scm供應(yīng)鏈管理的發(fā)展史PPT課件[通用]

1、scm供應(yīng)鏈管理的發(fā)展史供應(yīng)鏈管理TMCopyright IBM 2002供應(yīng)鏈管理 - 發(fā)展史TMCopyright IBM 20021900年以學(xué)術(shù)研究開始 - 農(nóng)業(yè)產(chǎn)品軍事需求教科書的出現(xiàn) - 60年代初期公司內(nèi)部效率提高的最后一道戰(zhàn)線政府對(duì)運(yùn)輸行業(yè)的放權(quán)70年代能源危機(jī)經(jīng)濟(jì)全球一體化IT - 供應(yīng)鏈管理的新天地競(jìng)爭(zhēng)加強(qiáng)的必然結(jié)果 - 強(qiáng)者生存，產(chǎn)品替代效應(yīng)增強(qiáng)利潤(rùn)的挑戰(zhàn) - 節(jié)省$1 = ?D 時(shí)代的“瘋狂”TMCopyright IBM 2002供應(yīng)鏈管理 - End-to-EndTMCopyright IBM 2002SCM - 凝聚企業(yè)的競(jìng)爭(zhēng)力WholesalersCustome

2、rsLogisticsSuppliersManufacturingPlantsSupplierRetailersLogistics ProvidersWholesalersTMCopyright IBM 2002SCM - 核心所在買什么，從何買，什么價(jià)錢而不是以最快的方式買錯(cuò)東西生產(chǎn)什么, 何時(shí)生產(chǎn)，生產(chǎn)多少而不是以最低的成本生產(chǎn)非需品以統(tǒng)一的形象面對(duì)客戶而不是僅僅對(duì)單個(gè)流程自動(dòng)化以統(tǒng)一的形象面對(duì)供應(yīng)商而不是僅僅把每筆交易搬到網(wǎng)上TMCopyright IBM 2002SCM - 對(duì)企業(yè)的整體效應(yīng)收入成本流動(dòng)資產(chǎn)固定資產(chǎn) 供應(yīng)鏈效應(yīng) 提高顧客服務(wù) (i.e., 優(yōu)化庫(kù)存與貨架數(shù)量比例, 更大

3、的市場(chǎng)占有率, 更高的利潤(rùn)率)降低庫(kù)存縮短訂單-現(xiàn)金周期股東權(quán)益利潤(rùn)資產(chǎn)降低有形資產(chǎn) (i.e.卡車，倉(cāng)庫(kù)，物資操作機(jī)械等以協(xié)作來(lái)降低銷售成本，運(yùn)輸，倉(cāng)儲(chǔ)物流成本，采購(gòu)成本TMCopyright IBM 2002SCM 企業(yè)所面臨的挑戰(zhàn)buymovestoresellreplenish內(nèi)部?jī)?yōu)化，以達(dá)到：提高顧客服務(wù)水平提高供求透明度采購(gòu)成本庫(kù)存周轉(zhuǎn)優(yōu)化商品分類運(yùn)用先進(jìn)的銷售技術(shù)（Internet,Kiosk,產(chǎn)品目錄，網(wǎng)絡(luò)電視）以高效率的供應(yīng)鏈競(jìng)爭(zhēng)TMCopyright IBM 2002SCM - 量化的效益TMCopyright IBM 2002GMROI - 純利潤(rùn)回收率CustomerS

4、ervice(525%)(25%)ThroughputsalesInventory(1050%)Avg. inventory at costGMROI(95%)(1050%)Planning Cycle Time Operating Expensescost of goods sold顧客服務(wù)產(chǎn)出計(jì)劃周期運(yùn)作成本銷售額銷售成本平均庫(kù)存成本庫(kù)存TMCopyright IBM 2002SCM - 對(duì)癥下藥For the Retail Industry, Inventory Management Modules would replace Production SchedulingTMCopyrig

5、ht IBM 2002供應(yīng)鏈管理的應(yīng)用在跨行業(yè)的比較TMCopyright IBM 2002SCM - 最佳應(yīng)用 I一般創(chuàng)意前沿優(yōu)秀應(yīng)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

6、Requires cashiers to accurately scan or enter each itemInventory and 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

7、 synchronization for vertically integrated retailersStore-specific inventory 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

8、 private-label product planning and sourcing (requires intelligent systems)VMI電子貨架條SBT（scan based trading）即時(shí)庫(kù)存同步生產(chǎn) - 本店品牌因店而異庫(kù)存即時(shí)庫(kù)存自動(dòng)生產(chǎn)計(jì)劃 -本店品牌細(xì)節(jié)庫(kù)存管理TMCopyright IBM 2002 Scan-based trading benefits both retailers & suppliers by streamlining the delivery of DSD productsDSD supplier delivers inventory

9、 to a store Consumer brings 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 case

10、Invoice for XYZ$4000.00 per 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 i

11、nformation is transmitted to 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 increa

12、sed sales (up by 3%-5% per supplier)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,

13、 Nabisco, Pepperidge Farms, Hallmark, Anheuser-BuschVendorsVialink (SyncLink)Success FactorsKey Results & Metrics1Sample Users/VendorsTMCopyright IBM 2002SCM - 最佳應(yīng)用 II一般創(chuàng)意前沿Utilization of SKU-level electronic inventory management systemsIncludes pallet tracking throughout the distribution centerFull

14、y integrated and operational warehouse 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, a

15、nd Sams Club stores)Reverse logistics management 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 retailersWa

16、rehouse network strategies where market-level “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 balan

17、cing new task assignment to reduce the risk of injury物流中心管理Leading Practices電子庫(kù)存管理倉(cāng)儲(chǔ)管理共享倉(cāng)庫(kù)自動(dòng)反向物流區(qū)域共享倉(cāng)庫(kù)倉(cāng)庫(kù)網(wǎng)絡(luò)戰(zhàn)略勞保有益型工作管理DetailTMCopyright IBM 2002Centralized Warehouse Management SystemAbility to cross-dock shipments from central facility with perishable goods at regional centersAvailability of trucks

18、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 buyingFaster turnov

19、er 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, M

20、ANY, 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 to area storesTMCopyright IBM 2002整體戰(zhàn)略流程優(yōu)化具體系統(tǒng)實(shí)施零售業(yè)競(jìng)爭(zhēng)力：做同樣的事但比竟?fàn)帉?duì)手做得更好！SCM在零售業(yè) - 如何開始？TMCopyright IBM 2002開拓新服務(wù) 戰(zhàn)略效益難易程度低難容易高一般電子采購(gòu)直接物料運(yùn)輸管理倉(cāng)儲(chǔ)管理簡(jiǎn)接采