供应链管理历史的反思与新挑战

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理TMCopyrightIBM2002供应链管理-发展史TMCopyrightIBM20021900年以学术研究开始-农业产品军事需求教科书的出现-60年代初期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70年代能源危机经济全球一体化IT--供应链管理的新天地竞争加强的必然结果-强者生存，产品替代效应增强利润的挑战-节省$1=?D时代的“疯狂”TMCopyrightIBM2002供应链管理-End-to-EndTMCopyrightIBM2002SCM-凝聚企业的竞争力WholesalersCustomersLogisticsSuppliersManufacturing

PlantsSupplierRetailersLogisticsProvidersWholesalersTMCopyrightIBM2002SCM-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成本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应商而不是仅仅把每笔交易搬到网上TMCopyrightIBM2002SCM-对企业的整体效应收入成本流动资产固定资产—供应链效应—提高顾客服务(i.e.,优化库存与货架数量比例,更大的市场占有率,更高的利润率)降低库存缩短订单-现金周期股东权益利润资产降低有形资产(i.e.卡车，仓库，物资操作机械等以协作来降低销售成本，运输，仓储物流成本，采购成本TMCopyrightIBM2002SCM–企业所面临的挑战buymovestoresellreplenish内部优化，以达到：提高顾客服务水平提高供求透明度采购成本库存周转优化商品分类运用先进的销售技术（Internet,Kiosk,产品目录，网络电视）以高效率的供应链竞争TMCopyrightIBM2002SCM-量化的效益TMCopyrightIBM2002GMROI-纯利润回收率Customer

Service(5–25%)(2–5%)ThroughputsalesInventory(10–50%)Avg.inventoryatcostGMROI(95%)(10–50%)PlanningCycleTimeOperatingExpensescostofgoodssold顾客服务产出计划周期运作成本销售额销售成本平均库存成本库存TMCopyrightIBM2002SCM-对症下药FortheRetailIndustry,InventoryManagementModuleswouldreplaceProductionSchedulingTMCopyrightIBM2002供应链管理的的应用在跨行行业的比较TMCopyrightIBM2002SCM-最佳应用I一般创意前沿优秀应用Vendor-managedandco-ownedinventoryInventoryownedbythesupplierorco-ownedbytheretailerandsupplierImplementationofcentrally-managed(withinstore)electronicshelftagsScan-basedtradingforfast-andslow-movingitemsRequirescashierstoaccuratelyscanorentereachitemInventoryandorderingfunctionstieddirectlytothepoint-of-sale(perpetualinventory)Itemsareregisteredandre-orderedwhenthecashierscansanitemRequiresaccuratescanningforproperSKUorderingOnlineprivatelabelproductproductionsynchronizationforverticallyintegratedretailersStore-specificinventorybasedonlocation,marketcharacteristics,andareademographicsInventoryandorderingfunctionstieddirectlytoconsumerself-scanshelftake-awayProvidesoutofstockalertsand/orautomaticallyre-ordersitemsAutomatedprivate-labelproductplanningandsourcing(requiresintelligentsystems)VMI电子货架条SBT（scanbasedtrading）即时库存同步生产-本店品牌牌因店而异库存存即时库存自动生产计划划-本店品品牌细节库存管理TMCopyrightIBM2002Scan-basedtradingbenefitsbothretailers&suppliersbystreamliningthedeliveryofDSDproductsDSDsupplierdeliversinventorytoastoreConsumerbringsitemstothecashregisterandthecashierscansitemsAttheendofthebillingcycle,theretailerpaysthesupplierbasedonactualunitssoldSupplierAccountsReceivableInvoiceforXYZ$4000.00perorder$250.00percaseInvoiceforXYZ$4000.00perorder1$250.00percaseInvoiceforXYZ$4000.00perorder$250.00percaseInvoiceforXYZ$4000.00perorder1$250.00percaseRetailerAccountsPayableDeliverypersonnelbypassthetraditionalprocessofchecking-ininventoryandinsteadgodirectlytostoreshelvesforstockingWhenDSDitemisscanned,therelevantproductinformationistransmittedtothesupplierandretailersystems12345Commitmentfromsupplierstosupportbroad-basedusageDeploymentofstandards-basedpoint-of-saletechnologycapableofcommunicatingwithsuppliersReduceddeliverytime(20-25minutessavedperdelivery)Reducedstock-outsandincreasedsales(upby3%-5%persupplier)ImprovedpricingaccuracyRe-allocationofstorepersonnelfromcheck-intoin-storemerchandisingactivitiesImprovedpromotionalflowthroughReducedinvoicedeductions(declinedby70%)Users2Retailers:H.E.Butt,SchnuckMarket,Andronico’sManufacturers:Frito-Lay,Nabisco,PepperidgeFarms,Hallmark,Anheuser-BuschVendorsVialink(SyncLink)SuccessFactorsKeyResults&Metrics1SampleUsers/VendorsTMCopyrightIBM2002SCM-最佳应用II一般创意前沿UtilizationofSKU-levelelectronicinventorymanagementsystemsIncludespallettrackingthroughoutthedistributioncenterFullyintegratedandoperationalwarehousemanagementsystems(WMS)thatautomatedistributioncentersandallowforcomplexfunctionssuchasflowthroughandcross-dockingShareddistributioncentersforretailersofferingmultiplestoreformats(e.g.,Wal-MartwithSuperstores,NeighborhoodMarkets,andSam’sClubstores)ReverselogisticsmanagementintegratedintowarehousesystemstoautomatereturnsprocessesMarket-levelshareddistributionassetsforconsumerpackagedgoodscompanies(CPG)andretailerswherewarehousesandtrucksserveareastoresfromcompetingandcomplementingretailersWarehousenetworkstrategieswheremarket-level““mega”warehousearebuiltforchain-wideitemscomplementedbyregionaldistributioncentersthatservefastermovingandperishableitemsUtilizesystemsthatcountergonomicwearandtearoneachwarehouseemployeebyindividualtask,dynamicallybalancingnewtaskassignmenttoreducetheriskofinjury物流中心管管理LeadingPractices电子库存管管理仓储管理共享仓库自动反向物物流区域共享仓仓库仓库网络战战略劳保有益型型工作管理理DetailTMCopyrightIBM2002CentralizedWarehouseManagementSystemAbilitytocross-dockshipmentsfromcentralfacilitywithperishablegoodsatregionalcentersAvailabilityoftruckstohaulshipmentslongerdistancesDeploymentofwarehousemanagementsystem(WMS)tomanageproductsdestinedfor1,100storesAvailabilityoflabortostaffcentralwarehousefacilitySuccessFactorsImprovedefficiencyforentiredistributionsystemLowerpricesthroughcentralizedbuyingFasterturnoverinfacilitiesRegionalwarehousespecializationKeyResults&Metrics1UsersAholdUSAC&SWholesaleGrocers(potentialwarehouseowner/partner)VendorsIBMSampleUsers/VendorsAhold’scentralizedfacilitywillbeownedandoperatedbyathird-partydistributionspecialistPhiladelphia,PANY,NJ,CT,RI,MANY,PA,OHThefacilitywillsupplyallofAholdUSA’s1,100storesDC,MD,DE,NJ,VANY,NJ,PA,WVAL,GA,TN,NC,SCExistingcenterswillbeusedforcross-dockingofperishablesProductswillbepre-sortedforeachretailoutletatthecentralizeddistributioncenter123CompletedshipmentswillthenberoutedtoareastoresTMCopyrightIBM2002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？TMCopyrightIBM2002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直接物料运输管理仓储管理简接采购需求预测管理理库存管理$M$M$M$M$M$M知己知彼基本数据分析析现有流程分析析组织结构分析析确定主要问题题和改进方向向市场与竞争对对手分析确定改革蓝图图企业改革蓝图图上下一致沟通通明确改革目标标-具体化实施计划供应链整体战战略??战略咨询$MSCM在零售业-整体战略略TMCopyrightIBM2002SCM在零售业：流流程优化-成功之关关键！Process采购流程寻找供应商采购操作流程程合同管理配送物流流程程库存管理订货流程仓储管理运输管理流程整合所有环节的考考量流程整体战略流程优优化具体系系统实实施TMCopyrightIBM2002RepeatbuysOneoffbuysondatabaseCumulative%ofSpend98%采购额额100%缩减!!首要供供应商商其它供供应商商呆滞供供应商商Effectivestrategicsourcingenabledustoconsolidatesuppliersto.achievesavingsandleveragespendDailytransactionsmustberoutedtostrategicsource