电子商务之供应商管理知识(英文版)20013.pptx

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1、Achieving Competitive Advantage Through Supply Chain ManagementAdvanced Planning andScheduling SystemsMay 25,2000May 25,2000This information is confidential.Do not disclose outside DTT.Agenda1.The Evolution of the Supply Chain2.Advanced Planning and SchedulingSystems2.1How They Work2.2The VendorsThi

2、s information is confidential.Do not disclose outside DTT.The Supply Chain encompasses a number of key business processes involved in managing the flow of materials,information,and funds from the initial suppliers to the ultimate consumer.RetailingDeliveringDistributingProducingSupplying the concept

3、 of supply chain managementis relatively simple.MaterialsInformation&FundsMaterialsInformation&FundsMaterialsInformation&FundsThis information is confidential.Do not disclose outside DTT.However,in the real world,multiple suppliers,multiple plants,multiple distribution points and multiple customers

4、significantly complicate material and information flows.RetailingDeliveringDistributingProducingSupplyingThis information is confidential.Do not disclose outside DTT.And,given that supply chains cross multiple companies,walls have been builtthat prevent full and timely information flow.RetailingDeli

5、veringDistributingProducingSupplyingThis information is confidential.Do not disclose outside DTT.Breaking down these walls and integrating the supply chain is critical.However,to date,most supply chain initiatives have been inwardly focused.Only recently,manufacturers are beginning to embrace the to

6、tal supply chain as a means to achieving competitive advantage.Phase 1-Process Integration(e.g.,reengineering the order-to-cash process).Phase 2-Intra-Enterprise Integration(e.g.,sales strategies coordinated with supply chain capabilities).Phase 3-Inter-Enterprise Integration(e.g.,collaborativeforec

7、asting&replenishment between retailers and suppliers)This information is confidential.Do not disclose outside DTT.Stage 1:Separate best of breed applications dedicated to specific business processes(1970s)G/LPayrollA/PPurchaseOrderMgmt.OrderEntryInventoryMgmt.FinancialsManufacturingDistributionEnter

8、prise Resource Planning(ERP)Supply Chain Technology has evolved over the past several decades.Todays ERP systems are transaction-basedapplications with limited decision-support capability.Stage 3:Enterprise-wide applications(early to mid 1990s andstill ongoing)Stage 2:Suites of integrated applicatio

9、ns for functional processes(1980s)This information is confidential.Do not disclose outside DTT.ERP or LegacySystemsDemandPlanningProductionPlanning&SchedulingDistribution/SupplyPlanningTransportationPlanning/ManagementAPS DefinitionERP or legacy interfaced decision support technology which uses adva

10、nced algorithms,(e.g.,LPs,IPs,mixed IPs,heuristics,theory-of-constraints,etc.)to model supply chain constraints and enable intelligent supply chain planning/decision making.APS CharacteristicsAllows complex supply chain representation and rapid SC model reconfigurationEnables concurrent,dynamic plan

11、ning,and“what-if”simulations usingmemory resident processingPossess scaleable object architectures capable of running largedata-intensive models Advanced Planning and Scheduling Systems(APS)Are the Next Step of the Evolution for Providing Decision Support Capabilities.This information is confidentia

12、l.Do not disclose outside DTT.Asset Intensive Supply ChainSetup/sequence dependenciesCapable to promiseCapacity utilizationBottleneck utilizationMaterial Intensive Supply ChainCapable-to-promise requirementsExcess inventoryObsolescenceChanges to ordersEngineering changeDistribution IntensiveSupply C

13、hainLarge number of SKUsComplex distribution/transportation requirementsExcessive inventoryCustomer serviceWhile we tend to draw all supply chains the same,there are many types of supply chains-each with their own unique challenges.E.g.,Pulp&PaperE.g.,High-TechE.g.,Consumer ProductsThis information

14、is confidential.Do not disclose outside DTT.How Do You Know If You Have Supply Chain Management Problems?Customer Service Concerns-Customer complaints,loss of share,delivery problems,customer surprisesMaterials Management Difficulties-High inventory buffers/obsolescence,high transportation costs,sup

15、plier shortages,lost purchasing discountsManufacturing Process Problems-Production inefficiencies,overcapacity,undercapacity,cost growthPlanning Difficulties-Inaccurate forecasts,high stockouts,growing overhead costsObsolete Technology-Incompatible systems linkages,inaccurate/inaccessible informatio

16、nRevenue Cycle Concerns-Lengthy time to market,long order cycle,distribution delays,conflicting channel demandsVendor Management Problems-Poor response levels,lostgrowth,lack of commitmentThis information is confidential.Do not disclose outside DTT.The Importance of Supply Chain Management Has Incre

17、ased Significantly Over the Past Few Years.Past(1995-1998)Present(1999)Future(2000+)%Survey Respondents RatingSupply Chain Critical to SuccessSupply Chain Management isIncreasingly Important25%70%91%This information is confidential.Do not disclose outside DTT.The Response:Approximately 60%of Manufac

18、turers Currently Have a Major Supply Chain Initiative Underway.However,42%are“less than satisfied”with theoutcome of their previous improvement efforts.%Survey RespondentsMajor Supply Chain Improvementsare Underway or PlannedWithin 2 YearsAlready doneWithin 3-5 years10%2%6%Within 199913%Currently Un

19、derway59%No Plans10%This information is confidential.Do not disclose outside DTT.Ability to RespondAbility to Predict12-18 MonthsSupplyPlanDemandPlanSupplyChainDesignStrategicPlanIncreasing TimeIncreasing Detail of DataTodayTransportationPlanProductionPlanExcess InventoryMissed OrdersAs the Pace of

20、Business Continues to Increase,a Key Challenge for Todays Supply Chain Managers Is to Make Good Business Decisions,Using All the Information That Is Available,Within a Short Time Period.This information is confidential.Do not disclose outside DTT.The Supply Planning(SP)Distribution Planning Master P

21、lanning Factory Planning&Scheduling Inventory PlanningDPThis information is confidential.Do not disclose outside DTT.SP-Inventory PlanningInventory Planning Goal:Determine optimal inventory levels and location to protect desired customer service goalsTrade off between inventory and service not under

22、stoodLimited ability to know how much inventory,when and where Inability to plan at a sufficient level of detailInability to quantify the impact of demand and supply variabilityChallenges Distribution Planning Master Planning Factory Planning&Scheduling Inventory PlanningDPThis information is confid

23、ential.Do not disclose outside DTT.SP Master PlanningMaster Planning Goal:Globally optimize production plan considering tradeoffs of available capacity,materials,costs,timeLack of visibility Disjointed planningInability to reconcile demand priorities with supply constraintsInability to globally opti

24、mize production plan considering multiple constraintsPlanning doesnt support corporate objectivesChallenges Distribution Planning Master Planning Factory Planning&Scheduling Inventory PlanningDPThis information is confidential.Do not disclose outside DTT.SP Factory Planning&SchedulingFP&Scheduling G

25、oal:Optimal execution ofthe Master Plan to minimize cost and improve quality of the planMaterial and capacity constraints not considered simultaneously Inaccurate representation of real world constraintsSlow,inability to reactLack of problem visibilityPoor delivery date quoting in build to orderChal

26、lenges Distribution Planning Master Planning Factory Planning&Scheduling Inventory PlanningDPThis information is confidential.Do not disclose outside DTT.SP-Distribution PlanningDistribution Planning Goal:Optimally positioning and deploying inventory to achieve desired customer serviceStore&DC reple

27、nishment handled independentlyLimited ability to prioritize demandPredetermined(aka inflexible)distributing rulesInventory distributed in advance of actual salesChallenges Distribution Planning Master Planning Factory Planning&Scheduling Inventory PlanningDPThis information is confidential.Do not di

28、sclose outside DTT.Customer BenefitsGrowth:Increase revenues Increased margin performance Financial Performance:Reduced inventory costs and obsolescenceOptimal use of available capacity and inventory Reduced procurement expense through accurate orderingImproved Customer ServiceAnd if you do the abov

29、eincreasedstock priceThis information is confidential.Do not disclose outside DTT.Selected APS Implementations by IndustryAerospace-Bell Helicopter-U.S.NavyAutomotive-Ford-GM-VolvoChemical-Occidental Chemical-Novartis-MacMillan BloedelConsumer Goods(Durable)-Baker Furniture-Black&Decker-Bose-Herman

30、MillerConsumer Goods(Non-Durable)-3M-Ault FoodsConsumer Goods(Non-Durable)-Coca Cola-E&J Galo-Frito LayHigh Tech-3COM-Dell-Digital-Gateway-SiemensIndustrial-Case-Caterpillar-Mercury MarineMedical-Johnson&Johnson-Bristol-Meyers SquibbMetals-TimkenThis information is confidential.Do not disclose outsi

31、de DTT.There Are a Number of APS Vendors.According to the Gartner Group,i2 Technologies and Manugistics Are the Leaders Today.Deloitte currently has established APS relationships with i2,Manugistics,SynQuest and Paragon.D&T has ERP partnerships with PeopleSoft,JDE Numetrix,Baan and SAP.Source:Gartne

32、r Group(03/26/99)Note from S:The Table was deleted due to copyrights constraints.Refer to the Gartner Group database in S for current information.This information is confidential.Do not disclose outside DTT.1999 Estimated Total SCM Market ShareSource:Benchmarking Partners,Inc.This information is con

33、fidential.Do not disclose outside DTT.1999 Estimated%Share of Market Leaders By VerticalSource:Benchmarking Partners Inc.This information is confidential.Do not disclose outside DTT.1999 Estimated%Growth by Vertical 1998-1999Source:Benchmarking Partners Inc.This information is confidential.Do not di

34、sclose outside DTT.1999 Assessment in the Consumer Packaged Goods IndustrySource:Benchmarking Partners Inc.This information is confidential.Do not disclose outside DTT.AppendixThis information is confidential.Do not disclose outside DTT.Demand PlanKEY CONCEPTSTruly incorporates knowledge from variou

35、s levels within and outside the organizationProactively control events and reduce variations in demand forecastingSupports top-down,bottom-up and hybrid planning approaches Multi-dimensional,enterprise demand planning that integrates systems,processes and people at multiple levelsINPUTConsiders stra

36、tegic goals,inter/intra-company objectives and constrainedsupply information to construct realistic demand planConsiders external economic and events(promotions,pricing changes,etc.)Multiple scenario comparisons and what-if analysis facilitate appropriateuses to add valueOUTPUTIdentifies opportuniti

37、es,formulates strategies,translates theminto action plans and actual execution steps,and analyzes resultsProduces realistic forecast that drives inventory,financial andoperational plansReduces supply chain inventory and costs This information is confidential.Do not disclose outside DTT.Supply PlanKE

38、Y CONCEPTSFacilitates the design of optimal distribution networks,production plans,sourcing decisions,and inventory levelsHelps determine the most profitable supply chain strategy for end-to-endorder fulfillmentReal time,enterprise wide and cross enterprise visibility and optimizationof constraintsR

39、eliable real-time market,product and customer-allocated capable-to-promise and due date quotingINPUTConsiders constraints throughout the supply chain at a great level ofdetail,enabling rapid what-if simulationsOUTPUTManufacturing,distribution and sourcing network optimization:improvecustomer respons

40、iveness and reduce costs at the same timeIncreased ability to focus on high-value strategy decisions that drivetactical and operational activities,and responsiveness tochanges in business environmentShorter order fulfillment cycle timeLower inventoriesOptimized asset utilizationThis information is c

41、onfidential.Do not disclose outside DTT.Production PlanKEY CONCEPTSProduces optimized and feasible finite production schedule based onconsideration of dynamic constraintsINPUTWhat-if analysisATP based on up-to-date material and capacity constraints Fast re-planning of orders to accommodate demand vo

42、latilityOUTPUTResource optimizationUtilization improves by 10 to 50%Inventory reduced up to 75%Order Lead Times:10 to 60%reductionDelivery Performance:25 to 50%improvementOrder Fill Rates:50 to 90%improvementReduced planning cycle time from weeks to hours This information is confidential.Do not disc

43、lose outside DTT.Transportation PlanKEY CONCEPTSDetermines the optimal quantities of products allocated to each distribution warehouseDetermines the most economical means of transporting inbound,outbound and inter-company products while meeting service goals INPUTAdjusts to requirements for promotio

44、ns,unanticipated demandSimultaneously plans for transportation,factory and warehousesourcing,manufacturing and purchasingOUTPUTAttains optimal,least cost solution for material flowGenerates feasible and customer centric enterprise distribution planAchieves close communication with trading partners o

45、n shipment and availability changesFeasible enterprise-wide transportation planReal-time in-transit visibilityThis information is confidential.Do not disclose outside DTT.1999 Assessment in the High Tech&Consumer Electronics IndustrySource:Benchmarking Partners Inc.This information is confidential.D

46、o not disclose outside DTT.1999 Assessment in the Industrial Discrete Manufacturing IndustrySource:Benchmarking Partners Inc.This information is confidential.Do not disclose outside DTT.1999 Assessment in the Automotive IndustrySource:Benchmarking Partners Inc.This information is confidential.Do not disclose outside DTT.1999 Assessment in the Oil&Gas and Commodity Chemicals IndustrySource:Benchmarking Partners Inc.