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1、DELIVER in AsiaRegional Supply Chain courseOctober 3rd, 2001Today .zContextzThe basicszThe opportunitiesyVisionyOutsourcing, VMI, inventory planningzDELIVER CoPzThe future?First, some pictures of a supply chainSupply ManagementIngredients &packagingsuppliersManufacturerproductionlinesManufacturerdis
2、tributioncenterRetail store(shelf + backroom)RetailerdistributioncenterConsumersDemand ManagementPlanSourceMakeDeliverLeadership & Strategy Brand Development Channel & Customer DevelopmentSuppliersConsumers&CustomersInformationHuman ResourcesFinanceTechnologyDistributionManagementPlan Source MakeDel
3、iverSupplyPlanningDemandPlanningProcessingPackingCustomer ServiceManagementCustomer Service Managementis the satisfaction of customers requirementsof the Supply Chain. This includes ordermanagement from capture/creation throughinvoicing and collection, the implementation ofa differentiated customer
4、service policy andcustomer integration activities that improveservice and reduce extended supply chain costs.SupplierManagementIn-boundLogisticsCustomer ServiceManagementPlan Source MakeDeliverSupplyPlanningDemandPlanningProcessingDistributionManagementPackingDistribution Managementis the movement a
5、nd care of finished productfrom manufacturing, usually through intermediatewarehousing to customers/consumers.SupplierManagementIn-boundLogisticsAdvice on DELIVERGet the basics rightyOrdering, Delivery, BillingDo the sexy stuffyIntegration and synchronisationxVMI, e-Business, CPFRThe basics have to
6、be in placezCustomer ServiceyCost: %OverdueyService: lead time, ease of orderingyQuality:#CNs due to error, invoicing accuracyzWarehousing/DistributionyCost: %NPSyService: %case fill, %order fill, IRAyQuality: %rejects, %returns, %damagesKPIs are the keyKPIs are the keyThe Opportunities in DELIVERTh
7、e SEA VCA 2000 study -LaundryCost saving 4 M EuroThe SEA VCA 2000 study -LaundryInventory reduction8 M EuroWorld Class Supply Chain Functional ExcellencezOrganisation focused on functional excellencezInformation optimised to facilitate functional excellencezMany small customers and suppliersRDC = Re
8、gional Distribution CentresBlue Arrow = Information FlowKey :Red Arrow = Product FlowPlanSourceMakeDeliverFactoryConsumerRDCRDCRDCSuppliersSupplierSuppliersSupplierSuppliersSupplierSuppliersSupplierCustomerCustomerCustomerCustomerSupplierSupplierSupplierSupplierCopyright2000. Corporate MaST Group, U
9、nilever Research plc. All rights reserved.Service and IntegrationzOrganisation manages business through multi-functional teams, exploiting functional excellence whilst focusing on immediate upstream and downstream customerszInformation requirements optimised for management of internal organisationzC
10、ustomer base predominantly key account (60% Volume weighted)zKey supplier consolidation - relationship managementPlanSourceMakeDeliverSuppliersSupplierSuppliersSupplierSuppliersSupplierSupplierSupplierSupplierFactoryRDCRDCKeyAccountWholesalerRetailerConsumerCopyright2000. Corporate MaST Group, Unile
11、ver Research plc. All rights reserved.Integrated Network and CollaborationzOrganisation focus on extended Supply Chain (Customers and Suppliers)zInformation shared with all parties in the extended Supply ChainzHigh percentage of business in a few key accountszSupplier base consolidated - partnership
12、 managementPlanSourceMakeDeliverSuppliersSupplierSuppliersSupplierFactorySupplierSupplierKeyAccountWholesalerRetailerConsumerStockHoldingLocationCopyright2000. Corporate MaST Group, Unilever Research plc. All rights reserved.199619982000Phase III (Integrated Network and Collaboration)IFocus onIntern
13、alintegration &improvementIIFocus onOutboundimprovementIIIFocus onexternal integration andimprovementPLANDELIVERMAKESOURCEDELIVERMAKESOURCEDELIVERDELIVERMAKESOURCESOURCEECRSome quoted benefitszCisco, Intel, TNT, Kodak, Nestle, P&G:zCost savings:y75% reduction in errors”y12,000 engineers saved”y45% i
14、nventory reductions”zGrowth opportunities:y40% more orders in same time”y1 week product development cycle reduction”yreduce product lead times by 50-70%”yorder cycle times cut from 6-8 weeks to 1-3 weeksSource: Logicon 2001One way of looking at DELIVERWays of workingProcessInfrastructureSynchronised
15、 ProductionCRPOptimum InventoryCRPS&OPMPSMRPWPSSMIRDSInventory planningWMSVMICPFRDemand PlanningEDIXMLInventory target modelsEDIXMLEFTAPS (SAP APO) and ERP (BPCS)Reliable operations, palletsKPIsIngredients &packagingsuppliersManufacturerproductionlinesManufacturerdistributioncenterRetail store(shelf
16、 + backroom)RetailerdistributioncenterConsumersDifferent categories,different demand strategiesDELIVER focuszOutsourcing warehouseszInventory target planningzVMIOutsourcingzThird party logistics providers have ability to accelerate and drive changeyFocus - It is their core businessyResources - Avail
17、ability of “resource pool”yExpertise - Core competencyyExperience - Did it beforeyFunds - Willingness to investSupply chain outsourcing criteria for choosingSupply chain outsourcing actions for choosingSupply Chain outsourcingzAdvantagesyAllows you to concentrate on core competenciesyAllows experts
18、to manage and develop processes, technology and peoplexaccelerate changeyAllows experts to leverage synergies within their industryyProvides improved customer serviceyFree up/generate capitalzDisadvantagesyhand-over can be mismanagedypotential for culture clashyunlikely to save you money in the shor
19、t-termypotential for us and themOutsourcing - the milestonesDetermine strategyLearn from previous experiencesSelectpartnerProject kick-offTeam planCommunicateNegotiate detailsTransfer operationsTransfer peopleManage performanceOutsourcing lessons learntzPartnership essentialzCommunicate at all level
20、sz HR Issues by far the mostzContract issuesOutsourcing partnershipzDOyencourage an open environment, sharing risks and rewardsyunderstand YOUR performance BEFORE you hand overycontinue to measure cost, service, qualityyCOMMUNICATE: treat them as a departmentzDONTymove the goal-postsydo their job fo
21、r themyexpect them to do things they do not have as their core competenceyexpect the 3PL to tell you when youre wrongInventory target planningSupply Chain VariableszSupplier ReliabilityySSQR programzDelivery frequencyzProduction ReliablilityyTPM / 5SzForecast ReliabilityyDemand Plan ForecastingzUnde
22、rstand Safety StockSC Variable - Safety StockzUsed for hedging against uncertainty inySupplier ReliabilityyProduction BreakdownyStock InaccuracyyForecasting Errorto achieve Stock Availability targetzSystematic understanding of how much Safety Stock is requiredInventory PlanningzUnderstand the Invent
23、ory ComponentsyForecast AccuracyySale FluctuationyProduction CycleyProduction ReliabilityySupplier ReliabilityyService Level targetzUnderstand the nature of each products and how to set appropriate Inventory policyzUse simulation tool to model the effect each component has on the inventory level and
24、 service levelzSet inventory level accordinglyVMIWhy bother doing VMI?zObjective is to efficiently replenish shelveszForecasting is ALWAYS wrongzBuyers can get in the wayyBull-whip effectzPoor data gets in the wayUnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryIntegratedsuppliersSync
25、hronisedProductionContinuousReplenishmentCrossDockingAutomatedStore OrderingReliable OperationSupply Chain improvementsContinuous ReplenishmentzMembers of the supply chain working together to replenish products based on actual sales and forecasted product demandyVMI (Vendor Managed Inventory) is one
26、 of the means to continuous replenishmentxvendor maintaining customers stock according to target levels and service levelxtransfer of ownership in ordering process so to vendorE- INFORMATIONUnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryVMI Daily Process FlowInventory data / DC offt
27、ake Despatch AdviceOrder proposalCustomer DCStock Replenishment1. Data sent to ULT at 6am2. ULT to generate order3. ULT to sent Order Proposal by afternoon4. Product Delivery that night EDI MessagesCust3 promotional item Forecast Accuracy Stock reduction of 10 Million BahtApril 01: Build up stock fo
28、r Songkran holidayCust1 scorecardCust1 scorecardFeb-Mar 01: Capped demand and capped supplyCust1 scorecardDemand - the Bullwhip effectDemand - reduce the bullwhipDELIVER CoPTHAILANDzPrioritiesyBuilding new warehouseyCRP/VMI roll-outyCPFR pilot/syEFT roll-outyRegional Planning/SAP APOyPhoenix replace
29、ment for distributor systemzOpportunitiesyRegional Customer ServiceyRegional DELIVER best practiceINDONESIAzPrioritiesyOutsourcing and building warehouse with MNLyBalanced KPI scorecardyVMI with distributorsyWorking capital reductionzOpportunitiesyRegional Customer ServiceyRegional DELIVER best prac
30、ticeySCD, CD, TD, SD organisation complexityPHILIPPINESzPrioritiesyOutsourcing and building warehouse with Li & Fung DistributionySDIS for GT/ Electronic Call Sheet for SST - Secondary Sales Capture for Demand SignalyECR SC Diagnostics toolyECR VMI pilotsyECR EDI leadershipyECR Synchronised producti
31、on (“Everything, Everyweek”)yECR Cash flow/EFTyRegional Planning (SAP APO)yCustomer Service Help DeskzOpportunitiesyRegional customer serviceyRegional SC organisationxMUs separate from profit responsible SUsRegional CoP - DeliverzTo work together to share leading practice and accelerate the achievem
32、ents of truly World Class Delivery Operation in AsiazMembers are Customer Service and Warehouse Distribution Managers from EAPR and China with a representative from IndiaDELIVER CoP funnelIdeasDeliver KPI/BenchmarkingDeliver Strategy DevelopmentCentralised BuyingPallet Optimisation/Transportation op
33、timisationFeasibility ABC/ABMCapability3PL Management Pallet Pooling Distribution Network optimisation VMI/Demand based replenishment Customer Help Desk/ Call centre EDI/Electronic ordering Cross docking Stock cover optimisation Age Matrix/Flagging Direct DeliveryLaunch/RolloutBestFoods SC integrati
34、onCoPRegional SourcingDELIVER CoP projectszRegional Logistics ProviderszKPI and BenchmarkingzPallet poolingzDistribution Network OptimisationDELIVER CoP BenchmarkingDELIVER CoP BenchmarkingAnd the future is .B2B ExchangesExchanges all offer .zProduct DevelopmentyProduct designypre-production approva
35、lze-ProcurementyNegotiations & AuctionsyOrder executionyDemand AggregationycatalogueyRFxzSupply ChainySupply Chain VisibilityyCPFRConclusionszThe fastest changing area?zGet the basics rightyOrdering, Delivery, BillingySupply Chain integrationzVMI, Outsourcing, inventory planningze-Supply ChainThe WORST thing you can do Subscribe to the NIH mindsetSome additional resourceszUnilever Supply Chain Knowledge Centreyhttp:/ Supply Chain Council (SCOR)yhttp:/www.supply-chain.org/zEAP Supply Chain siteyhttp:/
