供应链管理历史的反思和新挑战22691.pptx

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1、供应链管理供应链管理-历史的反思与历史的反思与新挑战新挑战 IBM全球服务部全球服务部徐津徐津供应链管理供应链管理TMCopyright IBM 2002供应链管理供应链管理-发展史发展史TMCopyright IBM 20021900年以学术研究开始年以学术研究开始-农业产品农业产品军事需求军事需求教科书的出现教科书的出现-60年代初期年代初期公司内部效率提高的最后一道战线公司内部效率提高的最后一道战线政府对运输行业的放权政府对运输行业的放权70年代能源危机年代能源危机经济全球一体化经济全球一体化IT-供应链管理的新天地供应链管理的新天地竞争加强的必然结果竞争加强的必然结果-强者生存，产品替

2、代效应增强强者生存，产品替代效应增强利润的挑战利润的挑战-节省节省$1=?D 时代的时代的“疯狂疯狂”TMCopyright IBM 2002供应链管理供应链管理-End-to-EndTMCopyright IBM 2002SCM-凝聚企业的竞争力凝聚企业的竞争力WholesalersCustomersLogisticsSuppliersManufacturingPlantsSupplierRetailersLogistics ProvidersWholesalersTMCopyright IBM 2002SCM-核心所在核心所在买什么，从何买，什么价钱而不是以而不是以最快的方最快的方式买错东

3、式买错东西西生产什么,何时生产，生产多少而不是以而不是以最低的成最低的成本生产非本生产非需品需品以统一的形象面对客户而不是仅而不是仅仅对单个仅对单个流程自动流程自动化化以统一的形象面对供应商而不是仅而不是仅仅把每笔仅把每笔交易搬到交易搬到网上网上TMCopyright IBM 2002SCM-对企业的整体效应对企业的整体效应收入收入成本成本流动资产流动资产固定资产固定资产 供应链效应供应链效应 q提高顾客服务提高顾客服务(i.e.,优化库存与货优化库存与货架数量比例架数量比例,更大的市场占有率更大的市场占有率,更更高的利润率高的利润率)q降低库存降低库存q缩短订单缩短订单-现金周期现金周期股东

4、权益股东权益利润利润资产资产q降低有形资产降低有形资产(i.e.卡车，仓库，物资操卡车，仓库，物资操作机械等作机械等q以协作来降低销售成本，运输，仓储物以协作来降低销售成本，运输，仓储物流成本，采购成本流成本，采购成本TMCopyright IBM 2002SCM 企业所面临的挑战企业所面临的挑战buybuymovemovestorestoresellsellreplenishreplenish内部优化，以达到内部优化，以达到：提高顾客服务水平提高顾客服务水平提高供求透明度提高供求透明度采购成本采购成本库存周转库存周转优化商品分类优化商品分类运用先进的销售技术运用先进的销售技术（Interne

5、t,Kiosk,产品目录，网产品目录，网络电视）络电视）以高效率的供应链竞争以高效率的供应链竞争TMCopyright IBM 2002SCM-量化的效益量化的效益TMCopyright IBM 2002GMROI-纯利润回收率纯利润回收率nCustomerService(525%)(25%)nThroughputsalessalesnInventory(1050%)Avg.inventory at costAvg.inventory at costGMROI(95%)(1050%)nPlanning Cycle Time nOperating Expensescost of goods so

6、ldcost of goods sold顾客服务顾客服务产出产出计划周期计划周期运作成本运作成本销售额销售额销售成本销售成本平均库存成本平均库存成本库存库存TMCopyright IBM 2002SCM-对症下药对症下药For the Retail Industry,Inventory Management Modules would replace Production SchedulingTMCopyright IBM 2002供应链管理的应用在跨行业的比较供应链管理的应用在跨行业的比较TMCopyright IBM 2002SCM-最佳应用最佳应用 I一般一般创意创意前沿前沿优秀应用优秀

7、应用Vendor-managed and co-owned inventoryInventory owned by the supplier or co-owned by the retailer and supplierImplementation of centrally-managed(within store)electronic shelf tagsScan-based trading for fast-and slow-moving items Requires cashiers to accurately scan or enter each itemInventory and

8、ordering functions tied directly to the point-of-sale(perpetual inventory)Items are registered and re-ordered when the cashier scans an itemRequires accurate scanning for proper SKU ordering Online private label product production synchronization for vertically integrated retailersStore-specific inv

9、entory based on location,market characteristics,and area demographicsInventory and ordering functions tied directly to consumer self-scan shelf take-away Provides out of stock alerts and/or automatically re-orders itemsAutomated private-label product planning and sourcing(requires intelligent system

10、s)VMI电子货架条电子货架条SBT（scan based trading）即时库存即时库存同步生产同步生产-本店本店品牌品牌因店而异库存因店而异库存即时库存即时库存自动生产计划自动生产计划-本本店品牌店品牌细节细节库存管理库存管理库存管理库存管理TMCopyright IBM 2002 Scan-based trading benefits both retailers&suppliers by streamlining the delivery of DSD productsDSD supplier delivers inventory to a store Consumer brings

11、 items to the cash register and the cashier scans itemsAt the end of the billing cycle,the retailer pays the supplier based on actual units sold Supplier Accounts ReceivableInvoice for XYZ$4000.00 per order$250.00 per caseInvoice for XYZ$4000.00 per order1$250.00 per caseInvoice for XYZ$4000.00 per

12、order$250.00 per caseInvoice for XYZ$4000.00 per order1$250.00 per caseRetailer Accounts PayableDelivery personnel bypass the traditional process of checking-in inventory and instead go directly to store shelves for stockingWhen DSD item is scanned,the relevant product information is transmitted to

13、the supplier and retailer systems12345Commitment from suppliers to support broad-based usageDeployment of standards-based point-of-sale technology capable of communicating with suppliersReduced delivery time(20-25 minutes saved per delivery)Reduced stock-outs and increased sales(up by 3%-5%per suppl

14、ier)Improved pricing accuracyRe-allocation of store personnel from check-in to in-store merchandising activitiesImproved promotional flow throughReduced invoice deductions(declined by 70%)Users2Retailers:H.E.Butt,Schnuck Market,AndronicosManufacturers:Frito-Lay,Nabisco,Pepperidge Farms,Hallmark,Anhe

15、user-BuschVendorsVialink(SyncLink)Success FactorsKey Results&Metrics1Sample Users/VendorsTMCopyright IBM 2002SCM-最佳应用最佳应用 II一般一般创意创意前沿前沿Utilization of SKU-level electronic inventory management systemsIncludes pallet tracking throughout the distribution centerFully integrated and operational warehous

16、e management systems(WMS)that automate distribution centers and allow for complex functions such as flow through and cross-dockingShared distribution centers for retailers offering multiple store formats(e.g.,Wal-Mart with Superstores,Neighborhood Markets,and Sams Club stores)Reverse logistics manag

17、ement integrated into warehouse systems to automate returns processesMarket-level shared distribution assets for consumer packaged goods companies(CPG)and retailers where warehouses and trucks serve area stores from competing and complementing retailersWarehouse network strategies where market-level

18、“mega”warehouse are built for chain-wide items complemented by regional distribution centers that serve faster moving and perishable itemsUtilize systems that count ergonomic wear and tear on each warehouse employee by individual task,dynamically balancing new task assignment to reduce the risk of i

19、njury物流中心管理物流中心管理物流中心管理物流中心管理Leading Practices电子库存管理电子库存管理仓储管理仓储管理共享仓库共享仓库自动反向物流自动反向物流区域共享仓库区域共享仓库仓库网络战略仓库网络战略劳保有益型工作劳保有益型工作管理管理DetailTMCopyright IBM 2002Centralized Warehouse Management SystemAbility to cross-dock shipments from central facility with perishable goods at regional centersAvailability

20、 of trucks to haul shipments longer distancesDeployment of warehouse management system(WMS)to manage products destined for 1,100 storesAvailability of labor to staff central warehouse facilitySuccess FactorsImproved efficiency for entire distribution systemLower prices through centralized buyingFast

21、er turnover in facilitiesRegional warehouse specializationKey Results&Metrics1UsersAhold USAC&S Wholesale Grocers(potential warehouse owner/partner)VendorsIBMSample Users/VendorsAholds centralized facility will be owned and operated by a third-party distribution specialistPhiladelphia,PANY,NJ,CT,RI,

22、MANY,PA,OHThe facility will supply all of Ahold USAs 1,100 storesDC,MD,DE,NJ,VANY,NJ,PA,WVAL,GA,TN,NC,SCExisting centers will be used for cross-docking of perishablesProducts will be pre-sorted for each retail outlet at the centralized distribution center 123Completed shipments will then be routed t

23、o area storesTMCopyright IBM 2002整体战略整体战略流程优化流程优化具体系统实施具体系统实施零售业竞争力：零售业竞争力：做同样的事但比竟争对手做得更好！SCM在零售业在零售业-如何开始？如何开始？TMCopyright IBM 2002开拓新服务开拓新服务 战略效益战略效益难易程度难易程度低低难难容易容易高高一般一般电子采购电子采购直接物料直接物料运输管理运输管理仓储管理仓储管理简接采购简接采购需求预测管理需求预测管理 库存管理库存管理$M$M$M$M$M$M知己知彼知己知彼基本数据分析现有流程分析组织结构分析确定主要问题和改进方向市场与竞争对手分析确定改革蓝图确

24、定改革蓝图企业改革蓝图企业改革蓝图上下一致沟通上下一致沟通明确改革目标-具体化实施计划供应链整体战略供应链整体战略?战略咨询战略咨询$MSCM在零售业在零售业-整体战略整体战略TMCopyright IBM 2002 SCM在零售业：流程优化在零售业：流程优化-成功之关键！成功之关键！Process采购流程采购流程寻找供应商寻找供应商采购操作流程采购操作流程合同管理合同管理配送物流流程配送物流流程库存管理库存管理订货流程订货流程仓储管理仓储管理运输管理运输管理流程整合流程整合所有环节的考量所有环节的考量流程流程整体战略整体战略流程优化流程优化具体系统实施具体系统实施TMCopyright IB

25、M 2002Repeat buysOne off buyson databaseCumulative%of Spend98%采购额采购额100%缩减缩减!首要供应商首要供应商其它供应商其它供应商呆滞供应商呆滞供应商 Effective strategic sourcing enabled us to consolidate suppliers to.achieve savings and leverage spend Daily transactions must be routed to strategic sources 战略性的选择供应商+严格执行=增加利润Process SCM在零售业

26、：流程优化在零售业：流程优化-成功之关键！成功之关键！TMCopyright IBM 2002整体方案（软件包方案）整体方案（软件包方案）系统实施系统实施项目管理项目管理Hosting与与ERP及其他有关系统集成及其他有关系统集成系统维护系统维护系统安全系统安全用户培训用户培训Change Management知识转移知识转移具体实施具体实施整体战略整体战略流程优化流程优化具体系统实施具体系统实施 SCM在零售业在零售业-具体实施具体实施TMCopyright IBM 2002IBM蓝色方法论蓝色方法论项目启动项目启动 全面分析全面分析沟通项目管理/质量控制/风险管理知识转移/改革推动IT基础设施建设系统集成 流程优化流程优化 软件选择软件选择 流程优化流程优化 系统实施系统实施 正式运行正式运行TMCopyright IBM 2002适者生存适者生存培养，依靠人才培养，依靠人才“巨人肩膀巨人肩膀”结束语结束语亲身经历，蓝色方法论，亲身经历，蓝色方法论，IBM全球资源为中国顾客服务！全球资源为中国顾客服务！