IBM供应链管理的历史反思与新挑战

1、e-businessTM供给链管理供给链管理- 历史的反思与新挑战历史的反思与新挑战IBM全球效劳部全球效劳部徐津徐津第一页，共二十五页。e-business供给链管理供给链管理TMCopyright IBM 2002贸易公司在传统商业中的位置原料供应商制造商批发分销商零售商消费者（产供销一体化的日用消费品生产厂商）可口可乐，宝洁，联合利华，和路雪等进出口公司和贸易公司中土畜，中粮，中化和中机等百货商店，连锁超市和大买场百盛，沃尔玛特，家乐福等第二页，共二十五页。e-business供给链管理供给链管理 - 开展史开展史TMCopyright IBM 20021900年以学术研究开始年以学术研

2、究开始 - 农业产品农业产品军事需求军事需求教科书的出现教科书的出现 - 60年代初期年代初期公司内部效率提高的最后一道战线公司内部效率提高的最后一道战线政府对运输行业的放权政府对运输行业的放权70年代能源危机年代能源危机经济全球一体化经济全球一体化IT - 供给链管理的新天地供给链管理的新天地竞争加强的必然结果竞争加强的必然结果 - 强者生存，产品替代效应增强强者生存，产品替代效应增强利润的挑战利润的挑战 - 节省节省$1 = ?Dot 时代的时代的“疯狂疯狂第三页，共二十五页。e-businessTMCopyright IBM 2002供给链管理供给链管理 - End-to-EndSupp

3、ly Chain Management电子采购物流管理 - 运输生产制造物流管理 - 仓储采购战略选择供应商供应商管理采购商品战略合同管理流程管理供应商合作衡量标准仓库管理入/出库纪录物料操作流程订单周期管理订单质量管理工时管理衡量监测顾客服务需求管理物流战略运输战略库存管理运输网络设计运输优化设计车队管理信息查询与跟踪计划与排产需求与预测管理生产周期BOM流程与容量生产设计车间管理供应链管理信息框架电子采购系统供应商选择商品目录流程管理合同管理寻价供应商管理连接 ERP界面连接物流系统界面生产计划预测设备资产管理订单管理物流信息系统仓储管理运输管理无线网络方案第四页，共二十五页。e-busi

4、nessTMCopyright IBM 2002SCM - 凝聚企业的竞争力凝聚企业的竞争力WholesalersCustomersLogisticsSuppliersManufacturingPlantsSupplierRetailersLogistics ProvidersWholesalers第五页，共二十五页。e-businessTMCopyright IBM 2002SCM - 核心所在核心所在 买什么，从何买，什么价钱 而不是以最快的方式买错东西 生产什么, 何时生产，生产多少 而不是以最低的本钱生产非需品 以统一的形象面对客户 而不是仅仅对单个流程自动化 以统一的形象面对供给商

5、而不是仅仅把每笔交易搬到网上第六页，共二十五页。e-businessTMCopyright IBM 2002SCM - 对企业的整体效应对企业的整体效应收入收入本钱本钱流动资产流动资产固定资产固定资产 供给链效应供给链效应 q提高顾客效劳提高顾客效劳 (i.e., 优化库存与货架优化库存与货架数量比例数量比例, 更大的市场占有率更大的市场占有率, 更高更高的利润率的利润率)q 降低库存降低库存q缩短订单缩短订单-现金周期现金周期股东权益股东权益利润利润资产资产q 降低有形资产降低有形资产 (i.e.卡车，仓库，物资操卡车，仓库，物资操作机械等作机械等q以协作来降低销售本钱，运输，仓储物以协作来

6、降低销售本钱，运输，仓储物流本钱，采购本钱流本钱，采购本钱第七页，共二十五页。e-businessTMCopyright IBM 2002SCM 企业所面临的挑战企业所面临的挑战内部优化，以到达：内部优化，以到达：提高顾客效劳水平提高顾客效劳水平提高供求透明度提高供求透明度采购本钱采购本钱库存周转库存周转优化商品分类优化商品分类运用先进的销售技术运用先进的销售技术Internet,Kiosk,产品目录，网产品目录，网络电视络电视以高效率的供给链竞争以高效率的供给链竞争第八页，共二十五页。e-businessTMCopyright IBM 2002SCM - 量化的效益量化的效益Source:

7、SCOR Model by Advanced Manufacturing Research, Inc.运运货货质质量量库库存存降降低低率率订订货货周周期期预预测测准准确确率率整整体体工工作作效效率率供供应应链链总总成成本本补补货货率率空空间间面面积积利利用用率率0 10 20 30 40 50 60 70 80 90Percent age I mprovement最最低低最最高高供应链改革项目的效益范围第九页，共二十五页。e-businessTMCopyright IBM 2002GMROI - 纯利润回收率纯利润回收率nCustomerService(525%)(25%)nThroughpu

8、tnInventory(1050%)GMROI(95%)(1050%)nPlanning Cycle Time nOperating Expenses顾客效劳顾客效劳产出产出方案周期方案周期运作本钱运作本钱销售额销售额销售本钱销售本钱平均库存本钱平均库存本钱库存库存第十页，共二十五页。e-businessTMCopyright IBM 2002SCM - 对症下药对症下药For the Retail Industry, Inventory Management Modules would replace Production SchedulingSCM指导下的有效手段指导下的有效手段主要供应链

9、管理目标主要供应链管理目标第一有效第一有效第二有效第二有效目标与整体战略目标与整体战略供应链管理咨询供应链管理咨询库存成本库存成本需求计划和预测，电子采购需求计划和预测，电子采购供应链计划供应链计划降低周期降低周期订单管理，电子采购订单管理，电子采购需求计划和预测需求计划和预测提高补货率提高补货率需求计划和预测，电子采购需求计划和预测，电子采购运输与定单管理运输与定单管理为顾客提供供货信息为顾客提供供货信息库存管理库存管理需求计划和预测，订单管理需求计划和预测，订单管理运输成本运输成本运输管理运输管理仓储管理仓储管理仓库运作成本仓库运作成本仓储管理仓储管理供应计划与订单管理供应计划与订单管理采

10、购成本采购成本电子采购电子采购需求计划和预测需求计划和预测第十一页，共二十五页。e-businessTMCopyright IBM 2002供给链管理的应用在跨行业的比较供给链管理的应用在跨行业的比较第十二页，共二十五页。e-businessTMCopyright IBM 2002SCM - 最优应用最优应用 I一般一般创意创意前沿前沿优秀应用优秀应用Vendor-managed and co-owned inventoryInventory owned by the supplier or co-owned by the retailer and supplierImplementation

11、 of centrally-managed (within store) electronic shelf tagsScan-based trading for fast- and slow-moving items Requires cashiers to accurately scan or enter each itemInventory and ordering functions tied directly to the point-of-sale (perpetual inventory)Items are registered and re-ordered when the ca

12、shier scans an itemRequires accurate scanning for proper SKU ordering Online private label product production synchronization for vertically integrated retailersStore-specific inventory based on location, market characteristics, and area demographicsInventory and ordering functions tied directly to

13、consumer self-scan shelf take-away Provides out of stock alerts and/or automatically re-orders itemsAutomated private-label product planning and sourcing (requires intelligent systems) VMI 电子货架条电子货架条 SBTscan based trading 即时库存即时库存 同步生产同步生产 - 本店品本店品牌牌 因店而异库存因店而异库存 即时库存即时库存 自动生产方案自动生产方案 -本本店品牌店品牌细节细节第

14、十三页，共二十五页。e-businessTMCopyright IBM 2002 Scan-based trading benefits both retailers & suppliers by streamlining the delivery of DSD productsDSD supplier delivers inventory to a store Consumer brings items to the cash register and the cashier scans itemsAt the end of the billing cycle, the retail

15、er pays the supplier based on actual units sold Supplier Accounts ReceivableInvoice for XYZ$4000.00 per order$250.00 per caseInvoice for XYZ$4000.00 per order1$250.00 per caseInvoice for XYZ$4000.00 per order$250.00 per caseInvoice for XYZ$4000.00 per order1$250.00 per caseRetailer Accounts PayableD

16、elivery personnel bypass the traditional process of checking-in inventory and instead go directly to store shelves for stockingWhen DSD item is scanned, the relevant product information is transmitted to the supplier and retailer systems12345Commitment from suppliers to support broad-based usageDepl

17、oyment of standards-based point-of-sale technology capable of communicating with suppliersReduced delivery time (20-25 minutes saved per delivery)Reduced stock-outs and increased sales (up by 3%-5% per supplier)Improved pricing accuracyRe-allocation of store personnel from check-in to in-store merch

18、andising activitiesImproved promotional flow throughReduced invoice deductions (declined by 70%)Users2Retailers: H.E. Butt, Schnuck Market, AndronicosManufacturers: Frito-Lay, Nabisco, Pepperidge Farms, Hallmark, Anheuser-BuschVendorsVialink (SyncLink)Success FactorsKey Results & Metrics1Sample

19、Users/Vendors第十四页，共二十五页。e-businessTMCopyright IBM 2002SCM - 最优应用最优应用 II一般一般创意创意前沿前沿Utilization of SKU-level electronic inventory management systemsIncludes pallet tracking throughout the distribution centerFully integrated and operational warehouse management systems (WMS) that automate distribution

20、 centers and allow for complex functions such as flow through and cross-dockingShared distribution centers for retailers offering multiple store formats (e.g., Wal-Mart with Superstores, Neighborhood Markets, and Sams Club stores)Reverse logistics management integrated into warehouse systems to auto

21、mate returns processesMarket-level shared distribution assets for consumer packaged goods companies (CPG) and retailers where warehouses and trucks serve area stores from competing and complementing retailersWarehouse network strategies where market-level “mega warehouse are built for chain-wide ite

22、ms complemented by regional distribution centers that serve faster moving and perishable itemsUtilize systems that count ergonomic wear and tear on each warehouse employee by individual task, dynamically balancing new task assignment to reduce the risk of injuryLeading Practices 电子库存管理电子库存管理 仓储管理仓储管

23、理 共享仓库共享仓库 自动反向物流自动反向物流 区域共享仓库区域共享仓库 仓库网络战略仓库网络战略 劳保有益型工作劳保有益型工作管理管理Detail第十五页，共二十五页。e-businessTMCopyright IBM 2002Centralized Warehouse Management SystemAbility to cross-dock shipments from central facility with perishable goods at regional centersAvailability of trucks to haul shipments longer dis

24、tancesDeployment of warehouse management system (WMS) to manage products destined for 1,100 storesAvailability of labor to staff central warehouse facilitySuccess FactorsImproved efficiency for entire distribution systemLower prices through centralized buyingFaster turnover in facilitiesRegional war

25、ehouse specializationKey Results & Metrics1UsersAhold USAC&S Wholesale Grocers (potential warehouse owner/partner)VendorsIBMSample Users/VendorsAholds centralized facility will be owned and operated by a third-party distribution specialistPhiladelphia, PANY, NJ, CT, RI, MANY, PA, OHThe facil

26、ity will supply all of Ahold USAs 1,100 storesDC, MD, DE, NJ, VANY, NJ,PA, WVAL, GA, TN, NC, SCExisting centers will be used for cross-docking of perishablesProducts will be pre-sorted for each retail outlet at the centralized distribution center 123Completed shipments will then be routed to area st

27、ores第十六页，共二十五页。e-businessTMCopyright IBM 2002整体战略整体战略流程优化流程优化具体系统实施具体系统实施零售业竞争力：零售业竞争力：做同样的事但比竟争对手做得更好！SCM在零售业在零售业 - 如何开始？如何开始？第十七页，共二十五页。e-businessTMCopyright IBM 2002开拓新效劳开拓新效劳 战略效益战略效益难易程度难易程度低低难难容易容易高高一般一般电子采购电子采购直接物料直接物料运输管理运输管理仓储管理仓储管理简接采购简接采购需求预测管理需求预测管理 库存管理库存管理$M$M$M$M$M$M 知己知彼知己知彼 根本数据分析根本

28、数据分析 现有流程分析现有流程分析 组织结构分析组织结构分析 确定主要问题和改进方向确定主要问题和改进方向 市场与竞争对手分析市场与竞争对手分析 确定改革蓝图确定改革蓝图 企业改革蓝图企业改革蓝图 上下一致沟通上下一致沟通 明确改革目标明确改革目标-具体化具体化 实施方案实施方案供给链整体战略供给链整体战略?战略咨询战略咨询$MSCM在零售业在零售业 - 整体战略整体战略第十八页，共二十五页。e-businessTMCopyright IBM 2002 SCM在零售业：流程优化在零售业：流程优化 - 成功之关键！成功之关键！Process 采购流程采购流程 寻找供给商寻找供给商 采购操作流程采

29、购操作流程 合同管理合同管理 配送物流流程配送物流流程 库存管理库存管理 订货流程订货流程 仓储管理仓储管理 运输管理运输管理 流程整合流程整合 所有环节的考量所有环节的考量流程流程Consult/EducateManagement ConsultingEducationServicesHowFunctional ConsultingWhat PerformSystems & Application Design/Development ServicesMaintenanceServicesOperational Support ServicesSystems Integration ServicesFacilities Management ServicesBusinessOperationsStrategyManagementandOperationsITStrategyPlanningandDesignImplementation-Perform/ManageCorporate Strategy整体战略整体战略流程优化流程优化具体系统实施具体系统实施第十九页，共二十五页。e-businessTMCopyright IBM 2002Repeat buysOne off buyson databaseCumul