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1、供应链管理规划与建置实务,Terminologies,Logistics Management Supply Chain Management (SCM) Enterprise Resource Planning (ERP) Advanced Planning and Scheduling (APS) eBusiness, eCommerce, eProcurement 物流管理 供应链管理 运筹管理 企业资源管理 电子化商务管理,Why Supply Chain Management,Its not just about profit.,Its all about competition a
2、nd survival.,Supply Chain Management Basic Concept and Contents,Design Source Negotiate Buy Make Move Store Service Fulfill Sell Market,MIS?,SCM Components,SRM,CRM,SCM,Deployment of SCM,Strategize SCM,Design your supply chain Evaluate alternative partners Set transportation contracts Jointly develop
3、 business plans Optimize service/parts levels to budget,Strategic Decisions,Where do you locate facilities? What should your product mix be? Make versus buy decision and sources? Which transportation modes and partners should you use? What will your distribution network look like in the light of a m
4、erger or divestiture? How do you determine service stocking levels to stay within your budgets and space?,Plan SCM Demand,Predict demand Collaborate on demand Collaborate on supply Optimize product mix for total profitability Profitably match supply to demand Detect & solve problems Allocate supply,
5、BEFORE 4 5 weeks 10 days 35 -70% 73% 5.5,After 1 week 2 days 95% 95% 8-12,Planning Cycle Time,Inventory Turns,Forecasting Cycle Time,Order Fill Rates,Thomson Consumer ElectronicsEnhancing Customer Satisfaction & Revenues,Forecasting Accuracy,Thomson saved over $128 M in inventory and realized over $
6、210 M in revenue uplift from their DP implementation,BEFORE Less than 60% Reasonable Huge,AFTER 70% Improved by 10% Slashed by 50%,WhirlpoolSlashing inventory with better demand management,Product Availability,Customer Service,Finished Goods Inventory,Whirlpool saved over $15 M in inventory from the
7、ir DP implementation,Plan SCM Supply,Predict demand Collaborate on demand Collaborate on supply Optimize product mix for total profitability Profitably match supply to demand Detect & solve problems Allocate supply,Challenges in Matching Supply With Demand.What Do You Do,When inventory and capacity
8、shortages occur outside your four walls? To balance material and capacity needs against your demand? To decide on the right product mix to profitably meet demand? To communicate real-time with your suppliers? To quickly respond to changes in demand? To allocate supply plans to your demand plans? (i.
9、e., do you have preferred customers?),Herman MillerTurning the Tables on the Furniture Industry,BEFORE Six weeks+ 70% Huge Huge,WIP Levels,Lead Times,On-time Shipments,FGI Inventory Levels,AFTER 2- 4 weeks (vs. industry average of 12-18 weeks) 98% Slashed 3 weeks of FGI - $ 75 million Slashed by 50%
10、,Herman Miller increased revenues by $300 million without any additional capital investment,VF Corporation slashed over tens of millions of dollars in inventory and enhanced customer service,BEFORE Competitive Months Huge,Customer Service,AFTER Enhanced 10-15% Reduced by over 75% Slashed over tens o
11、f millions,Planning Cycle Times,Inventory - WIP and FGI,VF Corporation Slashing Inventory through Supply Planning,J&J Medical improved customer service significantly while shaving over $40 million in inventory,BEFORE Over 1 month 4 months $ 70 million 1800,Planning Cycle Times,AFTER 5 days 30 days R
12、educed to $30 million 100,Production Lead Times,WIP and FGI,Number of Tier 2 and 3 Distributors,Johnson & Johnson MedicalStreamlining the Supply Chain,Timken slashed over $35 million in inventory with appreciable improvement in delivery performance,BEFORE Over 30 days 10 weeks Huge 70%,Planning Cycl
13、e Times,AFTER Bi-weekly 6 weeks Reduced 50% and 30% 90%,Production Lead Times,WIP and FGI,Timken Industrial BearingsEnhancing delivery performance,Delivery Due Date Performance,Grupo Gamesa implemented SCM across six plants in less than 8 weeks and realized over $ 3 million in cash flow,BEFORE 4 day
14、s High Reasonable Anticipated over 4 months for each plant,Planning Cycle Times,AFTER 24 hours Reduced 50% Improved 100% 56 days across all 6 plants,Packaging Material Inventory,Delivery Due Date Performance,Groupo GamesaImproved customer service with rapid time-to-value,Solution Implementation Time
15、,Execute SCM?,Collaborate on orders for replenishment Make accurate promises Manage orders across multiple enterprises Pick, pack, ship and deliver Detect exceptions and manage them Coordinate and replenish service parts,Execution ProblemsAre You Challenged By,Making bad promises that result in irat
16、e customers? Your inability to respond fast enough to exceptions? High transportation costs due to expediting? Consolidating multiple line items into a single delivery? Completing service or repair on the first call? Delivering on VMI and CPFR commitments?,BEFORE Huge inventory at DCs Largely inaccurate resulting in stock-outs Excessive,Inventory,Distribution & Transportation Costs,Forecast Accuracy & Supply Demand Matching,AFTER 30 - 40% reduction Significantly improved forecast accuracy and su
