SCM-物流与供应链管理.ppt

物流与供应链管理系统介绍 IntroductiontoSCM LogisticsSystems AGENDA PARTI SCMIntroductionPARTII SCMforManufacturingPARTIII SCORModelOverviewPARTIV SCMCaseStudy DefinitionofSCM LogisticsSCMProcessesWhySCM SCMTrendsSCMArchitectureSCMStrategyValueofSCM Definition Processes ValueofSCM WhySCM Trend Architect Strategy NavigationofSCM PARTI SCMIntroduction AGENDA DefinitionofSCM Logistics LogisticsPartofthesupplychainprocessthatplans implements andcontrolstheefficient effectiveflowandstorageofgoods services andrelatedinformationfromthepoint of origintothepoint of consumptioninordertomeetcustomer srequirements localOptimumbyCouncilofLogisticsManagement SCMIntegrationofkeybusinessprocessesfromenduserthroughoriginalsuppliersthatprovidesproducts services andinformationthataddvalueforcustomersandotherstakeholders globalOptimumbyTheGlobalSupplyChainForum SCM Logistics fromtheviewpointofgeneralscope SCMProcesses Purchasing Production WarehouseManagement Sales Transportation ServiceManagement Supplier Manufacturer DistributionCenter Customer RetailOutlet DemandPlanning CollaborativePlanning SupplyNetworkPlanning ProductionPlanning DetailedScheduling Deployment VMI CPFR GlobalATP CollaborativeScheduling NetworkDesign SupplyChainStrategy SupplyChainPlanning SupplyChainExecution WhySCM Issues Customer sUncertaintyInformationDistortionPropagatedUncertaintySupplier sUncertaintyDelivery MFGLeadTimeQuality Transportation LaborUnionsIncreasingCustomerDemandsMeasuredonresponsivenessandconsistentqualityMasscustomizationGlobalizationofCompetitionBroadeningofmarketsEmergenceofnewcompetitorsIncreasingDevelopmentCostsNeeddramaticcostreductionRapiddevelopment shortedproductlifecycleEvolutionofInformationTechnologyPlatform Network Internet EDI VPN DatabaseERP IntegratedinterProcesses Tosurvive EnterprisesneedtoextendprocessestocreateefficientandeffectiveValues WhySCM Issues EnterpriseFunctionalSiloswithConflictingGoals StableVolumeRequirementsLowPurchasePriceMultipleVendors HighQuality ProductivityFewChange oversStableSchedulesLongrunProduction LowInventoriesLowTransportationCostQuickReplenishmentCapability HighinStockLowPriceHighServiceLevelRegionalStocks SOURCE MAKE DELIVER SELL Purchasing Manufacturing Distribution CustomerServiceSales Barrier Barrier Barrierbetweentradingpartners WhySCM DynamicoftheSupplyChain CustomerDemand RetailerOrders DistributorOrders ProductionPlan time OrderSize BullwhipEffects Manufacturer Customer Distributor Retailer MoreDistortion LongShippingDelays LongInformationDelays buffers IncreasingVariabilityofOrders SCMTrend Collaboration CollaborateformakingWin WinPlayers SupplierCollaboration DesignCollaboration DemandCollaboration BenefitofCollaborationGreatlyimproveddemandandsupplyvisibilityforbothpartiesShorterproductlifecyclesbasedonbetterforecastReducedinventorylevelExceptiondrivenapproachfocusesonproblemitems SCMTrend c Commerce Collaborationhasextendingtoc Commerce time Visibility e CommercePeaks C CommerceTakesRoot 2000 1999 1998 1990 2001 2002 2003 2004 2006 2010 2005 PublicizedE Failures InternetWeb comBegins BusinessDisillusionment OptimizedE Business Post netBusiness TrueE BusinessEmerges Source 1997PRTMISCBenchmarkStudy SCMTrend Optimization PursuetointegratewithERP CRMandthenfinallybeevolvingtoSCO ERPEnterpriseResourceManagement Interface SCM SCP SCE Interface CRMCustomerRelationshipManagement SCMTrend SupplyValueNetwork Suppliers Distributor Retailer Manufacturer MakevaluenetworkfocusedonCustomer Supplier Distributor Retailer MFG Supplier Distributor Retailer MFG Supplier Distributor Retailer MFG Customer SimpleNetworkDependencyRelationshipVertical Sequential MultipleChannelNetworkHorizontal FunctionalITSupportedCustomerOriented SCMTrend SupplyChainEvolution time CompanyValue Integration Collaboration Adaptiveness Source SAP SCMisevolvingtomeetthenewbusinessdemandsofthenetworkedeconomy EffectiveDemand SupplyManagementExecutionExcellenceContinuousImprovement BusinessVisibilitythroughNetworkingFocusingoncoreCompetencyJointdecisionmakingwithkeybusinesspartners ReducetimetoValueFlexibilityandResponsivenessManagecoordinationacrossmultiplebusinesspartners SCMArchitecture e Businessviewpoint Consistsofthreesideofe BusinessSCM DemandPlanningProcurementPurchasingDeliverSchedulingTransportationConsolidation MasterProductionSchedulingSupplyChainVisibilityStrategicSCSimulationHumanResourceLegacyManufacturing WebEDIXMLSecurity CertificationElectronicMoney BuySide SellSide EnterpriseSide DemandPlanningATP CTPOrderManagementCustomerRelationManagement e Biz SCMArchitecture EnterpriseViewpoint TheHouseofSCMhasBusinessStrategy PlanningandExecution Suppliers Procurement ERP Legacy SupplyChainExecution Manufacturing Fulfillment SupplyChainPlanning SupplyChainBusinessStrategy Customers SCMStrategy CurrentCost ServicePerformanceCurve ReconfiguredCost ServicePerformanceCurve SameServiceLowerCost BetterServiceSameCost BetterServiceLowerCost SERVICELEVELS High Low Low High COST WhatStrategic Whattodo PerformanceMeasure HowtodriveinconsiderationofCost Time Speed andCustomerServiceLevel SCMStrategy Manufacturing DeliveryLeadTime Manufacture Assemble Inventory Ship DeliveryLeadTime Manufacture Inventory Assemble Ship DeliveryLeadTime Inventory Manufacture Assemble Ship MTS ATO MTO Make to StockResponsetodemandMassProducts Assemble to OrderPartspreparedtoorderCustomizedGoods Make to OrderResponseafterdemandSpecificProducts SCMStrategy Manufacturing RIGID MODULARIZED POSTPONED FLEXIBLE TheTypesofSupplyChainare MFG Manufacturer RErnst 1999 SCMStrategy Rigid VerticalIntegratedSupplyChain RIGID Thelowinboundmodularization ThehighdegreeverticalintegrationThelowoutboundpostponement Themake to stockenvironment TraditionalVerticalIntegratedSupplyChain SCMStrategy Modularized MultipleSuppliertoManufacturer MODULARIZED Thehighinboundmodularization ThehighlydecentralizedoutsourceThelowoutboundpostponement Themake to stockenvironment ThemosttypicalSupplyChainStructure SCMStrategy Postponed POSTPONED Thelowinboundmodularization ThehighdegreeverticalintegrationThehighoutboundpostponement Themake to orderenvironment TheStructureforthecustomizingofthefinishedproducttosatisfyspecificcustomerormarketdemand MultipleRetailers SCMStrategy Flexible IntegratedModularizedandPostponedModel FLEXIBLE Thehighinboundmodularization ThehighlydecentralizedintegrationThehighoutboundpostponement Themake to orderenvironment Tomakevariouscomponentsandfinalproduct SCMStrategy Postponements PullPostpone ment LogisticsPostpone ment Readyforpartialproducts AssembleproductafterorderreceivingbydecouplingpointResponsibleabilitytovariousorders quantitiesofproductsExample NationalBike DelivertocustomerdirectlyfromdistributioncenterwhenorderreceivedReduceretailer sstocksExample HPDeskJetPrinter Sears GEDirectDelivery SimplifiedLogisticHandlingTracking InformationProcessingInventoryManagementManufacturingPlanningValueReducedMFGCostsReducedLogisticsCostsIncreasedCustomerSatisfaction FormPostpone ment StandardizationandcommonusedPartsProcessswitchinganddecouplingExample HPNetworkPrinter sUniversalPowerSupply BenettonSweater sDyeing SCMStrategy Consolidation Trans2 Trans1 DistributionCenter Order Transportation Order1 Order3 Order2 GetridofsmallandfragmentedshipmentsbyIntegrationofOrders FunctionsIntegrateordertoshipmentsNeedhighleveloflogisticsinformation Order Stock ValueReducedtransportationandlogisticscost SCMStrategy CrossDock D C CrossDock InboundTruckApr3 2002 OutboundTruckApr3 4 2002 Immediateproductdeliveryfromdistributioncenterwithouttimedelay FunctionsIntegrateOrderCyclebetweenCustomerorderandReplenishmentorderGoodsspendatmost48HoursinDistributionCenterNeedafastandresponsibletransportationsystemValueAvoidedinventoryandhandlingcosts SCMStrategy Deregulation MakedecisiononTransportationServiceLevel Cost TransportationService ByRail ByTruck ByAir InventoryCost TransportationCost TotalCost ServiceLevelPoint SCMStrategy VMI Supplier Manufacturer VMS FINANCE MPS FINANCE VendorsManagedInventory InvoiceviaEDI BillingRequest Invoice VMIProcess SuppliersdeliverpartsorproductstoInventorywithoutanybuyer sinformation SCMStrategy JIT ValuescreatedthroughJIT ManufacturerReductionofLotSizeFrequent ReliableDeliveryScheduleReduced HighlyReliableLeadTimeConsistentlyHighQualityBothLongTermContractionTrustSharingofVisionSharingofBusinessMorecompetenceofplanningefficiencyMorecompetenceason timesupplier Supplier Manufacturer NonJIT ReductionInventory CYCLEINVENTORY JIT WORKIN PROCESS WORKIN PROCESS WORKIN PROCESS CYCLEINVENTORY SHIPPINGINVENTORY WORKIN PROCESS OPERATIONALRESERVE SCMStrategy CPFR Manufacturer RetailerForecastDriversInstockpositionFillRateConsumerDemandPriceChangesGrowthPlansDistributionChannels JointForecast Retailer ManufacturerForecastDriversCapacityOrderLeadtimeConsumerBehaviorProductAvailabilityPromotionsRawmaterialsupply JointBusinessPlanning Generatejointforecast Generatejointforecast Drivereplenishment DriveMRP CommonEventCalendar CollaborativePlanning ForecastingandReplenishment ValueofSCM Benefit DemandForecasting Marketing Sales ProductDevelopment Warehousing Transportation InventoryManagement Purchasing Manufacturing 2 4 6 PerceivedbenefitsofSCMinvestments Source SurveyofFortune1000companies ValueofSCM Improvement DeliveryPerformanceInventoryReductionFulfillmentCycleTimeForecastAccuracyOverallProductivityLowerSupply ChainCostsFillRatesImprovedCapacityRealization 16 28 Improvement25 60 Improvement30 50 Improvement25 80 Improvement10 16 Improvement25 50 Improvement20 30 Improvement10 20 Improvement Source 1997PRTMISCBenchmarkStudy TypicalQuantifiedBenefitsfromIntegratingtheSupplyChainManagement SupplyChainBusinessProcessesBusinessStrategySupplyChainPlanning SCP DemandPlanning DP SupplyPlanning SP DemandFulfillment DF SupplyChainExecution SCE ProcurementManufacturingFulfillmentCaseStudy PARTII SCMforManufacturing AGENDA DefinitionofSCMinManufacturing Supplier Customer Customer sCustomer Suppliers Supplier Make Deliver Source Make Deliver Make Source Deliver Source InternalorExternal InternalorExternal YourCompany Source SupplyChainis ConsideredfromSupplier sSuppliertoCustomer sCustomer RelatedtheflowofMaterial Products Service andInformation IntegratedprocessofPlan Source Make Deliver andReturn SCMistheintegrationofkeybusinessprocessesincludingPlan Source Make Deliver andReturnthatoptimizestheperformanceoftotalbusinesschainandmaximizestheprofitfromit Return Return ScopeofSCMinaManufacturingCo Localvendor ConsolidationCenter Line1 Line2 LineN SubLine Import Port Bonded Storage DistributionCenter Deliveryyard CSF CY Overseas SubLine Customsclearance Devanning Unpacking Airport Port Airport Customer Cusotmer Storage Procurement Production Delivery BuySide InSide SellSide ForcedERP ForcedSCM TypicalViewofSupplyChainBusinessProcess Infrastructure ERP GenericBusinessFunction IndustrySpecificCoreFunction FinancialMgmt CRM SCM Procurement Logistics CSM SCMStructure Suppliers Procurement ERP Legacy SupplyChainExecution Manufacturing Fulfillment SupplyChainPlanning SupplyChainBusinessStrategy Customers SCMStructureconsistsofthethreekeyelements Strategy Planning Execution BusinessStrategy BusinessGoal CriticalSuccessFactors KeyPerformanceIndicators Price On TimeDelivery QuickResponse Flexibility SupplyChainCost LeadTime Due dateSatisfaction CustomerServiceIndex Utilization SCMStrategy SCMGoal SupplyChainProcessRe engineering Benchmarking BestPracticeAnalysis BusinessStrategydefinesSCMStrategyandGoaltoaccomplishEnterpriseBizGoalanddeterminesCSFandKPIforthat SupplyChainPlanning Phases Strategic Tactical Operational StrategicBusinessPlanningSupplyChain NetworkDesign SimulationProfitOptimization Price RevenueOptimization DemandPlanning SupplyPlanning DemandFulfillment MasterPlanningDistributionPlanningInventoryPlanningMulti tierCollaborationPlanning AllocationPlanningATP CTPOrderPromisingSalesOrder Statistical AnalyticalForecastingForecastAggregationForecastAllocationConsensusForecasting ManufacturingPlanning Scheduling ProductionPlanningCapacityPlanningMaterialReq Planning SchedulingSequencing SCPphasescanbecategorizedintoStrategic Tactical andOperationdependingonthetimeframeoverwhichthedecisionsaremade SupplyChainPlanning KeyProcesses SCPKeyProcessesconsistofDemandPlanning SupplyPlanning andDemandFulfillment DemandFulfillment DemandFulfillment DF SupplyChainPlanner SCP SupplyPlan SupplyReservation SupplyPlanning DemandManagement DP Forecast SupplyAllocation DemandPlanning FactoryPlanner FP SupplyRequest Promise Providesreliabledemandforecastinformationtoallplanningactivitiesinsupplychain Establishesoptimizedsupplyplanningafterconsideringconstraintsbasedontheforecastinformation Meetsorexceedscustomerneedsandreducestotaldeliveredcosttocustomerbasedonthesupplyplanning SCPProcess SCPSolution DP DemandPlannerDF DemandFulfillmentSCPSupplyChainPlannerFP FactoryPlanner SupplyChainPlanning DemandPlanning Capabilities Values StatisticalForecast over20methods Topdown BottomupPlanningProductLifecyclePlanningEvent drivenPlanningSeasonal promotionfactorsPricefactor Multi Dimensionview ForecastingProduct SellerhierarchyConsensusPlanning Todevelopanaccurateandreliableviewofmarketdemandbyidentifyingmarkettrendsandpredictingchangesincustomerpreferences IncreaseofForecastingAccuracythroughconsensusforecastingIncreaseofCustomerSatisfactionandProductionStabilizationDecreaseoffinishedgoodsinventory SupplyChainPlanning SupplyPlanning Capabilities Values InventoryPlanningConstraint basedconcurrentplanningCapacity Material CustomerPriority Problem drivenPlanningTime phasedPlanningCapacity Routing BOM Strategy drivenPlanningWhatifsimulationDistributionPlanning Toensurethattheenterpriseispreparedtomeettheforecasteddemandbygeneratingaconstrainedandoptimalsupplyplan Profitmaximizationthrougheffectiveinventory supply materialplanIncreasedresourceutilizationthroughmultiplantsallocationReducedWIP finishedgoods andcycletimeIncreaseofglobalvisibility SupplyChainPlanning DemandFulfillment Capabilities Values Ordercapturing includingconfiguration Orderquotation confirmationOrderschedulingBacklogmanagementOrdertrackingPreallocationoflimitedsupplytopreferredsaleschannels customersRealtimeevaluationofopportunitycosttoserveadditionaldemand Toprovidefast accurate andreliabledeliverycommitmentstocustomerorders andtomanagethesecommitmentsinaprofitableway IncreasedCustomerSatisfactionthroughaccurateATP AvailableToPromise IncreasedOrderFulfillmentAccuracyandCustomerServiceReducedATPLeadTime SupplyChainPlanning ComponentSupplierMgmt Capabilities Values Supportscomponentselection alternativesselection reuse reducepartcounts andpartaccessDrivespartconsolidationCentralizescommodityprocurementandsuppliermanagementCoordinatessystemaccesstopurchasedanddesignedcomponentsFeedspartinformationtoCAD PDM ERP etc Tomanagecomponentsandsuppliersforpurchasedcomponentsandsupportcoordinationofactivitiesbetweenengineeringandprocurement BenefitstoaDevelopmentEnterprisesReducedinpartcreationandwarrantycostsProvidedbetterreuseofdesignsandpartsImprovedabilitytoofferproductvarietyBenefitstoaPurchasingOrganizationManagedpurchasedcomponentsandothermaterialManagedsuppliers StrategicProcurementPractices SupplyChainExecution Procurement e Procurementistheclosed loopprocessfrompurchaserequisitiontopaymentthroughtheinternet e ProcurementChain Selectitem Approve Purchaseorder SupplierFulfillment SubmitOrder Receive Transport Deliver Pay Requestpurchase Source e Business RoadmapforSuccess KalakotaR etal AddisonWesley 1999 INTERNET SupplyChainExecution Procurement ProcurementFramework StrategicItems PurchaseCategory CommoditizedItems CapitalProject RelatedCost Non directMaterial Service Owninternetprocurementsystem B2BVerticale Marketplace B2BHorizontalMROBuyingHub Securetwo waycommunicationchannelwithsuppliersOpenprocurementsystemsuchasauction biddingItemstandardization procurementprocessautomationConsiderexclusivewebsiteforsubsidiariesonly AutoXchange Ford TradeXchange GM Worldparts ENX etc StrategiccorematerialNon standardmaterial Standardizedraw submaterial CustomerMRO Industryspecific OfficesuppliesITsuppliesBusinesstravel WelldevelopedProcurementStrategyisamusttomaximizepotentialbenefits SupplyChainExecution MES OutboundLogisticsIS Production ProcessStatus Supplier InternetVAN ProductDistribution ComponentSupply Scheduling ProductionSchedule ERP APS TQM PDM QualityData ProductOut InternetOTS CRM Buyer Customer ShopFloor OTS OrderTrackingSystem APS AdvancedPlanningSystem TQM TotalQualityManagementCRM CustomerRelationshipManagement ERP EnterpriseResourcePlanning PDM ProductDataManagementCMMS ComputerizedMaintenanceManagementSystem CMMS MaterialHandling Processes FinalAssembly QualityControl MaterialHandling MES Dispatching QualityManage ProcessM PerformanceAnal ProductTracking ResourceAllocat DocumentControl DataCollection MaintenanceM LOT 01 MESdeliversinformationthatenablestheoptimizationofproductionactivitiesfromorderlaunchtofinishedgoods SupplyChainExecution MES MESbridgestheplanninglayerandthecontrollayer SupplyChainExecution MES MajorFunctionsofManufacturingExecutionSystem Operations DetailSchedulingDispatchingProductionUnits ProcessManagementProductTracking GenealogyResourceAllocationandStatusDocumentControl DataCollection AcquisitionLaborManagementMaintenanceManagement QualityManagementPerformanceAnalysis SupplyChainExecution QMS QualityManagementSystemfocusesoncontinuousimprovementthatleadstohigherqualityandbettercustomersupportwhetherinternalorexternaltotheorganizationwithintegrationofqualityinformation Feedback MarketQuality DomesticQuality ExportQuality QualityAnalysis Devlop Qual PDM TestInformation TestData R D Manufacturing Market Analysis QualityAnalysis ProcurementQuality Mgt QualityInformation Processing ShippingQuality Processing Shipping IQC LQCOQC SupplyChainExecution Fulfillment WarehouseManagement TransportationManagement Inv Mgnt Input outputMgntLocationMgntAutomaticRep SupplierHubMgntPicking PackingStagingDockMgnt LoadPlanningRoutingandSchedulingResourceMgntLoadBookingAfter loadingM