincluding ElevatingsupplychainmanagementasacriticalsuccessfactortoachievingcompetitiveadvantageAligningtheorganizationalstructuretosupportglobalsupplychainmanagementEstablishingap
4、rocessoriented functionallyintegratedsupplychainForecastingtheimpactofchangingglobalmarketsonsupplychaincostsandcapabilitiesDefiningkeyperformanceindicatorsandmeasuringsupplychainperformanceUnderstanding selectingandintegratingsupplychainmanagementenablingtechnologyAnticipatingandrespondingtotheimpa
5、ctofsupplierconsolidationsAnticipatingandrespondingtotheimpactofOEMconsolidationsDefiningandtrackingtotalsupplychaincosts 4 Introduction DefinesupplychainmanagementanditscomponentsUnderstandtheelementsofasupplychainstrategyPositiontheroleofasupplychainexecutiveIdentifytheelementsofsupplychainmanagem
6、entUnderstandtheroleofinformationtechnologyapplicationsIdentifyhowtoutilizeperformancemeasuresinthesupplychainprocessUnderstandhowtousebestpracticesandbenchmarkinginsupportofsupplychainmanagementUnderstandroleofcustomers suppliers andthirdpartiesforcollaborativesupport Today sObjectives 5 Theintegra
7、tedsupplychainconcepthasgonethroughthreedistinctphases Source BernardLaLonde professoremeritusoflogisticsatOhioStateUniversity HistoryofSCM SCMOverview 6 ThefollowingrepresentsomeoftheotherinitiativeswhichhaveeitherhelpeddeveloporhavebeenspawnedfromtheSCMmovement SCMRelatedConcepts SCMOverview 7 Val
8、ue Complexity Functional Silos VirtualExtendedChains IntegratedInternalSupplyChain IntegratedExternalSupplyChain SelectVendor CustomerCollaboration SelectedCross functionalTeaming InternallyFocusedOptimization COLLABORATION PULL PUSH SCMContinuum SupplyChainContinuum SCMOverview 8 Asurveyconductedon
9、supplychainessentialsresultedinamanagementresponsefrom451companiesin25countriesAlmostone third 29 ofthecompaniessurveyeddonotinvolvetheirsuppliersininventorymanagementNearlyone quarterofthecompanies 22 donotinvolvetheircustomersinplanningmanufacturingrequirementsOnly13 ratedtheirabilitytocommunicate
10、withcustomersonforecastingasstrong 1 Planninganddeployinginventoryeffectively2 Providingpredictabledeliveryperformance3 Creatingnewproductsandservices4 Reducingorderfulfillmentcycletime 5 Havingproductsinstock6 Decreasingmanufacturingcycletime7 Reducingtransportationcosts8 Reducingcustomerreturns9 C
11、ommunicatingelectronicallywithcustomersandsuppliers TopSupplyChainEssentials Source 1997KPMG NorthwesternSupplyChainStudy CurrentStateofSCMMovement SCMOverview 9 DegreeofCompletion Themajorityofcompaniesareimplementingsupplychaininitiatives Thisfigurehasincreaseddramaticallyfrom10 reportedin1996 Que
12、stion3 5 35 60 0 0 0 0 10 20 30 40 50 60 70 80 90 100 Improvementinitiativesarecomplete Plantobeginaddressinginitiativesbeyond2000 Noinitiativesoropportunitiesplanned Plantobeginaddressinginitiativesduring1999 Currentlyevaluatingimprovementopportunities Currentlyimplementinganimprovementinitiative s
13、 ofRespondents SCMOverview 10 Therearemanyapproaches concepts models andideologiesdevelopedtodescribeSCM BuysfromManufacturer Wholesaler Storesinwarehouses MovesittoRetailers Storesitonshelves SellsittoCustomers Supplier W house W house Retail Retail Customer Trucks SCMApproaches SCMOverview 11 Sour
14、ceThisportionofthemodelpertainstoprocurementofgoods rawmaterials semi finished orfinished andservices Partnershipbuilding strategicsourcing organizationcompatibility technologicalcapabilities andcommitmentstocontinuousimprovementareallimportantelements ProduceThissectionofthemodeladdressesthephysica
15、lmanufacturingprocessandanycorrespondingconstraints ifapplicable Productionscheduling laborscheduling andminimizingdowntimeandsetupcostsareallkeyfactorsintheproductionprocessandsupplychainmanagement Moreimportantly thecoordinationoftheseeffortswithotherfunctionalareasofacompanymustbeevaluatedtoensur
16、ethegreatestsupplychainefficiency StoreTheStoresegmentofthemodelreferstoreceivingandshippingpractices inventorymanagement warehousemanagement andselectionofproductsfordistribution Internalvs outsourcingalternatives processflows layouts andstorage densitypracticesmustbeevaluatedintermsofcost quality andspeed Theeconomicandcompetitiveconsequencesofvariouswarehousingstrategiesmustbeanalyzedtoensureabetterreturnonassetsandlong term bottom lineimpact SupplyChainModel SCMOverview 12 PlanDisciplinedpla
