EDS汽车行业超级供应链资料

1、Supply Chain Management/ e-Procurement/ cMfg Workshop,Agenda,9:00 - 9:15 - Introductions 9:15 - 10:00 - Supply Chain Management 10:00 - 11:00 - e-Procurement Overview 11:00 - 11:15 - Break 11:15 - 12:00 - c-Manufacturing 12:00- 1:00- Lunch 1:00 - 2:30 - Workshop 2:30 - 3:00- Implementation Considera

2、tions, Case Studies 3:00 - Summary and Conclusion,Supply Chain Management,Supply Chain Management,“Planning, implementing and controlling the efficient and effective sourcing, production and delivery processes for a final product, services and related information from the point of origin to the poin

3、t of consumption for the purpose of conforming to customer requirements. ,Supply Chain Management Goal,“To create a real-time, virtual marketplace where all the people connected to SAIC are engaged in informed decision making and customer fulfillment. Evidenced by: Lead time- response time is reduce

4、d, revenue opportunities are generated, costs are cut, customer satisfaction is increased. ,The 5 major strategic concepts of Supply Chain Management,CustomizationCompanies have a choice and ability to adapt their operational environment to changing market demand CollaborationAll partners in the sup

5、ply chain do not only optimize their operations but jointly plan, optimize, monitor and execute. VisibilityAll partners have real time information about status and performance of each element in the supply chain from customers to suppliers. OptimizationBest practices and most advanced tools bring th

6、e partners in the supply chain and its total result closer to its optimum. SynchronizationThe end result is a totally synchronized supply chain that is entirely driven by the customers demand.,Supply Chain Value Principles,Provide Visibility of InformationInventories, Forecasts, Orders, Plans, Engin

7、eering Changes, KPIs Synchronize ActivitiesOptimized feasible sourcing/planning, pull-based triggers Promote Responsiveness Reduce time to detect demand, commit, produce, fulfill Leverage Market Mechanisms Aggregated buying power, auction-based buying/selling Achieve Process Simplification Automated

8、 steps, One-step business,SUPPLIER NETWORK,INTEGRATED ENTERPRISE,DISTRIBUTIVE NETWORK,Information, Product, Service, Financial and Knowledge Flows,M A T E R I A L S,Capacity, Information, Core Competencies, Capital and Human Resources,Relationship Management,Sourcing,Operations,Logistics,E N D C O N

9、 S U M E R S,Source: Supply Chain Faculty, Michigan State University,THE INTEGRATED SUPPLY CHAIN,Challenges for Supply Chains,Take orders over the web, or automatically via B2B Offer rich product selection and/or the ability to customize Source the order and commit to delivery, immediately, online S

10、ervice the order online, including changes and inquiries Deliver product quickly, efficiently, profitably Be in constant communication with customers and suppliers to respond quickly to “pull signals” to manage inventories adapt quickly and economically to changes in demand/supply operate with low i

11、nventories,Internet Selling Collaborative Planning, Forecasting and Replenishment CPFR Internet Vendor Managed Inventory iVMI Collaborative Supply Planning CSUP Collaborative Production Planning Capable to Promise CTP e-Procurement (auctioning, bidding) Internet-based Tendering Internet-based Kanban

12、 e-Fulfillment,Collaborative Business Scenarios,Drivers of High Performance Achievement(Rated by Priority),Customer integration Internal integration Technology/Planning integration Relationship integration Measurement integration Supplier integration,Customer Integration,High Achievers: Identify and

13、 focus on important customers Use formal visioning process Implement preplanned solutions Develop responsive or pull logistical capabilities,Segmental Focus Relevancy Responsiveness Flexibility,Material/Service Supplier Integration,High Achievers: Develop interlocking programs and activities Commit

14、to shared responsibility with suppliers Place employees at customer/supplier business facilities Enter into long-term agreements Include suppliers suppliers in planning,Fusion Financial Linkage Strategic Alignment Operational Supplier Relationship Management,E.Dashboard - Key Performance Indicators,

15、On-Time Delivery,Lead Time,Cash-to-Cash Cycle,Inventory Turns,Order Management Cost,Perfect Order Fulfillment,Order Fill Rates,Inventory Carrying Cost,SG&A,Increase Revenue Decrease Cost Improve Asset Utilization,The E-Dashboard . . .,Is a web-based tool that allows dynamic monitoring of the Supply

16、Chain Solution Monitors Key Performance Indicators to optimize important business processes Measures Return on Investment Allows decision makers at all levels of an organization to navigate, organize, record, and analyze strategic business information to develop insights and understand possible scen

17、arios which would lead to improved decision making,Digital Order Fulfillment Process Example,ERP,A TP,ERP,A T P,ERP,A TP,WEB,A T P,ERP,Order/ Product Configuration,DSS,MES,WEB,PCS,Id like Product A, with Features B, C and D, by Date E.,Do we have all the material? What is the priority? Buildable? Co

18、st? When can we deliver? Special handling required?,1st Supplier:Yes, Ill reserve it. 2nd Supplier:No. 3rd Supplier:Ill need a confirmation signal from my suppliers.,1,2,3,Customer,Manufacturer,Suppliers,Digital Order Fulfillment Process Example,We can have your product by this date,Yes, we can,6,8,

19、4,Confirmed,5,7,Order it!,Confirm the orders to suppliers Allocate the material Schedule production,ERP,A TP,ERP,A T P,ERP,A TP,WEB,A T P,ERP,Order/ Product Configuration,DSS,MES,WEB,PCS,Customer,Manufacturer,Suppliers,Industry Specific Value Chain Issues/ Challenges/ Solutions,Better, Faster Decisi

20、ons Drive Velocity.,Receive Material Release Data,Process Orders,Plan Production & Make Intelligent Decisions,Send Material Release Data,AIAG Worst Case*,AIAG Benchmark*,Plant w/o i2,BR1: Plant w/ i2 Line Scheduling Decision Support,BR2: Plant w/ i2 Material & Capacity Planning Decision Support,Tota

21、l,2 days,4 days,5.5 days,30 min,11.5 days,*Source: AIAG Manufacturing Assembly Pilot Project Final Report,10 min,1 hour,5 hours,30 min,6.5 hours,1 hour,1 hour,7 days,30 min,7.1 days,1 hour,1 hour,1 day,30 min,1.1 days,1 hour,1 hour,4 hours,30 min,6.5 hours,Time delays result in additional mix and vo

22、lume buffering,Legacy Automotive Communications,Complex, Costly, Ad Hoc, Inflexible,Design,Mfg,$,Customer #1,Customer #3,Customer #2,Supplier #3,Supplier #2,Supplier #1,ANX Value: Network Consolidation,Simpler, Lower Cost, Managed, Adaptable,Customer #1,Customer #3,Customer #2,Supplier #3,ANX,“The B

23、usiness Internet”,* Revised April 4 2001,ANX Stakeholders,ANX,Usable in any sector: Business, government, academic, non-profit,Based on Internet technologies: Standards-based, off-the-shelf products No proprietary solutions,Variety of connectivity, speed: Dial, DSL, ISDN, and 56 KB T3,Available glob

24、ally: North America: Canada, Mexico, U.S. Africa, Asia, Australia, Europe, South America,ANX Characteristics,ANX Covisint Relationship,Similarities: Funded, endorsed, guided by Big 3 OEMs Spun-off as separate for-profit companies But different meanings of “exchange”,Complementary Roles: ANX network

25、service infrastructure Covisinte-business processes, applications,Synergy: ANX enables faster Covisint roll-out to 700+ TPs Covisint is an ANX customer, with 2 connections,E.Procurement,Common Terms,E Business- Buying, selling transacting or exchanging information via Internet with customers, suppli

26、ers, employees Reaches beyond advertising and marketing, includes core business processes of order entry, purchasing, supply chain, CRM E Commerce - Transaction-oriented Web based functions such as placing orders, order entry, payments E Procurement- Requesting, Approving, Ordering, Receiving, and P

27、ayment of goods and services via the Internet Trading Exchanges, Virtual Marketplaces, Portals - Vertical industry focused Web sites for buyers and sellers to make offers to buy and sell, conduct transactions. Dot Coms,Marketplace Trends,Electronic Commerce,Suppliers,Bombarded with info,Why companie

28、s are considering e-procurement,Buyers,Software vendors push their products Magazine and news coverage abounds,Costs too high,Volume not leveraged Significant accounts payable effort Users buying at retail,Processes are inefficient,Approvals take days or weeks Users are wasting time 85% of purchasin

29、g time spent managing orders Too much re-keying and errors,Not leveraging new technologies,Their competition is doing it Their intranet is under-utilized They have multiple home-grown systems ERP implementations are winding down,Information unavailable,Dont know what they spend Users dont know about

30、 deals No audit trail,The Business Challenge,The Procurement Process of Today Confusing and Slow: Multiple communication channels and processes, internal and external Time and Labor Intensive: Many suppliers, many different types of transactions to manage. Inaccurate: Information spread across many

31、systems must leverage product spending, reduce costs, and drive profit to the bottom line.,Fragmented Spend Pattern,38,61,513,630,1021,2315,2659,3864,3381,3246,10M+,1M10M,11M5M,500K 1M,250K500K,100K250K,50K100K,25K50K,15K25K,10K15K,4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0,$1.2 B $1 B $800 M $

32、600 M $400 M $200 M $0,Number of Suppliers,Total $/Supplier Group,Purchases,Number of suppliers,Total $ per supplier group,$3.8 billion with 17,700+ suppliers,Lack of Enterprise Leverage,16,773 suppliers used only in 1 business unit. Only 1 supplier used by all.,16,773,704,148,54,31,9,5,3,1,1,2,3,4,

33、5,6,7,8,9,18 16 14 12 10 8 6 4 2 0,Number of Suppliers (Thousands),Business Units Crossed,Across business units,E Procurement Practices,Traditional EDI, Electronic Catalog Ordering Systems, Internet Reverse Auctions, E RFQ/RFP.,BuyersImplementation and integration of end-to-end Web-based self-servic

34、e procurement system Objective: Cost Reduction SuppliersDevelopment and management of electronic catalog and system for order-taking Objective: Revenue Enhancement MarketMakersCreation and hosting of infrastructure that connects buyers and sellers in a vertical or horizontal marketplace Objectives:

35、Cost Reduction + Revenue Enhancement,Internet Procurement,Internet offers a breakthrough communications channel, New software applications bring simple user interfaces, electronic catalogs, secure channel for collaboration to do vendor managed inventory and document exchange.,CatalogsMultiple items

36、which are searchable by item number, description, category, or brand which can be ordered, acknowledged, tracked, invoiced and paid for on-line. Objective: Cost Reduction AuctionsReverse or downward auction in which buyer invites qualified suppliers to beat the lowest price. Bidders see their bid in

37、 relation to lowest bid in real time Objective: Lowest possible price,Internet Reverse Auction,Compaq,HP,Dell,Sourcing team,Auctioneer,IBM,Suppliers,Buying Organization,Category selection considerations Categories for Auction,Does the value per buy exceed $1.0 million,Event Auction Criteria,Is the s

38、ame good or service routinely purchased Is the value per buy above $30,000,Recurring Auction Criteria,General Criteria,Is the market competitive (i.e. more than 4 suppliers) Is the good or service fairly well defined Line items for a sub-category exceeding 25 can be put into a market basket Lack of

39、supplier constraints (e.g. switching cost) Can suppliers access the Internet,“Dont Auction” Criteria,Categories involving joint process improvement with suppliers Highly strategic suppliers offering truly unique items,Steps in an Auction Process,Potential Steps in the Auction Cycle,Profile,Category

40、&,Supply,Market,Identify,Potential,Sourcing,Strategies,1st Round,Supplier,Qualification,Setup,Auction,Sourcing Strategy,Auction Event,Final Selection,Conduct,Auction,Report &,Analyze,Negotiate,with and,select,supplier(s),Customized auction environment,Supplier and buyer training,One time auction env

41、ironment setup,Auction event,Post-Auction reporting and analysis,Bid confirmation from suppliers,Event Auction Deliverables1,Recurring Auction,Recurring auction,Note: (1) Deliverables are the same for the event auction and 1st recurring auction,Internet Procurement,OBI Open Buying on the Internet. A

42、n industry standard that enables buyers to access product, pricing, and availability information directly from a suppliers Web site, providing increased control over the presentation of product and other information.,Intelesys Netscape Buyer Xpert,Supplier has the data Each has unique ordering scree

43、ns and processes Buyer forced to find suppliers,Low risk e-procurement entry Quick implementation Advanced ordering techniques (product configurators),PharmaCo,AutoCo,ServiceCo,Supplier Centric Solution,Dell,Staples,Grainger,Benefits,Examples,Risks,D S G,Managing catalog Run technology Supplier inte

44、gration,Security Control over catalog Customized environment,Buyer Centric Solution,PharmaCo,AutoCo,ServiceCo,Benefits,Risks,Examples,Ariba ORMS Oracle Web Req CommOne BuySite,Access to new markets, customers Eliminates regional barriers Streamline sales process Reduced cost of sales Centralizes cat

45、alog content requirements,Leveraged catalog management Availability of many suppliers Faster implementation Enables personalized catalog view Lower cost of entry Pay as you go,PharmaCo,AutoCo,ServiceCo,What is a MarketMaker?,Seller Benefits,Buyer Benefits,E.procurement Tomorrow,The Key to Success,E.

46、Procurement is not about technology alone. Savings are never automatic. Centralized procurement will need to negotiate the required agreements,Streamlining processes Enabling processes with technology Simplify payment process Optimizing the supplier base,Supplier Readiness,E.Procurement requires Sup

47、plier capabilities At a minimum: 1. Electronic catalog content files 2. Internet access Desired: 3. Inventory availability 4. Order Status 5. Shipping details 6. Order entry integration via XML,Two Categories of Procurement,Procurement of Indirect and Direct goods and services are usually the respon

48、sibility of two separate organizations and have different business objectives and strategies such as long term contracts versus spot buys.,IndirectOffice Equipment and supplies, Computer & IT equipment, MRO, Services, Expensed goods and services not consumed in the manufacturing of a product DirectR

49、aw materials and packaging materials used in the manufacture and assembly of products.,Benefits,Leverages corporate spending power for lower prices Enables increased use of price agreements and approved suppliers,Reduces total lead time by 5080%,Improves buyers role as negotiator Reduces transaction

50、 processing time and manpower,Acquisition,InventoryCarrying,Transaction,Cost reduction in three major areas,Benefits,Examples of electronic procurement results,TransactionCosts,AdditionalDiscounts,CycleTime,ComplianceAgreements,Costs perTransaction,-90%,-10%,-75%,+30%,Price,Time,Compliance,100%,100%

51、,20Days,60%,90%,10%,5Days,90%,Benefits,Intangibles,BenefitSource,Purchased UnitCost Reduction,Process Efficiency,Benefits = software solution + process change,As a percentage of total purchase cost plus process cost for a catalogued item,25%*,1015%*,Purchasing Efficiency Supplier Integration,SAP, Gl

52、obal Chemical & Pharmaceutical Marketplace,Business Challenge: Chemical industrys online sales increasing to 40% by 2005) Disintermediation of chemical producers Lower overall supply chain costs Increase overall service efficiency Deeper penetration of strategic accounts Capture wealth in the new ec

53、onomy EDS Role: Technology and Integration support A.T. Kearney Leveraged Sourcing Networks corporate buyers and strategic suppliers,Initial Members: BASF AG Bayer AG Degussa-Huls AG Henkel KgaA KSB AG Linde AG Sartorius AG Siemens AG Heinz Wollschlager GmbH,Case Study TruckBay,Business Challenge: C

54、reate B2B Marketplace for the trucking and trucking maintenance industry. Corporate startup: No business processes, no infrastructure architecture, and no existing systems are in place for this EDS Solution: Deployed the initial marketplace within 90 days Adopted 30 suppliers Normalized 60,000 catal

55、og items Implemented Marketplace in five months Will add further customizations and reverse auctions,Client Value: Lower buying/selling transaction costs Provide alternate parts catalogs Reduce buyers inventory carrying costs Increase productivity of procurement processes Cut layers from existing di

56、stribution channels Consolidation of procurement activities,Trading Exchanges: The Executive Dilemmas,Do We Join an Existing Exchange? If So, How Do We Prevent Our Products From Becoming Commodities? Do We Form An Exchange With One or More of Our Competitors? How? Weve Hated Them for Decades? Do We

57、Start Our Own? Will Anyone Join?,The Engines that will Power Covisint,Integration Engine Communication Engine Collaboration Engine Procurement Engine,Covisint is still a novelty, but it will become a critical component in every suppliers e-business strategy,Problem Summary,Lack of connectivity to al

58、l suppliers / all customers Push vs. Pull Batch vs. Real time Cost of communication / EDI Maps Requires Personnel Intervention Builds Inventory,Problem Summary,Real-time Visibility of Inventory, Consumption, Shipments, and Forecasts,Tier-2 manages material flow to Tier-1, and to Tier-1s inventory,Benefits: Eliminate excess inventory Reduced expediting Better planning/execution Economically communicate demand forecast/delivery notifications to suppliers,Internet / ANX,Todays Solutions :,Provide real time data flow Web Browser Visible System to System