联合利华内部资料大全(英文版)(ppt 58页).ppt

DELIVERinAsia,RegionalSupplyChaincourseOctober3rd,2001,Today.,ContextThebasicsTheopportunitiesVisionOutsourcing,VMI,inventoryplanningDELIVERCoPThefuture?,First,somepicturesofasupplychain,SupplyManagement,Ingredients&packagingsuppliers,Manufacturerproductionlines,Manufacturerdistributioncenter,Retailstore(shelf+backroom),Retailerdistributioncenter,Consumers,DemandManagement,AdviceonDELIVER,GetthebasicsrightOrdering,Delivery,BillingDothesexystuffIntegrationandsynchronisationVMI,e-Business,CPFR,Thebasicshavetobeinplace,CustomerServiceCost:%OverdueService:leadtime,easeoforderingQuality:#CNsduetoerror,invoicingaccuracyWarehousing/DistributionCost:%NPSService:%casefill,%orderfill,IRAQuality:%rejects,%returns,%damages,KPIsarethekey,KPIsarethekey,TheOpportunitiesinDELIVER,TheSEAVCA2000study-LaundryCostsaving,4MEuro,TheSEAVCA2000study-LaundryInventoryreduction,8MEuro,WorldClassSupplyChain,FunctionalExcellence,OrganisationfocusedonfunctionalexcellenceInformationoptimisedtofacilitatefunctionalexcellenceManysmallcustomersandsuppliers,RDC=RegionalDistributionCentres,BlueArrow=InformationFlow,Key:,RedArrow=ProductFlow,Plan,Source,Make,Deliver,Copyright2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.,ServiceandIntegration,Organisationmanagesbusinessthroughmulti-functionalteams,exploitingfunctionalexcellencewhilstfocusingonimmediateupstreamanddownstreamcustomersInformationrequirementsoptimisedformanagementofinternalorganisationCustomerbasepredominantlykeyaccount(60%Volumeweighted)Keysupplierconsolidation-relationshipmanagement,Factory,RDC,RDC,KeyAccount,Wholesaler,Retailer,Consumer,Copyright2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.,IntegratedNetworkandCollaboration,OrganisationfocusonextendedSupplyChain(CustomersandSuppliers)InformationsharedwithallpartiesintheextendedSupplyChainHighpercentageofbusinessinafewkeyaccountsSupplierbaseconsolidated-partnershipmanagement,Copyright2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.,1996,1998,2000,PhaseIII(IntegratedNetworkandCollaboration),ECR,Somequotedbenefits,Cisco,Intel,TNT,Kodak,Nestle,P&G:Costsavings:75%reductioninerrors”12,000engineerssaved”45%inventoryreductions”Growthopportunities:40%moreordersinsametime”1weekproductdevelopmentcyclereduction”reduceproductleadtimesby50-70%”ordercycletimescutfrom6-8weeksto1-3weeks,Source:Logicon2001,OnewayoflookingatDELIVER,Waysofworking,Process,Infrastructure,Differentcategories,differentdemandstrategies,DELIVERfocus,OutsourcingwarehousesInventorytargetplanningVMI,Outsourcing,ThirdpartylogisticsprovidershaveabilitytoaccelerateanddrivechangeFocus-ItistheircorebusinessResources-Availabilityof“resourcepool”Expertise-CorecompetencyExperience-DiditbeforeFunds-Willingnesstoinvest,Supplychainoutsourcingcriteriaforchoosing,Supplychainoutsourcingactionsforchoosing,SupplyChainoutsourcing,AdvantagesAllowsyoutoconcentrateoncorecompetenciesAllowsexpertstomanageanddevelopprocesses,technologyandpeopleacceleratechangeAllowsexpertstoleveragesynergieswithintheirindustryProvidesimprovedcustomerserviceFreeup/generatecapital,Disadvantageshand-overcanbemismanagedpotentialforcultureclashunlikelytosaveyoumoneyintheshort-termpotentialforusandthem,Outsourcing-themilestones,Determinestrategy,Learnfrompreviousexperiences,Selectpartner,Projectkick-off,Teamplan,Manageperformance,Outsourcinglessonslearnt,PartnershipessentialCommunicateatalllevelsHRIssuesbyfarthemostContractissues,Outsourcingpartnership,DOencourageanopenenvironment,sharingrisksandrewardsunderstandYOURperformanceBEFOREyouhandovercontinuetomeasurecost,service,qualityCOMMUNICATE:treatthemasadepartmentDONTmovethegoal-postsdotheirjobforthemexpectthemtodothingstheydonothaveastheircorecompetenceexpectthe3PLtotellyouwhenyourewrong,Inventorytargetplanning,SupplyChainVariables,SupplierReliabilitySSQRprogramDeliveryfrequencyProductionReliablilityTPM/5SForecastReliabilityDemandPlanForecastingUnderstandSafetyStock,SCVariable-SafetyStock,UsedforhedgingagainstuncertaintyinSupplierReliabilityProductionBreakdownStockInaccuracyForecastingErrortoachieveStockAvailabilitytargetSystematicunderstandingofhowmuchSafetyStockisrequired,InventoryPlanning,UnderstandtheInventoryComponentsForecastAccuracySaleFluctuationProductionCycleProductionReliabilitySupplierReliabilityServiceLeveltargetUnderstandthenatureofeachproductsandhowtosetappropriateInventorypolicyUsesimulationtooltomodeltheeffecteachcomponenthasontheinventorylevelandservicelevelSetinventorylevelaccordingly,VMI,WhybotherdoingVMI?,ObjectiveistoefficientlyreplenishshelvesForecastingisALWAYSwrongBuyerscangetinthewayBull-whipeffectPoordatagetsintheway,Integratedsuppliers,SynchronisedProduction,ContinuousReplenishment,CrossDocking,AutomatedStoreOrdering,ReliableOperation,SupplyChainimprovements,ContinuousReplenishment,MembersofthesupplychainworkingtogethertoreplenishproductsbasedonactualsalesandforecastedproductdemandVMI(VendorManagedInventory)isoneofthemeanstocontinuousreplenishmentvendormaintainingcustomersstockaccordingtotargetlevelsandserviceleveltransferofownershipinorderingprocesssotovendor,E-INFORMATION,VMIDailyProcessFlow,Orderproposal,CustomerDC,1.DatasenttoULTat6am2.ULTtogenerateorder3.ULTtosentOrderProposalbyafternoon4.ProductDeliverythatnight,EDIMessages,Cust3promotionalitemForecastAccuracy,Stockreductionof10MillionBaht,April01:BuildupstockforSongkranholiday,Cust1scorecard,Cust1scorecard,Feb-Mar01:Cappeddemandandcappedsupply,Cust1scorecard,Demand-theBullwhipeffect,Demand-reducethebullwhip,DELIVERCoP,THAILAND,PrioritiesBuildingnewwarehouseCRP/VMIroll-outCPFRpilot/sEFTroll-outRegionalPlanning/SAPAPOPhoenixreplacementfordistributorsystemOpportunitiesRegionalCustomerServiceRegionalDELIVERbestpractice,INDONESIA,PrioritiesOutsourcingandbuildingwarehousewithMNLBalancedKPIscorecardVMIwithdistributorsWorkingcapitalreductionOpportunitiesRegionalCustomerServiceRegionalDELIVERbestpracticeSCD,CD,TD,SDorganisationcomplexity,PHILIPPINES,PrioritiesOutsourcingandbuildingwarehousewithLi&FungDistributionSDISforGT/ElectronicCallSheetforSST-SecondarySalesCaptureforDemandSignalECRSCDiagnosticstoolECRVMIpilotsECREDIleadershipECRSynchronisedproduction(“Everything,Everyweek”)ECRCashflow/EFTRegionalPlanning(SAPAPO)CustomerServiceHelpDeskOpportunitiesRegionalcustomerserviceRegionalSCorganisationMUsseparatefromprofitresponsibleSUs,RegionalCoP-Deliver,ToworktogethertoshareleadingpracticeandacceleratetheachievementsoftrulyWorldClassDeliveryOperationinAsiaMembersareCustomerServiceandWarehouseDistributionManagersfromEAPRandChinawitharepresentativefromIndia,DELIVERCoPfunnel,Ideas,DeliverKPI/BenchmarkingDeliverStrategyDevelopmentCentralisedBuyingPalletOptimisation/Transportationoptimisation,Feasibility,ABC/ABM,Capability,3PLManagementPalletPoolingDistributionNetworkoptimisationVMI/DemandbasedreplenishmentCustomerHelpDesk/CallcentreEDI/Elec