EDS汽車行業(yè)超級供應鏈資料課件

1、Agenda9:00 - 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- Implementation Considerations, Case Studies3:00 - Summary and ConclusionSupply Chain

2、ManagementSupply 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 point of origin to the point of consumption for the purpose of conforming to customer requir

3、ements. 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- response time is reduced, revenue opportunities are generated, costs are cut, customer sat

4、isfaction 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 partners in the supply chain do not only optimize their operations but jointly plan, opti

5、mize, 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 tools bring the partners in the supply chain and its total result closer to its optimu

6、m.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, Engineering Changes, KPIsSynchronize ActivitiesOptimized feasible sourcing/plann

7、ing, pull-based triggersPromote Responsiveness Reduce time to detect demand, commit, produce, fulfillLeverage Market Mechanisms Aggregated buying power, auction-based buying/sellingAchieve Process Simplification Automated steps, One-step businessSUPPLIERNETWORKINTEGRATEDENTERPRISEDISTRIBUTIVENETWORK

8、Information, Product, Service, Financial and Knowledge FlowsMATERIALSCapacity, Information, Core Competencies, Capital and Human ResourcesRelationship ManagementSourcingOperationsLogisticsENDCONSUMERSSource: Supply Chain Faculty, Michigan State UniversityTHE INTEGRATED SUPPLY CHAINChallenges for Sup

9、ply 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

10、communication with customers and suppliers torespond quickly to “pull signals” to manage inventoriesadapt quickly and economically to changes in demand/supplyoperate with low inventoriesInternet SellingCollaborative Planning, Forecasting and Replenishment CPFRInternet Vendor Managed Inventory iVMICo

11、llaborative Supply Planning CSUPCollaborative Production PlanningCapable to Promise CTPe-Procurement (auctioning, bidding)Internet-based TenderingInternet-based Kanbane-FulfillmentCollaborative Business ScenariosDrivers of High Performance Achievement(Rated by Priority)Customer integrationInternal i

12、ntegrationTechnology/Planning integrationRelationship integrationMeasurement integrationSupplier integrationCustomer IntegrationHigh Achievers:Identify and focus on important customersUse formal visioning processImplement preplanned solutionsDevelop responsive or pull logistical capabilitiesSegmenta

13、l FocusRelevancyResponsivenessFlexibilityMaterial/Service Supplier IntegrationHigh Achievers:Develop interlocking programs and activitiesCommit to shared responsibility with suppliersPlace employees at customer/supplier business facilitiesEnter into long-term agreementsInclude suppliers suppliers in

14、 planningFusionFinancial LinkageStrategic AlignmentOperational Supplier Relationship ManagementE.Dashboard - Key Performance IndicatorsMaximize Economic ValueOn-Time DeliveryLead TimeCash-to-Cash CycleInventory TurnsOrder Management CostPerfect Order FulfillmentOrder Fill RatesInventory Carrying Cos

15、tSG&AIncrease RevenueDecrease CostImprove Asset UtilizationThe E-Dashboard . . . Is a web-based tool that allows dynamic monitoring of the Supply Chain SolutionMonitors Key Performance Indicators to optimize important business processesMeasures Return on InvestmentAllows decision makers at all level

16、s 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 makingDigital Order Fulfillment Process ExampleERPATPERPATPERPATPWEBATPERPOrder/ProductConfigurationDSSMESWEBPCSI

17、d like Product A, with Features B, C and D, by Date E.Do we have all the material?What is the priority?Buildable?Cost?When can we deliver?Special handling required?1st Supplier:Yes, Ill reserve it.2nd Supplier:No.3rd Supplier:Ill need a confirmation signal from my suppliers.123CustomerManufacturerSu

18、ppliersDigital Order Fulfillment Process ExampleWe can have your product by this dateYes, we can684Confirmed57Order it!Confirm the orders to suppliersAllocate the materialSchedule productionERPATPERPATPERPATPWEBATPERPOrder/ProductConfigurationDSSMESWEBPCSCustomerManufacturerSuppliersIndustry Specifi

19、c Value ChainIssues/ Challenges/ SolutionsBetter, Faster Decisions Drive Velocity.Receive Material Release DataProcess OrdersPlan Production & Make Intelligent DecisionsSend Material Release DataAIAG Worst Case*AIAG Benchmark*Plant w/o i2BR1: Plant w/ i2 Line Scheduling Decision SupportBR2: Plant w/

20、 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 day30 min1.1 days1 hour1 hour4 hours30 min6.5 hoursTime delays resul

21、t in additional mix and volume buffering Legacy Automotive CommunicationsMultiple ProtocolsComplex, Costly, Ad Hoc, InflexibleDesignMfg$Customer #1Customer #3Customer #2Supplier #3Supplier #2Supplier #1Inconsistentservice, securityEDIVANs*EDIVANs* VAN = Value-Added NetworkMultiple LinksANX Value: Ne

22、twork 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 Business Internet”* Revised April 4 200

23、11 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 Partners (TPs)(160 more underway)Trad

24、ingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersANX StakeholdersANXUsable in any sector:Business, government, academic, non-profitBased on Internet technologies:Standards-based, off-the-shelf productsNo proprietary solutionsVariety of connectivity

25、, speed:Dial, DSL, ISDN, and 56 KB T3Available globally:North America: Canada, Mexico, U.S.Africa, Asia, Australia, Europe, South AmericaANX CharacteristicsANX Covisint RelationshipSimilarities:Funded, endorsed, guided by Big 3 OEMsSpun-off as separate for-profit companiesBut different meanings of “

26、exchange”Complementary Roles:ANX network service infrastructureCovisinte-business processes, applicationsSynergy:ANX enables faster Covisint roll-out to 700+ TPsCovisint is an ANX customer, with 2 connectionsE.Procurement Common TermsE Business- Buying, selling transacting or exchanging information

27、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, Appro

28、ving, 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 ComsMarketplace TrendsElectronic CommerceSuppliersBomba

29、rded with infoWhy companies are considering e-procurementBuyersSoftware vendors push their productsMagazine and news coverage aboundsCosts too highVolume not leveragedSignificant accounts payable effortUsers buying at retailProcesses are inefficientApprovals take days or weeksUsers are wasting time8

30、5% of purchasing time spent managing ordersToo much re-keying and errorsNot leveraging new technologiesTheir competition is doing itTheir intranet is under-utilizedThey have multiple home-grown systemsERP implementations are winding downInformation unavailableDont know what they spendUsers dont know

31、 about dealsNo audit trailThe 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 many sys

32、temsmust 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 Suppliers

33、Total $/Supplier GroupPurchasesNumber of suppliersTotal $ per supplier group$3.8 billion with 17,700+ suppliersLack of Enterprise Leverage16,773 suppliers used only in 1 business unit.Only 1 supplier used by all.16,77370414854319531123456789181614121086420Number of Suppliers(Thousands)Business Units

34、 CrossedAcross business unitsE 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 e

35、lectronic 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 EnhancementInternet ProcurementInternet offers a breakthrough com

36、munications 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, ac

37、knowledged, 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 C

38、ompaqHPDellSourcing team Internet AuctionServiceAuctioneerHosted serverIBMSuppliersBuying OrganizationCategory 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 above $30,

39、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“D

40、ont Auction” Criteria Categories involving joint process improvement with suppliersHighly strategic suppliers offering truly unique itemsSteps in an Auction Process Potential Steps in the Auction CycleProfileCategory &SupplyMarketIdentifyPotentialSourcingStrategies 1st RoundSupplierQualificationSetu

41、pAuctionSourcing 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

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

43、suppliers Web site, providing increased control over the presentation of product and other information.IntelesysNetscape Buyer XpertSupplier has the dataEach has unique ordering screens and processesBuyer forced to find suppliersLow risk e-procurement entryQuick implementationAdvanced ordering techn

44、iques (product configurators)PharmaCoAutoCoServiceCoSupplier Centric SolutionCatCatCatDellStaplesGraingerBenefitsExamplesRisksDSGManaging catalogRun technologySupplier integrationSecurityControl over catalogCustomized environmentCatCatCatBuyer Centric SolutionDellOffice DepotGraingerPharmaCoAutoCoSe

45、rviceCoBenefitsRisksExamplesAriba ORMSOracle Web ReqCommOne BuySiteAccess to new markets, customers Eliminates regional barriers Streamline sales process Reduced cost of salesCentralizes catalog content requirementsLeveraged catalog managementAvailability of many suppliersFaster implementationEnable

46、s personalized catalog viewLower cost of entryPay as you goPharmaCoAutoCoServiceCoWhat is a MarketMaker?PC Co.Office Co.MRO Co.E-ProcurementMarketplaceSeller BenefitsBuyer BenefitsE.procurement TomorrowSuppliersMarketplaceBSBBSSCovisintMarketplaceBSBBSSSAICMarketplaceBSBBSSHorizontalMarketplaceBSBBS

47、SThe Key to SuccessE.Procurement is not about technology alone. Savings are never automatic. Centralized procurement will need to negotiate the required agreementsStreamlining processesEnabling processes with technologySimplify payment processOptimizing the supplier baseSupplier ReadinessE.Procureme

48、nt requires Supplier capabilitiesAt a minimum:1. Electronic catalog content files2. Internet accessDesired:3. Inventory availability4. Order Status5. Shipping details6. Order entry integration via XMLTwo Categories of ProcurementProcurement of Indirect and Direct goods and services are usually the r

49、esponsibility of two separate organizations and have different business objectives and strategies such as long term contracts versus spot buys.IndirectOffice Equipment and supplies, Computer & IT equipment, MRO, Services, Expensed goods and services not consumed in the manufacturing of a productDire

50、ctRaw materials and packaging materials used in the manufacture and assembly of products. BenefitsLeverages corporate spending power for lower pricesEnables increased use of price agreements and approved suppliersReduces total lead time by 5080%Improves buyers role as negotiatorReduces transaction p

51、rocessing time and manpowerAcquisitionInventoryCarryingTransactionCost reduction in three major areasBenefitsExamples of electronic procurement resultsTransactionCostsAdditionalDiscountsCycleTimeComplianceAgreementsCosts perTransaction-90%-10%-75%+30%PriceTimeCompliance100%100%20Days60%90%10%5Days90

52、%BenefitsIntangiblesBenefitSourcePurchased UnitCost ReductionProcess EfficiencyBenefits = software solution + process changeAs a percentage of total purchase cost plus process cost for a catalogued item Software-relatedBenefitsIncreased use of price agreementsTransaction costs reductionAccounts paya

53、ble cost reductionLead time reductionProcurement data availabilitySystems harmon-izationUser interface simplification25%*Process ChangeBenefitsStrategic sourcing leverageCompliance enforcementDemand managedLogistics/inventory cost reductionBuyer efficiencyControl system simplificationEnd-user effici

54、encyAutomated controls and audit trailsIncreased customer satisfaction1015%*Purchasing EfficiencySupplier IntegrationSAP, Global Chemical & Pharmaceutical Marketplace Business Challenge: Chemical industrys online sales increasing to 40% by 2005) Disintermediation of chemical producers Lower overall

55、supply chain costs Increase overall service efficiency Deeper penetration of strategic accounts Capture wealth in the new economyEDS Role: Technology and Integration support A.T. Kearney Leveraged Sourcing Networks corporate buyers and strategic suppliersInitial Members:BASF AG Bayer AG Degussa-Huls

56、 AG Henkel KgaA KSB AG Linde AGSartorius AGSiemens AG Heinz Wollschlager GmbHCase Study TruckBayBusiness Challenge: Create B2B Marketplace for the trucking and trucking maintenance industry. Corporate startup: No business processes, no infrastructure architecture, and no existing systems are in plac

57、e for thisEDS Solution: Deployed the initial marketplace within 90 days Adopted 30 suppliers Normalized 60,000 catalog items Implemented Marketplace in five months Will add further customizations and reverse auctionsClient Value: Lower buying/selling transaction costs Provide alternate parts catalog

58、s Reduce buyers inventory carrying costs Increase productivity of procurement processes Cut layers from existing distribution channels Consolidation of procurement activitiesTrading Exchanges: The Executive Dilemmas Do We Join an Existing Exchange?If So, How Do We Prevent Our Products From Becoming

59、Commodities?Do We Form An Exchange With One or More of Our Competitors?How? Weve Hated Them for Decades?Do We Start Our Own?Will Anyone Join?The Engines that will Power CovisintIntegration EngineCommunication EngineCollaboration EngineProcurement EngineCovisint is still a novelty, but it will become

60、 a critical component in every suppliers e-business strategyProblem SummaryLack of connectivity to all suppliers / all customersPush vs. PullBatch vs. Real timeCost of communication / EDI MapsRequires Personnel InterventionBuilds InventoryProblem SummaryReal-time Visibility of Inventory, Consumption