中国汽车行业的咨询报告解读.ppt

《中国汽车行业的咨询报告解读.ppt》由会员分享，可在线阅读，更多相关《中国汽车行业的咨询报告解读.ppt（40页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、Supply Chain Management/e-Procurement/cMfg WorkshopDate:April 27,2001Time:9:00 A.M-3:00 P.MAgendaAgenda9:00-9:15-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-Workshop2:30-3:00-Implementation

2、 Considerations,Case Studies3:00 -Summary and ConclusionSupply Chain ManagementSupply Chain ManagementSupply Chain Management“Planning,implementing and controlling the efficient and effective sourcing,production and delivery processes for a final product,services and related information from the poi

3、nt of origin to the point of consumption for the purpose of conforming to customer requirements.Supply Chain Management Goal“To create a real-time,virtual marketplace where all the people connected to SAIC are engaged in informed decision making and customer fulfillment.Evidenced by:Lead time-respon

4、se time is reduced,revenue opportunities are generated,costs are cut,customer satisfaction is increased.The 5 major strategic concepts of Supply Chain ManagementCustomizationCompanies have a choice and ability to adapt their operational environment to changing market demandCollaborationAll partners

5、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 in the supply chain from customers to suppliers.OptimizationBest practices and most advanced tools br

6、ing 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.Supply Chain Value PrinciplesProvide Visibility of InformationInventories,Forecasts,Orders,Plans,Engine

7、ering Changes,KPIsSynchronize ActivitiesOptimized feasible sourcing/planning,pull-based triggersPromote Responsiveness Reduce time to detect demand,commit,produce,fulfillLeverage Market Mechanisms Aggregated buying power,auction-based buying/sellingAchieve Process Simplification Automated steps,One-

8、step businessSUPPLIERSUPPLIERNETWORKNETWORKINTEGRATEDINTEGRATEDENTERPRISEENTERPRISEDISTRIBUTIVEDISTRIBUTIVENETWORKNETWORKInformation,Product,Service,Financial and Knowledge FlowsInformation,Product,Service,Financial and Knowledge FlowsMMA AT TE ER RI IA AL LS SCapacity,Information,Core Competencies,

9、Capital and Human ResourcesCapacity,Information,Core Competencies,Capital and Human ResourcesRelationship ManagementRelationship ManagementSourcingOperationsLogisticsE EN ND DC COON NS SU UMME ER RS SSource:Supply Chain Faculty,Michigan State UniversityTHE INTEGRATED SUPPLY CHAINChallenges for Suppl

10、y ChainsTake orders over the web,or automatically via B2BOffer rich product selection and/or the ability to customizeSource the order and commit to delivery,immediately,onlineService the order online,including changes and inquiriesDeliver product quickly,efficiently,profitablyBe in constant communic

11、ation with customers and suppliers torespond quickly to“pull signals”to manage inventoriesadapt quickly and economically to changes in demand/supplyoperate with low inventoriesInternet SellingCollaborative Planning,Forecasting and Replenishment CPFRInternet Vendor Managed Inventory iVMICollaborative

12、 Supply Planning CSUPCollaborative Production PlanningCapable to Promise CTPe-Procurement(auctioning,bidding)Internet-based TenderingInternet-based Kanbane-FulfillmentCollaborative Business ScenariosDrivers of High Performance Achievement(Rated by Priority)Customer integrationInternal integrationTec

13、hnology/Planning integrationRelationship integrationMeasurement integrationSupplier integrationCustomer IntegrationHigh Achievers:Identify and focus on important customersIdentify and focus on important customers Use formal visioning processUse formal visioning process Implement preplanned solutions

14、Implement preplanned solutions Develop responsive or pull logistical capabilitiesDevelop responsive or pull logistical capabilitiesSegmental FocusRelevancyResponsivenessFlexibilityMaterial/Service Supplier IntegrationHigh Achievers:Develop interlocking programs and activitiesDevelop interlocking pro

15、grams and activities Commit to shared responsibility 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 su

16、ppliers suppliers in planningInclude suppliers suppliers in planningFusionFinancial LinkageStrategic AlignmentOperational Supplier Relationship ManagementE.Dashboard-Key Performance IndicatorsMaximize Economic ValueOn-Time DeliveryLead TimeCash-to-Cash CycleInventory TurnsOrder Management CostPerfec

17、t Order FulfillmentOrder Fill RatesInventory Carrying CostSG&AIncrease RevenueDecrease CostImprove Asset UtilizationThe E-Dashboard.Is a web-based tool that allows dynamic monitoring of the Supply Chain SolutionMonitors Key Performance Indicators to optimize important business processesMeasures Retu

18、rn 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 makingDigital Order Fulfillment Process ExampleERPATPERPATPERPATP

19、WEBATPERPOrder/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:Ill need a confirmat

20、ion signal from my suppliers.123CustomerManufacturerSuppliersDigital Order Fulfillment Process ExampleQWe can have your product by this dateQYes,we can684QConfirmed57QOrder it!QConfirm the orders to suppliersQAllocate the materialQSchedule productionERPATPERPATPERPATPWEBATPERPOrder/ProductConfigurat

21、ionDSSMESWEBPCSCustomerManufacturerSuppliersIndustry Specific Value ChainIssues/Challenges/SolutionsBetter,Faster Decisions Drive Velocity.Receive Material Release DataProcess OrdersPlan Production&Make Intelligent DecisionsSend Material Release DataAIAG Worst Case*AIAG Benchmark*Plant w/o i2BR1:Pla

22、nt 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 hours30 min6.5 hours1 hour1 hour7 days30 min7.1 days1 hour1 hour1 day30 min1.1 days1 h

23、our1 hour4 hours30 min6.5 hoursTime delays result in additional mix and volume buffering Legacy Automotive CommunicationsMultiple ProtocolsComplex,Costly,Ad Hoc,InflexibleDesignMfg$Customer#1Customer#3Customer#2Supplier#3Supplier#2Supplier#1Inconsistentservice,securityEDIVANs*EDIVANs*VAN=Value-Added

24、 NetworkMultiple LinksANX Value:Network Consolidation-Single link,protocol-Consistent,high service quality&security-Multiple -companies -traffic types -sectors,continents Simpler,Lower Cost,Managed,AdaptableCustomer#1Customer#3Customer#2Supplier#3Supplier#2Supplier#1ANX“The Business Internet”*Revise

25、d April 4 20011 ANX-Certified Exchange Point(1 more underway in Europe)AmeritechANX-Certified IPSec security gatewaysavailable from 10 vendors7 ANX-Certified Service Providers(CSPs)EquantAT&TBell NexxiaWorldComAmeritechIdeal TechnologySolutionsipulsys700+production Trading Partners(TPs)(160 more und

26、erway)TradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersANX StakeholdersANX Usable in any sector:Business,government,academic,non-profitBased on Internet technologies:Standards-based,off-the-shelf productsNo proprietary solutionsVariety of conne

27、ctivity,speed:Dial,DSL,ISDN,and 56 KB T3Available globally:North America:Canada,Mexico,U.S.Africa,Asia,Australia,Europe,South AmericaANX CharacteristicsANX Covisint RelationshipSimilarities:Funded,endorsed,guided by Big 3 OEMsSpun-off as separate for-profit companiesBut different meanings of“exchang

28、e”Complementary Roles:ANX network service infrastructureCovisint e-business processes,applicationsSynergy:ANX enables faster Covisint roll-out to 700+TPsCovisint is an ANX customer,with 2 connectionsE.Procurement Common TermsE Business-Buying,selling transacting or exchanging information via Interne

29、t with customers,suppliers,employeesReaches beyond advertising and 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

30、,and Payment of goods and services via the InternetTrading Exchanges,Virtual Marketplaces,Portals-Vertical industry focused Web sites for buyers and sellers to make offers to buy and sell,conduct transactions.Dot ComsMarketplace TrendsElectronic CommerceSuppliersBombarded with infoWhy companies are

31、considering e-procurementBuyerslSoftware vendors 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 spe

32、nt managing orderslToo much re-keying and errorsNot 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 au

33、dit trailThe Business 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 p

34、roduct spending,reduce costs,and drive profit to the bottom line.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 Group

35、PurchasesNumber of suppliersTotal$per supplier group$3.8 billion with 17,700+suppliersLack of Enterprise Leverage16,773 suppliers used only in 1 business unit.Only 1 supplier used by all.16,773704 14854319531123456789181614121086420Number of Suppliers(Thousands)Business Units CrossedAcross business

36、unitsE 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 management of electronic catalog and system

37、 for order-takingObjective:Revenue EnhancementMarketMakersCreation and hosting of infrastructure that connects buyers and sellers in a vertical or horizontal marketplaceObjectives:Cost Reduction+Revenue EnhancementInternet ProcurementInternet offers a breakthrough communications channel,New software

38、 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 brand which can be ordered,acknowledged,tracked,invoiced and paid fo

39、r 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 Internet Reverse Auction CompaqHPDellSourcing team Internet Internet A

40、uctionAuctionServiceServiceAuctioneerHosted serverIBMSuppliersBuying OrganizationCategory selection considerations Categories for AuctionDoes the value per buy exceed$1.0 millionEvent Auction CriteriaIs the same good or service routinely purchasedIs the value per buy above$30,000Recurring Auction Cr

41、iteriaGeneral 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 basketLack of supplier constraints(e.g.switching cost)Can suppliers access the Internet“Dont Auction”Criteria Catego

42、ries involving joint process improvement with suppliersHighly strategic suppliers offering truly unique itemsSteps in an Auction Process Potential Steps in the Auction CycleProfileCategory&SupplyMarketIdentifyPotentialSourcingStrategies 1st RoundSupplierQualificationSetupAuctionSourcing Strategy Auc

43、tion Event Final SelectionConductAuctionReport&AnalyzeNegotiatewith andselectsupplier(s)Customized auction environmentSupplier and buyer trainingOne time auction environment setupAuction eventPost-Auction reporting and analysisBid confirmation from suppliers Event Auction Deliverables1Recurring Auct

44、ionRecurring auctionNote:(1)Deliverables are the same for the event auction and 1st recurring auctionInternet ProcurementOBI Open Buying on the Internet.An industry standard that enables buyers to access product,pricing,and availability information directly from a suppliers Web site,providing increa

45、sed control over the presentation of product and other information.IntelesysNetscape Buyer XpertSupplier has the dataEach has unique ordering screens and processesBuyer forced to find suppliersLow risk e-procurement entryQuick implementationAdvanced ordering techniques(product configurators)PharmaCo

46、AutoCoServiceCoSupplier Centric SolutionCatCatCatDellStaplesGraingerBenefitsExamplesRisksDSGManaging catalogRun technologySupplier integrationSecurityControl over catalogCustomized environmentCatCatCatBuyer Centric SolutionDellOffice DepotGraingerPharmaCoAutoCoServiceCoBenefitsRisksExamplesAriba ORM

47、SOracle Web ReqCommOne BuySiteAccess to new markets,customers Eliminates regional 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.MRO Co.E-ProcurementMarketplaceSeller BenefitsBuyer BenefitsE.procurement TomorrowSuppliersMarketplaceBSBBSSCovisintMarketplaceBSBBSSSAICMarketplaceBSBBSSHorizontalMarketplaceBSBBSS