IBM供應鏈管理的歷史反思與新挑戰(zhàn)

1、供應鏈管理- 歷史的反思與新挑戰(zhàn)IBM全球服務部徐津供應鏈管管理TMCopyrightIBM 2002供應鏈管管理- 發(fā)展展史TMCopyrightIBM 20021900年以學學術研究究開始-農(nóng)農(nóng)業(yè)產(chǎn)品品軍事需求求教科書的的出現(xiàn)-60年代代初期公司內(nèi)部部效率提提高的最最后一道道戰(zhàn)線政府對運運輸行業(yè)業(yè)的放權權70年代代能源危危機經(jīng)濟全球球一體化化IT-供應鏈管管理的新新天地競爭加強強的必然然結果-強強者生存存，產(chǎn)品品替代效效應增強強利潤的挑挑戰(zhàn)- 節(jié)省省$1=?D時代的“瘋狂”TMCopyrightIBM 2002供應鏈管管理-End-to-EndTMCopyrightIBM 2002SCM-

2、凝聚企業(yè)業(yè)的競爭爭力WholesalersCustomersLogisticsSuppliersManufacturingPlantsSupplierRetailersLogistics ProvidersWholesalersTMCopyrightIBM 2002SCM-核心所在在買什么，從何買買，什么么價錢而不是以以最快的的方式買買錯東西西生產(chǎn)什么么,何何時生產(chǎn)產(chǎn)，生產(chǎn)產(chǎn)多少而不是以以最低的的成本生生產(chǎn)非需需品以統(tǒng)一的的形象面面對客戶戶而不是僅僅僅對單單個流程程自動化化以統(tǒng)一的的形象面面對供應應商而不是僅僅僅把每每筆交易易搬到網(wǎng)網(wǎng)上TMCopyrightIBM 2002SCM-對企業(yè)的的整

3、體效效應收入成本流動資產(chǎn)產(chǎn)固定資產(chǎn)產(chǎn) 供應應鏈效應應 提高顧客客服務(i.e.,優(yōu)化庫存存與貨架架數(shù)量比比例,更更大的的市場占占有率, 更高高的利潤潤率)降低庫存存縮短訂單單-現(xiàn)金金周期股東權益益利潤資產(chǎn)降低有形形資產(chǎn)(i.e.卡車，倉倉庫，物物資操作作機械等等以協(xié)作來來降低銷銷售成本本，運輸輸，倉儲儲物流成成本，采采購成本本TMCopyrightIBM 2002SCM企業(yè)所面面臨的挑挑戰(zhàn)buymovestoresellreplenish內(nèi)部優(yōu)化化，以達達到：提高顧客客服務水水平提高供求求透明度度采購成本本庫存周轉轉優(yōu)化商品品分類運用先進進的銷售售技術（Internet,Kiosk,產(chǎn)品目錄錄

4、，網(wǎng)絡絡電視）以高效率率的供應應鏈競爭爭TMCopyrightIBM 2002SCM-量化的效效益TMCopyrightIBM 2002GMROI-純利潤回回收率CustomerService(525%)(25%)ThroughputsalesInventory(1050%)Avg. inventory at costGMROI(95%)(1050%)Planning Cycle Time Operating Expensescost of goods sold顧客服務務產(chǎn)出計劃周期期運作成本本銷售額銷售成本本平均庫存存成本庫存TMCopyrightIBM 2002SCM-對癥下藥藥Forth

5、e RetailIndustry,Inventory ManagementModuleswouldreplaceProduction SchedulingTMCopyrightIBM 2002供應鏈管管理的應應用在跨跨行業(yè)的的比較TMCopyrightIBM 2002SCM-最佳應用用I一般創(chuàng)意前沿優(yōu)秀應用用Vendor-managedandco-ownedinventoryInventoryownedbythe supplier or co-owned by theretailerandsupplierImplementationofcentrally-managed(within stor

6、e)electronic shelf tagsScan-based tradingfor fast- andslow-movingitemsRequirescashierstoaccurately scanorentereachitemInventoryand ordering functionstied directly to thepoint-of-sale (perpetualinventory)Itemsareregisteredandre-orderedwhen thecashier scans an itemRequiresaccuratescanningforproper SKU

7、orderingOnlineprivatelabelproduct productionsynchronization forvertically integratedretailersStore-specificinventorybasedonlocation, marketcharacteristics, andarea demographicsInventoryand ordering functionstied directly to consumer self-scanshelftake-awayProvidesoutofstockalerts and/orautomatically

8、 re-ordersitemsAutomatedprivate-labelproduct planning andsourcing(requiresintelligentsystems)VMI電子貨架架條SBT（scanbasedtrading）即時庫存存同步生產(chǎn)產(chǎn) -本本店品品牌因店而異異庫存即時庫存存自動生產(chǎn)產(chǎn)計劃-本店店品牌細節(jié)庫存管理理TMCopyrightIBM 2002Scan-based tradingbenefitsbothretailers&suppliersbystreamlining thedeliveryofDSDproductsDSDsupplierdeliversi

9、nventory to astoreConsumerbringsitemstothe cashregisterand thecashier scans itemsAttheend of thebilling cycle,theretailerpaysthesupplierbasedonactual units soldSupplierAccountsReceivableInvoice for XYZ$4000.00 per order$250.00 per caseInvoice for XYZ$4000.00 per order1$250.00 per caseInvoice for XYZ

10、$4000.00 per order$250.00 per caseInvoice for XYZ$4000.00 per order1$250.00 per caseRetailerAccountsPayableDeliverypersonnelbypass thetraditionalprocess of checking-in inventoryandinsteadgodirectlytostoreshelves forstockingWhen DSDitem is scanned, therelevantproduct information is transmitted to the

11、supplierandretailersystems12345Commitment fromsuppliers to supportbroad-basedusageDeployment of standards-basedpoint-of-sale technologycapableofcommunicatingwith suppliersReduced delivery time(20-25 minutessavedper delivery)Reduced stock-outsand increasedsales(upby3%-5%per supplier)Improvedpricing a

12、ccuracyRe-allocation of store personnelfrom check-in to in-store merchandisingactivitiesImprovedpromotionalflow throughReduced invoicedeductions(declinedby70%)Users2Retailers:H.E. Butt, SchnuckMarket,AndronicosManufacturers:Frito-Lay,Nabisco,Pepperidge Farms,Hallmark,Anheuser-BuschVendorsVialink (Sy

13、ncLink)Success FactorsKeyResults& Metrics1SampleUsers/VendorsTMCopyrightIBM 2002SCM-最佳應用用II一般創(chuàng)意前沿UtilizationofSKU-levelelectronicinventorymanagementsystemsIncludespallettrackingthroughoutthedistribution centerFullyintegrated andoperationalwarehousemanagementsystems (WMS) thatautomatedistribution cen

14、tersand allow forcomplex functionssuch as flowthroughandcross-dockingShareddistribution centersfor retailersofferingmultiplestoreformats (e.g.,Wal-Martwith Superstores,NeighborhoodMarkets,and Sams Clubstores)Reverse logisticsmanagement integratedintowarehousesystemstoautomatereturns processesMarket-

15、levelshared distributionassetsfor consumer packaged goods companies(CPG)andretailers where warehousesand trucksservearea storesfrom competingandcomplementingretailersWarehousenetworkstrategies where market-level“mega”warehouse arebuiltforchain-wideitemscomplementedbyregionaldistribution centersthats

16、ervefastermoving andperishable itemsUtilize systemsthatcountergonomicwearandtearoneach warehouseemployeebyindividual task, dynamically balancingnewtaskassignment to reducetheriskofinjury物流中心心管理Leading Practices電子庫存存管理倉儲管理理共享倉庫庫自動反向向物流區(qū)域共享享倉庫倉庫網(wǎng)絡絡戰(zhàn)略勞保有益益型工作作管理DetailTMCopyrightIBM 2002CentralizedWareh

17、ouseManagementSystemAbility to cross-dockshipments fromcentralfacilitywith perishablegoodsatregionalcentersAvailabilityoftrucks to haulshipments longerdistancesDeployment of warehousemanagement system(WMS)tomanageproductsdestinedfor 1,100 storesAvailabilityoflabortostaffcentralwarehousefacilitySucce

18、ss FactorsImprovedefficiency forentiredistribution systemLowerpricesthroughcentralizedbuyingFasterturnoverinfacilitiesRegionalwarehousespecializationKeyResults& Metrics1UsersAholdUSAC&SWholesale Grocers(potentialwarehouseowner/partner)VendorsIBMSampleUsers/VendorsAholds centralized facility willbeow

19、nedand operated by athird-partydistribution specialistPhiladelphia, PANY,NJ, CT,RI,MANY,PA, OHThefacilitywillsupplyall of Ahold USAs 1,100 storesDC,MD, DE,NJ,VANY,NJ,PA, WVAL,GA, TN,NC,SCExistingcenters willbeusedforcross-dockingofperishablesProductswill be pre-sortedfor eachretail outletatthecentra

20、lizeddistribution center123Completedshipments willthenberoutedtoareastoresTMCopyrightIBM 2002整體戰(zhàn)略略流程優(yōu)化化具體系統(tǒng)統(tǒng)實施零售業(yè)競競爭力：做同樣的的事但比竟爭爭對手做做得更好好！SCM在零售業(yè)業(yè) -如如何開開始？TMCopyrightIBM 2002開拓新服服務戰(zhàn)略效益益難易程度度低難容易高一般電子采購購直接物料料運輸管理理倉儲管理理簡接采購購需求預測測管理庫存管理理$M$M$M$M$M$M知己知彼彼基本數(shù)據(jù)據(jù)分析現(xiàn)有流程程分析組織結構構分析確定主要要問題和和改進方方向市場與競競爭對手手分析確定改革革藍圖企業(yè)改革革藍圖上下一致致溝通明確改革革目標-具體化化實施計劃劃供應鏈整整體戰(zhàn)略略?戰(zhàn)略咨詢詢$MSCM在零售業(yè)業(yè) -整整體戰(zhàn)戰(zhàn)略TMCopyrightIBM 2002SCM在零售業(yè)業(yè)：流程程優(yōu)化-成成功之關關鍵！Process采購流程程尋找供應應商采購操作作流程合同管