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1、)Introduction to SCM/Logistics SystemsEchon-LG 首席物流顾问师Gao YueminApril 23, 2002)AGENDAPART I. SCM IntroductionPART II. SCM for ManufacturingPART III. SCOR Model OverviewPART IV. SCM Case Study)qDefinition of SCM & Logistics qSCM ProcessesqWhy SCM?qSCM TrendsqSCM ArchitectureqSCM StrategyqValue of SCM
2、DefinitionProcessesValue of SCMWhy SCM?TrendArchitectStrategy“Navigation of SCM”PART I. SCM IntroductionAGENDA)Definition of SCM & LogisticsvLogisticsPart of the supply chain process that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related inform
3、ation from the point-of-origin to the point of-consumption in order to meet customers requirements local Optimum by Council of Logistics ManagementvSCMIntegration of key business processes from end user through original suppliers that provides products, services, and information that add value for c
4、ustomers and other stakeholders - global Optimum by The Global Supply Chain ForumSCM Logistics*from the viewpoint of general scope)SCM ProcessesPurchasingProductionWarehouseManagementSalesTransportationServiceManagementSupplierSupplierManufacturerManufacturerDistribution CenterDistribution CenterCus
5、tomerCustomerRetail OutletRetail OutletDemandPlanning/CollaborativePlanningSupplyNetworkPlanningProductionPlanning/DetailedSchedulingDeploymentVMI/CPFRGlobalATPCollaborativeSchedulingNetworkDesignSupply Chain StrategySupply Chain StrategySupply Chain StrategySupply Chain StrategySupply Chain Plannin
6、gSupply Chain PlanningSupply Chain PlanningSupply Chain PlanningSupply Chain ExecutionSupply Chain ExecutionSupply Chain ExecutionSupply Chain Execution)Why SCM? - IssuesCustomersUncertainty Information Distortion Propagated UncertaintySuppliersUncertainty Delivery, MFG Lead Time Quality, Transporta
7、tion, Labor UnionsIncreasingCustomerDemands Measured on responsiveness and consistent quality Mass customizationGlobalizationofCompetition Broadening of markets Emergence of new competitorsIncreasingDevelopmentCosts Need dramatic cost reduction Rapid development & shorted product lifecycleEvolutiono
8、fInformationTechnology Platform, Network, Internet, EDI, VPN, Database ERP, Integrated inter ProcessesTosurvive,Tosurvive,EnterprisesneedEnterprisesneedtoextendtoextendprocessestoprocessestocreatecreateefficientandefficientandeffectiveValueseffectiveValues)Why SCM? - Issuesv Enterprise Functional Si
9、los with Conflicting GoalsStableVolumeRequirementsLowPurchasePriceMultipleVendorsHighQuality&ProductivityFewChange-oversStableSchedulesLongrunProductionLowInventoriesLowTransportationCostQuickReplenishmentCapabilityHighinStockLowPriceHighServiceLevelRegionalStocksSOURCEMAKEDELIVERSELLPurchasingManuf
10、acturingDistributionCustomerServiceSalesBarrierBarrierBarrierbetweentradingpartners)Why SCM? - Dynamic of the Supply ChainCustomerDemandRetailerOrdersDistributorOrdersProduction PlantimeOrder SizeBullwhipEffectsManufacturerCustomerDistributorRetailerMoreDistortionLong Shipping Delays, Long Informati
11、on Delaysbuffersv Increasing Variability of Orders )SCM Trend - Collaborationv Collaborate for making Win-Win PlayersSupplierCollaborationDesignCollaborationDemandCollaborationBenefitofCollaborationGreatlyimproveddemandandsupplyvisibilityforbothpartiesShorterproductlifecyclesbasedonbetterforecastRed
12、ucedinventorylevelExceptiondrivenapproachfocusesonproblemitems)SCM Trend - c-Commercev Collaboration has extending to c-CommerceSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollabor
13、ationSupplierCollaborationDesignCollaborationDemandCollaborationtimeVisibilitye-CommercePeaksC-CommerceTakesRoot20001999199819902001 2002 20032004200620102005PublicizedE-FailuresInternetWBeginsBusinessDisillusionmentOptimizedE-BusinessPost-netBusinessTrue E-BusinessEmergesSource: 1997 PRTM ISC Bench
14、mark Study)SCM Trend - OptimizationvPursue to integrate with ERP, CRM and then finally be evolving to SCOSCPSCE)SCM Trend Supply Value NetworkSuppliersDistributorRetailerManufacturerv Make value network focused on Customer SupplierDistributorRetailerMFGSupplierDistributorRetailerMFGSupplierDistribut
15、orRetailerMFGCustomerSimpleNetworkDependencyRelationshipVertical&SequentialMultipleChannelNetworkHorizontal&FunctionalITSupportedCustomerOriented)SCM Trend Supply Chain EvolutiontimeCompanyValueIntegrationCollaborationAdaptivenessSource: SAP vSCM is evolving to meet the new business demands of the n
16、etworked economyEffectiveDemand&SupplyManagementExecutionExcellenceContinuousImprovementBusinessVisibilitythroughNetworkingFocusingoncoreCompetencyJointdecisionmakingwithkeybusinesspartnersReducetimetoValueFlexibilityandResponsivenessManagecoordinationacrossmultiplebusinesspartners)SCM Architecture
17、e-Business viewpointvConsists of three side of e-Business SCMDemand PlanningProcurementPurchasingDeliver SchedulingTransportation ConsolidationMaster Production SchedulingSupply Chain VisibilityStrategic SC SimulationHuman ResourceLegacyManufacturingWeb EDIXMLSecurity/CertificationElectronic MoneyBu
18、ySideSellSideEnterpriseSideDemand PlanningATP/CTPOrder ManagementCustomer Relation Managemente-Biz.)SCM Architecture Enterprise ViewpointvThe House of SCM has Business Strategy, Planning and ExecutionSupplyChainExecution)SCM StrategyCurrentCost/ServicePerformanceCurveReconfiguredCost/ServicePerforma
19、nceCurveSameServiceLowerCostBetterServiceSameCostBetterServiceLowerCostSERVICELEVELSHighLowLowHighCOSTWhatStrategic?Whattodo?PerformanceMeasure?vHow to drive in consideration of Cost, Time (Speed) and Customer Service Level)SCM Strategy - Manufacturing Delivery Lead TimeManufactureAssembleInventoryS
20、hipDelivery Lead TimeManufactureInventoryAssembleShipDelivery Lead TimeInventoryManufactureAssembleShipvMTS, ATO, MTOMake-to-StockResponsetodemandMassProductsAssemble-to-OrderPartspreparedtoorderCustomizedGoodsMake-to-OrderResponseafterdemandSpecificProducts)SCM Strategy - Manufacturing RIGIDMODULAR
21、IZEDPOSTPONEDFLEXIBLEvThe Types of Supply Chain areSupplierRetailerMFGMFG:Manufacturer (R Ernst,1999)SupplierRetailerMFGSupplierSupplierSupplierRetailerMFGRetailerRetailerSupplierRetailerMFGSupplierSupplierRetailerRetailer)SCM Strategy - Rigid vVertical Integrated Supply ChainRIGIDSupplierRetailerMF
22、G The low inbound modularization-The high degree vertical integrationThe low outbound postponement- The make-to-stock environment“TraditionalVerticalIntegratedSupplyChain”)SCM Strategy - ModularizedvMultiple Supplier to ManufacturerMODULARIZEDSupplierRetailerMFGSupplierSupplier The high inbound modu
23、larization-The highly decentralized outsourceThe low outbound postponement- The make-to-stock environment“ThemosttypicalSupplyChainStructure”)SCM Strategy - Postponed POSTPONEDSupplierRetailerMFGRetailerRetailer The low inbound modularization-The high degree vertical integrationThe high outbound pos
24、tponement- The make-to-order environment“TheStructureforthecustomizingofthefinishedproducttosatisfyspecificcustomerormarketdemand”vMultiple Retailers)SCM Strategy - Flexible vIntegrated Modularized and Postponed ModelFLEXIBLESupplierRetailerMFGSupplierSupplierRetailerRetailer The high inbound modula
25、rization-The highly decentralized integrationThe high outbound postponement- The make-to-order environment“Tomakevariouscomponentsandfinalproduct”)SCM Strategy - Postponements Ready for partial products, Assemble product after order receiving by decoupling pointResponsible ability to various orders,
26、 quantities of productsExample: National BikeDeliver to customer directly from distribution center when order receivedReduce retailers stocksExample : HP DeskJet Printer, Sears/GE Direct DeliverySimplifiedLogisticHandlingTracking/InformationProcessingInventoryManagementManufacturingPlanningValueRedu
27、cedMFGCostsReducedLogisticsCostsIncreasedCustomerSatisfactionStandardization and common used PartsProcess switching and decouplingExample : HP Network Printers Universal Power Supply, Benetton Sweaters Dyeing)SCM Strategy - Consolidation Trans2Trans1DistributionCenterOrderTransportationOrder1Order3O
28、rder2vGet rid of small and fragmented shipments by Integration of OrdersFunctionsIntegrateordertoshipmentsNeedhighleveloflogisticsinformationOrder,Stock,ValueReducedtransportationandlogisticscost)SCM Strategy Cross Dock D.CCrossDockInbound TruckApr 3, 2002Outbound TruckApr 34, 2002vImmediate product
29、 delivery from distribution center without time delayFunctionsIntegrateOrderCyclebetweenCustomerorderandReplenishmentorderGoodsspendatmost48HoursinDistributionCenterNeedafastandresponsibletransportationsystemValueAvoidedinventoryandhandlingcosts)SCM Strategy Deregulation vMake decision on Transporta
30、tion Service LevelCostCostTransportation ServiceTransportation ServiceBy RailBy RailBy TruckBy TruckBy AirBy AirInventory CostInventory CostTransportationTransportationCostCostTotal CostTotal CostService LevelPoint)SCM Strategy VMIVMSFINANCEMPSFINANCEInvoice via EDI(Billing Request)InvoiceVMIProcess
31、vSuppliers deliver parts or products to Inventory without any buyers informationOn timeParts DeliveryDelivera day/week)SCM Strategy JITvValues created through JITManufacturerReductionofLotSizeFrequent,ReliableDeliveryScheduleReduced,HighlyReliableLeadTimeConsistentlyHighQualityBothLongTermContractio
32、nTrustSharingofVisionSharingofBusinessMorecompetenceofplanningefficiencyMorecompetenceason-timesupplierSupplierManufacturerNon JITReduction Inventory CYCLEINVENTORYJIT WORKIN- PROCESS WORK IN-PROCESSWORKIN-PROCESSCYCLEINVENTORYSHIPPINGINVENTORYWORKIN-PROCESSOPERATIONALRESERVE)SCM Strategy CPFR Forec
33、astTablePromotionsTableItemTableForecastTablePromotionsTableItemTableManufacturerRetailerForecastDrivers InstockpositionFillRateConsumerDemandPriceChangesGrowthPlansDistributionChannelsJointForecastRetailerManufacturerForecastDriversCapacityOrderLeadtimeConsumerBehaviorProductAvailabilityPromotionsR
34、awmaterialsupplyJointBusinessPlanningGenerate joint forecastGenerate joint forecastDrive replenishmentDrive MRPCommonEventCalendarSharedDATAvCollaborative Planning, Forecasting and Replenishment)Value of SCM BenefitDemandForecastingMarketingSalesProductDevelopmentWarehousingTransportationInventoryMa
35、nagementPurchasingManufacturing246vPerceived benefits of SCM investmentsSource : Survey of Fortune 1000 companies )Value of SCM - ImprovementDeliveryPerformanceInventoryReductionFulfillmentCycleTimeForecastAccuracyOverallProductivityLowerSupply-ChainCostsFillRatesImprovedCapacityRealization16%28%Imp
36、rovement25%60%Improvement30%50%Improvement25%80%Improvement10%16%Improvement25%50%Improvement20%30%Improvement10%20%ImprovementSource: 1997 PRTM ISC Benchmark StudyvTypical Quantified Benefits from Integrating the Supply Chain Management)qSupply Chain Business ProcessesqBusiness StrategyqSupply Chai
37、n Planning (SCP)Demand Planning (DP)Supply Planning (SP)Demand Fulfillment (DF)qSupply Chain Execution (SCE) ProcurementManufacturingFulfillmentqCase StudyPART II. SCM for ManufacturingAGENDA)Definition of SCM in ManufacturingPlanSupplierCustomerCustomersCustomerSuppliersSupplierMakeDeliverSourceMak
38、eDeliverMakeSourceDeliverSourceDeliverInternal or ExternalInternal or ExternalYour CompanySourceSupply Chain is - Considered from Suppliers Supplier to Customers Customer - Related the flow of Material, Products, Service, and Information - Integrated process of Plan, Source, Make, Deliver, and Retur
39、nvSCM is the integration of key business processes including Plan, Source, Make, Deliver, and Return that optimizes the performance of total business chain and maximizes the profit from it ReturnReturnReturn)Scope of SCM in a Manufacturing Co.Local vendorConsolidation CenterLine 1Line 2LineNSub Line
40、ImportPortBondedStorageDistributionCenterDelivery yard (CSF/CY)OverseasSub LineCustoms clearance,Devanning, UnpackingAirportPort/AirportCustomerCusotmerStorageProcurementProductionDeliveryBuySideInSideSellSideForcedERPForcedSCM)Typical View of Supply Chain Business ProcessInfrastructureERPGenericBus
41、inessFunctionIndustrySpecificCoreFunctionSupplyChainPlanningProcurementManufacturingMarketing/Sales&ServiceDistributionR&D Financial Mgmt.CRMHRMktg. & SalesCustomer SVCSCMProcurementLogisticsMESCSM)SCM StructureSupplyChainExecutionvSCM Structure consists of the three key elements : Strategy/Planning
42、/Execution)Business StrategyBusinessGoalCritical Success FactorsCritical Success Factors& &Key Performance IndicatorsKey Performance IndicatorsPriceOn-Time DeliveryQuick ResponseFlexibilitySupply ChainCostLead TimeDue-dateSatisfactionCustomerService IndexUtilizationSCM StrategySCM GoalSupply Chain P
43、rocess Re-engineeringBenchmarkingBest Practice AnalysisvBusiness Strategy defines SCM Strategy and Goal to accomplish Enterprise Biz Goal and determines CSF and KPI for that)Supply Chain Planning - PhasesStrategicTacticalOperationalStrategicBusinessPlanningSupplyChain/NetworkDesign&SimulationProfitO
44、ptimization(Price&RevenueOptimization)DemandPlanningSupplyPlanningDemandFulfillmentMasterPlanningDistributionPlanningInventoryPlanningMulti-tierCollaborationPlanningAllocationPlanningATP/CTPOrderPromisingSalesOrderStatistical/AnalyticalForecastingForecastAggregationForecastAllocationConsensusForecas
45、tingManufacturingPlanningSchedulingProductionPlanningCapacityPlanningMaterialReq.PlanningSchedulingSequencingvSCP phases can be categorized into Strategic, Tactical, and Operation depending on the time frame over which the decisions are made)Supply Chain Planning Key ProcessesvSCP Key Processes cons
46、ist of Demand Planning, Supply Planning, and Demand FulfillmentDemandFulfillmentDemandFulfillment(DF)SupplyChainPlanner(SCP)Supply PlanSupplyReservationSupplyPlanningDemandManagement(DP)ForecastSupplyAllocationDemandPlanningFactoryPlanner(FP)SupplyRequestPromiseProvidesreliabledemandforecastinformat
47、iontoallplanningactivitiesinsupplychainEstablishesoptimizedsupplyplanningafterconsideringconstraintsbasedontheforecastinformationMeetsorexceedscustomerneedsandreducestotaldeliveredcosttocustomerbasedonthesupplyplanningSCPProcessSCPSolutionDP : Demand PlannerDF : Demand FulfillmentSCP Supply Chain Pl
48、annerFP : Factory Planner)Supply Chain Planning Demand PlanningCapabilitiesValuesStatistical Forecast (over 20 methods)Top down / Bottom up PlanningProduct Lifecycle PlanningEvent-driven PlanningSeasonal / promotion factorsPrice factor .Multi - Dimension view & Forecasting Product / Seller hierarchy
49、Consensus PlanningvTo develop an accurate and reliable view of market demand by identifying market trends and predicting changes in customer preferencesIncrease of Forecasting Accuracy through consensus forecastingIncrease of Customer Satisfaction and Production StabilizationDecrease of finished goo
50、ds inventory)Supply Chain Planning Supply PlanningCapabilitiesValuesInventory PlanningConstraint-based concurrent planningCapacity, Material, Customer Priority Problem-driven PlanningTime-phased PlanningCapacity, Routing, BOM .Strategy-driven PlanningWhat if simulationDistribution PlanningvTo ensure
51、 that the enterprise is prepared to meet the forecasted demand by generating a constrained and optimal supply planProfit maximization through effective inventory/supply/material plan Increased resource utilization through multi plants allocationReduced WIP, finished goods, and cycle timeIncrease of
52、global visibility)Supply Chain Planning Demand FulfillmentCapabilitiesValuesOrder capturing (including configuration)Order quotation & confirmationOrder schedulingBacklog managementOrder trackingPre allocation of limited supply to preferred sales channels / customersReal time evaluation of opportuni
53、ty cost to serve additional demandvTo provide fast, accurate, and reliable delivery commitments to customer orders, and to manage these commitments in a profitable wayIncreased Customer Satisfaction through accurate ATP (Available To Promise) Increased Order Fulfillment Accuracy and Customer Service
54、 Reduced ATP Lead Time)Supply Chain Planning Component Supplier Mgmt.CapabilitiesValuesSupports component selection, alternatives selection, reuse, reduce part counts, and part access Drives part consolidationCentralizes commodity procurement and supplier managementCoordinates system access to purch
55、ased and designed componentsFeeds part information to CAD, PDM, ERP, etc.vTo manage components and suppliers for purchased components and support coordination of activities between engineering and procurementBenefits to a Development EnterprisesReduced in part creation and warranty costsProvided bet
56、ter reuse of designs and partsImproved ability to offer product varietyBenefits to a Purchasing OrganizationManaged purchased components and other materialManaged suppliers (Strategic Procurement Practices)Supply Chain Execution - Procurementve-Procurement is the closed-loop process from purchase re
57、quisition to payment through the internete-ProcurementChaine-ProcurementChainSelect itemApprovePurchaseorderSupplierFulfillmentSubmitOrderReceiveTransportDeliverPayRequestpurchaseSource : “e-Business- Roadmap for Success”, Kalakota R. et al, Addison Wesley, 1999INTERNET)Supply Chain Execution - Proc
58、urementProcurementFrameworkProcurementFrameworkStrategicItemsPurchaseCategoryPurchaseCategoryCommoditizedItemsCapitalProject&RelatedCostNon-directMaterial/ServiceOwninternetprocurementsystemB2BVerticale-MarketplaceB2BHorizontalMROBuyingHub Secure Secure two-way two-way communication communication ch
59、annel channel with supplierswith suppliers Open Open procurement procurement system system such such as as auction, biddingauction, bidding Item Item standardization, standardization, procurement procurement process automationprocess automation Consider Consider exclusive exclusive web web site site
60、 for for subsidiaries onlysubsidiaries only AutoXchange(FordAutoXchange(Ford), ), TradeXchange(GMTradeXchange(GM), ), WorldpartsWorldparts, ENX, etc, ENX, etcStrategic core materialNon-standard materialStandardizedraw/sub materialCustomer MROIndustry specificOffice suppliesIT suppliesBusiness travel
61、vWell developed Procurement Strategy is a must to maximize potential benefits )Supply Chain Execution - MESOutboundLogisticsISProduction / Process StatusSupplierInternetVANProductDistributionComponentSupplySchedulingProduction ScheduleERPAPSTQMPDMQuality DataProduct OutInternetOTS/CRMBuyer/CustomerS
62、hopFloor OTS:Order Tracking System APS:Advanced Planning System TQM: Total Quality Management CRM: Customer Relationship Management ERP:Enterprise Resource Planning PDM:Product Data Management CMMS: Computerized Maintenance Management SystemCMMSMaterialHandlingProcessesFinalAssemblyQualityControlMat
63、erialHandlingMESDispatchingQualityManageProcessMPerformanceAnalProductTrackingResourceAllocat.DocumentControlDataCollectionMaintenanceMLOT#01vMES delivers information that enables the optimization of production activities from order launch to finished goods)Supply Chain Execution - MESvMES bridges t
64、he planning layer and the control layer MESPlanning LayerManufacturing Planning System(ERP)Control LayerPlant Floor Device Control System(MMI/SCADAPLC)WhattoBuildHowtoBuild&LaborInstructionsWhattoBuildInstructionsDeviceManipulationControlsInput/OutputSensorValvesWhatwasBuilt&LaborResourcesWhatwasBui
65、ltOperationResultsOperationStatus,PeopleDevices)Supply Chain Execution - MESvMajor Functions of Manufacturing Execution SystemOperations/DetailSchedulingDispatchingProductionUnitsPlanProductionProcessQualityProcessManagementProductTracking&GenealogyResourceAllocationandStatusDocumentControlDataColle
66、ction&AcquisitionLaborManagementMaintenanceManagementQualityManagementPerformanceAnalysis)Supply Chain Execution - QMSvQuality Management System focuses on continuous improvement that leads to higher quality and better customer support whether internal or external to the organization with integratio
67、n of quality information.FeedbackMarketQualityDomestic Quality Export QualityQualityAnalysisDevlop.Qual.PDMTestInformationTest DataR&DManufacturingMarketAnalysisQuality AnalysisProcurementQualityMgt.QualityInformationProcessing/ShippingQualityProcessing &Shipping IQCLQCOQC)Supply Chain Execution - F
68、ulfillmentWarehouseManagementTransportationManagementInv. Mgnt.Input/output MgntLocation MgntAutomatic Rep.Supplier Hub MgntPicking & PackingStagingDock MgntLoad Planning Routing and Scheduling Resource MgntLoad BookingAfter-loading MgntTracking and TracingRatingFreight PaymentDecision Support(Dynam
69、ic Routing, Dynamic Sourcing, etc.)Supply Chain Visibility(Real time inventory Visibility,Exception detection and alerts, etc.)Order ManagementComplex Orders TreatmentPricing & Revenue OptimizationOrder PromisingOrder ConfigurationOrder Tracking & MonitoringASN & InvoicingvFulfillment consists of Or
70、der Management, Warehouse Management (WMS) and Transportation Management (TMS)Supply Chain Execution - WMSTransportationSupplyWarehouse Management SystemsWarehouse Management SystemsCustomerLocalVendorsImportShipping Item Info.ASN DataReceiving results dataConsolidationCenter Receiving Unloading / D
71、evanning InspectionSupplierRackOKNO : Return Put away PickingStorage Area Packing ShippingReplenishment ProcessOrder Fulfillment Process)Supply Chain Execution - WMSReceivingAppointment SchedulingScheduled & Unscheduled ReceiptsAdvanced Shipping NoticesCross DockingHold & Exception ManagementReturns
72、 Processing StockingDemand Based StockingUser Requested Stocking)Supply Chain Execution - WMSWave & Pick PlanningOrder, Wave & Batch PickingPick Ship & GroupingPicking By LotPicking By HoldPick via RFPick via Pick ListFulfillment ReportingABC Analysis Visualized Location StatusPerformance ReportingO
73、rder Mgmt.Operation Mgmt.AdjustmentsAlternate Item SubstitutionCube & Price Value TrackingCycle CountingHolds & Reservations Multiple Inventory Owners, Multiple WarehousesMultiple Item ConfigurationsTrack Multiple Items Per Pallet, Carton & LocationInventory Mgmt.)Supply Chain Execution - WMSDirecte
74、d & Manual Put-awayGlobal Location MaintenanceSupport Multiple WarehousesRandom, Zoned & Assigned Locations Storage Capacity OptimizationYard ManagementRe-WarehousingFacility ReportingFacility Mgmt.)Supply Chain Execution - WMSTruck / Dock Maintenance Transportation Management Systems IntegrationShi
75、pping Documentation Compliance Labels Packing ListsManifests RF Directed Truck LoadingShipment ReportingShipping)Supply Chain Execution - TMSnComponents - Transportation analysis - DBMS for Transportation Information Management - Information share channel - Transportation Audit - Carrier-Shipper Rel
76、ationship nFunctions - Freight Order Management - Transportation Planning - Routing & Scheduling - Mode Selection - Shipment Consolidation - Freight Billing & Payment - Network Modeling Components/FunctionsSnapshot&TMSImageSupplierCustomerSupplierSupplierManufacturerCustomerCustomer Snapshot TO-BEIm
77、agevTransportation Management System (TMS) determines the optimal methods to move raw parts from suppliers and to move products to final customers )Case Study - GEGESupplierInformationAcquis.INTERNETProcurementPlanBiddingSupply PlanConfigurationofTPNBiddingPreparationEvaluation & Supplier Selection
78、Procurement Plan & Process Confirm. Bidding Notice R&D Sales&Mkt. Distri-bution CSSuppliersCustomerValueChainProcurement* TPN:Trading Process NetworkReduced sourcing timePurchase after comparisonReduced purchase costReduced procurement processing costImprovement of relationship with suppliersvGE con
79、structed a web-TPN* on which procurement information can be shared with part suppliers, and on-line integration of procurement processes is realizedBiddingApplication Manufac-turingBenefitBuyerReduced marketing costImprovement of efficiency of sellingReduced selling cycleReduced selling cycle timeIm
80、provement of relationship with buyersSeller) Case Study - CiscoConfigurationofCCO R&D Sales&Mkt. Distri-butionCSSuppliersCustomerValueChainReduction of order errorsQuick order processingImprovement of order safety24hrs order via internetMonitoring of order status with sharing order status informatio
81、nEasiness of estimation of delivery time and costImprovement of customers satisfaction through Interactive communicationvCisco improved the efficiency of business between Cisco and customers with bi-communicational CCO* through which order processing and technical customer services are provided. Man
82、ufac-turingBenefitSupplier&CustomerTechnicalSupportOrder,SellingCCOOrderOn-line orderConfiguration & PricingProviding tech. support toolsProcurementDept.Order CheckSuppliersOrder statussharing Order statussharing CustomersCiscosDBShip.DateUpdate) Case Study - DellConfigurationofCCO R&D Sales&Mkt. Di
83、stri-butionCSSuppliersCustomerValueChainIncreased saleReduced marketing costIncreased customer satisfactionImproved response to customersImproved inventory controlvDell Computer constructed Premier Page targeted on valuable customers on which One-to-One marketing is availableManufac-turingBenefitSel
84、ler&CustomerTechnicalSupportOrder,SellingProduct Info.ConstructionofcustomizedPremierpagetargetingonmaincustomersConfigurationInfo.ACo.BCo.SuppliersMgt.SiteOrder Info.Order Info.Product Info.DeliveryCenter) Case Study Federal ExpressConfiguration R&D Sales&Mkt. Distri-butionCSSuppliersCustomerValueC
85、hainReduction of employees for pick-up, call center, and order inputAutomation of repeatable manual processDevelopment of new business opportunities99% on-time deliveryImprovement of customer servicevFederal Express uses internet and GPS to relay the shipping information more quickly and precisely t
86、o customersManufac-turingBenefitSeller&CustomerFedExSupplierWarehouseCustomsClearanceRetailerOrder and inquiry about shipping informationServerNetworkInternetTracking shipment, requesting pick-up, and searching drop-off point Monitoring service statusDistributionStatusOrder) Case Study BoeingConfigu
87、ration R&D Sales&Mkt. CSSuppliersCustomerValueChainImprovement of productivityImprovement of customer serviceCost savingsvBoeing constructed PART Page on which customers can purchase parts, and order status check and technical information share are possibleManufac-turingBenefitSeller&CustomerDistrib
88、utionStatusOrder Distri-butionOrderCustomerPurchaseDept.BoeingPart OrderBeforePartPageMonitoring inventory, price,order, and order statusCustomer service, Q&ABOLD(BoeingOnLineData)Tech. info. Repair Info, manual, and catalogue AfterBoeingparts distribution) Case Study WhirlpoolConfiguration R&DSales
89、&Mkt. CSSuppliersCustomerValueChainService cost reduction and improvement of customer satisfaction Lists of information provided to customersProblem SolverNew Product InfoAppliance DoctorOrder Parts & AccessoriesInteractive Shopping Assistant, etc.Lists of information obtained from customersProduct
90、RegistrationTime Saving ShopperNeeds SurveyE-Mail FeedbackParts Sales HistoryvWhirlpool constructed Interactive Channel on internet home page to provide product information to customers and collect customer informationBenefitSeller&CustomerDistri-bution Manufac-turingServiceSupportOrder,SellingProcu
91、rementCustomersServiceCenterSelling partsSelf diagnosis serviceDetail informationInternetSpec./Dimension Info.) Case Study HPConfiguration R&DSales&Mkt. CSSuppliersCustomerValueChainRealized synergy effect with sharing knowledge & information between DivisionsReduced learning cost and time by easy s
92、earch of the sources Constructed knowledge infra within HP Supporting decision making with accumulated knowledge and simulationvHP performed Knowledge Management Project with web-based intranet technique and Groupware to integrate dispersed enterprise information and to make it user friendlyBenefitS
93、eller&CustomerDistri-butionManufac-turingKMKnowledgeManagementSeminars&Edu.ExpertNetwork(Connex)Newprod.dev.DealersupportProductdev. Inf.CompetitorinformationInternationalmarketinginformationInquirySupportSearchInformationDealerCustomerConnectiontopersonalhomepageKnowledgeDBKnowledgeDBKnowledgeDBKno
94、wledgeDBInquirySupportWeb)Case Study Summary R&DR&D DistributionDistribution SuppliersSuppliersCustomerCustomerAdvancedOrganizationse-BusinessApplicationAreaSales &Sales &MarketingMarketingManufacturingManufacturingOrder/SellingKnowledgeManagementvThe common sense of best cases is that e-Business is
95、 fully applied as a new business format and the application area of e-Business is not limited. OrderProduction/OrderTransportation/OrderManagementOrder/Selling/Transportation/Tech.SupportTechnicalSupportProcurementDirectSelling/Tech.SupportOrder/SellingTech.SupportCustomerCustomerServiceService)PART
96、 III. SCOR Model OverviewAGENDA pSupply chain management - the state of the practicepThe Supply Chain CouncilpThe Supply Chain Operations Reference Model and its ImplementationpGetting Results )SCM Improvement - Companies Continue to InvestnBased on a survey of Fortune 1000 companies conducted by Lo
97、ckheed Martin and Penn States Center for Logistics Research (with assistance from AMR Research and CGR Management) Approximately 33% of the respondents indicated they were engaging in SCM improvements in 1995. 64% were making improvements in 1997. 45% of respondents believe they will be making SCM i
98、mprovements in the each of the next three years “Leading” companies showed a pattern of continued investment in SCM Improvements)CostsMarketShareSalesVolumeGrowthRateCustomerSatisfactionProductQualityTimetoMarketProfitsnn Important drivers are customer satisfaction and profits.Strategic Objectives o
99、f SCM)CompletedCompleted9%45%46%10%43%47%BelowOnOver4%51%45%3%56%41%23%49%28%AboveMetBelow16%48%36%InProcessInProcessScheduleScheduleScheduleBudgetBudgetBudgetExpectationsExpectationsExpectationsEarlyOn-timeLateSCM Project Success is Uncertain)TheSCCisanindependent,not-for-profit,globalcorporationwi
100、thmembershipopentoallcompaniesandorganizationsinterestedinapplyingandadvancingstate-of-the-artsupply-chainmanagementsystemsandpractices.Over400CompanyMembers(Practitioners,Vendors,Academics)Widerangeofindustries(Manufacturers,Distributors,Retailers)ChaptersinEurope,JapanandKoreawithpetitionsforaddit
101、ionalchapterspending.Over30newmemberspermonthTheSupply-ChainCouncil(SCC)hasdevelopedandendorsedtheSupplyChainOperationsReference-model(SCOR)asthecross-industrystandardforsupply-chainmanagementTheSCCwasorganizedin1996byPittiglioRabinTodd&McGrath(PRTM)andAdvancedManufacturingResearch(AMR),andinitially
102、included69voluntarymembercompaniesSupply-Chain Council )SupplierPlanCustomerCustomersCustomerSuppliersSupplierMakeDeliverSourceMakeDeliverMakeSourceDeliverSourceDeliverInternalorExternalInternalorExternalYourCompanySourceSCOR is founded on five distinct management processesReturnReturnReturnPlanPlan
103、)Process reference models integrate the well-known concepts of business process reengineering, benchmarking, and process measurement into a cross-functional frameworkQuantifytheoperationalperformanceofsimilarcompaniesandestablishinternaltargetsbasedon“best-in-class”resultsBenchmarkingCharacterizethe
104、managementpracticesandsoftwaresolutionsthatresultin“best-in-class”performanceBestPracticesAnalysisProcessReferenceModelCapturethe“as-is”stateofaprocessandderivethedesired“to-be”futurestateBusinessProcessReengineeringCapturethe“as-is”stateofaprocessandderivethedesired“to-be”futurestateQuantifytheoper
105、ationalperformanceofsimilarcompaniesandestablishinternaltargetsbasedon“best-in-class”resultsCharacterizethemanagementpracticesandsoftwaresolutionsthatresultin“best-in-class”performanceWhat is a process reference model?)#LevelSchematicComments1234ConfigurationLevel(ProcessCategories)ProcessElementLev
106、el(DecomposeProcesses)PlanDeliverMakeSourceAcompanyssupplychaincanbe“configured-to-order”atLevel2fromapproximately17core“processcategories.”Companiesimplementtheiroperationsstrategythroughtheiruniquesupplychainconfiguration.Companies“finetune”theirOperationsStrategyatLevel3Level3definesacompanysabil
107、itytocompetesuccessfullyinitschosenmarketsandconsistsof:ProcesselementdefinitionsProcesselementinformationinputsandoutputsProcessperformancemetricsBestpractices,whereapplicableSystemcapabilitiesrequiredtosupportbestpracticesSystems/toolsbyvendorImplementationLevel(DecomposeProcessElements)Companiesi
108、mplementspecificsupply-chainmanagementpracticesatthislevelLevel4definespracticestoachievecompetitiveadvantageandtoadapttochangingbusinessconditionsSupplyChainOperationsReference-modelTopLevel(ProcessTypes)Level1definesthescopeandcontentfortheSupplyChainOperationsReference-modelHerebasisofcompetition
109、performancetargetsaresetNotinScopeDescriptionBalance Production Resources withProduction RequirementsEstablish DetailedProduction PlansIdentify, Prioritize, and AggregateProduction RequirementsIdentify, Assess, and AggregateProduction ResourcesP3.1P3.3P3.4P3.2SCOR Contains 3 Levels Detail)CustomersS
110、uppliersP1 Plan Supply ChainPlanP2 Plan SourceP3 Plan MakeP4 Plan DeliverSourceMakeDeliverS1SourceStockedProductsM1Make-to-StockM2Make-to-OrderM3Engineer-to-OrderS0SourceInfrastructureM0MakeInfrastructureD0DeliverInfrastructureD1DeliverStockedProductsD2DeliverMTOProductsP0 Plan InfrastructureS2Sourc
111、eMTOProductsS3SourceETOProductsSupply Chain Operations Reference Model (SCOR) - Process DefinitionD3DeliverETOProducts)SCORLevel1OperationsStrategyAnalyzeBasisofCompetition1SCORLevel2ConfigureSupply-Chain2Intra-CompanyConfigurationInter-CompanyConfigurationSCORLevel3AlignPerformanceLevels,Practices,
112、andSystems3SCORLevel4ImplementSupply-ChainProcessesandSystems4Intra-CompanySupply-ChainImprovementsInter-CompanySupply-ChainImprovementsIntra-CompanyProcess,Practice,andSystemConfigurationElementsInter-CompanyProcess,Practice,andSystemConfigurationElementsSCOR Methodology: Applied in Four Steps)SCOR
113、 Level 1Supply-Chain ManagementAssetsDeliveryPerformance/QualityCostFlexibility & ResponsivenessDeliveryperformance Orderfulfillmentperformance Fill rateOrder fulfillment lead timePerfectorderfulfillment Supply-chainresponsetime Productionflexibility Totallogisticsmanagementcost Value-addedproductiv
114、ity Warrantycostorreturnsprocessingcost Cash-to-cashcycletime Inventorydaysofsupply Assetturns Customer-FacingInternal-FacingLevel 1 Performance Metrics)Analyze Basis of Competition Supply Chain Scorecard - RepresentativeSupplyChainScorecardv.3.0Performance Versus Competitive PopulationOverviewMetri
115、csOverviewMetricsSCORLevel1Metrics ActualParityAdvantage SuperiorDeliveryPerformancetoCommitDate50%85%90%95%FillRates63%94%96%98%EXTERNALDeliveryDeliveryPerformance/Performance/QualityQualityPerfectOrderFulfillment0%80%85%90%OrderFulfillmentLeadtimes7days7days5days3daysFlexibility&Flexibility&Respon
116、sivenessResponsivenessProductionFlexibility45days30days25days20daysTotalLogisticsManagementCosts19%13%8%3%INTERNALCostCostWarrantyCostNANANANAValueAddedEmployeeProductivity)$122K$156K$306K$460KInventoryDaysofSupply119days55days38days22daysAssetsAssetsCash-to-CashCycleTime196days80days46days28daysNet
117、AssetTurns(WorkingCapital)2.2turns8turns12turns19turns)Configure Supply Chain Geographic Map - SampleManufacturingWarehouseWarehouseWarehouseWarehouseOtherSuppliersTexasSupplier(D1)(S1, D1)(S2, M1, D1)(D2)(S2)(D1)S1=SourceStockedMaterialM2=Make-to-OrderM1=Make-to-stockD2=DeliverMake-to-OrderProducts
118、)AlphaRegionalWarehouseALPHAConsumerRMSuppliersP1P1P1P2P4P3P4S1D1S2P2P2P3P4M2S2D2M1D1S1S2D1M1TexasRMSupplierKeyOtherRMSuppliersConfigure Supply Chain Thread Diagram)SupplierOnTimeDeliveryto97%SourceCycleTime90to1dayMaterialAcquisitionCost3.2%to2.2%$32Mto$22MRMDaysofSupply72to15days$107Mto$22MP1Sched
119、uleAchievementto97%MakeCycleTime30to3daysUnitCostWIPDaysofSupply17to25days$26Mto$37MFaultlessInvoicesto97%OrderManagementCycleTime1dayOrderManagementCost11.3%to9.3%$113Mto$93MFinishedGoodInventory30to15days$44Mto$22MDaysSalesOutstanding107to55days$292Mto$151MP2P4P3Integrated Level 2 Metrics)SCOR Imp
120、lementationsThinking is easy, acting is difficult, andto put ones thoughts into action is themost difficult thing in the world. GoetheMajorityofcompaniesadoptSCORmethodology-“topdown”strategictotacticalFollowingtop-downassessmentandplanning:Lookfor“low-hanging”fruitDevelopincrementalapproachforimpro
121、vementsSome“enter”ModelatLevel2MostcompaniesfocusontheirownenterpriseBaselineprocessesandperformanceDevelopstrategiesforinter-enterpriseinitiatives)Plan,development,andformationofacompanytosupportanewproductline(Complete)Re-engineeringofsupplychainprocessesforacorporation(7divisions)based-(Inprocess
122、)ImplementationofSCORprocessescorporate-wideLevel1MetricsusedasexecutiveevaluationcriteriaRe-organizationoflogisticsgroupsintoPlan,Source,Make,Deliver(Complete)SCOR Projects Major Representative)SCOR Projects - ModestDevelopment of sourcing and customer service contract instruments, strategies, and
123、systemsVendor Managed InventoryContinuous ReplenishmentDevelopment / coordination of advanced planning system capabilitiesCollaborative Planning and ForecastingRationalization of SKUs)% of Revenue5.87.16.76.16.512.213.111.310.310.911.57.002468101214ComputersIndustrialTelecomChemicalsPackagedGoodsOve
124、rallBest-in-Class97Average97Source: PRTMs 1997 Integrated Supply-Chain Benchmarking StudyTotal Supply-Chain Management CostTotal Supply-Chain Management CostBest-in-class companies have an advantage in total supply-chain management costs (3% 6% less in revenue)Superior Performers spend less on Suppl
125、y Chain ManagementSuperior Performers spend less on Supply Chain Management)Definition: Order fulfillment lead time is from customer signature to customer order receipt/installation, including order entry, manufacturing time, and shipment time 911930424037104141028302728801020304050ComputersIndustri
126、alTelecomOverall-DiscreteManufacturers3925624882250123456789ChemicalsPackagedGoodsOverall-ProcessManufacturersBIC 96Average 96BIC 97Average 97Order Fulfillment Lead Time Make-To-Stock ProductsCalendarDaysCalendarDaysOrder Fulfillment Lead Time All ProductsOrder fulfillment lead times were reduced 25
127、% 35%)PART IV. SCM Case StudyAGENDA ezLOG Solution FrameworkezMES Solution FrameworkSupplyChainPlanningSupplyChainPlanning LG Electronics GSCMSupplyChainExecutionSupplyChainExecutionLG Electronics Service Parts WMS(D/C)LG Micron WMS(In-plant)LG Philips LCD P1/P2/P3/Module MESDHL Korea TMSLG Group e-
128、Procurement (MRO)SupplyChainSupplyChainSolutionSolution)SC Solution - ezLOG Solution Framework(Business)CustomerSupplierFront-endSystemPlatformWMSTMSCustomer Customer Relationship Relationship ManagementManagementPaymentPaymentWeb-based Order EntryWeb-based Order EntryCustomer ServiceCustomer Servic
129、eSales & MarketingSales & MarketingGlobal In-Transit Inventory VisibilityGlobal In-Transit Inventory VisibilityGlobal Tracking & TracingGlobal Tracking & TracingException-based AlertsException-based AlertsSecuritySecurityPerformance AssessmentPerformance AssessmentLogistics OptimizationLogistics Opt
130、imizationMobile CommerceMobile CommerceITNetworkInfrastructureInventory Inventory MgmtMgmtTransportation Transportation PlanningPlanningReturns Returns HandlingHandlingAS / RS AS / RS ControlControlEquipment Equipment ControlControlCross DockingCross DockingBillingBillingOrder MgmtOrder MgmtCommunic
131、ateCommunicateXML / EDIXML / EDIRoutingRouting& Scheduling& SchedulingShipment Shipment ConsolidatioConsolidation nFreight Billing Freight Billing & Payment& PaymentMode Mode SelectionSelectionNetwork ModelingNetwork ModelingFreight Freight Order MgmtOrder MgmtERPSCPMESPDMe-MarketPlaceITNetworkInfra
132、structurevThe ezLOG is a WMS&TMS Solution of LG CNS)SC Solution - ezMES Solution FrameworkPlanningLevelFieldDevicesPLCERPSCMSales & ServiceProduct DesignWorkOrderTrackingRF-IDBarcodeScannerBasicFunctionWorkDirectionDetailedWIPTrackingEquipmentStatusMonitoringMESSRSPartsDispatchingTraceabilityStampin
133、g,etcProcess4Process3Process2Process1QualityControl&Mgt.ControllevelExecutionlevelReal-Time Data Collection & Operation ManagementAutoWarehouseControlvThe ezMES is a MES Solution of LG CNS)Case Study - LGE GSCM (Jan.1999 July.2001) vImplementing e-collaborative Supply Chain Solution at LG Electronic
134、s PC Division.LGElectronicsInc.Korea:35,500Overseas:21,100EmployeesSalesSubsidiaries:31BranchOffices:65GlobalNetworkKorea:13Overseas:29ManufacturingLocationsKorea:24Overseas:4R&DLabs(InclusiveofLGIC)Case Study - LGE GSCM (Jan.1999 July.2001) vRequirementsfromBigOEMBuyersInformation Sharing via EDIAv
135、ailable To Promise & Commit within 48HoursWhat-if Simulation for Order ChangesFlexible BTO/CTO CapabilityReliable Business & Information Systems (ERP System, Bar Code Controlled Shop Floor Systems)vBusinessSystemSituationsLack of Usage in Legacy System Manual ProcessFrequent Meetings to Share Inform
136、ationInefficient Operations with Lack of Essential DataLimited Response to Customer RequirementsvITInfrastructureSituationsInadequate Systems for Rapid Business ChangesLong Lead Time & Slow OperationLack of Data Accuracy)Case Study - LGE GSCM (Jan.1999 July.2001) ResponsivenessforCustomerRequirement
137、StreamlinedSpeedySupplyChainGlobalSupplyChainVisibility&Intelligencee-CollaborationwithBusinessPartnerse-BusinessCapabilitiesvOur Goals were.)Case Study - LGE GSCM (Jan.1999 July.2001) SuppliersOracleERPOEMCustomersCustomersLGEKMSLGEKMSSearchAgentProject CoPMarketingNetworkingTechnologyDesign CU Sup
138、er A CU Super A Web(32/190)Super A Super A . .- .- Tea Meeting 14 . () As-Is _V1.0Biz Issue _.1999. 12. 06 12. 11LINK Project Room .LGEKMSLGEKMSSearchAgentProject CoPMarketingNetworkingTechnologyDesign CU Super A CU Super A Web(32/190)Super A Super A . .- .- Tea Meeting 14 . () As-Is _V1.0Biz Issue
139、_.1999. 12. 06 12. 11LINK Project Room .LGEKMSLGEKMSSearchAgentProject CoPMarketingNetworkingTechnologyDesign CU Super A CU Super A Web(32/190)Super A Super A . .- .- Tea Meeting 14 . () As-Is _V1.0Biz Issue _.1999. 12. 06 12. 11LINK Project Room .B2BGPM*IPSE-MarketplaceCRMFPG_PSIBTO/CTO*OTSB2CE-Cat
140、alogECB2BEDI/Web-EDI*CIS*E-MarketplaceCollaborationwithSuppliersCollaborationwithCustomersSpeed-UpSupplyChainResponsivenessBTO/CTO(BuildToOrder/ConfigureToOrder)GPM(GlobalProcurementManager)IPS(InternetPurchasingSystem)G_PSI(GlobalProduct/Sales/Inventory)OTS(OrderTrackingSystem)CRM(CustomerRelations
141、hipMgmt)CIS(CustomerInformationSystem)MES(ManufacturingExecutionSystem)TerminologiesMES*vOverall Image is )Case Study - LGE GSCM (Jan.1999 July.2001) vImplementation Roadmap is OnlyCapacityLegacy99.1099.100.8Capacity&MaterialOracleERPOrderCommitRhythmlinkOracleERP(BTO/CTO)PushStillPushPullForecastCo
142、mmitForecastCommitForecastCommitCapacity&MaterialPlanningDBOracleListnerIn-houseManufacturingMethodRhythmlinkOracleListnerRhythm FactoryPlannerInterfaceSolutionTransactionMaster DataSystem00.1001.6)Case Study - LGE GSCM (Jan.1999 July.2001) vSolution Integration at PC DivisionForecastShipNoticeCapac
143、ity&MaterialOrderEntryOrder/CommitOrderCommitBarcodeConfigurationBOMInventoryShop Floor Control (MES)Oracle ERPEDINTServerForecastCommitFCST&CommitRHYTHM Factory PlannerPurchasingWIPConfiguratorShippingRHYTHMLinkUnixApplicationServer)Case Study - LGE GSCM (Jan.1999 July.2001) NewForecastCommittedFor
144、ecastCandolatenessSalesOrderFirmForecastCommit(ATP)ProductionPlanConsumedFCSTMaster ScheduleProduction PlanningOrder CommitEDIForecastOrderCommitCommitDemandForecastSalesOrderDemandDemandCandolatenessFPFPFPvForecast/Order Commit Process)Case Study - LGE GSCM (Jan.1999 July.2001) vBTO/CTO Process at
145、PC Division (Customer Order Driven Production)OEM(LG)Order confirmation& Delivery commitAppleCustomerShip notice/InvoiceBTO/CTOForecastingOracleERPRhythmFPOrder(via WEB,Tele)CarrierDirectShipOrdertrackingATPInformationDdayForecast(via WEB or email)Customer notification of shipmentPOD+5DeliverySuppli
146、erSupplyDeliveryCommitFunctionsModularDesignModularForecastingReal-TimesimulationOrderEntryConfiguratorOrderTracking(via EDI)D+2P/OAPS(AdvancedPlanningSystem)ATP(AvailableToPromise)TerminologyD+1D+0)Case Study - LGE GSCM (Jan.1999 July.2001) vBenefit SummaryvQuantitativeResponse(Order Commit) Time R
147、eduction: +6 Days Within 1 DayPlanning Cycle Time: 1 Week 1 DayOrder to Ex-factory Turn Around Time Reduction: 1 Week 2 DaysRaw Materials & WIP Reduction: 20% 30% (Estimated)vQualitativeImproved On-time DeliveriesAccurate & Reliable Order Commitment by Utilizing DDQIncrease Throughput by Optimized S
148、cheduling and SequencingProblems Can be Solved Before Occurred Through Visibility on Manufacturing Process)Case Study - LGE D/C WMS (May. 1999 Apr. 2000)ConfigurationInventory ServerRF SystemBarcode SystemService Agency NetworkEquipment (Rack, Rotary Rack, DPS,Conveyor)FunctionScheduled & Unschedule
149、d ReceiptsAdvanced Shipping NoticeReturns ProcessingDemand Based RestockingUser Requested RestocksWave/Pick PlanningOrder, Wave and Batch Picking via RFFulfillment ReportingZone A (DPS)ReceivingArea14523OfficeZone B (R/R)Zone DZone CShippingAreaZoneDZone GBulkyZoneSortingAREA33vLG Electronics Servic
150、e Parts Distribution Center)Case Study - LGE D/C WMSvOperation Process at Distribution CenterInspection &Issue Barcode LabelInput/OutputConveyorRackPicking by RFIssues Packing ListReceivingAreaDPS&RotaryRackSortingLineWMSLGC-S/N LOC XXX OOO 999YYY P P P 888VVV UUU 777Picking by DPS& R/RSortingMoving
151、Counting Boxes via RFMove to Shipping AreaLoadingPacking SummaryLGC BOX 3 2 . Delivery InspectionShippingPre-PackingPutawaySortingKittingGroupingERPTheNumberofItems:22,348From34OBUsTo94AgenciesRFScreen)Case Study - LGE D/C WMSSolutionsValuesqSolutions Package : EXE + ezLOG*WMS Database : MS SQL 7.0q
152、Applicationareas Upper /lower System Eqip. Interface Electronic service parts logistics center1234Rotary Rack WarehouseOperation MgntEquipmentMonitoringTransferEquipmentWarehouseAutomationSystemI/FI/FEz LOG Machine Control SystemEXE ExceesInventory SystemRF systemCarrouselDPSAutomatic materialHandli
153、ng system)Case Study - LG Micron WMS (Dec.1998 Oct. 1999)DevanningRawMaterialWarehousePartsWarehouseSubstrate Process #1Substrate Process #2Coil RoomPhoto Mask #1Photo Mask #2Exposed to light Process #3Exposed to light Process #4Exposed to light Process #1Exposed to light Process #2Etching Process #
154、1Etching Process #2Etching Process #3Etching Process #4Product Warehouse Lab.LabLabVacuumPumpRefrigeratorTR RoomW/P RoomW/P RoomLabPartsWarehouseOfficeOfficeLabOfficePumpControPIT RoomAir Pump Room1481077775121214212369111320AGVvLG Micron In-plant Warehouse)Case Study - LG Micron WMSAGVConveyorStack
155、erCraneMaterialHandlingSystemFinanceSystemMarketingSystemHumanResourceSystemMCS(MachineControlSystem)InterfacetouppersystemInterfacetouppersystemInterfacetolowersystemInterfacetolowersystemBarcodeSystemInputMgntOutputMgntInventoryMgntRFSystemReturnedMaterialMgntWarehouseMgntSystem(WMS)qSolution Pack
156、age : ezLOG*WMS Database : Oracle 7.3qApplicationareas Upper (MIS)/lower system (equipment) Interface Shadow Mask part/finished product warehouseSolutionsValues)Case Study - LG Micron WMSvSnapshots of WMS Screen)Case Study - LG Philips LCD MES (Mar.94 Sep.97)vBackground-IncreasingneedsofProduction/M
157、anagementIntegrationvObjective:-ToprovideaneededinformationatpropertimevOverview:-Product:TFT-LCDTerm:16Months-MESPackage:WorkStream-CellControl/MHSVendor:Cellworks/DaifukuvValue:Semi-Auto-productionrate:11.5%increase-Reducemanpower:94persons-workerrorprevention-9millionUSD/yearcurtailmentFull-Auto-
158、productionrate:3.5%increase-Reducemanpower:46persons-3millionUSD/yearcurtailmentPOSEIDONWorkstreamInTrackezMESMESPac.PlanningSys.(ERP)OracleMFGLGCNSInhouseControlSys.InTouchCELLworks)Case Study - LG Philips LCD MESvSnapshots of MES Screen)Case Study - DHL Korea TMS (Feb.2001 Oct.2001)Vehicle Trackin
159、gA vehicle can be tracked continuously by GPS and TRSIn our experience, a vehicle is tracked discretelyWhenever a vehicle stops at a terminal, unloads deliverable parcels and loads new parcels, a operator records vehicle arrival along with loading and unloading parcels data into user terminalIn this
160、 way, a vehicle can be tracked discretely in a line Transport RoutingPredefine global lines, each line contains a number of sequential stops (terminals or hub)Each line can be one of shuttle or circulation typeOne or more vehicles are allocated to a line according to the required parcels volume and
161、weightA local line covers the stores and customers places around a specific terminalA vehicle dedicated to a terminal travels around stores and customers places to pick up or deliver parcels)Case Study - DHL Korea TMS ConfigurationParcels Express System PDA for CourierRF System for OperatorLocal Net
162、work InfrastructureFunctionWarehouse Management Transportation Routing PlanningInvoice ManagementParcels Delivery Trace & TrackOrder Processing & ManagementFreight Payment & Admin.Customer System IntegrationDHLKoreaReturnRqt.CollectReturnsReturnsReturnRequestCollectReturnsCustomerTMSOrderviaWEB/Call
163、PickupTracingDeliveryRecipientRecipientDeliveryConsignmentOrderRequestRequestforTransportReplenishmentPickupCustomerPickupRequestTracingVehicleBranchWarehouseBankingTerminal(DC)BranchCallCenter/)How do you start at first Key ObjectivesvMaximize responsiveness to customerFlexibilityOn time deliveryvM
164、inimize total supply chain costsProcurementManufacturingTransportationAdministrativevOptimize asset utilizationRaw material, WIP and finished goods)How do you start at first Select Strategic ObjectivesCostsMarketShareSalesVolumeGrowthRateCustomerSatisfactionProductQualityTimetoMarketProfitsHowabouty
165、ourcompany?)How do you start at first Select SCM Decision AreavSCM Decision Areas through Internet areProduction schedulingPurchasing/procurementInventory managementTransportationOrder processing)CoordinationofproductionscheduleswithvendorsandinventoryCoordinationofproductionscheduleswithJITschedule
166、sofvendorsCoordinationofproductionschedulesofmultiplemanufacturingsitesinMalaysiaEDIprogramswithvendorsNegotiationwithvendorsCheckingpricequotationsofvendorsArrangingforreturned/damagedproductstovendorsDealingwithwarrantyissuesofvendorsProduction SchedulingProduction SchedulingPurchasing Purchasing
167、& Procurement & ProcurementHow do you start at first Select SCM Decision Area)EDIprogramswithvendorsCoordinationofJITdeliveryprogramsCommunicationwithcustomersonout-of-stocks,etc.NotificationofdelaysinordershipdatestocustomersCommunicationwithvendorsonraw-materialinventorylevelsCommunicationwithcust
168、omersonemergencysituationsaffectinginventorylevelsCommunicationwithvendorsonfinished-goodsinventorylevelsCommunicationwithfieldwarehousesanddepotsonfieldinventorylevelsCommunicationwithfielddepotsonout-of-stocksituations,emergencies,etc.Inventory ManagementInventory ManagementHow do you start at fir
169、st Select SCM Decision Area)SchedulingpickupsatregionaldistributioncentersSchedulingdrop-offsatregionaldistributioncentersMonitoringon-timearrivalsofcarriersManagingclaimsstatusandprocessingcommunicationwithcarriersonoverallperformanceCommunicationwithvendorsandcustomersonorderstatusCommunicationwit
170、hcustomersonout-of-stocksCheckcreditstatusofcustomersandvendorsCommunicationwithcustomersonreturnedmerchandiseProvidingtotalorder-cycleperformanceforcustomersTransportationTransportation Management ManagementOrder ProcessingOrder ProcessingHow do you start at first Select SCM Decision Area)EchonEchon- -LGLGSCM&LogisticsDivisionSCM&LogisticsDivisionDavidDavidGaoGao-Thanks a lot.
