供应链管理(英文)课件

SupplyChainManagementAcceleratingCostEffectivenessSupplyChainManagementAccelerSupplyChainManagementThesupplychainusedtobeasimpleserialprocesswithrawmaterialsslowlymovinginonedirectionthroughmanufacturingproductionandonwardviaadistributionsystemtoretailersandcustomers.Today,thetalkisof"supplynetworks","parallelchains","enhancedconcurrentactivities",and“customercentric”withnewinformationplatformsandtechnologysettocutbothinventoryandlead-timesthroughoutthedeliverypipelinefurther.SupplyChainManagementThesupTopIssuesFacingSCMProfessionalsInarecentquantitativesurvey,SCMprofessionalswereaskedaopen-endedsubjectivequestion,“Whatarethethreebiggestissuesfacingyoupersonallyindevelopingyourlogisticsstrategy?”Source:AMRResearch2000Thetopthreeresponseswere;Cost(21%),SystemsApplications(20%)andIntegration(19%)TopIssuesFacingSCMProfessiSCMBenefitsManufacturerDistributors/WholesalersCustomers

SuppliersRetailersMaterialsFlowsInformationFlowsCashFlowsUScompaniesexpecttoreap$3-400Bofsavingsthroughavarietyofbenefits(3–5%ofrevenues)Source:PRTMSCMBenefitsManufacturerDistriMoveFromPushToPullManufacturersDistributors/WholesalersCustomerSuppliersRetailersManufacturersDistributors/WholesalersCustomerSuppliersRetailersMakewhatwesell,notsellwhatwemake!MoveFromPushToPullManufactMovetoCross-FunctionalBusinessProcessesPurchasingManufacturingDistributionInstall/MaintenanceSalesSourceMakeDeliverInstallSellOrderFulfillmentAvailable-to-PromiseSales&OperationsPlanningDepartmentPerformanceMovetoCross-FunctionalBusinSupplyChainOptimizationSynchronized,SequentialPlanningForecastingDistributionPlanningManufacturingPlanningProcurementPlanningSupplyChainOptimizationSynchronized,ConcurrentPlanningDemandPlanningDistributionPlanningManufacturingPlanningProcurementPlanningSupplyChainOptimizationSynchPurchasingManufacturingDistributionInstall/MaintenanceSalesCross-FunctionalSupplyChainMetricsProcessPerformanceSourceMakeDeliverInstallSellPerfectOrderProcessLSLUSLLSLUSLLSLUSLLSLUSLLSLUSLPurchasingManufacturingDistribSharingandCollaborationManufacturerDistributors/WholesalersSuppliersRetailersSynchronizedProductionSchedulingCollaborativeProductDevelopmentCollaborativeDemandPlanningCollaborativeLogisticsPlanningTransportationservicesDistributioncenterservicesSharingandCollaborationManufFullValueProcurementObjectiveLowesttotalcostofownershipQualitymeetingcustomerneedsOn-timedeliveryAcceptablesupplyriskProcessefficiencyDemandreductionUnderpinnedbyprocurementinfrastructureexcellencePurchasePriceAcquisitionInstallationMaintenanceDisposalPriceisoftenjustthetipoftheiceberg!FullValueProcurementObjectivStrategicSouringTraditionalProgressiveTacticalEmphasisAcquisitionCostFocusStaffFunctionCostCenterReactiveStrategicEmphasisTotalCostFocusProfitCenterProactiveTacticalStrategicTacticalStrategicEvolvingModelofProcurementStrategicSouringTraditionalPrLogisticandTransportationLogisticsaccountsfor8-12%ofsales.In1998,itaccountedforover10%oftheUSGDPLogisticisoneofthegluesthatholdsthesupplychaintogether.ThetechniquesthatmostmanufacturersemploytoincreasespeedandreducingcostisoutsourcingAveragecostreductionsfromoutsourcingis32%The3PLmarkethasenjoyedexplosivegrowthoverthepast5years.Most3PLshavereportedannualgrowthrateof25-50%Source:industryweekLogisticandTransportationLogManufacturingMaterial.....BOMPRTCustomerorderDocumentWorkcenterRoutingetc.ManufacturingmanagersviewefficiencyandflexibilityastwoobjectiveswhichmustbebalancedinordertoarrivethelowesttotalcostWorld-classcompaniesadoptstrategiesandtacticssuchaspullsystem,JITreplenishment,andcycletimereductionsthatenablesacompanytohavelowerlevelsofinventorywhilestilldrivingreductionsinproductionunitcostCompaniesfrequentlyunderestimatethecommitmentrequiredtoachieveaneffectivequalityimprovementwhichresultinoperationcostincreases.ManufacturingMaterial.....StrategicBusinessPlanningForecastingandPlanninghoursdaysweeksmonthsyear+OperationalTacticalStrategicSchedulingRollingForecastDemandPlanningManufacturingPlanningSchedulingDistributionPlanningTransportationOrderPromiseSourceMakeMoveStoreSellStrategicForecastingandPlannTopIssuesFacingSCMProfessionalse-Businessisarelativelylowpriority,cominginsixthofthetopissuesfacingSCMprofessionals.However,thisdoesnotreflecttheimpactthate-BusinesswillhaveonSupplyChainManagementSource:AMRResearch2000e-BusinesswillfundamentallychangeSCMTopIssuesFacingSCMProfessiENTERPRISEOPTIMIZATIONProcureProduceProductsManageLogisticsForecastDemandOptimizeNETWORKOPTIMIZATIONAFDGCEBCompanyCompanyCompanyCompanyCompanyCompanye-BusinessIsDrivingaFundamentalTransformationinSCMThelargerthenetworkofcompaniesthegreaterthepowerofthenetworktoreducecostforitsmembersIncreasedleveragewithsuppliersBroadermarketaccessforsuppliersExpandedcommunityandcollaborationopportunitiesGreaterintegrationacrossmarketsupplychainsNetwork

EffectEconomies

ofScaleThelargertheMeta-MarketthefasteritcanformandlaunchfacilitatetheoperationalexcellentBroadercommunitiestoallocateR&DcostOperationalefficienciesviabackofficesharedservicesDepthofindustryandprocurementknowledgeandresourcesavailabletodevelopsuppliercontractsCompanyENTERPRISEOPTIMIZATIONProcureTheImpactofe-BusinessonSCMe-Businessaffectsfourbroadcategoriesthatdeterminetheproductionandtransactioncostsofafirm:ThecostofexecutingasaleThecostsassociatedwithprocuringproductioninputsThecostsassociatedwithmakinganddeliveringaproductorserviceThecostassociatedwithlogisticsTheImpactofe-BusinessonSCTheCostofe-BusinessSales

AccessibilityAn

e-Businesswebsiteisopen24hoursperday,7daysperweek.

Abusinessnolongerhastobuildseparatephysicalestablishmentstoattractalargercustomerbase.Avirtualstorefrontalsoallowsane-businesstomanageonestoreinsteadofmultiplestores,thuseliminatingduplicateinventorycosts.TheCostofe-BusinessSales

ATheCostofe-BusinessSales

OrderReworkAnotheraspectofe-Businessisthatitenablesmoreefficientorderconfiguration.Forexample,bothGeneralElectric(GE)andCiscoSystemsreportednearlyone-quarteroftheirpre-Web-siteordershadtobereworkedbecauseoferrors--atotalofmorethan1millionorders,inthecaseofGE.SinceadoptingaWeb-enabledcustomerinterface,Ciscoreportsanerrorrateofonly2percent.ProduceorServiceOutputCriticalCustomerRequirementDefects:ServiceunacceptabletocustomerBATheCostofe-BusinessSales

OTheCostofe-BusinessSales

FundamentalShiftClearly,e-Businessrepresentsafundamentalshiftinhowthesalesprocessisexecutedbyacompany.

Asaresult,e-Businesscompelsexistingbusinessestore-examinehowtheyinteractwithcustomers,evenasnewentrantsexploite-Businessestoreachcustomerbasespreviouslythoughtunreachable.LowHighCostofSale“Off-the-Rack”CustomisedValue-AddedofSaleDirectSalesFace-to-facesales$500/salescontactDistributors/VARs$2-300/salescontactTelephonesalesandservice$25persalescontactNohumancontact$1persalescontactResellersTele-channelElectronicChannelsSource:Dr.RowlandMoriarty,CubexCorp.TheCostofe-BusinessSales

FTheCostsAssociatedWithProcuringProductionInputsWeb-basedprocurementofmaintenance,repair,andoperations(MRO)suppliesisexpectedtoreachmorethan$100billionworldwidebytheyear2000.MROcomprisesthosegoodsrequiredtorunacompanythatarenotrawmaterialsusedinthedirectmanufactureofaproductortheprovisionofaservice.SuppliersSuppliersConnectedtoMarketPlaceviaWeborERPBuyersBuyersconnectedtomarketplaceviaE-ProcurementAppB2BMarketPlaceProfitOther

CostsPurchases10010045504547.557.5-5%A5%reductioninpurchasecostcanresultina50%increaseinprofitmargin.+50%TheCostsAssociatedWithProcTheCostsAssociatedWithProcuringProductionInputsLowertransactioncostscoupledwiththeabilitytoenforcepurchasingpolicyacrosstheenterprisehavebeeninstrumentalindrivingWeb-basedMROprocurement.Twoadditionalfactorshaveacceleratedthetrend.Thefirstfactorisadefensivereactionbyfirmsthatnotethecostsavingsbeingenjoyedbyrivalsswitchingtoane-businessprocurementmode.Thesecond,andpossiblymoreimportantfactoristheinsistencebylargefirmssuchasFord,thattheirsupplierslinkintotheirWeb-basedprocurementsystemsasaconditionofdoingbusinesswiththem.Source:RBWeberCOST

PERPOPOTENTIALCOST

PERPOCURRENTCOST

PERPOTheCostsAssociatedWithProcTheCostofe-BusinessSupplyChainManagementEventhescopeofMROprocurementpalesbesidethepossibilitiesforreorganizingsupplychainsarounde-business.Ratherthanincreasingproductionandinventoryinadvanceofactualcustomerdemand,e-businessesarelookingtomakeboththeirownsupplychainsandthoseoftheircustomersandsuppliersrespondinrealtimetoactualsales.SupplierManufacturerDistributionRetailerConsumerInformationTheCostofe-BusinessSupplyTheCostofe-BusinessSupplyChainManagementVisibilityoftheentiresupplychainisnecessarysoabusinesscananalysetheinterplaybetweeninteractionssuchasprocuringmaterials,components,andsubassembliesfromvarioussuppliers;shiftingproductionbetweeninstallationsorbusinesspartners;andmovinggoodstothefinalconsumer.Understandingrelationshipsbetweenallplayersinaparticularvaluechainallowsane-businesstoadjusttonewcontingenciesinrealtime.TheCostofe-BusinessSupplyTheTransformationofLogisticse-Businesstransformslogisticsfromsimplypackagingandmovinggoodsandturnsitintoaninformationbusiness.Introducingonlineparcelorderandtrackingviaaproprietarynetworkin1983,FederalExpresstooknearly12yearstosignup50,000customers.

In3years,between1995-1998,afterFedExofferedessentiallythesameserviceviatheWeb,thenumberofcustomersroseto1million.FedExestimatesnearly70percentofthe3millionpackagesitprocesseseachdaynowareinitiatedviainteractivenetworks.TheTransformationofLogisticSupplyChainManagemente-Business

DrivingTransparencyWhenbuildingvisibilityoftheentiresupplychain,thisalsoincludescustomers.e-Businessgivesthecustomeraccesstothesuppliersproductdata,orderinganddeliveryinformation.Thisdrivestransparencywithintheorganizationandforcesthesuppliertodevelopbetterdeliveryandsupportsystems.EnterpriseConnectivityProductLifecycleManagementCustomerManagementSupplierCollaborationDesignPartnersConsumersandChannelse-Business

DrivingTransparencRecommendationsIncludee-businessaspartofyourtopthreesupplychainagenda