物流普及知識(shí)

供應(yīng)鏈管理 --歷史的反思與新挑戰(zhàn)IBM全球服務(wù)部徐津供應(yīng)鏈管理TMCopyrightIBM2002供應(yīng)鏈管理-發(fā)展史TMCopyrightIBM20021900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)鏈管理的新天地競爭加強(qiáng)的必然結(jié)果-強(qiáng)者生存，產(chǎn)品替代效應(yīng)增強(qiáng)利潤的挑戰(zhàn)-節(jié)省$1=?D時(shí)代的“瘋狂”TMCopyrightIBM2002供應(yīng)鏈管理-End-to-EndTMCopyrightIBM2002SCM-凝聚企業(yè)的競爭力WholesalersCustomersLogisticsSuppliersManufacturing

PlantsSupplierRetailersLogisticsProvidersWholesalersTMCopyrightIBM2002SCM-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)一的形象面對客戶而不是僅僅對單個(gè)流程自動(dòng)化以統(tǒng)一的形象面對供應(yīng)商而不是僅僅把每筆交易搬到網(wǎng)上TMCopyrightIBM2002SCM-對企業(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)化庫存與貨架數(shù)量比例,更大的市場占有率,更高的利潤率)降低庫存縮短訂單-現(xiàn)金周期股東權(quán)益利潤資產(chǎn)降低有形資產(chǎn)(i.e.卡車，倉庫，物資操作機(jī)械等以協(xié)作來降低銷售成本，運(yùn)輸，倉儲(chǔ)物流成本，采購成本TMCopyrightIBM2002SCM–企業(yè)所面臨的挑戰(zhàn)buymovestoresellreplenish內(nèi)部優(yōu)化，以達(dá)到：提高顧客服務(wù)水平提高供求透明度采購成本庫存周轉(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)鏈競爭TMCopyrightIBM2002SCM-量化的效益TMCopyrightIBM2002GMROI-純利潤回收率Customer

Service(5–25%)(2–5%)ThroughputsalesInventory(10–50%)Avg.inventoryatcostGMROI(95%)(10–50%)PlanningCycleTimeOperatingExpensescostofgoodssold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存成本庫存TMCopyrightIBM2002SCM-對癥下下藥FortheRetailIndustry,InventoryManagementModuleswouldreplaceProductionSchedulingTMCopyrightIBM2002供應(yīng)鏈鏈管理理的應(yīng)應(yīng)用在在跨行行業(yè)的的比較較TMCopyrightIBM2002SCM-最佳應(yīng)應(yīng)用I一般創(chuàng)意前沿優(yōu)秀應(yīng)應(yīng)用Vendor-managedandco-ownedinventoryInventoryownedbythesupplierorco-ownedbytheretailerandsupplierImplementationofcentrally-managed(withinstore)electronicshelftagsScan-basedtradingforfast-andslow-movingitemsRequirescashierstoaccuratelyscanorentereachitemInventoryandorderingfunctionstieddirectlytothepoint-of-sale(perpetualinventory)Itemsareregisteredandre-orderedwhenthecashierscansanitemRequiresaccuratescanningforproperSKUorderingOnlineprivatelabelproductproductionsynchronizationforverticallyintegratedretailersStore-specificinventorybasedonlocation,marketcharacteristics,andareademographicsInventoryandorderingfunctionstieddirectlytoconsumerself-scanshelftake-awayProvidesoutofstockalertsand/orautomaticallyre-ordersitemsAutomatedprivate-labelproductplanningandsourcing(requiresintelligentsystems)VMI電子貨貨架條條SBT（scanbasedtrading））即時(shí)庫庫存同步生生產(chǎn)-本本店店品牌牌因店而而異庫庫存即時(shí)庫庫存自動(dòng)生生產(chǎn)計(jì)計(jì)劃-本本店品品牌細(xì)節(jié)庫存管管理TMCopyrightIBM2002Scan-basedtradingbenefitsbothretailers&suppliersbystreamliningthedeliveryofDSDproductsDSDsupplierdeliversinventorytoastoreConsumerbringsitemstothecashregisterandthecashierscansitemsAttheendofthebillingcycle,theretailerpaysthesupplierbasedonactualunitssoldSupplierAccountsReceivableInvoiceforXYZ$4000.00perorder$250.00percaseInvoiceforXYZ$4000.00perorder1$250.00percaseInvoiceforXYZ$4000.00perorder$250.00percaseInvoiceforXYZ$4000.00perorder1$250.00percaseRetailerAccountsPayableDeliverypersonnelbypassthetraditionalprocessofchecking-ininventoryandinsteadgodirectlytostoreshelvesforstockingWhenDSDitemisscanned,therelevantproductinformationistransmittedtothesupplierandretailersystems12345Commitmentfromsupplierstosupportbroad-basedusageDeploymentofstandards-basedpoint-of-saletechnologycapableofcommunicatingwithsuppliersReduceddeliverytime(20-25minutessavedperdelivery)Reducedstock-outsandincreasedsales(upby3%-5%persupplier)ImprovedpricingaccuracyRe-allocationofstorepersonnelfromcheck-intoin-storemerchandisingactivitiesImprovedpromotionalflowthroughReducedinvoicedeductions(declinedby70%)Users2Retailers:H.E.Butt,SchnuckMarket,Andronico’’sManufacturers:Frito-Lay,Nabisco,PepperidgeFarms,Hallmark,Anheuser-BuschVendorsVialink(SyncLink)SuccessFactorsKeyResults&Metrics1SampleUsers/VendorsTMCopyrightIBM2002SCM-最佳應(yīng)應(yīng)用II一般創(chuàng)意前沿UtilizationofSKU-levelelectronicinventorymanagementsystemsIncludespallettrackingthroughoutthedistributioncenterFullyintegratedandoperationalwarehousemanagementsystems(WMS)thatautomatedistributioncentersandallowforcomplexfunctionssuchasflowthroughandcross-dockingShareddistributioncentersforretailersofferingmultiplestoreformats(e.g.,Wal-MartwithSuperstores,NeighborhoodMarkets,andSam’sClubstores)ReverselogisticsmanagementintegratedintowarehousesystemstoautomatereturnsprocessesMarket-levelshareddistributionassetsforconsumerpackagedgoodscompanies(CPG)andretailerswherewarehousesandtrucksserveareastoresfromcompetingandcomplementingretailersWarehousenetworkstrategieswheremarket-level““mega”warehousearebuiltforchain-wideitemscomplementedbyregionaldistributioncentersthatservefastermovingandperishableitemsUtilizesystemsthatcountergonomicwearandtearoneachwarehouseemployeebyindividualtask,dynamicallybalancingnewtaskassignmenttoreducetheriskofinjury物流中心管管理LeadingPractices電子庫存管管理倉儲(chǔ)管理共享倉庫自動(dòng)反向物物流區(qū)域共享倉倉庫倉庫網(wǎng)絡(luò)戰(zhàn)戰(zhàn)略勞保有益型型工作管理理DetailTMCopyrightIBM2002CentralizedWarehouseManagementSystemAbilitytocross-dockshipmentsfromcentralfacilitywithperishablegoodsatregionalcentersAvailabilityoftruckstohaulshipmentslongerdistancesDeploymentofwarehousemanagementsystem(WMS)tomanageproductsdestinedfor1,100storesAvailabilityoflabortostaffcentralwarehousefacilitySuccessFactorsImprovedefficiencyforentiredistributionsystemLowerpricesthroughcentralizedbuyingFasterturnoverinfacilitiesRegionalwarehousespecializationKeyResults&Metrics1UsersAholdUSAC&SWholesaleGrocers(potentialwarehouseowner/partner)VendorsIBMSampleUsers/VendorsAhold’scentralizedfacilitywillbeownedandoperatedbyathird-partydistributionspecialistPhiladelphia,PANY,NJ,CT,RI,MANY,PA,OHThefacilitywillsupplyallofAholdUSA’s1,100storesDC,MD,DE,NJ,VANY,NJ,PA,WVAL,GA,TN,NC,SCExistingcenterswillbeusedforcross-dockingofperishablesProductswillbepre-sortedforeachretailoutletatthecentralizeddistributioncenter123CompletedshipmentswillthenberoutedtoareastoresTMCopyrightIBM2002整體戰(zhàn)略流程優(yōu)化具體系統(tǒng)實(shí)實(shí)施零售業(yè)競爭爭力：做同樣的事事但比竟?fàn)帉κ肿龅酶茫?！SCM在零售業(yè)-如何何開始？TMCopyrightIBM2002開拓新服務(wù)務(wù)戰(zhàn)略效益難易程度低難容易高一般電子采購直接物料運(yùn)輸管理倉儲(chǔ)管理簡接采購需求預(yù)測管管理庫存管理$M$M$M$M$M$M知己知彼基本數(shù)據(jù)分分析現(xiàn)有流程分分析組織結(jié)構(gòu)分分析確定主要問問題和改進(jìn)進(jìn)方向市場與競爭爭對手分析析確定改革藍(lán)藍(lán)圖企業(yè)改革藍(lán)藍(lán)圖上下一致溝溝通明確改革目目標(biāo)-具體體化實(shí)施計(jì)劃供應(yīng)鏈整體體戰(zhàn)略??戰(zhàn)略咨詢$MSCM在零售業(yè)-整體體戰(zhàn)略TMCopyrightIBM2002SCM在零售業(yè)：：流程優(yōu)化化-成成功之關(guān)鍵鍵！Process采購流程尋找供應(yīng)商商采購操作流流程合同管理配送物流流流程庫存管理訂貨流程倉儲(chǔ)管理運(yùn)輸管理流程整合所有環(huán)節(jié)的的考量流程整體戰(zhàn)略流程優(yōu)化具體系統(tǒng)實(shí)實(shí)施TMCo