XX公司内部绝密资料jnq.pptx

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1、DELIVER in AsiaRegional Supply Chain courseOctober 3rd,2001Today.zContextzThe basicszThe opportunitiesyVisionyOutsourcing,VMI,inventory planningzDELIVER CoPzThe future?First,some pictures of a supply chainSupply ManagementIngredients&packagingsuppliersManufacturerproductionlinesManufacturerdistribut

2、ioncenterRetail store(shelf+backroom)RetailerdistributioncenterConsumersDemand ManagementPlanSource Make DeliverLeadership&Strategy Brand Development Channel&Customer DevelopmentSuppliersConsumers&CustomersInformationHuman ResourcesFinanceTechnologyDistributionManagementPlan Source Make DeliverSuppl

3、yPlanningDemandPlanningProcessingPackingCustomer ServiceManagementCustomer Service Managementis the satisfaction of customers requirementsof the Supply Chain.This includes ordermanagement from capture/creation throughinvoicing and collection,the implementation ofa differentiated customer service pol

4、icy andcustomer integration activities that improveservice and reduce extended supply chain costs.SupplierManagementIn-boundLogisticsCustomer ServiceManagementPlan Source Make DeliverSupplyPlanningDemandPlanningProcessingDistributionManagementPackingDistribution Managementis the movement and care of

5、 finished productfrom manufacturing,usually through intermediatewarehousing to customers/consumers.SupplierManagementIn-boundLogisticsAdvice on DELIVERzGet the basics rightyOrdering,Delivery,BillingzDo the sexy stuffyIntegration and synchronisationxVMI,e-Business,CPFRThe basics have to be in placezC

6、ustomer ServiceyCost:%OverdueyService:lead time,ease of orderingyQuality:#CNs due to error,invoicing accuracyzWarehousing/DistributionyCost:%NPSyService:%case fill,%order fill,IRAyQuality:%rejects,%returns,%damagesKPIs are the keyKPIs are the keyThe Opportunities in DELIVERThe SEA VCA 2000 study-Lau

7、ndryCost saving 4 M EuroThe SEA VCA 2000 study-LaundryInventory reduction8 M EuroWorld Class Supply Chain Functional ExcellencezOrganisation focused on functional excellencezInformation optimised to facilitate functional excellencezMany small customers and suppliersRDC=Regional Distribution CentresB

8、lue Arrow=Information FlowKey:Red Arrow=Product FlowPlanSource Make DeliverFactory ConsumerRDCRDCRDCSuppliersSupplierSuppliersSupplierSuppliersSupplierSuppliersSupplierCustomerCustomerCustomerCustomerSupplierSupplierSupplierSupplierCopyright2000.Corporate MaST Group,Unilever Research plc.All rights

9、reserved.Service and IntegrationzOrganisation manages business through multi-functional teams,exploiting functional excellence whilst focusing on immediate upstream and downstream customerszInformation requirements optimised for management of internal organisationzCustomer base predominantly key acc

10、ount(60%Volume weighted)zKey supplier consolidation-relationship managementPlanSource Make DeliverSuppliersSupplierSuppliersSupplierSuppliersSupplierSupplierSupplierSupplierFactoryRDCRDCKeyAccountWholesaler RetailerConsumerCopyright2000.Corporate MaST Group,Unilever Research plc.All rights reserved.

11、Integrated Network and CollaborationzOrganisation focus on extended Supply Chain(Customers and Suppliers)zInformation shared with all parties in the extended Supply ChainzHigh percentage of business in a few key accountszSupplier base consolidated-partnership managementPlanSource Make DeliverSupplie

12、rsSupplierSuppliersSupplierFactorySupplierSupplierKeyAccountWholesaler RetailerConsumerStockHoldingLocationCopyright2000.Corporate MaST Group,Unilever Research plc.All rights reserved.199619982000Phase III(Integrated Network and Collaboration)IFocus onInternalintegration&improvementIIFocus onOutboun

13、dimprovementIIIFocus onexternal integration andimprovementPLANDELIVER MAKE SOURCE DELIVER MAKE SOURCE DELIVER DELIVER MAKE SOURCE SOURCEECRSome quoted benefitsz Cisco,Intel,TNT,Kodak,Nestle,P&G:z Cost savings:y75%reduction in errors”y12,000 engineers saved”y45%inventory reductions”z Growth opportuni

14、ties:y40%more orders in same time”y1 week product development cycle reduction”yreduce product lead times by 50-70%”yorder cycle times cut from 6-8 weeks to 1-3 weeksSource:Logicon 2001One way of looking at DELIVERWays of workingProcessInfrastructureSynchronised ProductionCRPOptimum InventoryCRPS&OPM

15、PSMRPWPSSMIRDSInventory planningWMSVMICPFRDemand PlanningEDIXMLInventory target modelsEDIXMLEFTAPS(SAP APO)and ERP(BPCS)Reliable operations,palletsKPIsIngredients&packagingsuppliersManufacturerproductionlinesManufacturerdistributioncenterRetail store(shelf+backroom)RetailerdistributioncenterConsumer

16、sDifferent categories,different demand strategiesDELIVER focuszOutsourcing warehouseszInventory target planningzVMIOutsourcingzThird party logistics providers have ability to accelerate and drive changeyFocus-It is their core businessyResources-Availability of“resource pool”yExpertise-Core competenc

17、yyExperience-Did it beforeyFunds-Willingness to investSupply chain outsourcing criteria for choosingSupply chain outsourcing actions for choosingSupply Chain outsourcingz AdvantagesyAllows you to concentrate on core competenciesyAllows experts to manage and develop processes,technology and peoplexac

18、celerate changeyAllows experts to leverage synergies within their industryyProvides improved customer serviceyFree up/generate capitalz Disadvantagesyhand-over can be mismanagedypotential for culture clashyunlikely to save you money in the short-termypotential for us and themOutsourcing-the mileston

19、esDetermine strategyLearn from previous experiencesSelectpartnerProject kick-offTeam planCommunicateNegotiate detailsTransfer operationsTransfer peopleManage performanceOutsourcing lessons learntzPartnership essentialzCommunicate at all levelsz HR Issues by far the mostzContract issuesOutsourcing pa

20、rtnershipz DOyencourage an open environment,sharing risks and rewardsyunderstand YOUR performance BEFORE you hand overycontinue to measure cost,service,qualityyCOMMUNICATE:treat them as a departmentz DONTymove the goal-postsydo their job for themyexpect them to do things they do not have as their co

21、re competenceyexpect the 3PL to tell you when youre wrongInventory target planningSupply Chain VariableszSupplier ReliabilityySSQR programzDelivery frequencyzProduction ReliablilityyTPM/5SzForecast ReliabilityyDemand Plan ForecastingzUnderstand Safety StockSC Variable-Safety StockzUsed for hedging a

22、gainst uncertainty inySupplier ReliabilityyProduction BreakdownyStock InaccuracyyForecasting Errorto achieve Stock Availability targetzSystematic understanding of how much Safety Stock is requiredInventory Planningz Understand the Inventory Componentsy Forecast Accuracyy Sale Fluctuationy Production

23、 Cycley Production Reliabilityy Supplier Reliabilityy Service Level targetz Understand the nature of each products and how to set appropriate Inventory policyz Use simulation tool to model the effect each component has on the inventory level and service levelz Set inventory level accordinglyVMIWhy b

24、other doing VMI?zObjective is to efficiently replenish shelveszForecasting is ALWAYS wrongzBuyers can get in the wayyBull-whip effectzPoor data gets in the wayUnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryIntegratedsuppliersSynchronisedProductionContinuousReplenishmentCrossDockingA

25、utomatedStore OrderingReliable OperationSupply Chain improvementsContinuous Replenishmentz Members of the supply chain working together to replenish products based on actual sales and forecasted product demandyVMI(Vendor Managed Inventory)is one of the means to continuous replenishmentxvendor mainta

26、ining customers stock according to target levels and service levelxtransfer of ownership in ordering process so to vendorE-INFORMATIONUnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryVMI Daily Process FlowInventory data/DC offtake Despatch AdviceOrder proposalCustomer DCStock Replenis

27、hment1.Data sent to ULT at 6am2.ULT to generate order3.ULT to sent Order Proposal by afternoon4.Product Delivery that night EDI MessagesCust3 promotional item Forecast Accuracy Stock reduction of 10 Million BahtApril 01:Build up stock for Songkran holidayCust1 scorecardCust1 scorecardFeb-Mar 01:Capp

28、ed demand and capped supplyCust1 scorecardDemand-the Bullwhip effectDemand-reduce the bullwhipDELIVER CoPTHAILANDzPrioritiesyBuilding new warehouseyCRP/VMI roll-outyCPFR pilot/syEFT roll-outyRegional Planning/SAP APOyPhoenix replacement for distributor systemzOpportunitiesyRegional Customer Servicey

29、Regional DELIVER best practiceINDONESIAzPrioritiesyOutsourcing and building warehouse with MNLyBalanced KPI scorecardyVMI with distributorsyWorking capital reductionzOpportunitiesyRegional Customer ServiceyRegional DELIVER best practiceySCD,CD,TD,SD organisation complexityPHILIPPINESz Prioritiesy Ou

30、tsourcing and building warehouse with Li&Fung Distributiony SDIS for GT/Electronic Call Sheet for SST-Secondary Sales Capture for Demand Signaly ECR SC Diagnostics tooly ECR VMI pilotsy ECR EDI leadershipy ECR Synchronised production(“Everything,Everyweek”)y ECR Cash flow/EFTy Regional Planning(SAP

31、APO)y Customer Service Help Deskz Opportunitiesy Regional customer servicey Regional SC organisationxMUs separate from profit responsible SUsRegional CoP-DeliverzTo work together to share leading practice and accelerate the achievements of truly World Class Delivery Operation in AsiazMembers are Cus

32、tomer Service and Warehouse Distribution Managers from EAPR and China with a representative from IndiaDELIVER CoP funnelIdeasDeliver KPI/BenchmarkingDeliver Strategy DevelopmentCentralised BuyingPallet Optimisation/Transportation optimisationFeasibility ABC/ABMCapability3PL Management Pallet Pooling

33、 Distribution Network optimisation VMI/Demand based replenishment Customer Help Desk/Call centre EDI/Electronic ordering Cross docking Stock cover optimisation Age Matrix/Flagging Direct DeliveryLaunch/RolloutBestFoods SC integrationCoPRegional SourcingDELIVER CoP projectszRegional Logistics Provide

34、rszKPI and BenchmarkingzPallet poolingzDistribution Network OptimisationDELIVER CoP BenchmarkingDELIVER CoP BenchmarkingAnd the future is.B2B ExchangesExchanges all offer.z Product Developmenty Product designy pre-production approvalz e-Procurementy Negotiations&Auctionsy Order executiony Demand Agg

35、regationy cataloguey RFxz Supply Chainy Supply Chain Visibilityy CPFRConclusionszThe fastest changing area?zGet the basics rightyOrdering,Delivery,BillingySupply Chain integrationzVMI,Outsourcing,inventory planningze-Supply ChainThe WORST thing you can do Subscribe to the NIH mindsetSome additional resources演讲完毕，谢谢观看！