EsupplyChainManagement(英文版)

1、 2001 i2 Technologies, Inc. CONFIDENTIAL 2001 i2 Technologies, Inc. CONFIDENTIALnWho is i2 Technologies? nThe Internet and your supply chainnComponents of a best-in-class supply chainneSCM: The foundation of your e-business strategynSuccessfully implementing eSCM2 2001 i2 Technologies, Inc. CONFIDEN

2、TIALUnderstanding the Value Potential is the First Step in i2s Value Delivery Process3 2001 i2 Technologies, Inc. CONFIDENTIALnFounded in 1988, with about 6000 employees in 65 offices around the worldnRecognized leader in Supply Chain Management & e-Business, according to Benchmarking Partners,

3、Gartner, AMR, GiganDesignated by Benchmarking Partners “best-in-class” in SCM 3 years running n$1.1B revenue in 2000; profitable since inceptionn90% annual growth raten57% overall SCM market share in 2000; 70% of top 10 pharma companies are SCM customersnCustomer commitmentn1,000 customers with 9000

4、 implementations n55% of annual revenue from existing clientsnLeader in R&D - invest over 23% of revenue annually (industry average is 12%)02004006008001000120096 97 98 99004 2001 i2 Technologies, Inc. CONFIDENTIALSource: Gartner Research, 20005 2001 i2 Technologies, Inc. CONFIDENTIALnWho is i2

5、Technologies? nThe Internet and your supply chainnComponents of a best-in-class supply chainneSCM: The foundation of your e-business strategynSuccessfully implementing eSCM6 2001 i2 Technologies, Inc. CONFIDENTIALPurchasingManufacturingDistributionCustomer Service & Sales7 2001 i2 Technologies,

6、Inc. CONFIDENTIAL19601970198019902000DepartmentEnterpriseExtendedEnterpriseMarketplaceFin Mgmt,MRPERPAPSSFASCMCRMeProcMeta-MarketplaceGL, AP, AROE, IMMarketplace IntegrationM2M8 2001 i2 Technologies, Inc. CONFIDENTIAL9 2001 i2 Technologies, Inc. CONFIDENTIALWholesalersSuppliersManufacturersRetailers

7、Care ProvidersPatientsInformationGoods10 2001 i2 Technologies, Inc. CONFIDENTIALInformationGoodsRetailersPatientsWholesalersManufacturersSuppliersCustomer ExchangesLogistics ExchangesLogistics ProvidersSupplier ExchangesContractManufacturersVirtualManufacturersCare Providers11 2001 i2 Technologies,

8、Inc. CONFIDENTIALCyberMarketTraditionalTradingPartnersEnterpriseDepartmentalProductivityExternalTransactionsCollaborative InteractionDomain Apps1995nHigher customer expectations and increased pressure on margins nComplex trading networks with new internet channelsnDynamic business relationships nPar

9、tnering with competitors, suppliers and customers to develop and deliver productsnEliminating intermediaries Connection ParadigmBusiness ParadigmE-Commerce1995 - 2000C-Commerce2000 - 2005 2001 i2 Technologies, Inc. CONFIDENTIALnWho is i2 Technologies? nThe Internet and your supply chainnComponents o

10、f a best-in-class supply chainneSCM: The foundation of your e-business strategynSuccessfully implementing eSCM13 2001 i2 Technologies, Inc. CONFIDENTIALWholesalersPhysiciansDistributionCentersTransportation MarketplacesSuppliersSupplier MarketplacesManufacturingPlantsCare ProvidersRetailersLogistics

11、 Providers14 2001 i2 Technologies, Inc. CONFIDENTIALnA flexible supply chain provides the velocity tonIncrease market share by improved customer satisfaction and loyaltynDerive competitive advantage from differentiated response to customersnA best-in-class supply chain generates value for your botto

12、m linenIncreased revenue through fewer stock outsnHigher profit through increased throughput and better product mixnReduced inventory and obsolescencenReduced warehousing, transportation and returns costs15 2001 i2 Technologies, Inc. CONFIDENTIALnSupply Chain Management is planningnDesign of the sup

13、ply chainnAnticipation of demand nPlanning of production and logistics to meet demandnSupply Chain Management is executionnMaking accurate and reliable delivery promises to customersnFulfilling on those promises while maximizing profitsnEnd-to-end visibility to enhance supply chain velocitySupply Ch

14、ain Management16 2001 i2 Technologies, Inc. CONFIDENTIALSupply Chain ManagementWhats the right supply chain design?How will the supply chain perform?17 2001 i2 Technologies, Inc. CONFIDENTIALnValue PropositionnImprove customer service levels in an increasingly competitive marketnReduce inventory lev

15、els and expediting costsnProvide visibility across a global supply chainnSolutionnProduce replenishment plans for each distribution center based on local demand forecasts and safety stock targetsnEvaluate supply chain performance against key performance indicators, and model possible changes to iden

16、tify improvementsnGenerate a single net requirements plan to determine production levelsnResultsnReduced distribution centers from 49 to 6nReduced finished goods inventory even as customer service levels (as measured by order fulfillment ratio) increased by 20%nSignificantly reduced logistics (fulfi

17、llment) costs18 2001 i2 Technologies, Inc. CONFIDENTIALSupply Chain ManagementWhat is our best estimate for future demand?What to promote, when?What product should be on the shelf?How do I communicate the demand plan?19 2001 i2 Technologies, Inc. CONFIDENTIALnValue PropositionnProvide greater forwar

18、d visibilitynImprove forecast accuracynEnhance company growthnSolutionnImplement demand planning across every product and customer line and institute vendor-managed inventory for key customersnDetermine how forecast will affect inventory levels and production schedulesnGain visibility into the suppl

19、y chain through collaborative forecastingnResultsnReduced cycle timesnStrengthened internal communication and business processesnImproved forecast accuracy20 2001 i2 Technologies, Inc. CONFIDENTIALSupply Chain ManagementWhat to make, when and where?What to replenish and when?How much to stock?Who ge

20、ts constrained supply?Where are the problems? How to fix?21 2001 i2 Technologies, Inc. CONFIDENTIALnValue PropositionnDecrease overall costsnReduce inventorynShorten planning cycle timesnSolutionsnPerform “what-if” scenariosnTransform from monthly to weekly planningnConsolidate manufacturing and dis

21、tribution networks into a unified virtual plannResultsnReduced planning cycle time from 3 months to hoursnDecreased inventorynIncreased profitability22 2001 i2 Technologies, Inc. CONFIDENTIALSupply Chain ManagementHow do we optimally allocate inventory to meet demand?How do we promise, broker, admin

22、ister and present a consolidated order?How do we pick, pack, ship & deliver to meet customer service and profitability objectives? How can we detect and manage exceptions?23 2001 i2 Technologies, Inc. CONFIDENTIALnValue PropositionnReduce transportation costsnImplement new system within existing

23、 SCM and IT architecturenImprove on-time shippingnSolutionnDevelop flexible transportation management systemnStreamline shipping processnAutomatically relay shipping information across enterprisenResultsnDecreased shipment costs through better carrier selectionnIncreased productivity in warehouse as

24、 a result of better work schedulingnImproved customer service through effective handling of special shipping requirements24 2001 i2 Technologies, Inc. CONFIDENTIAL“The sum of the local optima do not equal the global optimum.”- Eli Goldratt, Theory of Constraints 2001 i2 Technologies, Inc. CONFIDENTI

25、ALThe i2 TradeMatrix SCM planning and execution solutions maximize supply chain velocity by optimizing demand, supply, and fulfillment business processes.26 2001 i2 Technologies, Inc. CONFIDENTIALnWho is i2 Technologies? nThe Internet and your supply chainnComponents of a best-in-class supply chainn

26、eSCM: The foundation of your e-business strategynSuccessfully implementing eSCM27 2001 i2 Technologies, Inc. CONFIDENTIAL Cause Disconnects & DelaysDistributor+ManufacturerProvider Effect The Bullwhip EffectDistributorManufacturerProviderSalesTimeSalesTimeSalesTime28 2001 i2 Technologies, Inc. C

27、ONFIDENTIALSalesTime29 2001 i2 Technologies, Inc. CONFIDENTIALSupply Chain with Multiple DisconnectsFix Intra-Enterprise DisconnectsFix Multi-Enterprise Disconnects Root Causes Business Process Limitation Inefficient processes, with delays and disconnects Adverse relationship between buyer and selle

28、r Narrow/superficial information exchange Lack of coordinated business processes (inter- and intra- enterprise) IT Systems Limitation Multiple ERP/APS systems Lack of common messaging infrastructure Lack of timely propagation of information30 2001 i2 Technologies, Inc. CONFIDENTIALWholesalersSupplie

29、rsManufacturersRetailersSalesTimeSalesTimeSalesTimeSalesTime31 2001 i2 Technologies, Inc. CONFIDENTIAL 32 2001 i2 Technologies, Inc. CONFIDENTIALOrganizationGlobal computer manufacturer that designs, builds and markets PCs, notebooks, servers, and networking solutions for business and home users. Be

30、nefits- Mission-critical hourly planning cycles- 110-day implementation - Maintain only 2 hours of inventory on factory floor (industry average is 67 days!)- Dell averages about 55 inventory turns per yearChallengesTo replace inventory at both Dell and Dells suppliers with accurate, frequent informa

31、tion on Dells material requirements driven from actual manufacturing schedules. 33 2001 i2 Technologies, Inc. CONFIDENTIALnWho is i2 Technologies? nThe Internet and your supply chainnComponents of a best-in-class supply chainneSCM: The foundation of your e-business strategynSuccessfully implementing

32、 eSCM34 2001 i2 Technologies, Inc. CONFIDENTIAL35 2001 i2 Technologies, Inc. CONFIDENTIAL36 2001 i2 Technologies, Inc. CONFIDENTIALnTinkering with your businessnFocus on simple processesnSimple buying and simple sellingnFocus on automating transactionsnTransforming your businessnFocus on dramaticall

33、y increasing revenuegrowth and EPSnImproving ALL of your value-creation processesnFocus on building a high velocity company37 2001 i2 Technologies, Inc. CONFIDENTIALnShared valuenMust add value to every constituent, including customers and suppliersnNeeds to help you profitably deliver your products

34、 to the right customer at the right timenSources of valueneMarketplaces are bounded by services, content, and connectivitynValue creation opportunities exist in extended supply chain synchronization, fulfillment execution, and others; procurement is just the beginningnScalable technology that allows

35、 multiple methods of customer and supplier interaction, and that reaches many types of customersnTime to valuenEase of adoption and cost of conversion are significantly impacted by time to value; every participant must have services, data, and access to business partners in order to realize value38

36、2001 i2 Technologies, Inc. CONFIDENTIALnLook for software products based on XML, HTML, and Java; these products are “web-ready”nSelect vendors that release new versions of their products that move toward solving architecture problems at least every 6 monthsnConcentrate on time-to-value: Find the expertise necessary to build your architecture and