DELIVER in Asia(英文版)(ppt 58页).PPT

1、DELIVER in Asia,Regional Supply Chain course October 3rd, 2001,Today .,Context The basics The opportunities Vision Outsourcing, VMI, inventory planning DELIVER CoP The future?,First, some pictures of a supply chain,Supply Management,Ingredients & packaging suppliers,Manufacturer production lines,Man

2、ufacturer distribution center,Retail store (shelf + back room),Retailer distribution center,Consumers,Demand Management,Advice on DELIVER,Get the basics right Ordering, Delivery, Billing Do the sexy stuff Integration and synchronisation VMI, e-Business, CPFR,The basics have to be in place,Customer S

3、ervice Cost: %Overdue Service: lead time, ease of ordering Quality:#CNs due to error, invoicing accuracy Warehousing/Distribution Cost: %NPS Service: %case fill, %order fill, IRA Quality: %rejects, %returns, %damages,KPIs are the key,KPIs are the key,The Opportunities in DELIVER,The SEA VCA 2000 stu

4、dy -LaundryCost saving,4 M Euro,The SEA VCA 2000 study -LaundryInventory reduction,8 M Euro,World Class Supply Chain,Functional Excellence,Organisation focused on functional excellence Information optimised to facilitate functional excellence Many small customers and suppliers,RDC = Regional Distrib

5、ution Centres,Blue Arrow = Information Flow,Key :,Red Arrow = Product Flow,Plan,Source,Make,Deliver,Copyright2000. Corporate MaST Group, Unilever Research plc. All rights reserved.,Service and Integration,Organisation manages business through multi-functional teams, exploiting functional excellence

6、whilst focusing on immediate upstream and downstream customers Information requirements optimised for management of internal organisation Customer base predominantly key account (60% Volume weighted) Key supplier consolidation - relationship management,Factory,RDC,RDC,Key Account,Wholesaler,Retailer

7、,Consumer,Copyright2000. Corporate MaST Group, Unilever Research plc. All rights reserved.,Integrated Network and Collaboration,Organisation focus on extended Supply Chain (Customers and Suppliers) Information shared with all parties in the extended Supply Chain High percentage of business in a few

8、key accounts Supplier base consolidated - partnership management,Copyright2000. Corporate MaST Group, Unilever Research plc. All rights reserved.,1996,1998,2000,Phase III (Integrated Network and Collaboration),ECR,Some quoted benefits,Cisco, Intel, TNT, Kodak, Nestle, P&G: Cost savings: 75% reductio

9、n in errors” 12,000 engineers saved” 45% inventory reductions” Growth opportunities: 40% more orders in same time” 1 week product development cycle reduction” reduce product lead times by 50-70%” order cycle times cut from 6-8 weeks to 1-3 weeks,Source: Logicon 2001,One way of looking at DELIVER,Way

10、s of working,Process,Infrastructure,Different categories,different demand strategies,DELIVER focus,Outsourcing warehouses Inventory target planning VMI,Outsourcing,Third party logistics providers have ability to accelerate and drive change Focus - It is their core business Resources - Availability o

11、f “resource pool” Expertise - Core competency Experience - Did it before Funds - Willingness to invest,Supply chain outsourcing criteria for choosing,Supply chain outsourcing actions for choosing,Supply Chain outsourcing,Advantages Allows you to concentrate on core competencies Allows experts to man

12、age and develop processes, technology and people accelerate change Allows experts to leverage synergies within their industry Provides improved customer service Free up/generate capital,Disadvantages hand-over can be mismanaged potential for culture clash unlikely to save you money in the short-term

13、 potential for us and them,Outsourcing - the milestones,Determine strategy,Learn from previous experiences,Select partner,Project kick-off,Team plan,Manage performance,Outsourcing lessons learnt,Partnership essential Communicate at all levels HR Issues by far the most Contract issues,Outsourcing par

14、tnership,DO encourage an open environment, sharing risks and rewards understand YOUR performance BEFORE you hand over continue to measure cost, service, quality COMMUNICATE: treat them as a department DONT move the goal-posts do their job for them expect them to do things they do not have as their c

15、ore competence expect the 3PL to tell you when youre wrong,Inventory target planning,Supply Chain Variables,Supplier Reliability SSQR program Delivery frequency Production Reliablility TPM / 5S Forecast Reliability Demand Plan Forecasting Understand Safety Stock,SC Variable - Safety Stock,Used for h

16、edging against uncertainty in Supplier Reliability Production Breakdown Stock Inaccuracy Forecasting Error to achieve Stock Availability target Systematic understanding of how much Safety Stock is required,Inventory Planning,Understand the Inventory Components Forecast Accuracy Sale Fluctuation Prod

17、uction Cycle Production Reliability Supplier Reliability Service Level target Understand the nature of each products and how to set appropriate Inventory policy Use simulation tool to model the effect each component has on the inventory level and service level Set inventory level accordingly,VMI,Why

18、 bother doing VMI?,Objective is to efficiently replenish shelves Forecasting is ALWAYS wrong Buyers can get in the way Bull-whip effect Poor data gets in the way,Integrated suppliers,Synchronised Production,Continuous Replenishment,Cross Docking,Automated Store Ordering,Reliable Operation,Supply Cha

19、in improvements,Continuous Replenishment,Members of the supply chain working together to replenish products based on actual sales and forecasted product demand VMI (Vendor Managed Inventory) is one of the means to continuous replenishment vendor maintaining customers stock according to target levels

20、 and service level transfer of ownership in ordering process so to vendor,E- INFORMATION,VMI Daily Process Flow,Order proposal,Customer DC,1. Data sent to ULT at 6am 2. ULT to generate order 3. ULT to sent Order Proposal by afternoon 4. Product Delivery that night,EDI Messages,Cust3 promotional item

21、 Forecast Accuracy,Stock reduction of 10 Million Baht,April 01: Build up stock for Songkran holiday,Cust1 scorecard,Cust1 scorecard,Feb-Mar 01: Capped demand and capped supply,Cust1 scorecard,Demand - the Bullwhip effect,Demand - reduce the bullwhip,DELIVER CoP,THAILAND,Priorities Building new wareh

22、ouse CRP/VMI roll-out CPFR pilot/s EFT roll-out Regional Planning/SAP APO Phoenix replacement for distributor system Opportunities Regional Customer Service Regional DELIVER best practice,INDONESIA,Priorities Outsourcing and building warehouse with MNL Balanced KPI scorecard VMI with distributors Wo

23、rking capital reduction Opportunities Regional Customer Service Regional DELIVER best practice SCD, CD, TD, SD organisation complexity,PHILIPPINES,Priorities Outsourcing and building warehouse with Li & Fung Distribution SDIS for GT/ Electronic Call Sheet for SST - Secondary Sales Capture for Demand

24、 Signal ECR SC Diagnostics tool ECR VMI pilots ECR EDI leadership ECR Synchronised production (“Everything, Everyweek”) ECR Cash flow/EFT Regional Planning (SAP APO) Customer Service Help Desk Opportunities Regional customer service Regional SC organisation MUs separate from profit responsible SUs,R

25、egional CoP - Deliver,To work together to share leading practice and accelerate the achievements of truly World Class Delivery Operation in Asia Members are Customer Service and Warehouse Distribution Managers from EAPR and China with a representative from India,DELIVER CoP funnel,Ideas,Deliver KPI/

26、Benchmarking Deliver Strategy Development Centralised Buying Pallet Optimisation/Transportation optimisation,Feasibility,ABC/ABM,Capability,3PL Management Pallet Pooling Distribution Network optimisation VMI/Demand based replenishment Customer Help Desk/ Call centre EDI/Electronic ordering Cross docking Stock cover optimisation Age Matrix/Flagging Dir