开拓员工思维材料.ppt

1、0,Automotive Best Practices ForumSupply Chain Management,1,WELCOME! Todays meeting will focus on the results of the Supply Chain Management Assessment, completed by 22 automotive supplier executives and 3 vehicle manufacturer executives.,Introduction,2,Table of Contents,Introduction4 - 13 Supply Cha

2、in Management14 - 21 Definitions and Strategy22 - 32 Understanding Expectations33 - 38 Supply Chain Management39 - 47 Performance Measurement48 - 55 Technology Solutions56 - 60 SCM Opportunities61 - 72,Page Number,3,Industry Forces and Issues,Introduction,The automotive supply chain is going through

3、 a period of unprecedented change in order to meet increasing consumer expectations with regard to price, delivery, and product customization. The managing of the supply chain pipeline is therefore faced with a number of key issues including;,Elevating supply chain management as a critical success f

4、actor to achieving competitive advantage Aligning the organizational structure to support global supply chain management Establishing a process oriented, functionally integrated supply chain Forecasting the impact of changing global markets on supply chain costs and capabilities Defining key perform

5、ance indicators and measuring supply chain performance Understanding, selecting and integrating supply chain management enabling technology Anticipating and responding to the impact of supplier consolidations Anticipating and responding to the impact of OEM consolidations Defining and tracking total

6、 supply chain costs,4,Introduction,Define supply chain management and its components Understand the elements of a supply chain strategy Position the role of a supply chain executive Identify the elements of supply chain management Understand the role of information technology applications Identify h

7、ow to utilize performance measures in the supply chain process Understand how to use best practices and benchmarking in support of supply chain management Understand role of customers, suppliers, and third parties for collaborative support.,Todays Objectives,5,The integrated supply chain concept has

8、 gone through three distinct phases.,Source: Bernard LaLonde, professor emeritus of logistics at Ohio State University,History of SCM,SCM Overview,6,The following represent some of the other initiatives which have either helped develop or have been spawned from the SCM movement,SCM Related Concepts,

9、SCM Overview,7,Value,Complexity,Functional “Silos”,Virtual Extended Chains,Integrated Internal Supply Chain,Integrated External Supply Chain,Select Vendor/Customer Collaboration,Selected Cross-functional Teaming,Internally Focused Optimization,COLLABORATION,PULL,PUSH,SCM Continuum,Supply Chain Conti

10、nuum,SCM Overview,8,A survey conducted on supply chain essentials resulted in a management response from 451 companies in 25 countries Almost one-third (29%) of the companies surveyed do not involve their suppliers in inventory management Nearly one-quarter of the companies (22%) do not involve thei

11、r customers in planning manufacturing requirements Only 13% rated their ability to communicate with customers on forecasting as strong,1. Planning and deploying inventory effectively 2. Providing predictable delivery performance 3. Creating new products and services 4. Reducing order fulfillment cyc

12、le time,5. Having products in stock 6. Decreasing manufacturing cycle time 7. Reducing transportation costs 8. Reducing customer returns 9. Communicating electronically with customers and suppliers,Top Supply Chain Essentials,Source: 1997 KPMG / Northwestern Supply Chain Study,Current State of SCM M

13、ovement,SCM Overview,9,Degree of Completion,The majority of companies are implementing supply chain initiatives. This figure has increased dramatically from 10% reported in 1996.,Question 3,5%,35%,60%,0%,0%,0%,0%,10%,20%,30%,40%,50%,60%,70%,80%,90%,100,%,Improvement initiatives are complete,Plan to

14、begin addressing initiatives beyond 2000,No initiatives or opportunities planned,Plan to begin addressing initiatives during 1999,Currently evaluating improvement opportunities,Currently implementing an improvement initiative(s),% of Respondents,SCM Overview,10,There are many approaches, concepts, m

15、odels, and ideologies developed to describe SCM,Buys from Manufacturer/Wholesaler,Stores in warehouses,Moves it to Retailers,Stores it on shelves,Sells it to Customers,Supplier,Whouse,Whouse,Retail,Retail,Customer,Trucks,SCM Approaches,SCM Overview,11,Source This portion of the model pertains to pro

16、curement of goods (raw materials, semi-finished, or finished) and services. Partnership building, strategic sourcing, organization compatibility, technological capabilities, and commitments to continuous improvement are all important elements. Produce This section of the model addresses the physical

17、 manufacturing process and any corresponding constraints, if applicable. Production scheduling, labor scheduling, and minimizing downtime and setup costs are all key factors in the production process and supply chain management. More importantly, the coordination of these efforts with other function

18、al areas of a company must be evaluated to ensure the greatest supply chain efficiency.,Store The Store segment of the model refers to receiving and shipping practices, inventory management, warehouse management, and selection of products for distribution. Internal vs. outsourcing alternatives, proc

19、ess flows, layouts, and storage-density practices must be evaluated in terms of cost, quality, and speed. The economic and competitive consequences of various warehousing strategies must be analyzed to ensure a better return on assets and long-term, bottom-line impact.,Supply Chain Model,SCM Overvie

20、w,12,Plan Disciplined planning is needed to maximize the coordination of supply chain functions. In addition, it is important that an overall strategic plan and goals exist in order to provide a common and uniform direction to the different operating functions. This information must be accurate, tim

21、ely, and freely shared. Forecasting is part of the planning process, in addition to the integration and collaboration of processes and practices.,Transport This section covers the movement of goods from the supplier to the production facility and/or distribution center and from the distribution cent

22、er to the customer. Regulations, litigation, technology, relationships, customer expectations, and delivery alternatives are all important components. The right strategy, including partnering relationships, can differ dramatically from one market to the next. Sell Attracting, managing, and retaining

23、 customers is the main focus of the Selling section of the model. A better understanding of customers needs, goals and behavior can improve product development and delivery. Policies, procedures, processes, and systems are significant factors which must be examined in order to improve service and in

24、crease customer satisfaction.,Supply Chain Model,SCM Overview,13,The following model has been developed as a guide for discussing an effective supply chain management solution,Guiding Principles of SCM,Definition and Strategies,14,Foster A Leadership Driven Supply Chain Strategy,Develop a strategic

25、vision aligned with customers Focus on optimizing the entire supply chain Identify goals and develop prioritization procedures Maintain focus on “big-bang” goals but implement in stages Lead from the top,Foster A LeadershipDriven SC Strategy,Definition and Strategies,15,What is the Supply Chain? The

26、 supply chain is a compilation of activities, functions, and procedures which enable raw materials to be converted into products, delivered and consumed by end users. . .,Supply Chain Definition,Definition and Strategies,. . .including functional activities,Information Technology,Sourcing,OrderProce

27、ssing,ProductionScheduling,Procurement,CustomerService,InventoryManagement,Transportation,Warehousing,16,What is Supply Chain Management (SCM)? It is the coordination and integration of all these activities.,1. The Supply Chain Council2. Supply Chain Management,“From your suppliers supplier to your

28、customers customer”1 “The art of managing the flow of materials and products from source to user”2,. . .into a seamless process,Supply Chain Management Defined,Definition and Strategies,17,Supply Chain Management refers to Managing the entire supply chain flow from raw material procurement, distribu

29、tion to manufacturing facilities, processing finished goods, distribution to warehouses worldwide and to end customer. Successful performance by all organizations and resources in the production and delivery of products and services to customers. Extending company boundaries to supplier network thro

30、ugh information sharing from concept to life of product-making suppliers an integral part of the company. Use of pro-active material, acquisition planning supported by a tailored and benchmarked supply base. Logistics includes the processes and activities of Materials management such as forecasting,

31、 sourcing and purchasing, warehousing distribution and transportation. Moving goods from supply points through the manufacturing process and to the customer. Planning, obtaining, producing, and distributing material and products in the correct quantities. The entire procurement distribution, invento

32、ry and warehouse system. Getting products or services from the supplier to your door.,Supply Chain Management Defined,Definition and Strategies,Suppliers have many definitions of supply chain management. The key is to define it in terms of the activities that are crucial to the success of the supply

33、 chain process.,Questions 1,18,My Company has a well documented supply chain strategy 3.1 The supply chain strategy is directly linked to the corporate strategy 3.3,Supply Chain Strategy,In general most companies have high level goals and measures but lack implementation content such as budget and s

34、ystems integration plans.,Questions 4 outsource processes where the company lags in expertise of efficiency. Develop an outsourcing strategy that reflects the corporate vision. Work with trusted outsourcers, yet clearly communicate expectations in original contracts. Define requirements and expectat

35、ions in terms of outcomes, not tasks or activities. Link outsourcer compensation to outsourcer performance. Integrate third-party outsourcing goals, objectives and resource requirements into the supply chain strategic plan.,38,The list of activities included in the definitions of supply chain are br

36、oader than the scope of the supply chain executives responsibilities. Supply chain responsibilities are shared in most organizations. Most notably, supply chain executives are not responsible for manufacturing and customer-facing sales activities. Companies with shared responsibilities for supply ch

37、ain management require flexible organizational structures to facilitate communication among supply chain executives to foster optimization of the total supply chain. On a limited basis, suppliers are looking to their own suppliers, customers and other third parties to help fill resource and skill de

38、ficiencies. Third party relationships are expected to grow as the outsourcing trend increases.,Key Findings,Supply Chain Management,39,Develop key performance measurers which span the entire supply chain (including vendors & customers) Use balanced measures Utilize exception reporting to monitor res

39、ults Measure & reward change behaviors,Align &MonitorKey Performance Indicators,Align & Monitor Key Performance Indicators,Performance Measurement,40,Poor Quality,Low Fill Rates,High Inventory/Low Turns,Poor Demand Forecasting Performance,Decreasing Margins,Long Cycle Times,Symptoms of a “Strained”

40、SC,Performance Measurement,41,Assessment of Performance Measurement,Activity Performance targets are established and performance is routinely reviewed Performance measures are integrated and encompass quality, cost and time Executive level measures are used to provide indications of whether the supp

41、ly chain is performing according to its strategic intent Measures are aligned to supply chain performance objectives Managerial level measures are used to evaluate whether tactical and operational types of activities are working efficiently Internal, external and/or non-competitive benchmarking is u

42、sed to help set performance targets Measures are focused on developing enterprise-wide excellence in cross-functional processes rather than within individual functional departments A well-balanced, limited set of function, process, and cross-enterprise based measures are used,Question 21,3.8 3.8 3.6

43、 3.5 3.5 3.3 3.1 3.0,Performance*,Performance Measurement,*Where 1=Disagree, 2 = Somewhat Disagree, 3= Neutral, 4 = Somewhat Agree, 5 =Agree,42,Level of Performance Satisfaction,Level of Satisfaction with Supply Chain Performance,Current Performance Level,Tier 1 compliance with OEM mandates have pla

44、ced OEMs ahead of suppliers on the Supply Chain Continuum and ahead in terms of overall Supply Chain performance.,Questions 22 & 23,Suppliers,OEMs,Somewhat,Dissatisfied,32%,Neutral,18%,Somewhat,Satisfied,45%,Completely,Satisfied,5%,Completely,Dissatisfied,0%,Fair,45%,Poor,5%,Uncertain,5%,World Class

45、,9%,Excellent,0%,Good,36%,Completely Dissatisfied,0%,Completely Satisfied,0%,Somewhat Satisfied,100%,Neutral,0%,Somewhat Dissatisfied,0%,Good,67%,Excellent,0%,World Class,33%,Uncertain,0%,Poor,0%,Fair,0%,Performance Measurement,43,Supply Chain Issues,Defining supply chain costs is an issue that plag

46、ues Supplier and OEM alike.,Question 6,Importance of Issue,Company Capability,4.0,Insufficient Data,2.5,2.5,2.0,Suppliers,OEMs,77%,3.5,33%,73%,3.4,33%,73%,3.3,67%,68%,3.5,67%,55%,3.1,33%,Aligning the organizational structure to support global supply chain management Elevating supply chain management

47、 for competitive advantage Defining and tracking total supply chain costs Defining & measure key performance indicators Selecting & integrating supply chain management software,Capability (1=None, 2=Poor, 3= Fair, 4=Good, 5=Excellent),Importance of Issue,Company Capability,Performance Measurement,44

48、,Barriers that prevent companies from achieving desired level of supply chain performance:,Barriers to achieving desired performance,Scarcity of resources and integration of information systems are the number one obstacles preventing companies from achieving a desired level of supply chain performan

49、ce.,Question 10,Competing initiatives,Supply chain information systems,Availability of accurate data,Information systems integration,Resource availability,Human resource/labor policies,Supply chain management skills,Information systems integration,Availability of accurate data,Supply chain informati

50、on systems,Suppliers,OEMs,0%,20%,40%,60%,80%,100%,100%,67%,67%,67%,33%,0%,20%,40%,60%,80%,100%,64%,50%,50%,45%,45%,% of Respondents,% of Respondents,Performance Measurement,45,Best Practices,Performance Measurement,Adopt enterprise-wide performance measures that provide indicators of whether the sup

51、ply chain is performing according to its strategic intent. Derive performance measures from the mission statement. Establish measures that balance quality, cost and time across the organization, its processes and its people.,46,Previously: Supply chain was not elevated in importance and visibility.

52、Senior executives were not aware of the advantages to be gained by effective supply chain management. Today: OEMs and suppliers are identifying similar barriers to achieving a desired level of supply chain performance. They have executive support and attention but are lacking the resources, skills a

53、nd systems required to achieve targeted levels of performance. Suppliers have implemented performance measurement programs but generally lack confidence in the programs overall level of performance. The lack of integrated or automated systems to capture performance-related data and the availability

54、of accurate and timely data are primary contributors. OEMs are more satisfied with the overall performance of their supply chains than suppliers and rate overall supply chain performance significantly higher than suppliers.,Key Findings,Performance Measurement,47,Develop an integrated IT system to s

55、upport strategic objectives across the entire supply chain - at all levels Require easy to understand actionable reports Develop an IT system with multi-level capabilities: Short-term: transaction processing Mid-term: planning and decision support Long-term: strategic modeling & scenario planning,De

56、velop IT Strategy and Infrastructure,Develop IT Strategy,TechnologySolutions,48,Currently UsedPlannedProprietaryPackaged Electronic Data Interchange82%14%23%77% Bar Coding Technologies73%14%38%62% Warehouse Management System59%5%37%63% Advance Planning & Scheduling50%5%50%50% Enterprise Resource Pla

57、nning41%27%20%80% Transportation Mgt. System41%5%60%40% Manufacturing & Distribution 32%9%56%44% Facilities Network Modeling Knowledge Management Systems23%5%100%0% E-Commerce14%18%33%67%,Information Systems,Question 17,* Percent of Respondents,TechnologySolutions,49,ApplicationsSolution Providers E

58、nterprise Resource PlanningBaaN, Oracle, Glovia, SAP, QAD , JD Edwards, John Brown Advance Planning & SchedulingCAN, Future 3, Numetrix, ASI, QAD, Genzlinger Warehouse Management SystemCABOSS, McHugh, ROI, Genzlinger, AS/400 Bar Coding TechnologiesInternedal, UDC Code39, ASI, Symbol, Future 3, Genzl

59、inger, John Brown,Variety, BCI Transportation Mgt. SystemUTS, Link, Outsourced to CTI Electronic Data InterchangeSterling Commerce, Trans Net, GEIS, Future 3, QAD, Trading Partner, ANSI EDIFACT Manufacturing & Distribution QAD, AS/400, ProprietaryFacilities Network Modeling Knowledge Management SystemsLotus Notes, ONIS, Data Warehouse E-CommerceNet Software, Sterling Commerce,Information Technology Support Systems,TechnologySolutions,Que