中国汽车行业的咨询报告.ppt

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1、Supply Chain Management/e-Procurement/cMfg WorkshopDate:April 27,2001Time:9:00 A.M-3:00 P.M第一页，编辑于星期六：十四点 五十三分。AgendaAgenda9:00-9:15-Introductions9:15-10:00-Supply Chain Management10:00-11:00 -e-Procurement Overview11:00-11:15-Break11:15 -12:00-c-Manufacturing12:00-1:00-Lunch 1:00 -2:30-Workshop2:30

2、-3:00-Implementation Considerations,Case Studies3:00 -Summary and Conclusion第二页，编辑于星期六：十四点 五十三分。Supply Chain ManagementSupply Chain Management第三页，编辑于星期六：十四点 五十三分。Supply Chain Management“Planning,implementing and controlling the efficient and effective sourcing,production and delivery processes for a

3、 final product,services and related information from the point of origin to the point of consumption for the purpose of conforming to customer requirements.第四页，编辑于星期六：十四点 五十三分。Supply Chain Management Goal“To create a real-time,virtual marketplace where all the people connected to SAIC are engaged in

4、 informed decision making and customer fulfillment.Evidenced by:Lead time-response time is reduced,revenue opportunities are generated,costs are cut,customer satisfaction is increased.第五页，编辑于星期六：十四点 五十三分。The 5 major strategic concepts of Supply Chain ManagementCustomizationCompanies have a choice an

5、d ability to adapt their operational environment to changing market demandCollaborationAll partners in the supply 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 i

6、n the supply chain from customers to suppliers.OptimizationBest practices and most advanced tools bring the 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.第六页

7、，编辑于星期六：十四点 五十三分。Supply Chain Value PrinciplesProvide Visibility of InformationInventories,Forecasts,Orders,Plans,Engineering Changes,KPIsSynchronize ActivitiesOptimized feasible sourcing/planning,pull-based triggersPromote Responsiveness Reduce time to detect demand,commit,produce,fulfillLeverage M

8、arket Mechanisms Aggregated buying power,auction-based buying/sellingAchieve Process Simplification Automated steps,One-step business第七页，编辑于星期六：十四点 五十三分。SUPPLIERSUPPLIERNETWORKNETWORKINTEGRATEDINTEGRATEDENTERPRISEENTERPRISEDISTRIBUTIVEDISTRIBUTIVENETWORKNETWORKInformation,Product,Service,Financial a

9、nd Knowledge FlowsInformation,Product,Service,Financial and Knowledge FlowsMMA AT TE ER RI IA AL LS SCapacity,Information,Core Competencies,Capital and Human ResourcesCapacity,Information,Core Competencies,Capital and Human ResourcesRelationship ManagementRelationship ManagementSourcingOperationsLog

10、isticsE EN ND DC COON NS SU UMME ER RS SSource:Supply Chain Faculty,Michigan State UniversityTHE INTEGRATED SUPPLY CHAIN第八页，编辑于星期六：十四点 五十三分。Challenges for Supply ChainsTake orders over the web,or automatically via B2BOffer rich product selection and/or the ability to customizeSource the order and co

11、mmit to delivery,immediately,onlineService the order online,including changes and inquiriesDeliver product quickly,efficiently,profitablyBe in constant communication with customers and suppliers torespond quickly to“pull signals”to manage inventoriesadapt quickly and economically to changes in deman

12、d/supplyoperate with low inventories第九页，编辑于星期六：十四点 五十三分。Internet SellingCollaborative Planning,Forecasting and Replenishment CPFRInternet Vendor Managed Inventory iVMICollaborative Supply Planning CSUPCollaborative Production PlanningCapable to Promise CTPe-Procurement(auctioning,bidding)Internet-ba

13、sed TenderingInternet-based Kanbane-FulfillmentCollaborative Business Scenarios第十页，编辑于星期六：十四点 五十三分。Drivers of High Performance Achievement(Rated by Priority)Customer integrationInternal integrationTechnology/Planning integrationRelationship integrationMeasurement integrationSupplier integration第十一页，

14、编辑于星期六：十四点 五十三分。Customer IntegrationHigh Achievers:High Achievers:Identify and focus on important customersIdentify and focus on important customers Use formal visioning processUse formal visioning process Implement preplanned solutionsImplement preplanned solutions Develop responsive or pull logist

15、ical capabilitiesDevelop responsive or pull logistical capabilitiesSegmental FocusRelevancyResponsivenessFlexibility第十二页，编辑于星期六：十四点 五十三分。Material/Service Supplier IntegrationHigh Achievers:Develop interlocking programs and activitiesDevelop interlocking programs and activities Commit to shared respo

16、nsibility with suppliersCommit to shared responsibility with suppliers Place employees at customer/supplier business facilitiesPlace employees at customer/supplier business facilities Enter into long-term agreementsEnter into long-term agreements Include suppliers suppliers in planningInclude suppli

17、ers suppliers in planningFusionFinancial LinkageStrategic AlignmentOperational Supplier Relationship Management第十三页，编辑于星期六：十四点 五十三分。E.Dashboard-Key Performance IndicatorsMaximize Economic ValueOn-Time DeliveryLead TimeCash-to-Cash CycleInventory TurnsOrder Management CostPerfect Order FulfillmentOrd

18、er Fill RatesInventory Carrying CostSG&AIncrease RevenueDecrease CostImprove Asset Utilization第十四页，编辑于星期六：十四点 五十三分。The E-Dashboard.Is a web-based tool that allows dynamic monitoring of the Supply Chain SolutionMonitors Key Performance Indicators to optimize important business processesMeasures Retur

19、n on InvestmentAllows decision makers at all levels of an organization to navigate,organize,record,and analyze strategic business information to develop insights and understand possible scenarios which would lead to improved decision making第十五页，编辑于星期六：十四点 五十三分。Digital Order Fulfillment Process Examp

20、leERPATPERPATPERPATPWEBATPERPOrder/ProductConfigurationDSSMESWEBPCSQId like Product A,with Features B,C and D,by Date E.QDo we have all the material?QWhat is the priority?QBuildable?QCost?QWhen can we deliver?QSpecial handling required?Q1st Supplier:Yes,Ill reserve it.Q2nd Supplier:No.Q3rd Supplier:

21、Ill need a confirmation signal from my suppliers.123CustomerManufacturerSuppliers第十六页，编辑于星期六：十四点 五十三分。Digital Order Fulfillment Process ExampleQWe can have your product by this dateQYes,we can684QConfirmed57QOrder it!QConfirm the orders to suppliersQAllocate the materialQSchedule productionERPATPERP

22、ATPERPATPWEBATPERPOrder/ProductConfigurationDSSMESWEBPCSCustomerManufacturerSuppliers第十七页，编辑于星期六：十四点 五十三分。Industry Specific Value ChainIssues/Challenges/Solutions第十八页，编辑于星期六：十四点 五十三分。Better,Faster Decisions Drive Velocity.Receive Material Release DataProcess OrdersPlan Production&Make Intelligent De

23、cisionsSend Material Release DataAIAG Worst Case*AIAG Benchmark*Plant w/o i2BR1:Plant w/i2 Line Scheduling Decision SupportBR2:Plant w/i2 Material&Capacity Planning Decision SupportTotal2 days4 days5.5 days30 min11.5 days*Source:AIAG Manufacturing Assembly Pilot Project Final Report10 min1 hour5 hou

24、rs30 min6.5 hours1 hour1 hour7 days30 min7.1 days1 hour1 hour1 day30 min1.1 days1 hour1 hour4 hours30 min6.5 hoursTime delays result in additional mix and volume buffering 第十九页，编辑于星期六：十四点 五十三分。Legacy Automotive CommunicationsMultiple ProtocolsComplex,Costly,Ad Hoc,InflexibleDesignMfg$Customer#1Custo

25、mer#3Customer#2Supplier#3Supplier#2Supplier#1Inconsistentservice,securityEDIVANs*EDIVANs*VAN=Value-Added NetworkMultiple Links第二十页，编辑于星期六：十四点 五十三分。ANX Value:Network Consolidation-Single link,protocol-Consistent,high service quality&security-Multiple -companies -traffic types -sectors,continents Simp

26、ler,Lower Cost,Managed,AdaptableCustomer#1Customer#3Customer#2Supplier#3Supplier#2Supplier#1ANX 第二十一页，编辑于星期六：十四点 五十三分。“The Business Internet”*Revised April 4 20011 ANX-Certified Exchange Point(1 more underway in Europe)AmeritechANX-Certified IPSec security gatewaysavailable from 10 vendors7 ANX-Cert

27、ified Service Providers(CSPs)EquantAT&TBell NexxiaWorldComAmeritechIdeal TechnologySolutionsipulsys700+production Trading Partners(TPs)(160 more underway)TradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersANX StakeholdersANX 第二十二页，编辑于星期六：十四点 五十三分

28、。Usable in any sector:Business,government,academic,non-profitBased on Internet technologies:Standards-based,off-the-shelf productsNo proprietary solutionsVariety of connectivity,speed:Dial,DSL,ISDN,and 56 KB T3Available globally:North America:Canada,Mexico,U.S.Africa,Asia,Australia,Europe,South Amer

29、icaANX Characteristics第二十三页，编辑于星期六：十四点 五十三分。ANX Covisint RelationshipSimilarities:Funded,endorsed,guided by Big 3 OEMsSpun-off as separate for-profit companiesBut different meanings of“exchange”Complementary Roles:ANX network service infrastructureCovisinte-business processes,applicationsSynergy:ANX

30、 enables faster Covisint roll-out to 700+TPsCovisint is an ANX customer,with 2 connections第二十四页，编辑于星期六：十四点 五十三分。E.Procurement 第二十五页，编辑于星期六：十四点 五十三分。Common TermsE Business-Buying,selling transacting or exchanging information via Internet with customers,suppliers,employeesReaches beyond advertising an

31、d marketing,includes core business processes of order entry,purchasing,supply chain,CRME Commerce-Transaction-oriented Web based functions such as placing orders,order entry,paymentsE Procurement-Requesting,Approving,Ordering,Receiving,and Payment of goods and services via the InternetTrading Exchan

32、ges,Virtual Marketplaces,Portals-Vertical industry focused Web sites for buyers and sellers to make offers to buy and sell,conduct transactions.Dot Coms第二十六页，编辑于星期六：十四点 五十三分。Marketplace TrendsElectronic CommerceSuppliersBombarded with infoWhy companies are considering e-procurementBuyerslSoftware ve

33、ndors push their productslMagazine and news coverage aboundsCosts too highlVolume not leveragedlSignificant accounts payable effortlUsers buying at retailProcesses are inefficientlApprovals take days or weekslUsers are wasting timel85%of purchasing time spent managing orderslToo much re-keying and e

34、rrorsNot leveraging new technologieslTheir competition is doing itlTheir intranet is under-utilizedlThey have multiple home-grown systemslERP implementations are winding downInformation unavailablelDont know what they spendlUsers dont know about dealslNo audit trail第二十七页，编辑于星期六：十四点 五十三分。The Business

35、 ChallengeThe Procurement Process of TodayConfusing and Slow:Multiple communication channels and processes,internal and externalTime and Labor Intensive:Many suppliers,many different types of transactions to manage.Inaccurate:Information spread across many systemsmust leverage product spending,reduc

36、e costs,and drive profit to the bottom line.第二十八页，编辑于星期六：十四点 五十三分。Fragmented Spend Pattern386151363010212315265938643381324610M+1M10M11M5M500K 1M250K500K100K250K50K100K25K50K15K25K10K15K4,0003,5003,0002,5002,0001,5001,0005000$1.2 B$1 B$800 M$600 M$400 M$200 M$0Number of SuppliersTotal$/Supplier Grou

37、pPurchasesNumber of suppliersTotal$per supplier group$3.8 billion with 17,700+suppliers第二十九页，编辑于星期六：十四点 五十三分。Lack of Enterprise Leverage16,773 suppliers used only in 1 business unit.Only 1 supplier used by all.16,77370414854319531123456789181614121086420Number of Suppliers(Thousands)Business Units C

38、rossedAcross business units第三十页，编辑于星期六：十四点 五十三分。E Procurement PracticesTraditional EDI,Electronic Catalog Ordering Systems,Internet Reverse Auctions,E RFQ/RFP.BuyersImplementation and integration of end-to-end Web-based self-service procurement systemObjective:Cost ReductionSuppliersDevelopment and

39、management of electronic catalog and system for order-takingObjective:Revenue EnhancementMarketMakersCreation and hosting of infrastructure that connects buyers and sellers in a vertical or horizontal marketplaceObjectives:Cost Reduction+Revenue Enhancement第三十一页，编辑于星期六：十四点 五十三分。Internet ProcurementI

40、nternet 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 which are searchable by item number,description,category,or bra

41、nd which can be ordered,acknowledged,tracked,invoiced and paid for on-line.Objective:Cost ReductionAuctionsReverse or downward auction in which buyer invites qualified suppliers to beat the lowest price.Bidders see their bid in relation to lowest bid in real timeObjective:Lowest possible price第三十二页，

42、编辑于星期六：十四点 五十三分。Internet Reverse Auction CompaqHPDellSourcing team Internet Internet AuctionAuctionServiceServiceAuctioneerHosted serverIBMSuppliersBuying Organization第三十三页，编辑于星期六：十四点 五十三分。Category selection considerations Categories for AuctionDoes the value per buy exceed$1.0 millionEvent Auction

43、CriteriaIs the same good or service routinely purchasedIs the value per buy above$30,000Recurring Auction CriteriaGeneral CriteriaIs the market competitive(i.e.more than 4 suppliers)Is the good or service fairly well definedLine items for a sub-category exceeding 25 can be put into a market basketLa

44、ck of supplier constraints(e.g.switching cost)Can suppliers access the Internet“Dont Auction”Criteria Categories involving joint process improvement with suppliersHighly strategic suppliers offering truly unique items第三十四页，编辑于星期六：十四点 五十三分。Steps in an Auction Process Potential Steps in the Auction Cy

45、cleProfileCategory&SupplyMarketIdentifyPotentialSourcingStrategies 1st RoundSupplierQualificationSetupAuctionSourcing Strategy Auction Event Final SelectionConductAuctionReport&AnalyzeNegotiatewith andselectsupplier(s)Customized auction environmentSupplier and buyer trainingOne time auction environm

46、ent setupAuction eventPost-Auction reporting and analysisBid confirmation from suppliers Event Auction Deliverables1Recurring AuctionRecurring auctionNote:(1)Deliverables are the same for the event auction and 1st recurring auction第三十五页，编辑于星期六：十四点 五十三分。Internet ProcurementOBI Open Buying on the Inte

47、rnet.An 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.IntelesysNetscape Buyer Xpert第三十六页，编辑于星期六：十四点 五十三分。Supplier has the dataEach has

48、unique ordering screens and processesBuyer forced to find suppliersLow risk e-procurement entryQuick implementationAdvanced ordering techniques(product configurators)PharmaCoAutoCoServiceCoSupplier Centric SolutionCatCatCatDellStaplesGraingerBenefitsExamplesRisksDSG第三十七页，编辑于星期六：十四点 五十三分。Managing cat

49、alogRun technologySupplier integrationSecurityControl over catalogCustomized environmentCatCatCatBuyer Centric SolutionDellOffice DepotGraingerPharmaCoAutoCoServiceCoBenefitsRisksExamplesAriba ORMSOracle Web ReqCommOne BuySite第三十八页，编辑于星期六：十四点 五十三分。Access to new markets,customers Eliminates regional

50、barriers Streamline sales process Reduced cost of salesCentralizes catalog content requirementsLeveraged catalog managementAvailability of many suppliersFaster implementationEnables personalized catalog viewLower cost of entryPay as you goPharmaCoAutoCoServiceCoWhat is a MarketMaker?PC Co.Office Co.