联合利华供应链管理介绍

1、deliver in asia regional supply chain course october 3rd, 2001 today . zcontext zthe basics zthe opportunities yvision youtsourcing, vmi, inventory planning zdeliver cop zthe future? first, some pictures of a supply chain supply management ingredients & packaging suppliers manufacturer production li

2、nes manufacturer distribution center retail store (shelf + back room) retailer distribution center consumers demand management plan sourcemakedeliver leadership & strategy brand development channel & customer development suppliers consumers & customers information human resources finance technology

3、distribution management plan source makedeliver supply planning demand planning processing packing customer service management customer service management is the satisfaction of customers requirements of the supply chain. this includes order management from capture/creation through invoicing and col

4、lection, the implementation of a differentiated customer service policy and customer integration activities that improve service and reduce extended supply chain costs. supplier management in-bound logistics customer service management plan source makedeliver supply planning demand planning processi

5、ng distribution management packing distribution management is the movement and care of finished product from manufacturing, usually through intermediate warehousing to customers/consumers. supplier management in-bound logistics advice on deliver get the basics right yordering, delivery, billing do t

6、he sexy stuff yintegration and synchronisation xvmi, e-business, cpfr the basics have to be in place zcustomer service ycost: %overdue yservice: lead time, ease of ordering yquality:#cns due to error, invoicing accuracy zwarehousing/distribution ycost: %nps yservice: %case fill, %order fill, ira yqu

7、ality: %rejects, %returns, %damages kpis are the key 0 2000 4000 6000 8000 10000 12000 14000 16000 cns 2000cns 2001 other customer error ult error discount kpis are the key customer service kpi key customer 80.0 82.0 84.0 86.0 88.0 90.0 92.0 94.0 96.0 98.0 100.0 7/17/27/37/48/18/28/38/49/19/29/39/41

8、0/110/210/310/4 cycle/week % % kpi% stock available% despatch% delivery the opportunities in deliver the sea vca 2000 study -laundry cost saving (1,000)1,0002,0003,0004,0005,000 deamand strategy & capabilities optimize assortments optimize promotions optimize new product introductions consumer value

9、 creation supply strategy & capabilities responsive replenishment integrated demand driven supply operational excellence common data & communication standards cost/profit and value measurement collaborative planning e-business, business to business improvement concept us$ thousands thailand malaysia

10、 vietnam singapore philipinnes indonesia 4 m euro4 m euro the sea vca 2000 study -laundry inventory reduction 2,0004,0006,0008,00010,00012,000 deamand strategy & capabilities optimize assortments optimize promotions optimize new product introductions consumer value creation supply strategy & capabil

11、ities responsive replenishment integrated demand driven supply operational excellence common data & communication standards cost/profit and value measurement collaborative planning e-business, business to business improvement concept us$ thousands thailand malaysia vietnam singapore philipinnes indo

12、nesia 8 m euro8 m euro world class supply chain integrated network & collaboration service & integration functional excellence source localregionalglobal functional excellence z organisation focused on functional excellence z information optimised to facilitate functional excellence z many small cus

13、tomers and suppliers rdc = regional distribution centres blue arrow = information flow key :red arrow = product flow plan sourcemakedeliver factoryconsumer rdc rdc rdc suppliers supplier suppliers supplier suppliers supplier suppliers supplier customer customer customer customer supplier supplier su

14、pplier supplier copyright2000. corporate mast group, unilever research plc. all rights reserved. service and integration z organisation manages business through multi-functional teams, exploiting functional excellence whilst focusing on immediate upstream and downstream customers z information requi

15、rements optimised for management of internal organisation z customer base predominantly key account (60% volume weighted) z key supplier consolidation - relationship management plan sourcemakedeliver suppliers supplier suppliers supplier suppliers supplier supplier supplier supplier factory rdc rdc

16、key account wholesalerretailer consumer copyright2000. corporate mast group, unilever research plc. all rights reserved. integrated network and collaboration z organisation focus on extended supply chain (customers and suppliers) z information shared with all parties in the extended supply chain z h

17、igh percentage of business in a few key accounts z supplier base consolidated - partnership management plan sourcemakedeliver suppliers supplier suppliers supplier factory supplier supplier key account wholesalerretailer consumer stock holding location copyright2000. corporate mast group, unilever r

18、esearch plc. all rights reserved. 1996 1998 2000 phase iii (integrated network and collaboration) i focus on internal integration & improvement ii focus on outbound improvement iii focus on external integration and improvement plan delivermakesourcedelivermakesourcedeliverdelivermakesourcesource ecr

19、 some quoted benefits z cisco, intel, tnt, kodak, nestle, p&g: z cost savings: y75% reduction in errors” y12,000 engineers saved” y45% inventory reductions” z growth opportunities: y40% more orders in same time” y1 week product development cycle reduction” yreduce product lead times by 50-70%” yorde

20、r cycle times cut from 6-8 weeks to 1-3 weeks source: logicon 2001 one way of looking at deliver ways of working process infrastructure synchronise d production crp optimum inventory crp s&op mps mrp wps smi rds inventory planning wms vmi cpfr demand planning edi xml inventory target models edi xml

21、eft aps (sap apo) and erp (bpcs) reliable operations, pallets kpis ingredients & packaging suppliers manufacturer production lines manufacturer distribution center retail store (shelf + back room) retailer distribution center consumers different categories, different demand strategies 0 50 100 150 2

22、00 250 vmi for stable off-takecpfr/vmi for promotions cpfr/vmi for seasonalcpfr for random cpfr for npds deliver focus zoutsourcing warehouses zinventory target planning zvmi outsourcing zthird party logistics providers have ability to accelerate and drive change yfocus - it is their core business y

23、resources - availability of “resource pool” yexpertise - core competency yexperience - did it before yfunds - willingness to invest supply chain outsourcing criteria for choosing uniqueness symbols company planes “pet” projects criticals product innovation retailer loyalty cards process improvements

24、 ancient empires payroll traditional audit operational necessities logistics purchasing sales value supply chain outsourcing actions for choosing uniqueness symbols discard criticals nurture strategic alliances ancient empires outsource operational necessities nurture or outsource be careful value s

25、upply chain outsourcing z advantages yallows you to concentrate on core competencies yallows experts to manage and develop processes, technology and people xaccelerate change yallows experts to leverage synergies within their industry yprovides improved customer service yfree up/generate capital z d

26、isadvantages yhand-over can be mismanaged ypotential for culture clash yunlikely to save you money in the short-term ypotential for us and them outsourcing - the milestones determine strategy learn from previous experiences select partner project kick-off team plan communicate negotiate details tran

27、sfer operations transfer people manage performance outsourcing lessons learnt zpartnership essential zcommunicate at all levels z hr issues by far the most zcontract issues outsourcing partnership z do yencourage an open environment, sharing risks and rewards yunderstand your performance before you

28、hand over ycontinue to measure cost, service, quality ycommunicate: treat them as a department z dont ymove the goal-posts ydo their job for them yexpect them to do things they do not have as their core competence yexpect the 3pl to tell you when youre wrong inventory target planning supply chain va

29、riables zsupplier reliability yssqr program zdelivery frequency zproduction reliablility ytpm / 5s zforecast reliability ydemand plan forecasting zunderstand safety stock sc variable - safety stock zused for hedging against uncertainty in ysupplier reliability yproduction breakdown ystock inaccuracy

30、 yforecasting error to achieve stock availability target zsystematic understanding of how much safety stock is required inventory planning z understand the inventory components y forecast accuracy y sale fluctuation y production cycle y production reliability y supplier reliability y service level t

31、arget z understand the nature of each products and how to set appropriate inventory policy z use simulation tool to model the effect each component has on the inventory level and service level z set inventory level accordingly ordersstock vmi why bother doing vmi? zobjective is to efficiently replen

32、ish shelves zforecasting is always wrong zbuyers can get in the way ybull-whip effect zpoor data gets in the way unilever supplier unilever dc customer dc customer store unilever factory integrated suppliers synchronised production continuous replenishment cross docking automated store ordering reli

33、able operation supply chain improvements continuous replenishment z members of the supply chain working together to replenish products based on actual sales and forecasted product demand yvmi (vendor managed inventory) is one of the means to continuous replenishment xvendor maintaining customers sto

34、ck according to target levels and service level xtransfer of ownership in ordering process so to vendor e- information unilever supplier unilever dc customer dc customer store unilever factory vmi daily process flow inventory data / dc offtake despatch advice order proposal customer dc stock repleni

35、shment 1. data sent to ult at 6am 2. ult to generate order 3. ult to sent order proposal by afternoon 4. product delivery that night edi messages % forecast accuracy (by category) -16.50% -10.70% 17.90% 27.70% 42.60% 63.40% 69.20% 87.80% -40% -20% 0% 20% 40% 60% 80% 100% % accuracy avg fa-16.50%-10.

36、70%17.90%27.70%42.60%63.40%69.20%87.80% denskinfcpwfwhahhcdeo cust3 promotional item forecast accuracy stock reduction of 10 million baht april 01: build up stock for songkran holiday cust1 scorecard stock cover day 2 4 6 8 10 12 14 16 18 20 aug-00 sep-00 oct-00 nov-00 dec-00 jan-01 feb-01 mar-01 ap

37、r-01 may-01 jun-01 jul-01 days target=7 days vmi pause cust1 scorecard service level ult to cdc 0 2000 4000 6000 8000 10000 12000 14000 aug-00sep-00oct-00nov-00dec-00jan-01feb-01mar-01apr-01may-01jun-01jul-01 cases 60 65 70 75 80 85 90 95 100 ordercs shipped%cs shipped target=98% vmi pause feb-mar 0

38、1: capped demand and capped supply cust1 scorecard service level cdc to stores 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 180,000 aug-00sep-00oct-00nov-00dec-00jan-01feb-01mar-01apr-01may-01jun-01jul-01 pcs 0 10 20 30 40 50 60 70 80 90 100 ordercs shipped%cs shipped target=98% vmi

39、 pause demand - the bullwhip effect before vmi 0 100000 200000 300000 400000 500000 600000 700000 c.1/wk.1 c.1/wk.3 c.2/wk.1 c.2/wk.3 c.3/wk.1 c.3/wk.3 c.4/wk.1 c.4/wk.3 c.5/wk.1 c.5/wk.3 c.6/wk.1 c.6/wk.3 c.7/wk.1 c.7/wk.3 c.8/wk.1 c.8/wk.3 pcs consumer offtakestores orderdcs order demand - reduce

40、the bullwhip after vmi 0 100000 200000 300000 400000 500000 600000 700000 c.9/wk.1 c.9/wk.2 c.9/wk.3 c.9/wk.4 c.10/wk.1 c.10/wk.2 c.10/wk.3 c.10/wk.4 c.11/wk.1 c.11/wk.2 c.11/wk.3 c.11/wk.4 c.12/wk.1 c.12/wk.2 c.12/wk.3 c.12/wk.4 c.13/wk.1 c.13/wk.2 c.13/wk.3 c.13/wk.4 pcs consumer offtakestores ord

41、erdcs order deliver cop thailand zpriorities ybuilding new warehouse ycrp/vmi roll-out ycpfr pilot/s yeft roll-out yregional planning/sap apo yphoenix replacement for distributor system zopportunities yregional customer service yregional deliver best practice indonesia zpriorities youtsourcing and b

42、uilding warehouse with mnl ybalanced kpi scorecard yvmi with distributors yworking capital reduction zopportunities yregional customer service yregional deliver best practice yscd, cd, td, sd organisation complexity philippines z priorities youtsourcing and building warehouse with li & fung distribu

43、tion ysdis for gt/ electronic call sheet for sst - secondary sales capture for demand signal yecr sc diagnostics tool yecr vmi pilots yecr edi leadership yecr synchronised production (“everything, everyweek”) yecr cash flow/eft yregional planning (sap apo) ycustomer service help desk z opportunities

44、 yregional customer service yregional sc organisation xmus separate from profit responsible sus regional cop - deliver zto work together to share leading practice and accelerate the achievements of truly world class delivery operation in asia zmembers are customer service and warehouse distribution

45、managers from eapr and china with a representative from india deliver cop funnel ideas deliver kpi/benchmarking deliver strategy development centralised buying pallet optimisation/tran sportation optimisation feasibility abc/abm capability 3pl management pallet pooling distribution network optimisation vmi/demand based replenishment customer hel