SCM-物流与供应链管理ppt课件

1、物流与供应链管理系统引见Introduction to SCM/Logistics Systems.AGENDAPART I. SCM IntroductionPART II. SCM for ManufacturingPART III. SCOR Model OverviewPART IV. SCM Case Study.Definition of SCM & Logistics SCM ProcessesWhy SCM?SCM TrendsSCM ArchitectureSCM StrategyValue of SCMDefinitionProcessesValue of SCMWhy S

2、CM?TrendArchitectStrategy“Navigation of SCMPART I. SCM IntroductionAGENDA.Definition of SCM & Logistics LogisticsPart of the supply chain process that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related information from the point-of-origin to the

3、 point of-consumption in order to meet customers requirements local Optimum by Council of Logistics Management SCMIntegration of key business processes from end user through original suppliers that provides products, services, and information that add value for customers and other stakeholders - glo

4、bal Optimum by The Global Supply Chain ForumSCM Logistics*from the viewpoint of general scope.SCM ProcessesPurchasingProductionWarehouseManagementSalesTransportationServiceManagementSupplierManufacturerDistribution CenterCustomerRetail OutletDemand Planning/Collaborative PlanningSupply Network Plann

5、ingProduction Planning/Detailed SchedulingDeploymentVMI / CPFRGlobal ATPCollaborative SchedulingNetwork DesignSupply Chain StrategySupply Chain PlanningSupply Chain Execution.Why SCM? - IssuesCustomers Uncertainty Information Distortion Propagated UncertaintySuppliers Uncertainty Delivery, MFG Lead

6、Time Quality, Transportation, Labor UnionsIncreasing Customer Demands Measured on responsiveness and consistent quality Mass customizationGlobalization of Competition Broadening of markets Emergence of new competitorsIncreasing Development Costs Need dramatic cost reduction Rapid development & short

7、ed product lifecycleEvolution of Information Technology Platform, Network, Internet, EDI, VPN, Database ERP, Integrated inter ProcessesTo survive, Enterprises need to extend processes to create efficient and effective Values.Why SCM? - Issues Enterprise Functional Silos with Conflicting GoalsStable

8、Volume RequirementsLow Purchase PriceMultiple VendorsHigh Quality & ProductivityFew Change- oversStable SchedulesLong run ProductionLow InventoriesLow Transportation CostQuick Replenishment CapabilityHigh in StockLow PriceHigh Service LevelRegional StocksSOURCEMAKEDELIVERSELLPurchasingManufacturingD

9、istributionCustomer ServiceSalesBarrierBarrierBarrierbetween trading partners.Why SCM? - Dynamic of the Supply ChainCustomerDemandRetailerOrdersDistributorOrdersProduction PlantimeOrder SizeBullwhip EffectsManufacturerCustomerDistributorRetailerMore DistortionLong Shipping Delays, Long Information D

10、elaysbuffers Increasing Variability of Orders .SCM Trend - Collaboration Collaborate for making Win-Win PlayersSupplierCollaborationDesignCollaborationDemandCollaborationBenefit of CollaborationGreatly improved demand and supply visibility for both partiesShorter product life cycles based on better

11、forecastReduced inventory levelException driven approach focuses on problem items.SCM Trend - c-Commerce Collaboration has extending to c-CommerceSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollabora

12、tionDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollaborationtimeVisibilitye-CommercePeaksC-Commerce Takes Root20001999199819902001200220032004200620212005PublicizedE-FailuresInternetWebBeginsBusinessDisillusionmentOptimizedE-BusinessPost-netBusinessTrue E-BusinessEmergesSource:

13、 1997 PRTM ISC Benchmark Study.SCM Trend - OptimizationPursue to integrate with ERP, CRM and then finally be evolving to SCOERPEnterprise Resource ManagementInterfaceSCMSCPSCEInterfaceCRMCustomer Relationship Management.SCM Trend Supply Value NetworkSuppliersDistributorRetailerManufacturer Make valu

14、e network focused on Customer SupplierDistributorRetailerMFGSupplierDistributorRetailerMFGSupplierDistributorRetailerMFGCustomerSimple NetworkDependency RelationshipVertical & SequentialMultiple Channel NetworkHorizontal & FunctionalIT SupportedCustomer Oriented.SCM Trend Supply Chain EvolutiontimeC

15、ompanyValueIntegrationCollaborationAdaptivenessSource: SAP SCM is evolving to meet the new business demands of the networked economyEffective Demand & Supply ManagementExecution ExcellenceContinuous ImprovementBusiness Visibility through NetworkingFocusing on core CompetencyJoint decision making wit

16、h key business partnersReduce time to ValueFlexibility and ResponsivenessManage coordination across multiple business partners.SCM Architecture e-Business viewpointConsists of three side of e-Business SCMDemand PlanningProcurementPurchasingDeliver SchedulingTransportation ConsolidationMaster Product

17、ion SchedulingSupply Chain VisibilityStrategic SC SimulationHuman ResourceLegacyManufacturingWeb EDIXMLSecurity/CertificationElectronic MoneyBuySideSellSideEnterpriseSideDemand PlanningATP/CTPOrder ManagementCustomer Relation Managemente-Biz.SCM Architecture Enterprise ViewpointThe House of SCM has

18、Business Strategy, Planning and ExecutionSuppliersProcurementERP/LegacySupply Chain ExecutionManufacturingFulfillmentSupply Chain PlanningSupply Chain Business StrategyCustomers.SCM StrategyCurrent Cost/ServicePerformance CurveReconfigured Cost/ServicePerformance CurveSame ServiceLower CostBetter Se

19、rviceSame CostBetter ServiceLower CostSERVICE LEVELSHighLowLowHighCOSTWhat Strategic ?What to do ?Performance Measure ?How to drive in consideration of Cost, Time (Speed) and Customer Service Level.SCM Strategy - Manufacturing Delivery Lead TimeManufactureAssembleInventoryShipDelivery Lead TimeManuf

20、actureInventoryAssembleShipDelivery Lead TimeInventoryManufactureAssembleShipMTS, ATO, MTOMake-to-StockResponse to demandMass ProductsAssemble-to-OrderParts prepared to orderCustomized GoodsMake-to-OrderResponse after demand Specific Products.SCM Strategy - Manufacturing RIGIDMODULARIZEDPOSTPONEDFLE

21、XIBLEThe Types of Supply Chain areSupplierRetailerMFGMFG:Manufacturer (R Ernst,1999)SupplierRetailerMFGSupplierSupplierSupplierRetailerMFGRetailerRetailerSupplierRetailerMFGSupplierSupplierRetailerRetailer.SCM Strategy - Rigid Vertical Integrated Supply ChainRIGIDSupplierRetailerMFG The low inbound

22、modularization-The high degree vertical integrationThe low outbound postponement- The make-to-stock environment“Traditional Vertical Integrated Supply Chain.SCM Strategy - ModularizedMultiple Supplier to ManufacturerMODULARIZEDSupplierRetailerMFGSupplierSupplier The high inbound modularization-The h

23、ighly decentralized outsourceThe low outbound postponement- The make-to-stock environment“The most typical Supply Chain Structure.SCM Strategy - Postponed POSTPONEDSupplierRetailerMFGRetailerRetailer The low inbound modularization-The high degree vertical integrationThe high outbound postponement- T

24、he make-to-order environment“The Structure for the customizing of the finished productto satisfy specific customer or market demandMultiple Retailers.SCM Strategy - Flexible Integrated Modularized and Postponed ModelFLEXIBLESupplierRetailerMFGSupplierSupplierRetailerRetailer The high inbound modular

25、ization-The highly decentralized integrationThe high outbound postponement- The make-to-order environment“To make various components and final product.SCM Strategy - Postponements PullPostpone-mentLogisticsPostpone-mentReady for partial products, Assemble product after order receiving by decoupling

26、pointResponsible ability to various orders, quantities of productsExample: National BikeDeliver to customer directly from distribution center when order receivedReduce retailers stocksExample : HP DeskJet Printer, Sears/GE Direct DeliverySimplified Logistic HandlingTracking/Information ProcessingInv

27、entory Management Manufacturing PlanningValueReduced MFG CostsReduced Logistics CostsIncreased Customer Satisfaction FormPostpone-mentStandardization and common used PartsProcess switching and decouplingExample : HP Network Printers Universal Power Supply, Benetton Sweaters Dyeing.SCM Strategy - Con

28、solidation Trans 2Trans 1Distribution CenterOrderTransportationOrder1Order3Order2Get rid of small and fragmented shipments by Integration of OrdersFunctions Integrate order to shipmentsNeed high level of logistics information Order, Stock ,ValueReduced transportation and logistics cost.SCM Strategy

29、Cross Dock D.CCross DockInbound TruckApr 3, 2002Outbound TruckApr 34, 2002Immediate product delivery from distribution center without time delayFunctions Integrate Order Cycle between Customer order and Replenishment orderGoods spend at most 48 Hours in Distribution CenterNeed a fast and responsible

30、 transportation systemValueAvoided inventory and handling costs .SCM Strategy Deregulation Make decision on Transportation Service LevelCostTransportation ServiceBy RailBy TruckBy AirInventory CostTransportationCostTotal CostService LevelPoint.SCM Strategy VMISupplierManufacturerVMSFINANCEMPSFINANCE

31、VendorsManagedInventoryInvoice via EDI(Billing Request)InvoiceVMI ProcessSuppliers deliver parts or products to Inventory without any buyers informationOn timeParts DeliveryDelivera day/week.SCM Strategy JITValues created through JITManufacturerReduction of Lot SizeFrequent, Reliable Delivery Schedu

32、leReduced, Highly Reliable Lead TimeConsistently High QualityBothLong Term ContractionTrustSharing of VisionSharing of BusinessMore competence of planning efficiencyMore competence as on-time supplierSupplierManufacturerNon JITReduction Inventory CYCLEINVENTORYJIT WORKIN- PROCESS WORK IN-PROCESSWORK

33、IN-PROCESSCYCLEINVENTORYSHIPPINGINVENTORYWORKIN-PROCESSOPERATIONALRESERVE.SCM Strategy CPFR ForecastTablePromotionsTableItemTableForecastTablePromotionsTableItemTableManufacturerRetailer Forecast Drivers In stock positionFill RateConsumer DemandPrice ChangesGrowth PlansDistribution ChannelsJoint For

34、ecastRetailer Manufacturer Forecast Drivers Capacity Order Lead timeConsumer BehaviorProduct AvailabilityPromotionsRaw material supplyJoint Business PlanningGenerate joint forecastGenerate joint forecastDrive replenishmentDrive MRPCommon Event Calendar Shared DATACollaborative Planning, Forecasting

35、and Replenishment.Value of SCM BenefitDemandForecastingMarketingSalesProductDevelopmentWarehousingTransportationInventoryManagementPurchasingManufacturing246Perceived benefits of SCM investmentsSource : Survey of Fortune 1000 companies .Value of SCM - ImprovementDelivery PerformanceInventory Reducti

36、onFulfillment Cycle TimeForecast AccuracyOverall ProductivityLower Supply-Chain CostsFill RatesImproved Capacity Realization16% 28% Improvement25% 60% Improvement30% 50% Improvement25% 80% Improvement10% 16% Improvement25% 50% Improvement20% 30% Improvement10% 20% ImprovementSource: 1997 PRTM ISC Be

37、nchmark StudyTypical Quantified Benefits from Integrating the Supply Chain Management.Supply Chain Business ProcessesBusiness StrategySupply Chain Planning (SCP)Demand Planning (DP)Supply Planning (SP)Demand Fulfillment (DF)Supply Chain Execution (SCE) ProcurementManufacturingFulfillmentCase StudyPA

38、RT II. SCM for ManufacturingAGENDA.Definition of SCM in ManufacturingPlanSupplierCustomerCustomersCustomerSuppliersSupplierMakeDeliverSourceMakeDeliverMakeSourceDeliverSourceDeliverInternal or ExternalInternal or ExternalYour CompanySourceSupply Chain is - Considered from Suppliers Supplier to Custo

39、mers Customer - Related the flow of Material, Products, Service, and Information - Integrated process of Plan, Source, Make, Deliver, and ReturnSCM is the integration of key business processes including Plan, Source, Make, Deliver, and Return that optimizes the performance of total business chain an

40、d maximizes the profit from it ReturnReturnReturn.Scope of SCM in a Manufacturing Co.Local vendorConsolidation CenterLine 1Line 2LineNSub LineImportPortBondedStorageDistributionCenterDelivery yard (CSF/CY)OverseasSub LineCustoms clearance,Devanning, UnpackingAirportPort/AirportCustomerCusotmerStorag

41、eProcurementProductionDeliveryBuy SideIn SideSell SideForced ERPForced SCM.Typical View of Supply Chain Business ProcessInfrastructureERPGeneric Business FunctionIndustry Specific Core Function Supply Chain Planning Procurement ManufacturingMarketing / Sales & Service Distribution R&D Financial Mgmt

42、.CRMHRMktg. & SalesCustomer SVCSCMProcurementLogisticsMESCSM.SCM StructureSuppliersProcurementERP/LegacySupply Chain ExecutionManufacturingFulfillmentSupply Chain PlanningSupply Chain Business StrategyCustomersSCM Structure consists of the three key elements : Strategy/Planning/Execution.Business St

43、rategyBusiness GoalCritical Success Factors&Key Performance IndicatorsPriceOn-Time DeliveryQuick ResponseFlexibilitySupply ChainCostLead TimeDue-dateSatisfactionCustomerService IndexUtilizationSCM StrategySCM GoalSupply Chain Process Re-engineeringBenchmarkingBest Practice AnalysisBusiness Strategy

44、defines SCM Strategy and Goal to accomplish Enterprise Biz Goal and determines CSF and KPI for that.Supply Chain Planning - PhasesStrategicTacticalOperationalStrategic Business PlanningSupply Chain/Network Design & SimulationProfit Optimization (Price & Revenue Optimization)DemandPlanningSupplyPlann

45、ingDemandFulfillmentMaster PlanningDistribution PlanningInventory PlanningMulti-tier Collaboration PlanningAllocation PlanningATP/CTPOrder PromisingSales OrderStatistical/Analytical ForecastingForecast AggregationForecast AllocationConsensus ForecastingManufacturingPlanningSchedulingProduction Plann

46、ingCapacity PlanningMaterial Req. PlanningSchedulingSequencingSCP phases can be categorized into Strategic, Tactical, and Operation depending on the time frame over which the decisions are made.Supply Chain Planning Key ProcessesSCP Key Processes consist of Demand Planning, Supply Planning, and Dema

47、nd Fulfillment Demand FulfillmentDemandFulfillment(DF)Supply ChainPlanner(SCP)Supply PlanSupplyReservation Supply PlanningDemandManagement(DP)ForecastSupplyAllocationDemand PlanningFactoryPlanner(FP)SupplyRequestPromiseProvides reliable demand forecast information to all planning activities in suppl

48、y chainEstablishes optimized supply planning after considering constraints based on the forecast informationMeets or exceeds customer needs and reduces total delivered cost to customer based on the supply planningSCPProcessSCPSolutionDP : Demand PlannerDF : Demand FulfillmentSCP Supply Chain Planner

49、FP : Factory Planner.Supply Chain Planning Demand PlanningCapabilitiesValuesStatistical Forecast (over 20 methods)Top down / Bottom up PlanningProduct Lifecycle PlanningEvent-driven PlanningSeasonal / promotion factorsPrice factor .Multi - Dimension view & Forecasting Product / Seller hierarchyConse

50、nsus PlanningTo develop an accurate and reliable view of market demand by identifying market trends and predicting changes in customer preferencesIncrease of Forecasting Accuracy through consensus forecastingIncrease of Customer Satisfaction and Production StabilizationDecrease of finished goods inv

51、entory.Supply Chain Planning Supply PlanningCapabilitiesValuesInventory PlanningConstraint-based concurrent planningCapacity, Material, Customer Priority Problem-driven PlanningTime-phased PlanningCapacity, Routing, BOM .Strategy-driven PlanningWhat if simulationDistribution PlanningTo ensure that t

52、he enterprise is prepared to meet the forecasted demand by generating a constrained and optimal supply planProfit maximization through effective inventory/supply/material plan Increased resource utilization through multi plants allocationReduced WIP, finished goods, and cycle timeIncrease of global

53、visibility.Supply Chain Planning Demand FulfillmentCapabilitiesValuesOrder capturing (including configuration)Order quotation & confirmationOrder schedulingBacklog managementOrder trackingPre allocation of limited supply to preferred sales channels / customersReal time evaluation of opportunity cost

54、 to serve additional demandTo provide fast, accurate, and reliable delivery commitments to customer orders, and to manage these commitments in a profitable wayIncreased Customer Satisfaction through accurate ATP (Available To Promise) Increased Order Fulfillment Accuracy and Customer Service Reduced

55、 ATP Lead Time.Supply Chain Planning Component Supplier Mgmt.CapabilitiesValuesSupports component selection, alternatives selection, reuse, reduce part counts, and part access Drives part consolidationCentralizes commodity procurement and supplier managementCoordinates system access to purchased and

56、 designed componentsFeeds part information to CAD, PDM, ERP, etc.To manage components and suppliers for purchased components and support coordination of activities between engineering and procurementBenefits to a Development EnterprisesReduced in part creation and warranty costsProvided better reuse

57、 of designs and partsImproved ability to offer product varietyBenefits to a Purchasing OrganizationManaged purchased components and other materialManaged suppliers (Strategic Procurement Practices).Supply Chain Execution - Procuremente-Procurement is the closed-loop process from purchase requisition

58、 to payment through the internete-Procurement ChainSelect itemApprovePurchaseorderSupplierFulfillmentSubmitOrderReceiveTransportDeliverPayRequestpurchaseSource : “e-Business- Roadmap for Success, Kalakota R. et al, Addison Wesley, 1999INTERNET.Supply Chain Execution - ProcurementProcurement Framewor

59、kStrategic ItemsPurchase CategoryCommoditized ItemsCapital Project & Related CostNon-direct Material/ServiceOwn internet procurement systemB2B Vertical e-MarketplaceB2B Horizontal MRO Buying HubSecure two-way communication channel with suppliersOpen procurement system such as auction, biddingItem st

60、andardization, procurement process automationConsider exclusive web site for subsidiaries onlyAutoXchange(Ford), TradeXchange(GM), Worldparts, ENX, etcStrategic core materialNon-standard materialStandardizedraw/sub materialCustomer MROIndustry specificOffice suppliesIT suppliesBusiness travelWell de