供应链管理的历史的反思与新挑战

供应链管理-历史的反思与新挑战,IBM全球服务部徐津,供应链管理,TM,CopyrightIBM2002,供应链管理-发展史,TM,CopyrightIBM2002,1900年以学术研究开始-农业产品军事需求教科书的出现-60年代初期公司内部效率提高的最后一道战线政府对运输行业的放权70年代能源危机经济全球一体化IT-供应链管理的新天地竞争加强的必然结果-强者生存，产品替代效应增强利润的挑战-节省$1=?D时代的“疯狂”,TM,CopyrightIBM2002,供应链管理-End-to-End,TM,CopyrightIBM2002,SCM-凝聚企业的竞争力,Wholesalers,Customers,Logistics,Suppliers,ManufacturingPlants,Supplier,Retailers,LogisticsProviders,Wholesalers,TM,CopyrightIBM2002,SCM-核心所在,买什么，从何买，什么价钱而不是以最快的方式买错东西生产什么,何时生产，生产多少而不是以最低的成本生产非需品以统一的形象面对客户而不是仅仅对单个流程自动化以统一的形象面对供应商而不是仅仅把每笔交易搬到网上,TM,CopyrightIBM2002,SCM-对企业的整体效应,收入,成本,流动资产,固定资产,供应链效应,提高顾客服务(i.e.,优化库存与货架数量比例,更大的市场占有率,更高的利润率),降低库存缩短订单-现金周期,股东权益,利润,资产,降低有形资产(i.e.卡车，仓库，物资操作机械等,以协作来降低销售成本，运输，仓储物流成本，采购成本,TM,CopyrightIBM2002,SCM企业所面临的挑战,sell,内部优化，以达到：,提高顾客服务水平提高供求透明度采购成本库存周转优化商品分类运用先进的销售技术（Internet,Kiosk,产品目录，网络电视）以高效率的供应链竞争,TM,CopyrightIBM2002,SCM-量化的效益,TM,CopyrightIBM2002,GMROI-纯利润回收率,sales,GMROI,顾客服务,产出,计划周期,运作成本,销售额,销售成本,平均库存成本,库存,TM,CopyrightIBM2002,SCM-对症下药,FortheRetailIndustry,InventoryManagementModuleswouldreplaceProductionScheduling,TM,CopyrightIBM2002,供应链管理的应用在跨行业的比较,TM,CopyrightIBM2002,SCM-最佳应用I,一般,创意,前沿,优秀应用,Vendor-managedandco-ownedinventoryInventoryownedbythesupplierorco-ownedbytheretailerandsupplierImplementationofcentrally-managed(withinstore)electronicshelftags,Scan-basedtradingforfast-andslow-movingitemsRequirescashierstoaccuratelyscanorentereachitemInventoryandorderingfunctionstieddirectlytothepoint-of-sale(perpetualinventory)Itemsareregisteredandre-orderedwhenthecashierscansanitemRequiresaccuratescanningforproperSKUorderingOnlineprivatelabelproductproductionsynchronizationforverticallyintegratedretailers,Store-specificinventorybasedonlocation,marketcharacteristics,andareademographicsInventoryandorderingfunctionstieddirectlytoconsumerself-scanshelftake-awayProvidesoutofstockalertsand/orautomaticallyre-ordersitemsAutomatedprivate-labelproductplanningandsourcing(requiresintelligentsystems),VMI电子货架条,SBT（scanbasedtrading）即时库存同步生产-本店品牌,因店而异库存即时库存自动生产计划-本店品牌,细节,库存管理,TM,CopyrightIBM2002,Scan-basedtradingbenefitsbothretailers&suppliersbystreamliningthedeliveryofDSDproducts,DSDsupplierdeliversinventorytoastore,Consumerbringsitemstothecashregisterandthecashierscansitems,Attheendofthebillingcycle,theretailerpaysthesupplierbasedonactualunitssold,SupplierAccountsReceivable,RetailerAccountsPayable,Deliverypersonnelbypassthetraditionalprocessofchecking-ininventoryandinsteadgodirectlytostoreshelvesforstocking,WhenDSDitemisscanned,therelevantproductinformationistransmittedtothesupplierandretailersystems,1,2,3,4,5,Commitmentfromsupplierstosupportbroad-basedusageDeploymentofstandards-basedpoint-of-saletechnologycapableofcommunicatingwithsuppliers,Reduceddeliverytime(20-25minutessavedperdelivery)Reducedstock-outsandincreasedsales(upby3%-5%persupplier)ImprovedpricingaccuracyRe-allocationofstorepersonnelfromcheck-intoin-storemerchandisingactivitiesImprovedpromotionalflowthroughReducedinvoicedeductions(declinedby70%),Users2Retailers:H.E.Butt,SchnuckMarket,AndronicosManufacturers:Frito-Lay,Nabisco,PepperidgeFarms,Hallmark,Anheuser-BuschVendorsVialink(SyncLink),SuccessFactors,KeyResults&Metrics1,SampleUsers/Vendors,TM,CopyrightIBM2002,SCM-最佳应用II,一般,创意,前沿,UtilizationofSKU-levelelectronicinventorymanagementsystemsIncludespallettrackingthroughoutthedistributioncenter,Fullyintegratedandoperationalwarehousemanagementsystems(WMS)thatautomatedistributioncentersandallowforcomplexfunctionssuchasflowthroughandcross-dockingShareddistributioncentersforretailersofferingmultiplestoreformats(e.g.,Wal-MartwithSuperstores,NeighborhoodMarkets,andSamsClubstores)Reverselogisticsmanagementintegratedintowarehousesystemstoautomatereturnsprocesses,Market-levelshareddistributionassetsforconsumerpackagedgoodscompanies(CPG)andretailerswherewarehousesandtrucksserveareastoresfromcompetingandcomplementingretailersWarehousenetworkstrategieswheremarket-level“mega”warehousearebuiltforchain-wideitemscomplementedbyregionaldistributioncentersthatservefastermovingandperishableitemsUtilizesystemsthatcountergonomicwearandtearoneachwarehouseemployeebyindividualtask,dynamicallybalancingnewtaskassignmenttoreducetheriskofinjury,物流中心管理,LeadingPractices,电子库存管理,仓储管理共享仓库自动反向物流,区域共享仓库仓库网络战略劳保有益型工作管理,Detail,TM,CopyrightIBM2002,CentralizedWarehouseManagementSystem,Abilitytocross-dockshipmentsfromcentralfacilitywithperishablegoodsatregionalcentersAvailabilityoftruckstohaulshipmentslongerdistancesDeploymentofwarehousemanagementsystem(WMS)tomanageproductsdestinedfor1,100storesAvailabilityoflabortostaffcentralwarehousefacility,SuccessFactors,ImprovedefficiencyforentiredistributionsystemLowerpricesthroughcentralizedbuyingFasterturnoverinfacilitiesRegionalwarehousespecialization,KeyResults&Metrics1,UsersAholdUSAC&SWholesaleGrocers(potentialwarehouseowner/partner)VendorsIBM,SampleUsers/Vendors,Aholdscentralizedfacilitywillbeownedandoperatedbyathird-partydistributionspecialist,Philadelphia,PA,NY,NJ,CT,RI,MA,NY,PA,OH,ThefacilitywillsupplyallofAholdUSAs1,100stores,DC,MD,DE,NJ,VA,NY,NJ,PA,WV,AL,GA,TN,NC,SC,Existingcenterswillbeusedforcross-dockingofperishables,Productswillbepre-sortedforeachretailoutletatthecentralizeddistributioncenter,1,2,3,Completedshipmentswillthenberoutedtoareastores,TM,CopyrightIBM2002,整体战略,流程优化,具体系统实施,零售业竞争力：做同样的事但比竟争对手做得更好！,SCM在零售业-如何开始？,TM,CopyrightIBM2002,开拓新服务,战略效益,难易程度,低,难,容易,高,一般,电子采购直接物料,运输管理,仓储管理,简接采购,需求预测管理库存管理,$M,$M,$M,$M,$M,$M,知己知彼基本数据分析现有流程分析组织结构分析确定主要问题和改进方向市场与竞争对手分析确定改革蓝图企业改革蓝图上下一致沟通明确改革目标-具体化实施计划,供应链整体战略,?,战略咨询,$M,SCM在零售业-整体战略,TM,CopyrightIBM2002,SCM在零售业：流程优化-成功之关键！,Process,采购流程寻找供应商采购操作流程合同管理配送物流流程库存管理订货流程仓储管理运输管理流程整合所