库存管理_顾客被聚焦的存货管理

CustomerFocusedInventoryManagement CFIM Programs 2 TableofContents SemiconductorIndustryCharacteristicsandHighTechIndustryDynamicsQuestionssurroundingCFIM What How WhenandwithWhomImpactonOperatingModelMaximizingBenefitsfromaCFIMprogramCaseStudies SummaryKeyLearningsRecommendationsBackUp 3 TableofContents SemiconductorIndustryCharacteristicsandHighTechIndustryDynamicsQuestionssurroundingCFIM What How WhenandwithWhomImpactonOperatingModelMaximizingBenefitsfromaCFIMprogramCaseStudies SummaryKeyLearningsRecommendationsBackUp 4 SemiconductorIndustryCharacteristics Thesemiconductorindustryisinherentlychallenging definedby Acomplex multi nodevaluewebthatincludesmultipleentitiesandtradingpartners drivingtheneedforextraordinarycommunicationbetweenvendorsandcustomerstomanagethedemandsignalAsignificantmismatchbetweenmanufacturingleadtime 48days andorderfulfillmentcycletimes 15days thatdrivesforecast basedproductionTheuncertaintyofsuchforecastsinvariablyleadstoexcessinventoryAnenvironmentinwhichamajorityoftheinventoryresidespostfabInwaferbankspreandposttest andindiebankspreandpostpackage andinsomecasesasfinishedgoodsAsaresult smallchangesindemandwillcauselargeperturbationsinsupplyresultinginsignificantinventorymanagementchallenges 5 ImpacttoStrategicOperatingModel PushtoPull Totalavailableproducttomeetcustomerdemandisequaltothefinishedgoodsinventoryplustheproductwhichcanbeproducedanddeliveredwithinthecustomer scycletime Migrationfroma Push systemtoa Pull systemisachievedwhenproductisproducedbasedondemandandreplenishmentneeds andlessonforecast 6 买卖双方力量制衡对存货管理的影响 买方占主导地位 相互依赖 卖方占主导地位 相互独立 战略采购电子化采购以买方为中心的外部网络 业务合作战略采购电子交易市场 战略采购以卖方为中心的外部网络 包括设计 客户自服务 网上下单等 电子化采购外包反向拍卖 低 低 高 高 买方资源相对于卖方而言的效用性与重要性 卖方资源相对于买方而言的效用性与重要性 买卖双方的力量对比决定了采购策略及相应的存货管理策略 7 存货管理策略的演变 研究表明存货策略正由独立存货管理转变为合作式存货管理 8 HowBadistheProblem InQ42000 whenexcessinventoryreachedapeak mostoftheexcessinventorywaswithsemiconductorsuppliersandEMSproviders TheOEMsandEMSprovidershavebeentryingtooffloadmoreinventorytothesuppliers Source iSuppliCorporation 9 TableofContents SemiconductorIndustryCharacteristicsandHighTechIndustryDynamicsQuestionssurroundingCFIM What How WhenandwithWhomImpactonOperatingModelMaximizingBenefitsfromaCFIMprogramCaseStudies SummaryKeyLearningsRecommendationsBackUp 10 以客户为中心的存货管理 CFIM 项目的一般形式 卖方管理存货 VMI 这是一种优化供应链绩效的方法 供应商可以了解到客户的存货数据并负责维护客户所需的存货数量 VMI是 通过流程管理来实现的 其中补货是由卖方通过定期的现场盘点来进行的 卖方寄库管理存货 与VMI的区别之处在于 卖方在货物的寄放地点即客户的仓库仍保留货物的所有权 货款的支付将等到货物发生实际的使用或销售后予以结算 这种方法目前主要由分销商使用 存货被寄放在分销商的客户处 联合管理存货 JMI JMI的管理团队由客户与卖方的员工组成 通常团队成员地处相互临近的地理区域以便经常性召开见面会 这种方法有助于不同职能的成员间实现开放式的沟通 JMI要求更强的联合计划及沟通 JITII 由一名卖方的员工在客户的采购部代替客户的采购人员进行工作 客户允许这名卖方的员工以客户的身份发出订单并允许他能在客户的工厂所在地随时了解工厂及工程项目状况 11 以客户为中心的存货管理 CFIM 项目结构 12 3种基本的存货地点形式 存货地点位于客户仓库卖方管理存货 VMI 卖方管理客户所拥有的存货卖方寄库管理存货 寄放在客户所在地的存货所有权归卖方 客户负责支付仓储 操作及其他相关费用 联合管理存货 JMI 客户的采购员与卖方的销售员联合办公共同计划与管理存货 JITII 由卖方派出人员管理客户的存货 负责计划以及新产品开发的支持存货地点位于第三方物流仓库由第三方物流负责存货的装运 仓储 管理及将货物配送至客户处存货地点位于卖方仓库确定的供应量 配额 通常出现在供不应求的时候因卖方很难将货物卖给客户 于是由卖方支付仓储 操作及其他相关费用 13 Forecast Consumption Reconciliation Invoicing Replenishmentsignal ASN Shipment CFIMModel1 atcustomersite CFIMInventoryLocation 14 Forecast Invoicing ASN Shipment Inventoryreceipt consumption reconciliation CFIMModel2 at3PL 3PLHub Pull 15 Forecast Invoicing ASN Shipment PullSignal ASN Shipment CFIMModel3 atsupplier sRegionalW H RegionalInventoryW H 16 How WhenandWithWhom ParticipationinCFIMprogramscanbeeffectivelydeterminedthrough ProductsegmentationCustomersegmentationStrategicchoicemodel 17 产品分类 一个企业经营管理费用的结构与多少受企业所经营的产品数量的影响 因此相应的管理目标应当为同时减少产品数量及相关经营管理费用如下图所示的产品产量曲线 高科技产品产量中比重最大的是产量大且可预测的产品 所以我们应把关注的重点放在下图所示的 危险的中间层产品 及 末端产品 上 从而将风险降至最低 单位数量 年销量 产品数量 类型 1 类型 2 类型 3 18 客户分类 为了使服务水平同存货策略相适应 我们需要根据客户特征进行分析在对客户特征进行分析的基础上制订合理的存货制度将能够保证我们为那些可以具备战略优势的客户提供合理的存货服务 1级客户 客户数量 单位数量 年销量 19 定义战略伙伴 1级客户 找出战略伙伴的标准用战略伙伴的标准来对现有的业务合作关系进行分类分类应当根据利润率 购买量及库存水平等举例 未来生存能力的评估客户满意度合作愿望占单位产品线销售百分比占整体销售的百分比库存周转率存货水平 存货占销量的百分比 付款周期及条件客户历史业绩及相互关系 20 战略决策模型 21 战略决策模型 续 在以下情况应选择加入CFIM项目 买方占主导地位且为战略伙伴相互间为战略伙伴关系且相互依赖 具有可观的经济回报产品销量大且可预测卖方占主导地位 未来合作机会具有可观的经济回报通常在以下情况下 不应选择CFIM项目 客户拒绝寄库的建议 非战略伙伴关系 相互之间关系独立 对方没有良好的IT基础设施及高素质的人力资源 22 买方占主导地位 相互依赖 卖方占主导地位 相互独立 寄库管理存货 JITII 开放式采购 联合管理存货 卖方管理存货 VMI 战略决策模型 续 23 TableofContents SemiconductorIndustryCharacteristicsandHighTechIndustryDynamicsQuestionssurroundingCFIM What How WhenandwithWhomImpactonOperatingModelMaximizingBenefitsfromaCFIMprogramCaseStudies SummaryKeyLearningsRecommendationsBackUp 24 StoreProduct ShipProduct CaptureCosts ShippingOrders ForecastDemand ScheduleTransport InvoiceCustomer RecordRevenue CollectRevenue BalanceClose ReportResults Customers DemandMgmt PlanProduction MasterProd Scheduling PlanMaterials ShopFloorControl EquipmentControl ProductPackaging ForecastMaterials RecordLiability OrderMaterial ReceiveMaterial ProcessInvoices ProcessPayment SelectSuppliers PlanMaintenance Suppliers ProduceProduct PlanDemand SolutionKnowledge ProcessOrder Website SpecifyProduct DesignProduct ManufactureRules DesignProcess Capturecashflow QualifySuppliers StoreMaterial DesignSupplyChain OrderMaintenance RelationshipRepresent ManageImp lementation PrepareBid ConfigureProduct ProductInformation ProductMaterialorServices OtherInformation DesignSolutionSet ImpactedAreas CFIMImpactonOperatingModel 25 Basedonforecasts inventorylevels anddemandinformationfromcustomers thefront endofaCFIMsystemwilldeterminethe date based needforareplenishmentquantityandwillsendapreliminaryordertoanOrderManagementSystem OMS ThreeKeyPhasesofCFIMPrograms DemandDetermination OrderManagement Fulfillment ACFIMProgramconsistsofthreedistinctphaseswhichmustbesuccessfullymanagedandexecuted TheOMSreceivesthepreliminaryorderandgeneratesareplenishmentorder Thistriggersplanningforspecialpackaging labelingrequirementsandtransportationplanning TheOrderManagementprocessisconcludedwithanorderbeingreleasedforexecutionthroughafulfillmentcenter ThefulfillmentprocesstakestheorderfromanOMSandmanagesallactivitiesnecessarytoprovidetheproductintheformandfunctionalitythatthecustomerrequires Thiscaninclude Mark for labeling less than full casepicking packaging etc 26 ReplenishmentPlanning CFIMProgramPhasesandSupportingITTools DemandPlanningSystem SupplyPlanningSystem Demand Forecast Demand DemandDetermination OrderManagement Fulfillment OrderManagementSystem WarehouseManagementSystem AvailabilityDetermination ReplenishmentOrder OrdertoShip ATP PickedOrder OrdertobePicked CustomerForecasts InventoryInformationandDemandData Inordertoprovidecustomerswiththeserviceslevelsexpected thefollowingsystemsandprocessesmustbeinplace Basedonforecasts inventorylevels demand thesystemwilldeterminetheneedforareplenishmentorderandissueatransactiontotheOrderManagementSystem OMS TheOMSreceivesinformationfromthesystemandproducesaReplenishmentOrder TheprocessisconcludedwithtransferofcontroltotheFulfillmentsystem TheFulfillmentsystemensurestheproductwillmeetcustomerrequirementsandexecuteless than full casepicking speciallabelingandpackaging andifrequired packingandshipping Ordershippedtocustomer ASN PickingSystem 27 CFIMImpactOutsidetheFourWalls TheimpactofaCFIMprogramwillextendbeyondthefourwallsofanenterprise Itwillrequireexternalfacingcollaborationmechanismstobeputinplacetoexchangeinformationwithacollaborationpartner 28 TableofContents SemiconductorIndustryCharacteristicsandHighTechIndustryDynamicsQuestionssurroundingCFIM What How WhenandwithWhomImpactonOperatingModelMaximizingBenefitsfromaCFIMprogramCaseStudies SummaryKeyLearningsRecommendations 29 HowshouldSemiconductorManufacturersParticipateinCFIMprograms SelectcustomerswhereeffectivepartnershipispossibleSearchforCollaborativepartnershipsthatareeconomicallyfeasible Onlyparticipateinunfeasibleprogramswhencoerced Seekgreatervisibilityintocustomerinventory forecastsandnewproductplansObtainreal timepull demanddatatofacilitatetimelyresponsetodemandchangesLeverageRosettaNetstandardsReplenishtotheactualpullfromthecustomerOfferrealtimevisibilityintoallocationandstatusoffinishedgoods capacityandWIPtocustomerinexchangeforlowerinventorycoverageNegotiateordercancellationpenaltiesforcustomproductsNegotiaterewardsandpenaltiestodrivebettercustomerperformance higherinventoryturnsandincreasedforecastaccuracyNewproductsupplypreferencesSetlimitsonpriceprotectionEliminateCFIMprogramforsustainedpoorperformanceNegotiatemoreattractivepaymentterms 30 KeyElementsofaCFIMAgreement DevelopCFIMAgreementandStatement Documentamissionstatementthatencompassesthesharedunderstandingandobjectivesofcollaboration confidentiality andempowermentofresources actionsandcommitments DetermineCFIMGoalsandObjectives Establishgoalsandobjectives whichencompassthedefinitionofopportunity themeansofmeasurement commonmetrics tobeusedinthepartnership anunderstandingoftheimpactoneachtradingpartnersbusiness adefinedbusinessprocess andexceptioncriteriaforboththesalesandorderforecast DiscussCompetencies Resources andSystems Determineeachparty scompetencies resources andsystemsandtheircapabilitytocontributetotheprocess DefineCollaborationPointsandResponsibleBusinessFunctions Mapthecollaborationpointstotradingpartnercompetenciesandestablishtheresponsiblebusinessfunctions functionaldepartments thatwillbethekeyexecutorsoftheprocess DetermineInformationSharingNeeds Determinetheinformationsharingnecessarytosupporttheprocess Thisincludesoutliningofinformationtobeshared forexample decisionsupportdatausedtosupportresolutionofforecastexceptions frequencyofupdates forecastmethodology dataelements technology andrecoveryandresponsetimes 31 KeyElementsofaCFIMAgreementcont DefineServiceandOrderingCommitments Definetheserviceandorderingcommitmentparametersfortheprocess Thisincludesthedefinitionofthefrozenforecastperiod wherethesharedforecastbecomesafirmorder DetermineResourceInvolvementandCommitments Determinethestaffinginvolvementandtimecommitment Assignresourcestotheprocess toprocessmanagement andtoanyprocessimprovementinitiatives DetermineHowtoResolveCFIMDisagreements Establishgroundrulesforhandlingdisagreements DetermineReviewCycleforCFIMAgreement Thisstepisdesignedtoestablishanongoingevaluationandtobenchmarkthesuccessofthecollaborativerelationship Theagreementismodifiedwhenevernecessary PublishFront EndAgreement Thepublishedagreementisusedbyallprocessparticipantstoguidetheirwork Updatesaredevelopedwhennecessary Jointriskmanagement Ajointriskmanagementproposalshouldbedocumented OEMsmaybewillingtosharetheriskbutneedaconcisecostmodel Oneoptionforcomponentsuppliersisdie bankbasedreservations DiebankcanbeusedstrategicallyforcustomerreservationsbyaggressivelyreducingpackagingcycletimeanddoingBTOfromdiebank 32 RiskstoCFIMProgramsandMitigationStrategies ITproblems ITsystemsbetweenpartnersmayhavecompatibilityissuesthatrequirespecialintegration Ensurethateachpartnerhastheappropriatesystemsinplaceandoperational Extensivetestingshouldbedonetovalidatethedatabeingsent Acceptance Makesurethatallemployeesinvolvedintheprocessfullyunderstandandacceptthisnewwayofdoingbusiness It snotenoughtojustselltheconcepttoseniormanagement allemployeeswhoareinvolvedmustbewillingparticipants Promotions Events AnythingthataddsortakesawayfromthenormalorderingpatternmustbeproperlycommunicatedandmanagedChangeinEndCustomerBase Anylargecustomers eithergainedorlost mustbecommunicatedtothesupplier Thecustomermustguidethemanufactureronhowthiswilleffectsales importantwherethereissignificantsupplier distributor customerrelationship Over Damaged ObsoleteStock Anagreementmustexistbetweenthesupplierandthecustomeronwhattodoifanoverstockdoesoccur orinthecaseofanorderingerror Also bothpartiesmustagreeonhowtohandleobsoleteanddamagedstock Expectations Bothpartiesinvolvedmustunderstandthatthisisalearningprocess Errorswilloccur Perfectprocesseswillnotbeinplacefromday1 33 TableofContents SemiconductorIndustryCharacteristicsandHighTechIndustryDynamicsQuestionssurroundingCFIM What How WhenandwithWhomImpactonOperatingModelMaximizingBenefitsfromaCFIMprogramCaseStudies SummaryKeyLearningsRecommendationsBackup 34 CaseStudies Summary 35 CaseStudies Summary Nearly50percentofthecomponentssourcedbythetop20OEMs includingLucent Motorola andSunMicrosystems comethroughJITorVMIprograms Althoughmostvolumepurchaseagreementsareformedbetweenthesupplierandthecustomer amajorityofthecomponentsflowthroughfranchiseddistributorsorcontractmanufacturersMostsemiconductorsuppliershaveseenanincreaseinrequestforspecialinventoryprogramsfromtheircustomersduringthepastyearSomedistributorsareoffering3PLservicesandholdinginventoryfrommultiplesuppliers thusofferingtheirOEMcustomersa onestopshop SemiconductorsuppliersthatparticipateinsomeformofCustomerFocusedInventoryPrograminclude ONSemi Fairchild Cypress Xilinx Altera STMicroelectronics NationalSemiconductor 36 CaseStudies Summary Somesuppliersarecuttingoutintermediaries distributors inanattempttocutcostsandgetclosertotherequirementsoftheendcustomerImplementingCFIMprogramshasledtoincreasedcosts inventoryholding liabilityand3PLcosts inthecaseofatleastonesupplierOEMsarereluctanttoacceptmate