電子商務(wù)之供應(yīng)商管理英文課件

1、Achieving Competitive Advantage Through Supply Chain ManagementAdvanced Planning andScheduling SystemsMay 25, 2000Agenda1.The Evolution of the Supply Chain2.Advanced Planning and SchedulingSystems2.1How They Work2.2The VendorsThe Supply Chain encompasses a number of key business processes involved i

2、n managing the flow of materials, information, and funds from the initial suppliers to the ultimate consumer.RetailingDeliveringDistributingProducingSupplying the concept of supply chain managementis relatively simple. MaterialsInformation & FundsMaterialsInformation & FundsMaterialsInformation & Fu

3、ndsHowever, in the real world, multiple suppliers, multiple plants, multiple distribution points and multiple customers significantly complicate material and information flows.RetailingDeliveringDistributingProducingSupplyingBreaking down these walls and integrating the supply chain is critical. How

4、ever, to date, most supply chain initiatives have been inwardly focused. Only recently, manufacturers are beginning to embrace the total 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

5、 Integration (e.g., sales strategies coordinated with supply chain capabilities).Phase 3 - Inter-Enterprise Integration (e.g., collaborativeforecasting & replenishment between retailers and suppliers)Stage 1: Separate best of breed applications dedicated to specific business processes (1970s)G/LPayr

6、ollA/PPurchaseOrderMgmt.OrderEntryInventoryMgmt.FinancialsManufacturingDistributionEnterprise 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-wid

7、e applications (early to mid 1990s andstill ongoing)Stage 2: Suites of integrated applications for functional processes (1980s)Asset Intensive Supply ChainSetup/sequence dependenciesCapable to promiseCapacity utilizationBottleneck utilizationMaterial Intensive Supply ChainCapable-to-promise requirem

8、entsExcess inventoryObsolescenceChanges to ordersEngineering changeDistribution IntensiveSupply ChainLarge 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 w

9、ith their own unique challenges.E.g., Pulp & PaperE.g., High-TechE.g., Consumer ProductsHow 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

10、 buffers/obsolescence, high transportation costs, supplier shortages, lost purchasing discountsManufacturing Process Problems - Production inefficiencies, overcapacity, undercapacity, cost growthPlanning Difficulties - Inaccurate forecasts, high stockouts, growing overhead costsObsolete Technology -

11、 Incompatible systems linkages, inaccurate/inaccessible informationRevenue Cycle Concerns - Lengthy time to market, long order cycle, distribution delays, conflicting channel demandsVendor Management Problems - Poor response levels, lostgrowth, lack of commitmentThe Importance of Supply Chain Manage

12、ment Has Increased 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%The Response: Approximately 60% of Manufacturers Currently Have a Major Supply Chain

13、Initiative Underway. However, 42% are “l(fā)ess 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 Underway59%No Plans10%Ability to Respon

14、dAbility to Predict12-18 MonthsSupplyPlanDemandPlanSupplyChainDesignStrategicPlanIncreasing TimeIncreasing Detail of DataTodayTransportationPlanProductionPlanExcess InventoryMissed OrdersAs the Pace of Business Continues to Increase, a Key Challenge for Todays Supply Chain Managers Is to Make Good B

15、usiness Decisions, Using All the Information That Is Available, Within a Short Time Period.The Supply Planning (SP) Distribution Planning Master Planning Factory Planning & Scheduling Inventory PlanningDPSP Master PlanningMaster Planning Goal:Globally optimize production plan considering tradeoffs o

16、f available capacity, materials, costs, timeLack of visibility Disjointed planningInability to reconcile demand priorities with supply constraintsInability to globally optimize production plan considering multiple constraintsPlanning doesnt support corporate objectivesChallenges Distribution Plannin

17、g Master Planning Factory Planning & Scheduling Inventory PlanningDPSP Factory Planning & SchedulingFP & Scheduling Goal:Optimal execution ofthe Master Plan to minimize cost and improve quality of the planMaterial and capacity constraints not considered simultaneously Inaccurate representation of re

18、al world constraintsSlow, inability to reactLack of problem visibilityPoor delivery date quoting in build to orderChallenges Distribution Planning Master Planning Factory Planning & Scheduling Inventory PlanningDPCustomer BenefitsGrowth:Increase revenues Increased margin performance Financial Perfor

19、mance:Reduced inventory costs and obsolescenceOptimal use of available capacity and inventory Reduced procurement expense through accurate orderingImproved Customer ServiceAnd if you do the aboveincreasedstock priceSelected APS Implementations by IndustryAerospaceBell HelicopterU.S. NavyAutomotiveFo

20、rdGMVolvoChemicalOccidental ChemicalNovartisMacMillan BloedelConsumer Goods (Durable)Baker FurnitureBlack & DeckerBoseHerman MillerConsumer Goods (Non-Durable)3MAult FoodsConsumer Goods (Non-Durable)Coca ColaE&J GaloFrito LayHigh Tech3COMDellDigitalGatewaySiemensIndustrialCaseCaterpillarMercury Mari

21、neMedicalJohnson & JohnsonBristol-Meyers SquibbMetalsTimkenThere 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 partnership

22、s with PeopleSoft, JDE Numetrix, Baan and SAP.Source: Gartner 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.1999 Estimated Total SCM Market ShareSource: Benchmarking Partners, Inc.1999 Estimated % Sh

23、are of Market Leaders By VerticalSource: Benchmarking Partners Inc.1999 Estimated % Growth by Vertical 1998-1999Source: Benchmarking Partners Inc.AppendixDemand PlanKEY CONCEPTSTruly incorporates knowledge from various levels within and outside the organizationProactively control events and reduce v

24、ariations 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 strategic goals, inter/intra-company objectives and constrainedsupply information to

25、 construct realistic demand planConsiders external economic and events (promotions, pricing changes, etc.)Multiple scenario comparisons and what-if analysis facilitate appropriateuses to add valueOUTPUTIdentifies opportunities, formulates strategies, translates theminto action plans and actual execu

26、tion steps, and analyzes resultsProduces realistic forecast that drives inventory, financial andoperational plansReduces supply chain inventory and costs Production PlanKEY CONCEPTSProduces optimized and feasible finite production schedule based onconsideration of dynamic constraintsINPUTWhat-if ana

27、lysisATP based on up-to-date material and capacity constraints Fast re-planning of orders to accommodate demand volatilityOUTPUTResource 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 Transportation PlanKEY CONCEPTSDetermines the optimal quantities of products allocated to each distribution warehouseDetermines the most economica