IBM供应链管理的历史反思与新挑战

1、供应链管理- 历史的反思与新挑战IBM全球服务部徐津供应链管管理TMCopyrightIBM 2002供应链管管理- 发展展史TMCopyrightIBM 20021900年以学学术研究究开始-农农业产品品军事需求求教科书的的出现-60年代代初期公司内部部效率提提高的最最后一道道战线政府对运运输行业业的放权权70年代代能源危危机经济全球球一体化化IT-供应链管管理的新新天地竞争加强强的必然然结果-强强者生存存，产品品替代效效应增强强利润的挑挑战- 节省省$1=?D时代的“疯狂”TMCopyrightIBM 2002供应链管管理-End-to-EndTMCopyrightIBM 2002SCM-

2、凝聚企业业的竞争争力WholesalersCustomersLogisticsSuppliersManufacturingPlantsSupplierRetailersLogistics ProvidersWholesalersTMCopyrightIBM 2002SCM-核心所在在买什么，从何买买，什么么价钱而不是以以最快的的方式买买错东西西生产什么么,何何时生产产，生产产多少而不是以以最低的的成本生生产非需需品以统一的的形象面面对客户户而不是仅仅仅对单单个流程程自动化化以统一的的形象面面对供应应商而不是仅仅仅把每每笔交易易搬到网网上TMCopyrightIBM 2002SCM-对企业的的整

3、体效效应收入成本流动资产产固定资产产 供应应链效应应 提高顾客客服务(i.e.,优化库存存与货架架数量比比例,更更大的的市场占占有率, 更高高的利润润率)降低库存存缩短订单单-现金金周期股东权益益利润资产降低有形形资产(i.e.卡车，仓仓库，物物资操作作机械等等以协作来来降低销销售成本本，运输输，仓储储物流成成本，采采购成本本TMCopyrightIBM 2002SCM企业所面面临的挑挑战buymovestoresellreplenish内部优化化，以达达到：提高顾客客服务水水平提高供求求透明度度采购成本本库存周转转优化商品品分类运用先进进的销售售技术（Internet,Kiosk,产品目录录

4、，网络络电视）以高效率率的供应应链竞争争TMCopyrightIBM 2002SCM-量化的效效益TMCopyrightIBM 2002GMROI-纯利润回回收率CustomerService(525%)(25%)ThroughputsalesInventory(1050%)Avg. inventory at costGMROI(95%)(1050%)Planning Cycle Time Operating Expensescost of goods sold顾客服务务产出计划周期期运作成本本销售额销售成本本平均库存存成本库存TMCopyrightIBM 2002SCM-对症下药药Forth

5、e RetailIndustry,Inventory ManagementModuleswouldreplaceProduction SchedulingTMCopyrightIBM 2002供应链管管理的应应用在跨跨行业的的比较TMCopyrightIBM 2002SCM-最佳应用用I一般创意前沿优秀应用用Vendor-managedandco-ownedinventoryInventoryownedbythe supplier or co-owned by theretailerandsupplierImplementationofcentrally-managed(within stor

6、e)electronic shelf tagsScan-based tradingfor fast- andslow-movingitemsRequirescashierstoaccurately scanorentereachitemInventoryand ordering functionstied directly to thepoint-of-sale (perpetualinventory)Itemsareregisteredandre-orderedwhen thecashier scans an itemRequiresaccuratescanningforproper SKU

7、orderingOnlineprivatelabelproduct productionsynchronization forvertically integratedretailersStore-specificinventorybasedonlocation, marketcharacteristics, andarea demographicsInventoryand ordering functionstied directly to consumer self-scanshelftake-awayProvidesoutofstockalerts and/orautomatically

8、 re-ordersitemsAutomatedprivate-labelproduct planning andsourcing(requiresintelligentsystems)VMI电子货架架条SBT（scanbasedtrading）即时库存存同步生产产 -本本店品品牌因店而异异库存即时库存存自动生产产计划-本店店品牌细节库存管理理TMCopyrightIBM 2002Scan-based tradingbenefitsbothretailers&suppliersbystreamlining thedeliveryofDSDproductsDSDsupplierdeliversi

9、nventory to astoreConsumerbringsitemstothe cashregisterand thecashier scans itemsAttheend of thebilling cycle,theretailerpaysthesupplierbasedonactual units soldSupplierAccountsReceivableInvoice for XYZ$4000.00 per order$250.00 per caseInvoice for XYZ$4000.00 per order1$250.00 per caseInvoice for XYZ

10、$4000.00 per order$250.00 per caseInvoice for XYZ$4000.00 per order1$250.00 per caseRetailerAccountsPayableDeliverypersonnelbypass thetraditionalprocess of checking-in inventoryandinsteadgodirectlytostoreshelves forstockingWhen DSDitem is scanned, therelevantproduct information is transmitted to the

11、supplierandretailersystems12345Commitment fromsuppliers to supportbroad-basedusageDeployment of standards-basedpoint-of-sale technologycapableofcommunicatingwith suppliersReduced delivery time(20-25 minutessavedper delivery)Reduced stock-outsand increasedsales(upby3%-5%per supplier)Improvedpricing a

12、ccuracyRe-allocation of store personnelfrom check-in to in-store merchandisingactivitiesImprovedpromotionalflow throughReduced invoicedeductions(declinedby70%)Users2Retailers:H.E. Butt, SchnuckMarket,AndronicosManufacturers:Frito-Lay,Nabisco,Pepperidge Farms,Hallmark,Anheuser-BuschVendorsVialink (Sy

13、ncLink)Success FactorsKeyResults& Metrics1SampleUsers/VendorsTMCopyrightIBM 2002SCM-最佳应用用II一般创意前沿UtilizationofSKU-levelelectronicinventorymanagementsystemsIncludespallettrackingthroughoutthedistribution centerFullyintegrated andoperationalwarehousemanagementsystems (WMS) thatautomatedistribution cen

14、tersand allow forcomplex functionssuch as flowthroughandcross-dockingShareddistribution centersfor retailersofferingmultiplestoreformats (e.g.,Wal-Martwith Superstores,NeighborhoodMarkets,and Sams Clubstores)Reverse logisticsmanagement integratedintowarehousesystemstoautomatereturns processesMarket-

15、levelshared distributionassetsfor consumer packaged goods companies(CPG)andretailers where warehousesand trucksservearea storesfrom competingandcomplementingretailersWarehousenetworkstrategies where market-level“mega”warehouse arebuiltforchain-wideitemscomplementedbyregionaldistribution centersthats

16、ervefastermoving andperishable itemsUtilize systemsthatcountergonomicwearandtearoneach warehouseemployeebyindividual task, dynamically balancingnewtaskassignment to reducetheriskofinjury物流中心心管理Leading Practices电子库存存管理仓储管理理共享仓库库自动反向向物流区域共享享仓库仓库网络络战略劳保有益益型工作作管理DetailTMCopyrightIBM 2002CentralizedWareh

17、ouseManagementSystemAbility to cross-dockshipments fromcentralfacilitywith perishablegoodsatregionalcentersAvailabilityoftrucks to haulshipments longerdistancesDeployment of warehousemanagement system(WMS)tomanageproductsdestinedfor 1,100 storesAvailabilityoflabortostaffcentralwarehousefacilitySucce

18、ss FactorsImprovedefficiency forentiredistribution systemLowerpricesthroughcentralizedbuyingFasterturnoverinfacilitiesRegionalwarehousespecializationKeyResults& Metrics1UsersAholdUSAC&SWholesale Grocers(potentialwarehouseowner/partner)VendorsIBMSampleUsers/VendorsAholds centralized facility willbeow

19、nedand operated by athird-partydistribution specialistPhiladelphia, PANY,NJ, CT,RI,MANY,PA, OHThefacilitywillsupplyall of Ahold USAs 1,100 storesDC,MD, DE,NJ,VANY,NJ,PA, WVAL,GA, TN,NC,SCExistingcenters willbeusedforcross-dockingofperishablesProductswill be pre-sortedfor eachretail outletatthecentra

20、lizeddistribution center123Completedshipments willthenberoutedtoareastoresTMCopyrightIBM 2002整体战略略流程优化化具体系统统实施零售业竞竞争力：做同样的的事但比竟争争对手做做得更好好！SCM在零售业业 -如如何开开始？TMCopyrightIBM 2002开拓新服服务战略效益益难易程度度低难容易高一般电子采购购直接物料料运输管理理仓储管理理简接采购购需求预测测管理库存管理理$M$M$M$M$M$M知己知彼彼基本数据据分析现有流程程分析组织结构构分析确定主要要问题和和改进方方向市场与竞竞争对手手分析确定改革革蓝图企业改革革蓝图上下一致致沟通明确改革革目标-具体化化实施计划划供应链整整体战略略?战略咨询询$MSCM在零售业业 -整整体战战略TMCopyrightIBM 2002SCM在零售业业：流程程优化-成成功之关关键！Process采购流程程寻找供应应商采购操作作流程合同管