《供应链运作参考模型》课件.ppt

1、2022-8-9供应链运作参考模型供应链运作参考模型供应链运作参考模型供应链运作参考模型供应链运作参考模型供应链运作参考模型Australia/New ZealandOwens Global Logistics CCaltex Aus Petroleum VCLexianSAPEXE TechnologiesRMIT UniversityMI ServicesBHPQueensland RailwayKPMGDeloitteEuropeModus Media CGist,Inc.VCUPM-Kymmene OyjBASFDiversey LeverAMR ResearchJonker Adie

2、sSAPINSEADRhodiaSonoco ProductsSouth East AsiaVemtura Corporation CPhillips CFT VCModus MediaDeloitteSingapore Institute of Mfg.TechnologySCM InstituteAutoscan TechnologyPrecision ValveAsia Pacific BreweriesI2 TechnologiesPerentis Sdn BhdJapanNEC CJBC Create VCMitsui Global Strategic StudiesOlympus

3、OpticalEXAChubu Electric PowerJ.D.EdwardsNihon UnisysHitachiHokkaido UniversityMatsushita Electric IndustrialYamahaBoard of DirectorsHP CDisney VCAMRDaimlerChrysler MOPARBusiness Process Training Center EuropePeopleSoftI2 TechnologiesGeorgia Institute of TechnologyIBMSCE LimitedICI Supply ChainAlcat

4、el AmericasPRTMIntel供应链运作参考模型供应链运作参考模型Supply Chain Event Mgt.Product DevelopmentC-Tom Phelps HPV Paul Schiller BP AmocoLt Col Scott Koster(USMC)Steve Miller(Disney)Michael Memmel (R.Reed)Tim Meester(Best Buy)Joe Burak(Boeing)SCOR Technical DevelopmentSteering CommitteeCaspar Hunsche(HP)Katie Kasper

5、(DRK Associates)供应链运作参考模型Supply Chain Operations Reference-model(SCOR)Overview供应链运作参考模型Quantify the operational performance of similar companies and establish internal targets based on“best-in-class”resultsBenchmarkingCharacterize the management practices and software solutions that result in“best-i

6、n-class”performanceBest Practices AnalysisProcess Reference ModelCapture the“as-is”state of a process and derive the desired“to-be”future stateBusiness Process ReengineeringCapture the“as-is”state of a process and derive the desired“to-be”future stateQuantify the operational performance of similar c

7、ompanies and establish internal targets based on“best-in-class”resultsCharacterize the management practices and software solutions that result in“best-in-class”performance供应链运作参考模型SupplierPlanCustomerCustomersCustomerSuppliersSupplierMakeDeliverSourceMakeDeliverMakeSourceDeliverSourceDeliverInternal

8、 or ExternalInternal or ExternalYour CompanySourceReturnReturnReturnReturnReturnReturnReturnReturnBuilding Block ApproachProcessesMetricsBest PracticeTechnology供应链运作参考模型供应链运作参考模型供应链运作参考模型供应链运作参考模型SCOR Level 1Analyze Basisof CompetitionSCOR Level 2Configuresupply chainAlignPerformance Levels,Practice

9、s,and SystemsImplementsupply chain Processes and SystemsCompetitive Performance RequirementsPerformance MetricsSupply Chain ScorecardScorecard Gap AnalysisProject PlanAS IS Geographic MapAS IS Thread DiagramDesign SpecificationsTO BE Thread DiagramTO BE Geographic MapAS IS Level 2,3,and 4 MapsDiscon

10、nectsDesign SpecificationsTO BE Level 2,3,and 4 MapsOrganizationTechnologyProcessPeopleSCOR Level 3供应链运作参考模型供应链运作参考模型AmericasDistributors供应链运作参考模型ConsumerD1供应链运作参考模型Performance AttributePerformance Attribute DefinitionLevel 1 MetricSupply Chain Delivery ReliabilityThe performance of the supply chain

11、 in delivering:the correct product,to the correct place,at the correct time,in the correct condition and packaging,in the correct quantity,with the correct documentation,to the correct customer.Delivery PerformanceFill RatesPerfect Order FulfillmentSupply Chain ResponsivenessThe velocity at which a

12、at which a supply chain provides products to the customer.Order Fulfillment Lead TimesSupply Chain FlexibilityThe agility of a supply chain in responding to marketplace changes to gain or maintain competitive advantage.Supply Chain Response TimeProduction FlexibilitySupply Chain CostsThe costs assoc

13、iated with operating the supply chain.Cost of Goods SoldTotal Supply Chain Management CostsValue-Added ProductivityWarranty/Returns Processing CostsSupply Chain Asset Management EfficiencyThe effectiveness of an organization in managing assets to support demand satisfaction.This includes the managem

14、ent of all assets:fixed and working capital.Cash-to-Cash Cycle TimeInventory Days of SupplyAsset Turns供应链运作参考模型Customer-FacingSCOR Level 1supply chain ManagementAssetsSupply Chain ReliabilityCost ResponsivenessDelivery performance Fill rate Perfect order fulfillment Order fulfillment lead time Suppl

15、y Chain Response Time Production flexibility Total SCM management cost Cost of Goods Sold Value-added productivity Warranty cost or returns processing cost Cash-to-cash cycle time Inventory days of supply Asset turns Internal-Facing Flexibility供应链运作参考模型50%$30M Revenue$30M Indirect Cost35 days97 days

16、0%63%Supply Chain SCORcardPerformance Versus Competitive PopulationOverview Metrics SCOR Level 1 MetricsActualParityAdvantageSuperiorValue from ImprovementsDelivery Performance to Commit Date85%90%95%Fill Rates94%96%98%EXTERNALPerfect Order Fulfillment80%85%90%Order Fulfillment Lead times 7 days5 da

17、ys3 daysFlexibilityResponsivenessProduction Flexibility30 days25 days20 daysTotal SCM Management Cost19%13%8%3%INTERNALCostWarranty CostNANANANANAValue Added Employee ProductivityNA$156K$306K$460KNAInventory Days of Supply119 days55 days38 days22 daysNAAssetsCash-to-Cash Cycle Time 196 days80 days46

18、 days28 daysNet Asset Turns(Working Capital)2.2 turns8 turns12 turns19 turnsNASupply Chain Response Time82 days55 days13 days45 days$7 M Capital ChargeKey enabler to cost and asset improvements$30M Revenue供应链运作参考模型供应链运作参考模型供应链运作参考模型供应链运作参考模型供应链运作参考模型供应链运作参考模型Suppliers SupplierSuppliersAssemble/Packa

19、geDistribution CentersGeo Ports of EntryAmericas-Europe-Asia-供应链运作参考模型供应链运作参考模型SR2DR2S1S2(carcass)M2D2S1D1S1M2ServiceableRotorAssyUnserviceableRotor AssyS1D1D2S2(carcass)Unserviced Engine ModuleD1SvcEngine 164 Days32 Days98 days60%ofRequirement Accepted,90%of that Completed on time77%SMA25%On-TimeServiceable Modules 188%of Requirement,Svc Engines 112%of Requirement供应链运作参考模型Best practice achievedPractice adoptedPractice not yet adopted供应链运作参考模型供应链运作参考模型2022-8-9供应链运作参考模型