EDS给SAIC作的中国汽车行业的咨询报告gfw.pptx

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

2、on Considerations,Case Studies3:00 -Summary and Conclusion)Supply Chain ManagementSupply Chain Management)Supply 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

3、 point 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-r

4、esponse 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 par

5、tners 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 to

6、ols 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.)Supply Chain Value PrinciplesProvide Visibility of InformationInventories,Forecasts,Orders,Plans

7、,Engineering 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 ste

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

9、encies,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 CHAIN)Challenges f

10、or Supply 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

11、communication with customers and suppliers torespond quickly to“pull signals”to manage inventoriesadapt quickly and economically to changes in demand/supplyoperate with low inventories)Internet SellingCollaborative Planning,Forecasting and Replenishment CPFRInternet Vendor Managed Inventory iVMIColl

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

13、grationTechnology/Planning integrationRelationship integrationMeasurement integrationSupplier integration)Customer IntegrationHigh Achievers:Identify and focus on important customersIdentify and focus on important customers Use formal visioning processUse formal visioning process Implement preplanne

14、d solutionsImplement preplanned solutions Develop responsive or pull logistical capabilitiesDevelop responsive or pull logistical capabilitiesSegmental FocusRelevancyResponsivenessFlexibility)Material/Service Supplier IntegrationHigh Achievers:Develop interlocking programs and activitiesDevelop inte

15、rlocking programs 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 agreement

16、s Include suppliers suppliers in planningInclude suppliers suppliers in planningFusionFinancial LinkageStrategic AlignmentOperational Supplier Relationship Management)E.Dashboard-Key Performance IndicatorsMaximize Economic ValueOn-Time DeliveryLead TimeCash-to-Cash CycleInventory TurnsOrder Manageme

17、nt CostPerfect Order FulfillmentOrder Fill RatesInventory Carrying CostSG&AIncrease RevenueDecrease CostImprove Asset Utilization)The E-Dashboard.Is a web-based tool that allows dynamic monitoring of the Supply Chain SolutionMonitors Key Performance Indicators to optimize important business processe

18、sMeasures Return 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)Digital Order Fulfillment Process ExampleERP

19、ATPERPATPERPATPWEBATPERPOrder/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 n

20、eed a confirmation signal from my suppliers.123CustomerManufacturerSuppliers)Digital Order Fulfillment Process ExampleQWe can have your product by this dateQYes,we can684QConfirmed57QOrder it!QConfirm the orders to suppliersQAllocate the materialQSchedule productionERPATPERPATPERPATPWEBATPERPOrder/P

21、roductConfigurationDSSMESWEBPCSCustomerManufacturerSuppliers)Industry Specific Value ChainIssues/Challenges/Solutions)Better,Faster Decisions Drive Velocity.Receive Material Release DataProcess OrdersPlan Production&Make Intelligent DecisionsSend Material Release DataAIAG Worst Case*AIAG Benchmark*P

22、lant 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 hours30 min6.5 hours1 hour1 hour7 days30 min7.1 days1 hour1 hour1 da

23、y30 min1.1 days1 hour1 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*EDIVA

24、Ns*VAN=Value-Added NetworkMultiple Links)ANX 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 Busin

25、ess Internet”*Revised 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 Partne

26、rs(TPs)(160 more underway)TradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersANX StakeholdersANX)Usable in any sector:Business,government,academic,non-profitBased on Internet technologies:Standards-based,off-the-shelf productsNo proprietary solut

27、ionsVariety of connectivity,speed:Dial,DSL,ISDN,and 56 KB T3Available globally:North America:Canada,Mexico,U.S.Africa,Asia,Australia,Europe,South AmericaANX Characteristics)ANX Covisint RelationshipSimilarities:Funded,endorsed,guided by Big 3 OEMsSpun-off as separate for-profit companiesBut differen

28、t meanings of“exchange”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 connections)E.Procurement)Common TermsE Business-Buying,selling transacting or exchanging i

29、nformation via Internet 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,Approv

30、ing,Ordering,Receiving,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 Coms)Marketplace TrendsElectronic CommerceSuppliersBombarded with

31、 infoWhy companies are 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

32、%of purchasing time spent 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

33、 know about dealslNo audit trail)The 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 man

34、y systemsmust leverage product 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 Suppl

35、iersTotal$/Supplier GroupPurchasesNumber of suppliersTotal$per supplier group$3.8 billion with 17,700+suppliers)Lack of Enterprise Leverage16,773 suppliers used only in 1 business unit.Only 1 supplier used by all.16,773704 14854319531123456789181614121086420Number of Suppliers(Thousands)Business Uni

36、ts CrossedAcross business units)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 management of el

37、ectronic 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)Internet ProcurementInternet offers a breakthrough communi

38、cations 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 brand which can be ordered,acknowledged,

39、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)Internet Reverse Auction CompaqHPDellSourc

40、ing team Internet Internet AuctionAuctionServiceServiceAuctioneerHosted serverIBMSuppliersBuying Organization)Category 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 abo

41、ve$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 basketLack of supplier constraints(e.g.switching cost)Can suppliers access the Internet

42、“Dont Auction”Criteria Categories involving joint process improvement with suppliersHighly strategic suppliers offering truly unique items)Steps in an Auction Process Potential Steps in the Auction CycleProfileCategory&SupplyMarketIdentifyPotentialSourcingStrategies 1st RoundSupplierQualificationSet

43、upAuctionSourcing Strategy Auction 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 Aucti

44、on Deliverables1Recurring AuctionRecurring auctionNote:(1)Deliverables are the same for the event auction and 1st recurring auction)Internet ProcurementOBI Open Buying on the Internet.An industry standard that enables buyers to access product,pricing,and availability information directly from a supp

45、liers Web site,providing increased control over the presentation of product and other information.IntelesysNetscape Buyer Xpert)Supplier has the dataEach has unique ordering screens and processesBuyer forced to find suppliersLow risk e-procurement entryQuick implementationAdvanced ordering technique

46、s(product configurators)PharmaCoAutoCoServiceCoSupplier Centric SolutionCatCatCatDellStaplesGraingerBenefitsExamplesRisksDSG)Managing catalogRun technologySupplier integrationSecurityControl over catalogCustomized environmentCatCatCatBuyer Centric SolutionDellOffice DepotGraingerPharmaCoAutoCoServic

47、eCoBenefitsRisksExamplesAriba ORMSOracle Web ReqCommOne BuySite)Access to new markets,customers Eliminates regional barriers Streamline sales process Reduced cost of salesCentralizes catalog content requirementsLeveraged catalog managementAvailability of many suppliersFaster implementationEnables pe

48、rsonalized catalog viewLower cost of entryPay as you goPharmaCoAutoCoServiceCoWhat is a MarketMaker?PC Co.Office Co.MRO Co.E-ProcurementMarketplaceSeller BenefitsBuyer Benefits)E.procurement TomorrowSuppliersMarketplaceBSBBSSCovisintMarketplaceBSBBSSSAICMarketplaceBSBBSSHorizontalMarketplaceBSBBSS)演讲完毕，谢谢观看！