物流与供应链管理系统介绍

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-origintothepointof-consumptioninordertomeetcustomersrequirementslocalOptimumbyCouncilofLogisticsManagement,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,CustomersUncertaintyInformationDistortionPropagatedUncertaintySuppliersUncertaintyDelivery,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,SCMTrendSupplyValueNetwork,Suppliers,Distributor,Retailer,Manufacturer,MakevaluenetworkfocusedonCustomer,Supplier,Distributor,Retailer,MFG,Supplier,Distributor,Retailer,MFG,Supplier,Distributor,Retailer,MFG,Customer,SimpleNetworkDependencyRelationshipVertical&Sequential,MultipleChannelNetworkHorizontal&FunctionalITSupportedCustomerOriented,SCMTrendSupplyChainEvolution,time,CompanyValue,Integration,Collaboration,Adaptiveness,Source:SAP,SCMisevolvingtomeetthenewbusinessdemandsofthenetworkedeconomy,EffectiveDemand&SupplyManagementExecutionExcellenceContinuousImprovement,BusinessVisibilitythroughNetworkingFocusingoncoreCompetencyJointdecisionmakingwithkeybusinesspartners,ReducetimetoValueFlexibilityandResponsivenessManagecoordinationacrossmultiplebusinesspartners,SCMArchitecturee-Businessviewpoint,Consistsofthreesideofe-BusinessSCM,DemandPlanningProcurementPurchasingDeliverSchedulingTransportationConsolidation,MasterProductionSchedulingSupplyChainVisibilityStrategicSCSimulationHumanResourceLegacyManufacturing,WebEDIXMLSecurity/CertificationElectronicMoney,BuySide,SellSide,EnterpriseSide,DemandPlanningATP/CTPOrderManagementCustomerRelationManagement,e-Biz.,SCMArchitectureEnterpriseViewpoint,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,DelivertocustomerdirectlyfromdistributioncenterwhenorderreceivedReduceretailersstocksExample:HPDeskJetPrinter,Sears/GEDirectDelivery,SimplifiedLogisticHandlingTracking/InformationProcessingInventoryManagementManufacturingPlanningValueReducedMFGCostsReducedLogisticsCostsIncreasedCustomerSatisfaction,FormPostpone-ment,StandardizationandcommonusedPartsProcessswitchinganddecouplingExample:HPNetworkPrintersUniversalPowerSupply,BenettonSweatersDyeing,SCMStrategy-Consolidation,Trans2,Trans1,DistributionCenter,Order,Transportation,Order1,Order3,Order2,GetridofsmallandfragmentedshipmentsbyIntegrationofOrders,FunctionsIntegrateordertoshipmentsNeedhighleveloflogisticsinformationOrder,Stock,ValueReducedtransportationandlogisticscost,SCMStrategyCrossDock,D.C,CrossDock,InboundTruckApr3,2002,OutboundTruckApr34,2002,Immediateproductdeliveryfromdistributioncenterwithouttimedelay,FunctionsIntegrateOrderCyclebetweenCustomerorderandReplenishmentorderGoodsspendatmost48HoursinDistributionCenterNeedafastandresponsibletransportationsystemValueAvoidedinventoryandhandlingcosts,SCMStrategyDeregulation,MakedecisiononTransportationServiceLevel,Cost,TransportationService,ByRail,ByTruck,ByAir,InventoryCost,TransportationCost,TotalCost,ServiceLevelPoint,SCMStrategyVMI,Supplier,Manufacturer,VMS,FINANCE,MPS,FINANCE,VendorsManagedInventory,InvoiceviaEDI(BillingRequest),Invoice,VMIProcess,SuppliersdeliverpartsorproductstoInventorywithoutanybuyersinformation,SCMStrategyJIT,ValuescreatedthroughJIT,ManufacturerReductionofLotSizeFrequent,ReliableDeliveryScheduleReduced,HighlyReliableLeadTimeConsistentlyHighQualityBothLongTermContractionTrustSharingofVisionSharingofBusinessMorecompetenceofplanningefficiencyMorecompetenceason-timesupplier,Supplier,Manufacturer,NonJIT,ReductionInventory,CYCLEINVENTORY,JIT,WORKIN-PROCESS,WORKIN-PROCESS,WORKIN-PROCESS,CYCLEINVENTORY,SHIPPINGINVENTORY,WORKIN-PROCESS,OPERATIONALRESERVE,SCMStrategyCPFR,Manufacturer,RetailerForecastDriversInstockpositionFillRateConsumerDemandPriceChangesGrowthPlansDistributionChannels,JointForecast,Retailer,ManufacturerForecastDriversCapacityOrderLeadtimeConsumerBehaviorProductAvailabilityPromotionsRawmaterialsupply,JointBusinessPlanning,Generatejointforecast,Generatejointforecast,Drivereplenishment,DriveMRP,CommonEventCalendar,CollaborativePlanning,ForecastingandReplenishment,ValueofSCMBenefit,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,CustomersCustomer,SuppliersSupplier,Make,Deliver,Source,Make,Deliver,Make,Source,Deliver,Source,InternalorExternal,InternalorExternal,YourCompany,Source,SupplyChainis-ConsideredfromSuppliersSuppliertoCustomersCustomer-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,SupplyChainPlanningKeyProcesses,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,SupplyChainPlanningDemandPlanning,Capabilities,Values,StatisticalForecast(over20methods)Topdown/BottomupPlanningProductLifecyclePlanningEvent-drivenPlanningSeasonal/promotionfactorsPricefactor.Multi-Dimensionview&ForecastingProduct/SellerhierarchyConsensusPlanning,Todevelopanaccurateandreliableviewofmarketdemandbyidentifyingmarkettrendsandpredictingchangesincustomerpreferences,IncreaseofForecastingAccuracythroughconsensusforecastingIncreaseofCustomerSatisfactionandProductionStabilizationDecreaseoffinishedgoodsinventory,SupplyChainPlanningSupplyPlanning,Capabilities,Values,InventoryPlanningConstraint-basedconcurrentplanningCapacity,Material,CustomerPriorityProblem-drivenPlanningTime-phasedPlanningCapacity,Routing,BOM.Strategy-drivenPlanningWhatifsimulationDistributionPlanning,Toensurethattheenterpriseispreparedtomeettheforecasteddemandbygeneratingaconstrainedandoptimalsupplyplan,Profitmaximizationthrougheffectiveinventory/supply/materialplanIncreasedresourceutilizationthroughmultiplantsallocationReducedWIP,finishedgoods,andcycletimeIncreaseofglobalvisibility,SupplyChainPlanningDemandFulfillment,Capabilities,Values,Ordercapturing(includingconfiguration)Orderquotation&confirmationOrderschedulingBacklogmanagementOrdertrackingPreallocationoflimitedsupplytopreferredsaleschannels/customersRealtimeevaluationofopportunitycosttoserveadditionaldemand,Toprovidefast,accurate,andreliabledeliverycommitmentstocustomerorders,andtomanagethesecommitmentsinaprofitableway,IncreasedCustomerSatisfactionthroughaccurateATP(AvailableToPromise)IncreasedOrderFulfillmentAccuracyandCustomerServiceReducedATPLeadTime,SupplyChainPlanningComponentSupplierMgmt.,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:OrderTrackingSystemAPS:AdvancedPlanningSystemTQM:TotalQualityManagementCRM:CustomerRelationshipManagementERP:EnterpriseResourcePlanningPDM: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,M