制造业物流管理技巧与评估体系.ppt

,制造业物流管理技巧与评估体系,飞利浦照明集团胡恩,2002.05.17上海,物流部门在制造企业的主要职能安全库存和预测在供应链物流中的作用衡量物流部门绩效的KPI第三方物流企业能为你做些什么供应链管理过程评估工具,制造企业的物流过程,销售预测,生产计划,原料采购,存货管理,厂内运输,成品储存,出厂运输,订单处理,客户服务,采购部门物流部门,生产部门物流部门,销售部门物流部门,制造企业的物流职能,企业经营发展战略,物流战略,物流计划,绩效评估,费用管理,成本控制,订单处理,客户服务,进厂运输,成品储存,厂内运输,货物包装,存货管理,分销计划,销售预测,货物验收,生产计划,原料采购,出厂运输,地区储存,业务职能:,管理职能:,微观职能,宏观职能:,物流和商流的关系,商品流通：买卖备货运输储存,区域特征,渠道特征,产品特征,促销特征,信用特征,商流,物流,物流服务于商流;物流可以与商流分离，独立研究,销售物流内部架构设置按功能分B.按产品类别分C.按销售渠道分,物流经理,计划和采购主管,订单处理和客户服务主管,运输和仓储主管,.,物流经理,甲产品物流主管,乙产品物流主管,丙产品物流主管,.,物流经理,批发渠道,工程渠道,OEM渠道,.,1.全球经济衰退及中国成为全球制造中心对中国物流业的影响对制造企业正面影响?负面影响?对物流企业正面影响?负面影响?2.汤姆.彼得斯在出版20周年之际,坦陈它的缺失,并意识到:我们正处在一个非理性的时代,商业世界里没有现成的蓝图和路线.在这个多变的商业环境里,企业的CEO,CFO,销售总监是如何看待供应链物流的?你作为物流经理在企业中的地位如何?如何面对机遇和挑战?,3.如何理解预测在物流工作中的作用?如何理解预测与“牛鞭效应”的关系?4.贵司采用哪些KPI来评价物流工作?如何与物流企业的物流服务标准相对接.5.货主企业一般通过招标的方式来选择物流企业,请各自从货主企业和物流企业的角度阐明其利弊.6.货主企业与物流企业之间的协议是否应该有标准化格式?与物流服务标准应建立何种联系?,7.如何衡量物流配送质量和效率,使物流配送成为双赢的服务?8.物流企业如何整合你的外部资源,以取得竞争优势?,InventoryandInventoryManagement(1),WhatIsInventory?Thosestocksoritemsusedtosupportproduction(rawmaterialsandwork-in-processitems),supportingactivities(maintenance,repair,andoperatingsuppliers),andcustomerservice(finishedgoodsandspareparts),WhatarePurposesofInventory?Anticipationinventory-forfuturedemand;Fluctuationinventory-commonlycalledsafetystock;Lot-sizeinventory-lot-sizepurchasingormanufacturing;Transportationinventory-goodson-boardshipping;Hedgeinventory-toprotectagainstpricefluctuations.,Deliveryleadtime,Deliveryleadtime,Deliveryleadtime,Deliveryleadtime,Engineer-to-Order,Make-to-Order,Assemble-to-Order,Make-to-Stock,ManufacturingStrategies,DemandManagement,Demand-Aneedforaparticularproductorcomponent.,SourcesofDemand:CustomersSparepartsPromotionsIntracompany,CharacteristicsofDemand:TrendSeasonalityRandomvariationCyclicalvariation,|Year1|Year2|Year3|,Forecastingandforecastingtechniques(1),PrinciplesofForecastingforecastsarealmostalwayswrong.Shouldincludeanestimateoferror.forecastaremoreaccurateforgroupsofproducts.forecastsaremoreaccuratefornearerperiodoftime.,Forecastingtechniques:Qualitative(定性)techniques-arebasedonintuition(直觉)andinformedopinion;theythereforetendtobesubjective(主观的).theyareusedforbusinessplanningandforecastingfornewproducts,andareusedformedium-tolong-rangeplanning.Quantitative(定量)techniques-basedonhistoricaldataandassumefuturewillrepeatpast.Theyareofteninproductionplanning,andthedataareusuallyreadilyavailablefromcompanyrecords.,|,InventoryandInventoryManagement(1),InventoryObjectivesInventorymustbecoordinatedtomeetthreeconflictingobjectives:,bestcustomerservice,low-costplantoperation,minimuminventoryinvestment,Forecastingandforecastingtechniques(2),Forecastingtechniques:Extrinsic(外部)techniques(alsocalledcausal因果technique)Intrinsic(内部)techniques,MovingAverage(移动平均)ForecastingExponentialSmoothing(指数平滑)Seasonality(季节性)PeriodaveragesalesAveragesalesforallperiods,Seasonalindex=,预測1.对能够预测的尽量预测准确，不能预测的必须有应急措施；2.应根据生产规模，产品的特点，企业信息化程度和所需的时间选取合适的预测方法。不能偏面强调预测准确度。库存1.在供应链中，选取合适的结点，设置合理的库存；2.对产品寿命周期短，降价快的产品，必须设置较低的库存，反之，可以设置较高的库存。关键提高效率，缩短交货周期大规模定制与延迟生产可以降低成品的预测难度和库存,物流指标KPICLIPRLIPICSLInventoryturnsStockbyMAT库存InventoryRunRatePlanningreliability计划准确率Componentmissingrate零件缺货率,CLIP=numberoforderlinesshippedinwarehousewithinorderbookleadtime/totalnumberoforderlinestobeshippedaccordingtoorderbook*100%CLIP=在后勤手册供货期内进仓的订单数/根据后勤手册应该完成的总订单数*100%RLIP=numberoforderlinesshippedinwarehousewithincustomerrequireddate/totalnumberoforderlinestobeshippedaccordingtocustomerrequirement*100%RLIP=在客户要求供货期内进仓的订单数/根据客户要求应该完成的总订单数*100%,theagreedICSL=numberoforderlinesshippedexwarehousebeforedate/totalnumberoforderlinesagreedtobeshippedatthatdate*100%ICSL=在承诺供货期内出仓的订单数/根据承诺应该完成的总订单数*100%Componentmissingrate=%ofimmediatelycomponentavailability(measuredatthetimewhenreceivedcustomerorder)物料短缺率=客户订单收到时的物料准备率%,Planningreliability=realizedsalespermonth/salesplanforthismonth,made1monthearlier*100%计划准确度每月实际销售/提前1个月的销售计划*100%StockbyMAT=totalvaluestockatmonthsend/totalsalesoflast12months,invalue*100%库存=月底所有库存资金/过去12个月销售金额*100%InventoryRunRateDefinition:=%ofstockvalue/past3monthsales*4InventoryTurns=totalsalesoflast12months/averageValuestock,现代物流发展方向1.物流管理模式的发展方向供应链管理2.物流运作方式的发展方向第三方物流3.电子商务与物流,制造企业为什么选择第三方物流企业1.降低成本3PL只能赚取为制造企业省下来的钱2.3PL自身的特长及资源3PL需具备很强的整合能力，愿意不断提升信息化水平3.较高的服务水平坚持以客户为导向，适应灵活多变的环境,制造企业的困扰成本显性化，无法体现成本优势整合能力弱，信息化水平低不灵活,Supplychaincharacteristics:logisticconcept,2ndtiersuppliers,1sttiersuppliers,Factory,RDC,NSO,Customers,CustomersOrderDecouplingpoint,PlanningDriven,OrderDriven,SCOR(SupplyChainOperationsReference)model,Plan,Source,Make,Deliver,9.PerformancemeasurementandBenchmarking,10.CompetenceManagement,Infrastructure,Plan,Execution,Strategy/BusinessObj.,1.Supplychainarchitecture,2.Supplychainplan,3Sourceplan,7.Deliverplan,5.Makeplan,4.Sourceexec.an,6.Makeexec.,8.Deliverexec.,1,2,3,4,7,10,InformalOrganization,FunctionalOrganization,IntegratedSupplyChain,ExtendedEnterprise,Element1SUPPLYCHAINARCHITECTUREDefinition:P0:Theprocessofphysicalconfiguringthesupplychain.Thiscanincludeforexampledecisionson:thenumberandlocationofmanufacturingsitesnumberofandlocationofdistributioncentresselectionandlocationofkey-suppliersintroductionofdirectshipmentsfromfactoriestocustomers1InformalSupply-Chainconfigurationisnotdesignedormanagedbuthasevolvedwithoutformalplanprocessesorstrategyorthelinkingofprocessestogether,noclearlogisticsconcept.2TransitionalSupplyChainactionsaredrivenbytheannualbudgetcycle.3TransitionalSomecostdrivenSupplyChainconfigurationactionsarecarriedout.4FunctionalOverallSupply-Chainconfigurationisbasedonacost-basedmanufacturingstrategy.ChangesoptimisefunctionalperformancewithoutregardtooverallSupply-Chainimpact.Decouplingpointsaredefined.5TransitionalOverallSupplyChainconfigurationalsoconsidersSourceandDelivercostoptimisation.6TransitionalStartingfromtheBusinessStrategyaclearlydefinedSupply-ChainExecutionStrategyisdeveloped(whichincludesacleardefinitionofthedecouplingpointandanunderstandingofStackedLead-Time).7IntegratedSupply-ChainSupply-Chainconfigurationisnotonlycostdrivenbutalsofocusesonresponsiveness,flexibilityandmeetingmarketneeds.SomemajorsuppliersandcustomersareinvolvedintheSupplychainconfigurationprocess.8TransitionalSupply-ChainconfigurationalsoconsidersintegralcostsforkeypartnersintheSupply-Chain.9TransitionalSupply-ChainconfigurationalsoconsidersresponsivenessforkeypartnersintheSupplyChain.10TheExtendedEnterpriseSupply-Chainconfigurationisadynamicprocessoptimisingcostsandresponsivenessforallpartnersint