XX公司內(nèi)部絕密資料

DELIVERinAsiaRegionalSupplyChaincourseOctober3rd,2001Today...ContextThebasicsTheopportunitiesVisionOutsourcing,VMI,inventoryplanningDELIVERCoPThefuture??First,somepicturesofasupplychainSupplyManagementIngredients&packagingsuppliersManufacturerproductionlinesManufacturerdistributioncenterRetailstore(shelf+backroom)RetailerdistributioncenterConsumersDemandManagementPlanSourceMakeDeliverLeadership&StrategyBrandDevelopmentChannel&CustomerDevelopmentSuppliersConsumers&CustomersInformationHumanResourcesFinanceTechnologyDistributionManagementPlanSourceMakeDeliverSupplyPlanningDemandPlanningProcessingPackingCustomerServiceManagementCustomerServiceManagementisthesatisfactionofcustomers’requirementsoftheSupplyChain.Thisincludesordermanagementfromcapture/creationthroughinvoicingandcollection,theimplementationofadifferentiatedcustomerservicepolicyandcustomerintegrationactivitiesthatimproveserviceandreduceextendedsupplychaincosts.SupplierManagementIn-boundLogisticsCustomerServiceManagementPlanSourceMakeDeliverSupplyPlanningDemandPlanningProcessingDistributionManagementPackingDistributionManagementisthemovementandcareoffinishedproductfrommanufacturing,usuallythroughintermediatewarehousingtocustomers/consumers.SupplierManagementIn-boundLogisticsAdviceonDELIVERGetthebasicsrightOrdering,Delivery,BillingDothesexystuffIntegrationandsynchronisationVMI,e-Business,CPFRThebasicshavetobeinplaceCustomerServiceCost:%OverdueService:leadtime,easeoforderingQuality:#CNsduetoerror,invoicingaccuracyWarehousing/DistributionCost:%NPSService:%casefill,%orderfill,IRAQuality:%rejects,%returns,%damagesKPIsarethekeyKPIsarethekeyTheOpportunitiesinDELIVERTheSEAVCA2000study-LaundryCostsaving4MEuroTheSEAVCA2000study-LaundryInventoryreduction8MEuroWorldClassSupplyChainFunctionalExcellenceOrganisationfocusedonfunctionalexcellenceInformationoptimisedtofacilitatefunctionalexcellenceManysmallcustomersandsuppliersRDC=RegionalDistributionCentresBlueArrow=InformationFlowKey:RedArrow=ProductFlowPlanSourceMakeDeliverFactoryConsumerRDCRDCRDCSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierCustomerCustomerCustomerCustomerSupplierSupplierSupplierSupplierCopyright@2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.ServiceandIntegrationOrganisationmanagesbusinessthroughmulti-functionalteams,exploitingfunctionalexcellencewhilstfocusingonimmediateupstreamanddownstreamcustomersInformationrequirementsoptimisedformanagementofinternalorganisationCustomerbasepredominantlykeyaccount(>60%Volumeweighted)Keysupplierconsolidation-relationshipmanagementPlanSourceMakeDeliverSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierSupplierSupplierSupplierFactoryRDCRDCKeyAccountWholesalerRetailerConsumerCopyright@2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.IntegratedNetworkandCollaborationOrganisationfocusonextendedSupplyChain(CustomersandSuppliers)InformationsharedwithallpartiesintheextendedSupplyChainHighpercentageofbusinessinafewkeyaccountsSupplierbaseconsolidated-partnershipmanagementPlanSourceMakeDeliverSupplier’sSupplierSupplier’sSupplierFactorySupplierSupplierKeyAccountWholesalerRetailerConsumerStockHoldingLocationCopyright@2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.199619982000PhaseIII(IntegratedNetworkandCollaboration)IFocusonInternalintegration&improvementIIFocusonOutboundimprovementIIIFocusonexternalintegrationandimprovementPLANDELIVERMAKESOURCEDELIVERMAKESOURCEDELIVERDELIVERMAKESOURCESOURCEECRSomequotedbenefitsCisco,Intel,TNT,Kodak,Nestle,P&G:Costsavings:"75%reductioninerrors””"12,000engineerssaved”"45%inventoryreductions”Growthopportunities:"40%moreordersinsametime”"1weekproductdevelopmentcyclereduction”"reduceproductleadtimesby50-70%””"ordercycletimescutfrom6-8weeksto1-3weeks"Source:Logicon2001OnewayoflookingatDELIVERWaysofworkingProcessInfrastructureSynchronisedProductionCRPOptimumInventoryCRPS&OPMPSMRPWPSSMIRDSInventoryplanningWMSVMICPFRDemandPlanningEDIXMLInventorytargetmodelsEDIXMLEFTAPS(SAPAPO)andERP(BPCS)Reliableoperations,palletsKPIsIngredients&packagingsuppliersManufacturerproductionlinesManufacturerdistributioncenterRetailstore(shelf+backroom)RetailerdistributioncenterConsumersDifferentcategories,differentdemandstrategiesDELIVERfocusOutsourcingwarehousesInventorytargetplanningVMIOutsourcingThirdpartylogisticsprovidershaveabilitytoaccelerateanddrivechangeFocus-ItistheircorebusinessResources-Availabilityof““resourcepool””Expertise-CorecompetencyExperience-DiditbeforeFunds-WillingnesstoinvestSupplychainoutsourcingcriteriaforchoosingSupplychainoutsourcingactionsforchoosingSupplyChainoutsourcingAdvantagesAllowsyoutoconcentrateoncorecompetenciesAllowsexpertstomanageanddevelopprocesses,technologyandpeopleacceleratechangeAllowsexpertstoleveragesynergieswithintheirindustryProvidesimprovedcustomerserviceFreeup/generatecapitalDisadvantageshand-overcanbemismanagedpotentialforcultureclashunlikelytosaveyoumoneyintheshort-termpotentialfor‘usandthem’Outsourcing-themilestonesDeterminestrategyLearnfrompreviousexperiencesSelectpartnerProjectkick-offTeamplanCommunicateNegotiatedetailsTransferoperationsTransferpeopleManageperformanceOutsourcinglessonslearntPartnershipessentialCommunicateatalllevelsHRIssuesbyfarthemostContractissuesOutsourcingpartnershipDOencourageanopenenvironment,sharingrisksandrewardsunderstandYOURperformanceBEFOREyouhandovercontinuetomeasurecost,service,qualityCOMMUNICATE:treatthemasadepartmentDON’’Tmovethegoal-postsdotheirjobforthemexpectthemtodothingstheydonothaveastheircorecompetenceexpectthe3PLtotellyouwhenyou’rewrongInventorytargetplanningSupplyChainVariablesSupplierReliabilitySSQRprogramDeliveryfrequencyProductionReliablilityTPM/5SForecastReliabilityDemandPlanForecastingUnderstandSafetyStockSCVariable-SafetyStockUsedforhedgingagainstuncertaintyinSupplierReliabilityProductionBreakdownStockInaccuracyForecastingErrortoachieveStockAvailabilitytargetSystematicunderstandingofhowmuchSafetyStockisrequiredInventoryPlanningUnderstandtheInventoryComponentsForecastAccuracySaleFluctuationProductionCycleProductionReliabilitySupplierReliabilityServiceLeveltargetUnderstandthenatureofeachproductsandhowtosetappropriateInventorypolicyUsesimulationtooltomodeltheeffecteachcomponenthasontheinventorylevelandservicelevelSetinventorylevelaccordinglyVMIWhybotherdoingVMI?ObjectiveistoefficientlyreplenishshelvesForecastingisALWAYSwrongBuyerscangetinthewayBull-whipeffectPoordatagetsinthewayUnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryIntegratedsuppliersSynchronisedProductionContinuousReplenishmentCrossDockingAutomatedStoreOrderingReliableOperationSupplyChainimprovementsContinuousReplenishmentMembersofthesupplychainworkingtogethertoreplenishproductsbasedonactualsalesandforecastedproductdemandVMI(VendorManagedInventory)isoneofthemeanstocontinuousreplenishmentvendormaintainingcustomer’sstockaccordingtotargetlevelsandserviceleveltransferofownershipinorderingprocesssotovendorE-INFORMATIONUnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryVMIDailyProcessFlowInventorydata/DCofftakeDespatchAdviceOrderproposalCustomerDCStockReplenishment1.DatasenttoULTat6am2.ULTtogenerateorder3.ULTtosentOrderProposalbyafternoon4.ProductDeliverythatnightEDIMessagesCust3promotionalitemForecastAccuracyStockreductionof10MillionBahtApril01:BuildupstockforSongkranholidayCust1scorecardCust1scorecardFeb-Mar01:CappeddemandandcappedsupplyCust1scorecardDemand-theBullwhipeffectDemand-reducethebullwhipDELIVERCoPTHAILANDPrioritiesBuildingnewwarehouseCRP/VMIroll-outCPFRpilot/sEFTroll-outRegionalPlanning/SAPAPO‘Phoenix’replacementfordistributorsystemOpportunitiesRegionalCustomerServiceRegionalDELIVERbestpracticeINDONESIAPrioritiesOutsourcingandbuildingwarehousewithMNLBalancedKPIscorecardVMIwithdistributorsWorkingcapitalreductionOpportunitiesRegionalCustomerServiceRegionalDELIVERbestpracticeSCD,CD,TD,SDorganisationcomplexityPHILIPPINESPrioritiesOutsourcingandbuildingwarehousewithLi&FungDistributionSDISforGT/ElectronicCallSheetforSST--SecondarySalesCaptureforDemandSignalECRSCDiagnosticstoolECRVMIpilotsECREDIleadershipECRSynchronisedproduction(“Everything,Everyweek”)ECRCashflow/EFTRegionalPlanning(SAPAPO)CustomerServiceHelpDeskOpportunitiesRegionalcustomerserviceRegionalSCorganisationMUsseparatefromprofitresponsibleSUsRegionalCoP-DeliverToworktogethertoshareleadingpracticeandacceleratetheachievementsoftrulyWorldClassDeliveryOperationinAsiaMembersareCustomerServiceandWarehouseDistributionManagersfromEAPRandChinawitharepresentativefromIndiaDELIVERCoPfunnelIdeasDeliverKPI/BenchmarkingDeliverStrate