埃森哲公司中石化erp培训资料2.ppt

andidentifiedtheirplanof“valueattack”,ClosingKPIPerformanceGaps,0%,10%,20%,30%,40%,50%,60%,70%,80%,90%,100%,InventoryTurns,TerminallingCosts,DistributionCosts,ProductReturns,RefineryReliability,wouldgeneratebenefitsUS$600million,Terminalling12%,Distribution7%,Returns1%,RefineryReliability20%,Inventory60%,Analyticalprocesseswereusedtodeterminetheinventorylevels,Stocktocovervariationsinsupplyanddemand,Stockbelowdrawoff,Actualoscillationsininventory,Differencebetweenperformingtotargetandactual,StorageTank,Heel,SafetyStock,AreaofOpportunities,CycleStock,AverageInventoryTarget=SafetyStock+1/2cyclestock,EconomicparcelsizesOntimedeliveriesActualofftakes,ReplenishmenttriggeredbyonegradeLackofvisibilityofinventoryLackofdataintegrityTankcapacitynotalignedLackofplanning&schedulingtoolsLegislatedorcontractualagreements,Demand-absoluteandvariableReplenishmentLeadtime(absoluteandvariable)Supplyservicelevelagreements,InventoryDrivers,Onceweidentifiedtheinventorydrivers,wewereabletousemanydifferent“levers”toimproveoverallperformance,TailoredtoBusinessFunction,Manage,Focus,timelyreportingoninventory,IntegratedPerformanceMeasures,Objectives,StatisticalInventoryTargetsbasedonDemandandSupplyVariability,RigorousSalesandOperationsPlanningProcess,ImprovedDemandForecasting,Pull-baseddemandsignals-vendormanaged,E-enablementandcollaborativeplanning/management,Strategy,CommonProcessChanges,AssetOptimisation“sweatingtheassets”,AlternateDistributionChannels,Segmentation,maketoorderprinciple,DistributionNetworkStrategy,GettheBasicsRight,Synchronise,Optimise,Refexandtradingoptimisation,ShortTerm,MediumTerm,ILLUSTRATIVE,QuickWins,OptimalServiceLevelsandHustleStrategy,WetProductsKPIReporting,Developedanon-lineinventorykeyperformanceindicatordatacollectionformonthlyreporting,usingSAPandExcel,INVENTORYMETRICS-MARKETING,DesiredOutcome,Tominimisethecostofholdinginventory,PerformanceMeasure,kBBLInventory.,PerformanceTarget,Xdayscoverintheterminals.,NumberofStockOuts,ThisMonth:,0.00,YeartoDate:,0.00,Comment:,Thisstatisticmeasures:,1.TheMarketingInventoryfromrefineryflangetocustomer.,2.ThedayscoverofproductinMarketing/Distribution.,Trend:,Trackingtowardstarget.,Actions:,1.Continuetomonitor.,0,200,400,600,800,1,000,1,200,1,400,1,600,FY,1997,1Q98,2Q98,3Q98,4Q98,Jan-99,Feb-99,Mar-99,Apr-99,May-,99,Jun-99,Jul-99,Aug-99,Sep-99,Oct-99,Nov-99,Dec-99,0.00,5.00,10.00,15.00,20.00,25.00,30.00,35.00,40.00,45.00,50.00,MARKETINGFPINVENTORY(kBBL),DAYSCOVERFPINMARKETING,TARGETMARKETINGINVENTORY(kBBL),WetProductsTargetInventoryManagement,ImplementedanapproachtoreduceinventoryquicklythroughcalculatingstatisticalsafetystocktargetsIdentifiedthe“real”safetystocklevelsbasedoninventorytradeoffusingdataextractedfromSAPandusingseparatemodellingtools,ImproveddemandforecastingcapabilitydecreasedinventorylevelsattheTerminals,Basedonmoreaccuratedemandforecastandstatisticalsafetystocks,dailyaverageinventoryatterminalscanbereduced.,Inventorybalance-Actual,Inventorybalance-Simulated,Safetystock+criticalzone,Criticalzone,0,5,15,25,35,July,August,September,DailyinventoryforULG97atTerminal,MillionLitres,AveragedailyinventoryatTerminal,Product,Actual,Simulated,ULG97,19.04,13.34,ULG92,3.45,2.78,14.70,6.90,MillionLitres,+/-%,-29.93%,-19.42%,-53.06%,HSD,Legend,andimprovedthereplenishment“Hits&Misses”,Withinexistingoperationalconstraints,SCPtoolscanplanreplenishmentnearertothenewly-establishedsafetystocklevelviamoreaccuratedemandforecastingandimprovedshipscheduling.,Data:TerminalfromJul1toSep.30,1999,Hits&Misses,ULG97,85%,15%,ULG92,0%,100%,HSD,47%,53%,0%,0%,0%,Product,Simulated,Hits,Misses,Stock-outs,1,5,9,13,17,21,SafetyStock,CriticalZone,ClosingInventory-Simulated,ClosingInventory-Actual,ReplenishmentHits&MissesforHSDatTerminal,July,August,September,MillionLiters,HitZone,Note:Hitzoneissafetystock+/-20%,resultinginsustainableinventoryreductionsavingsofgreaterthanUS$60million,0,2,4,6,8,10,12,14,16,TotalIRI98/99,HongKong,Thailand,ThePhilippines,MalaysiaSingapore,NewZealand,End1999Inventory,0.18,0.60,0.79,0.42,0.30,8.65,10.94,18,20,190,100,97.30,10.94,86.36,21%reduction,MMBBL,97BaselineInventory,20%,43%,Distn46%Crude24%,12%,Distn16%Crude10%,Tobeaddressedbyprogramin2000/2001.,InventoryReductionsrangedfrom12%to46%aggregatedtoTerminallevel.,NZMalaysia/SingaporeThePhilippinesThailandHongKong,Significantsupplychainimprovementswererealized,InformationFlow,ProductFlow,Retail,Consumer,Distributor,Improveforecastaccuracy,Improveutilization,OilCo.,Carrier,Reduceusage,Terminal,Reduceinventory,Coaster,Reduceusage,Chartered,Improveutilization,Refinery,Outofscope,Improveforecastaccuracy,Improveforecastaccuracy,ForecastErrorreduced,Truckutilisationincreased,Inventoryreduced,Chartervesselutilisationincreased,Comparisonofsavingsagainstotherinventoryprojects,ComparisonofInventory%SavingsforOtherOilCompaniesinventoryreductionprograms,OilCompany(showing%SavingsAchieved),%Savings,0,10,20,30,40,AmocoUS,MobilUS,ConocoUS,ShellEurope,ExxonEurope,CaltexAustralia,ThursdaysAgenda,ThursdaysSessionCaseStudyApproachusingClientexamplesLogisticsManagementMovingfromPushtoPullAdamExcellenceinDownstreamRetailKenPreventativeMaintenanceAmesMRO&ProcurementAdam,Doreen,Nancy,ZhouTi,Winnie,ImpactofMarketMaturityonRetailObjectives,MarketOffer,FuelDominated,MultipleServices,MarketStructure,Fewplayers/Regulated,Fragmented/Deregulated/HighlyCompetitive,HHI,%contributionoffuels,10,000,5,000,2,500,1,250,100%,60%,20%,40%,675,Limitedcompetition/highregulation,NationalOilCo/monopoly,Traditionalcompetition/de-regulation,Hyper-competitivemarket,D,A,B,C,MarketEvolution,Increasemarginongasoline,Increasesalesofancillaryproducts,Increasereturnonrealestate,KeyBusinessObjectives,GasolineStrategyBrandGrademixPrice,MerchandiseStrategyOfferings/CategoriesCustomersFormatStrategyC-StoreQSR/OtherallianceOtherofferings(e.g.carwash,TBA)Alternativeformats,NetworkStrategyRegionsSitelocation/selectionChannelStrategyOwnershipOperation,Howcanweincreasemargins?,Howcanwegetmorerevenuesfrompeoplewhostopatoursite?,Whatcustomersdowewant?Howdowereachthem?,DownstreamRetailFramework,ConceptualRetailOrganization,ConceptualRetailITInfrastructure,ThursdaysAgenda,ThursdaysSessionCaseStudyApproachusingClientexamplesLogisticsManagementMovingfromPushtoPullAdamExcellenceinDownstreamRetailKenPreventativeMaintenanceAmesMRO&ProcurementAdam,Doreen,Nancy,ZhouTi,Winnie,ResourceManagementPlantunitsdonotkeepabacklog,onlyajob“ticklist”LaborestimatesdonotexisttocreateaccurateschedulesorbacklogsManninglevelcannotbedeterminedWorkOrderManagementNottypicallyassignedtospecificequipmentDescriptionsareverybriefandrequiread-hocresearchProblemdiagnosisandsolutionareperformedon-the-spotParts(otherthatlargeobviouspurchases)arenotspecifiedaspartoftheplanEquipmentsparepartlist(BillsofMaterialsBOM)arenotusedSpecs,drawings,andhistoryareresearched“onthejob”Jobsarenotdocumentedtoaidinfuturemaintenancework!,Situation:Majorityofmaintenanceworkwasonareactivebasis,PreventativeMaintenance,EquipmentfailureanalysisislimitedtosporadicdiscussionsatjointschedulingmeetingsSitesinfrequentlyconductanddocumentrootcauseanalysisonequipmentproblemsWorkhistoryisvirtuallynon-existentincludingtrackingofactionsperformed,equipmentcondition,anddamageandcausecodes,Situation:Performedvirtuallynoequipmentfailureanalysisorwo