汽车行业的咨询报告.ppt

SupplyChainManagement/e-Procurement/cMfgWorkshopDate:April27,2001Time:9:00A.M-3:00P.M,Agenda,9:00-9:15-Introductions9:15-10:00-SupplyChainManagement10:00-11:00-e-ProcurementOverview11:00-11:15-Break11:15-12:00-c-Manufacturing12:00-1:00-Lunch1:00-2:30-Workshop2:30-3:00-ImplementationConsiderations,CaseStudies3:00-SummaryandConclusion,SupplyChainManagement,SupplyChainManagement,“Planning,implementingandcontrollingtheefficientandeffectivesourcing,productionanddeliveryprocessesforafinalproduct,servicesandrelatedinformationfromthepointoforigintothepointofconsumptionforthepurposeofconformingtocustomerrequirements.,SupplyChainManagementGoal,“Tocreateareal-time,virtualmarketplacewhereallthepeopleconnectedtoSAICareengagedininformeddecisionmakingandcustomerfulfillment.Evidencedby:Leadtime-responsetimeisreduced,revenueopportunitiesaregenerated,costsarecut,customersatisfactionisincreased.,The5majorstrategicconceptsofSupplyChainManagement,CustomizationCompanieshaveachoiceandabilitytoadapttheiroperationalenvironmenttochangingmarketdemandCollaborationAllpartnersinthesupplychaindonotonlyoptimizetheiroperationsbutjointlyplan,optimize,monitorandexecute.VisibilityAllpartnershaverealtimeinformationaboutstatusandperformanceofeachelementinthesupplychainfromcustomerstosuppliers.OptimizationBestpracticesandmostadvancedtoolsbringthepartnersinthesupplychainanditstotalresultclosertoitsoptimum.SynchronizationTheendresultisatotallysynchronizedsupplychainthatisentirelydrivenbythecustomersdemand.,SupplyChainValuePrinciples,ProvideVisibilityofInformationInventories,Forecasts,Orders,Plans,EngineeringChanges,KPIsSynchronizeActivitiesOptimizedfeasiblesourcing/planning,pull-basedtriggersPromoteResponsivenessReducetimetodetectdemand,commit,produce,fulfillLeverageMarketMechanismsAggregatedbuyingpower,auction-basedbuying/sellingAchieveProcessSimplificationAutomatedsteps,One-stepbusiness,SUPPLIERNETWORK,INTEGRATEDENTERPRISE,DISTRIBUTIVENETWORK,Information,Product,Service,FinancialandKnowledgeFlows,MATERIALS,Capacity,Information,CoreCompetencies,CapitalandHumanResources,RelationshipManagement,Sourcing,Operations,Logistics,ENDCONSUMERS,Source:SupplyChainFaculty,MichiganStateUniversity,THEINTEGRATEDSUPPLYCHAIN,ChallengesforSupplyChains,Takeordersovertheweb,orautomaticallyviaB2BOfferrichproductselectionand/ortheabilitytocustomizeSourcetheorderandcommittodelivery,immediately,onlineServicetheorderonline,includingchangesandinquiriesDeliverproductquickly,efficiently,profitablyBeinconstantcommunicationwithcustomersandsupplierstorespondquicklyto“pullsignals”tomanageinventoriesadaptquicklyandeconomicallytochangesindemand/supplyoperatewithlowinventories,InternetSellingCollaborativePlanning,ForecastingandReplenishmentCPFRInternetVendorManagedInventoryiVMICollaborativeSupplyPlanningCSUPCollaborativeProductionPlanningCapabletoPromiseCTPe-Procurement(auctioning,bidding)Internet-basedTenderingInternet-basedKanbane-Fulfillment,CollaborativeBusinessScenarios,DriversofHighPerformanceAchievement(RatedbyPriority),CustomerintegrationInternalintegrationTechnology/PlanningintegrationRelationshipintegrationMeasurementintegrationSupplierintegration,CustomerIntegration,HighAchievers:IdentifyandfocusonimportantcustomersUseformalvisioningprocessImplementpreplannedsolutionsDevelopresponsiveorpulllogisticalcapabilities,SegmentalFocusRelevancyResponsivenessFlexibility,Material/ServiceSupplierIntegration,HighAchievers:DevelopinterlockingprogramsandactivitiesCommittosharedresponsibilitywithsuppliersPlaceemployeesatcustomer/supplierbusinessfacilitiesEnterintolong-termagreementsIncludesupplierssuppliersinplanning,FusionFinancialLinkageStrategicAlignmentOperationalSupplierRelationshipManagement,E.Dashboard-KeyPerformanceIndicators,On-TimeDelivery,LeadTime,Cash-to-CashCycle,InventoryTurns,OrderManagementCost,PerfectOrderFulfillment,OrderFillRates,InventoryCarryingCost,SG&A,IncreaseRevenueDecreaseCostImproveAssetUtilization,TheE-Dashboard.,Isaweb-basedtoolthatallowsdynamicmonitoringoftheSupplyChainSolutionMonitorsKeyPerformanceIndicatorstooptimizeimportantbusinessprocessesMeasuresReturnonInvestmentAllowsdecisionmakersatalllevelsofanorganizationtonavigate,organize,record,andanalyzestrategicbusinessinformationtodevelopinsightsandunderstandpossiblescenarioswhichwouldleadtoimproveddecisionmaking,DigitalOrderFulfillmentProcessExample,ERP,ATP,ERP,ATP,ERP,ATP,WEB,ATP,ERP,Order/ProductConfiguration,DSS,MES,WEB,PCS,IdlikeProductA,withFeaturesB,CandD,byDateE.,Dowehaveallthematerial?Whatisthepriority?Buildable?Cost?Whencanwedeliver?Specialhandlingrequired?,1stSupplier:Yes,Illreserveit.2ndSupplier:No.3rdSupplier:Illneedaconfirmationsignalfrommysuppliers.,1,2,3,Customer,Manufacturer,Suppliers,DigitalOrderFulfillmentProcessExample,Wecanhaveyourproductbythisdate,Yes,wecan,6,8,4,Confirmed,5,7,Orderit!,ConfirmtheorderstosuppliersAllocatethematerialScheduleproduction,ERP,ATP,ERP,ATP,ERP,ATP,WEB,ATP,ERP,Order/ProductConfiguration,DSS,MES,WEB,PCS,Customer,Manufacturer,Suppliers,IndustrySpecificValueChainIssues/Challenges/Solutions,Better,FasterDecisionsDriveVelocity.,ReceiveMaterialReleaseData,ProcessOrders,PlanProduction&MakeIntelligentDecisions,SendMaterialReleaseData,AIAGWorstCase*,AIAGBenchmark*,Plantw/oi2,BR1:Plantw/i2LineSchedulingDecisionSupport,BR2:Plantw/i2Material&CapacityPlanningDecisionSupport,Total,2days,4days,5.5days,30min,11.5days,*Source:AIAGManufacturingAssemblyPilotProjectFinalReport,10min,1hour,5hours,30min,6.5hours,1hour,1hour,7days,30min,7.1days,1hour,1hour,1day,30min,1.1days,1hour,1hour,4hours,30min,6.5hours,Timedelaysresultinadditionalmixandvolumebuffering,LegacyAutomotiveCommunications,Complex,Costly,AdHoc,Inflexible,Design,Mfg,$,Customer#1,Customer#3,Customer#2,Supplier#3,Supplier#2,Supplier#1,ANXValue:NetworkConsolidation,Simpler,LowerCost,Managed,Adaptable,Customer#1,Customer#3,Customer#2,Supplier#3,ANX,“TheBusinessInternet”,*RevisedApril42001,ANXStakeholders,ANX,Usableinanysector:Business,government,academic,non-profit,BasedonInternettechnologies:Standards-based,off-the-shelfproductsNoproprietarysolutions,Varietyofconnectivity,speed:Dial,DSL,ISDN,and56KBT3,Availableglobally:NorthAmerica:Canada,Mexico,U.S.Africa,Asia,Australia,Europe,SouthAmerica,ANXCharacteristics,ANXCovisintRelationship,Similarities:Funded,endorsed,guidedbyBig3OEMsSpun-offasseparatefor-profitcompaniesButdifferentmeaningsof“exchange”,ComplementaryRoles:ANXnetworkserviceinfrastructureCovisinte-businessprocesses,applications,Synergy:ANXenablesfasterCovisintroll-outto700+TPsCovisintisanANXcustomer,with2connections,E.Procurement,CommonTerms,EBusiness-Buying,sellingtransactingorexchanginginformationviaInternetwithcustomers,suppliers,employeesReachesbeyondadvertisingandmarketing,includescorebusinessprocessesoforderentry,purchasing,supplychain,CRMECommerce-Transaction-orientedWebbasedfunctionssuchasplacingorders,orderentry,paymentsEProcurement-Requesting,Approving,Ordering,Receiving,andPaymentofgoodsandservicesviatheInternetTradingExchanges,VirtualMarketplaces,Portals-VerticalindustryfocusedWebsitesforbuyersandsellerstomakeofferstobuyandsell,conducttransactions.DotComs,MarketplaceTrends,ElectronicCommerce,Suppliers,Bombardedwithinfo,Whycompaniesareconsideringe-procurement,Buyers,SoftwarevendorspushtheirproductsMagazineandnewscoverageabounds,Coststoohigh,VolumenotleveragedSignificantaccountspayableeffortUsersbuyingatretail,Processesareinefficient,ApprovalstakedaysorweeksUsersarewastingtime85%ofpurchasingtimespentmanagingordersToomuchre-keyinganderrors,Notleveragingnewtechnologies,TheircompetitionisdoingitTheirintranetisunder-utilizedTheyhavemultiplehome-grownsystemsERPimplementationsarewindingdown,Informationunavailable,DontknowwhattheyspendUsersdontknowaboutdealsNoaudittrail,TheBusinessChallenge,TheProcurementProcessofTodayConfusingandSlow:Multiplecommunicationchannelsandprocesses,internalandexternalTimeandLaborIntensive:Manysuppliers,manydifferenttypesoftransactionstomanage.Inaccurate:Informationspreadacrossmanysystemsmustleverageproductspending,reducecosts,anddriveprofittothebottomline.,FragmentedSpendPattern,38,61,513,630,1021,2315,2659,3864,3381,3246,10M+,1M10M,11M5M,500K1M,250K500K,100K250K,50K100K,25K50K,15K25K,10K15K,4,0003,5003,0002,5002,0001,5001,0005000,$1.2B$1B$800M$600M$400M$200M$0,NumberofSuppliers,Total$/SupplierGroup,Purchases,Numberofsuppliers,Total$persuppliergroup,$3.8billionwith17,700+suppliers,LackofEnterpriseLeverage,16,773suppliersusedonlyin1businessunit.Only1supplierusedbyall.,16,773,704,148,54,31,9,5,3,1,1,2,3,4,5,6,7,8,9,181614121086420,NumberofSuppliers(Thousands),BusinessUnitsCrossed,Acrossbusinessunits,EProcurementPractices,TraditionalEDI,ElectronicCatalogOrderingSystems,InternetReverseAuctions,ERFQ/RFP.,BuyersImplementationandintegrationofend-to-endWeb-basedself-serviceprocurementsystemObjective:CostReductionSuppliersDevelopmentandmanagementofelectroniccatalogandsystemfororder-takingObjective:RevenueEnhancementMarketMakersCreationandhostingofinfrastructurethatconnectsbuyersandsellersinaverticalorhorizontalmarketplaceObjectives:CostReduction+RevenueEnhancement,InternetProcurement,Internetoffersabreakthroughcommunicationschannel,Newsoftwareapplicationsbringsimpleuserinterfaces,electroniccatalogs,securechannelforcollaborationtodovendormanagedinventoryanddocumentexchange.,CatalogsMultipleitemswhicharesearchablebyitemnumber,description,category,orbrandwhichcanbeordered,acknowledged,tracked,invoicedandpaidforon-line.Objective:CostReductionAuctionsReverseordownwardauctioninwhichbuyerinvitesqualifiedsupplierstobeatthelowestprice.BiddersseetheirbidinrelationtolowestbidinrealtimeObjective:Lowestpossibleprice,InternetReverseAuction,Compaq,HP,Dell,Sourcingteam,Auctioneer,IBM,Suppliers,BuyingOrganization,CategoryselectionconsiderationsCategoriesforAuction,Doesthevalueperbuyexceed$1.0million,EventAuctionCriteria,IsthesamegoodorserviceroutinelypurchasedIsthevalueperbuyabove$30,000,RecurringAuctionCriteria,GeneralCriteria,Isthemarketcompetitive(i.e.morethan4suppliers)IsthegoodorservicefairlywelldefinedLineitemsforasub-categoryexceeding25canbeputintoamarketbasketLackofsupplierconstraints(e.g.switchingcost)CansuppliersaccesstheInternet,“DontAuction”Criteria,CategoriesinvolvingjointprocessimprovementwithsuppliersHighlystrategicsuppliersofferingtrulyuniqueitems,StepsinanAuctionProcess,PotentialStepsintheAuctionCycle,Profile,Category&,Supply,Market,Identify,Potential,Sourcing,Strategies,1stRound,Supplier,Qualification,Setup,Auction,SourcingStrategy,AuctionEvent,FinalSelection,Conduct,Auction,Report&,Analyze,Negotiate,withand,select,supplier(s),Customizedauctionenvironment,Supplierandbuyertraining,Onetimeauctionenvironmentsetup,Auctionevent,Post-Auctionreportingandanalysis,Bidconfirmationfromsuppliers,EventAuctionDeliverables1,RecurringAuction