某咨询—供应链管理课件.pptx

1、2023年7月15日星期六某咨询某咨询供应链管理供应链管理Supply Chain Management The supply chain used to be a simple serial process with raw materials slowly moving in one direction through manufacturing production and onward via a distribution system to retailers and customers.Today,the talk is of supply networks,parallel ch

2、ains,enhanced concurrent activities,and“customer centric”with new information platforms and technology set to cut both inventory and lead-times throughout the delivery pipeline further.Top Issues Facing SCM ProfessionalsIn a recent quantitative survey,SCM professionals were asked a open-ended subjec

3、tive question,“What are the three biggest issues facing you personally in developing your logistics strategy?”Source:AMR Research 2000The top three responses were;Cost(21%),Systems Applications(20%)and Integration(19%)21%20%18%14%13%13%12%12%11%0%5%10%15%20%25%CostSystems ApplicationIntegrationQuali

4、fied AssociatesSupport ManagementE-BusinessOrganisation StructureGlobal ManagementFundingSCM BenefitsManufacturerDistributors/WholesalersCustomers SuppliersRetailersMaterials Flows Information FlowsCash FlowsUS companies expect to reap$3-400B of savings through a variety of benefits(3 5%of revenues)

5、Source:PRTMMove From Push To PullManufacturersDistributors/WholesalersCustomerSuppliersRetailersManufacturersDistributors/WholesalersCustomerSuppliersRetailersMake what we sell,not sell what we make!Move to Cross-Functional Business ProcessesPurchasing ManufacturingDistributionInstall/MaintenanceSal

6、esSourceMakeDeliverInstallSellOrder FulfillmentAvailable-to-PromiseSales&Operations PlanningDepartment PerformanceSupply Chain OptimizationSynchronized,Sequential PlanningForecastingDistributionPlanningManufacturing PlanningProcurementPlanningSupply Chain OptimizationSynchronized,Concurrent Planning

7、DemandPlanningDistributionPlanningManufacturing PlanningProcurementPlanningPurchasing ManufacturingDistributionInstall/MaintenanceSalesCross-Functional Supply Chain MetricsProcess PerformanceSourceMakeDeliverInstallSellPerfect Order ProcessLSLUSLLSLUSLLSLUSLLSLUSLLSLUSLSharing and CollaborationManuf

8、acturerDistributors/WholesalersSuppliersRetailersSynchronized Production SchedulingCollaborative Product DevelopmentCollaborative Demand PlanningCollaborative Logistics Planning Transportation services Distribution center servicesFull Value ProcurementObjective Lowest total cost of ownershipQuality

9、meeting customer needsOn-time deliveryAcceptable supply riskProcess efficiencyDemand reductionUnderpinned by procurement infrastructure excellencePurchasePriceAcquisitionInstallationMaintenanceDisposalPrice is often just the tip of the iceberg!Strategic SouringTraditionalProgressive Tactical Emphasi

10、s Acquisition Cost Focus Staff Function Cost Center Reactive Strategic Emphasis Total Cost Focus Profit Center ProactiveTacticalStrategicTacticalStrategicEvolving Model of ProcurementLogistic and TransportationLogistics accounts for 8-12%of sales.In 1998,it accounted for over 10%of the US GDPLogisti

11、c is one of the glues that holds the supply chain together.The techniques that most manufacturers employ to increase speed and reducing cost is outsourcingAverage cost reductions from outsourcing is 32%The 3PL market has enjoyed explosive growth over the past 5 years.Most 3PLs have reported annual g

12、rowth rate of 25-50%Source:industry weekManufacturingMaterial.BOMPRTCustomerorderDocumentWork centerRoutingetc.Manufacturing managers view efficiency and flexibility as two objectives which must be balanced in order to arrive the lowest total cost World-class companies adopt strategies and tactics s

13、uch as pull system,JIT replenishment,and cycle time reductions that enables a company to have lower levels of inventory while still driving reductions in production unit cost Companies frequently underestimate the commitment required to achieve an effective quality improvement which result in operat

14、ion cost increases.StrategicBusinessPlanningForecasting and Planninghoursdaysweeksmonthsyear+OperationalTacticalStrategicSchedulingRolling ForecastDemand PlanningManufacturing PlanningSchedulingDistribution PlanningTransportationOrderPromiseSourceMakeMoveStoreSellTop Issues Facing SCM Professionalse

15、-Business is a relatively low priority,coming in sixth of the top issues facing SCM professionals.However,this does not reflect the impact that e-Business will have on Supply Chain ManagementSource:AMR Research 2000e-Business will fundamentally change SCM21%20%18%14%13%13%12%12%11%0%5%10%15%20%25%Co

16、stSystems ApplicationIntegrationQualified AssociatesSupport Managemente-BusinessOrganisation StructureGlobal ManagementFundingENTERPRISE OPTIMIZATIONProcureProduceProductsManageLogisticsForecastDemandOptimizeNETWORK OPTIMIZATIONAFDGCEBCompanyCompanyCompanyCompanyCompanyCompanye-Business Is Driving a

17、 Fundamental Transformation in SCMThe larger the network of companies the greater the power of the network to reduce cost for its membersIncreased leverage with suppliersBroader market access for suppliersExpanded community and collaboration opportunitiesGreater integration across market supply chai

18、nsNetworkEffectEconomies of ScaleThe larger the Meta-Market the faster it can form and launch facilitate the operational excellentBroader communities to allocate R&D cost Operational efficiencies via back office shared services Depth of industry and procurement knowledge and resources available to d

19、evelop supplier contractsCompanyThe Impact of e-Business on SCMe-Business affects four broad categories that determine the production and transaction costs of a firm:The cost of executing a sale The costs associated with procuring production inputs The costs associated with making and delivering a p

20、roduct or service The cost associated with logisticsThe Cost of e-Business SalesAccessibilityAn e-Business web site is open 24 hours per day,7 days per week.A business no longer has to build separate physical establishments to attract a larger customer base.A virtual storefront also allows an e-busi

21、ness to manage one store instead of multiple stores,thus eliminating duplicate inventory costs.The Cost of e-Business SalesOrder ReworkAnother aspect of e-Business is that it enables more efficient order configuration.For example,both General Electric(GE)and Cisco Systems reported nearly one-quarter

22、 of their pre-Web-site orders had to be reworked because of errors-a total of more than 1 million orders,in the case of GE.Since adopting a Web-enabled customer interface,Cisco reports an error rate of only 2 percent.Produce or Service OutputCritical Customer RequirementDefects:Service unacceptable

23、to customerBAThe Cost of e-Business SalesFundamental ShiftClearly,e-Business represents a fundamental shift in how the sales process is executed by a company.As a result,e-Business compels existing businesses to re-examine how they interact with customers,even as new entrants exploit e-Businesses to

24、 reach customer bases previously thought unreachable.LowHighCost of Sale“Off-the-Rack”CustomisedValue-Addedof SaleDirectSaleswFace-to-face salesw$500/sales contactwDistributors/VARsw$2-300/sales contactwTelephone sales and servicew$25 per sales contactwNo human contactw$1 per sales contactResellersT

25、ele-channelElectronicChannelsSource:Dr.Rowland Moriarty,Cubex Corp.The Costs Associated With Procuring Production InputsWeb-based procurement of maintenance,repair,and operations(MRO)supplies is expected to reach more than$100 billion worldwide by the year 2000.MRO comprises those goods required to

26、run a company that are not raw materials used in the direct manufacture of a product or the provision of a service.ProfitOtherCostsPurchases 100 10045504547.557.5-5%A 5%reduction in purchase cost can result in a 50%increase in profit margin.+50%The Costs Associated With Procuring Production InputsLo

27、wer transaction costs coupled with the ability to enforce purchasing policy across the enterprise have been instrumental in driving Web-based MRO procurement.Two additional factors have accelerated the trend.The first factor is a defensive reaction by firms that note the cost savings being enjoyed b

28、y rivals switching to an e-business procurement mode.The second,and possibly more important factor is the insistence by large firms such as Ford,that their suppliers link into their Web-based procurement systems as a condition of doing business with them.Source:RB WeberCOST PER POPOTENTIAL COST PER

29、POCURRENTCOST PER POThe Cost of e-Business Supply Chain ManagementEven the scope of MRO procurement pales beside the possibilities for reorganizing supply chains around e-business.Rather than increasing production and inventory in advance of actual customer demand,e-businesses are looking to make bo

30、th their own supply chains and those of their customers and suppliers respond in real time to actual sales.SupplierManufacturerDistributionRetailerConsumerInformationThe Cost of e-Business Supply Chain ManagementVisibility of the entire supply chain is necessary so a business can analyse the interpl

31、ay between interactions such as procuring materials,components,and subassemblies from various suppliers;shifting production between installations or business partners;and moving goods to the final consumer.Understanding relationships between all players in a particular value chain allows an e-busine

32、ss to adjust to new contingencies in real time.The Transformation of Logisticse-Business transforms logistics from simply packaging and moving goods and turns it into an information business.Introducing online parcel order and tracking via a proprietary network in 1983,Federal Express took nearly 12

33、 years to sign up 50,000 customers.In 3 years,between 1995-1998,after FedEx offered essentially the same service via the Web,the number of customers rose to 1 million.FedEx estimates nearly 70 percent of the 3 million packages it processes each day now are initiated via interactive networks.Supply C

34、hain Managemente-BusinessDriving TransparencyWhen building visibility of the entire supply chain,this also includes customers.e-Business gives the customer access to the suppliers product data,ordering and delivery information.This drives transparency within the organization and forces the supplier to develop better delivery and support systems.Product Lifecycle ManagementCustomerManagementSupplier CollaborationDesign PartnersConsumers and Channels