電子商務(wù)之供應(yīng)商管理

AchievingCompetitiveAdvantageThroughSupplyChainManagement

AdvancedPlanningand

SchedulingSystems

May25,2000Agenda1. TheEvolutionoftheSupplyChain2. AdvancedPlanningandScheduling

Systems

2.1 HowTheyWork 2.2 TheVendors TheSupplyChainencompassesanumberofkeybusinessprocessesinvolvedinmanagingtheflowofmaterials,information,andfundsfromtheinitialsupplierstotheultimateconsumer.RetailingDeliveringDistributingProducingSupplying…theconceptofsupplychainmanagement

isrelativelysimple.

MaterialsInformation&FundsMaterialsInformation&FundsMaterialsInformation&FundsHowever,intherealworld,multiplesuppliers,multipleplants,multipledistributionpointsandmultiplecustomerssignificantlycomplicatematerialandinformationflows...RetailingDeliveringDistributingProducingSupplying…And,giventhatsupplychainscrossmultiplecompanies,wallshavebeenbuilt

thatpreventfullandtimelyinformationflow.RetailingDeliveringDistributingProducingSupplyingBreakingdownthesewallsandintegratingthesupplychainiscritical.However,todate,mostsupplychaininitiativeshavebeeninwardlyfocused.Onlyrecently,manufacturersarebeginningtoembracethetotalsupplychainasameanstoachievingcompetitiveadvantage.Phase1-ProcessIntegration(e.g.,reengineeringtheorder-to-cashprocess).Phase2

-Intra-EnterpriseIntegration(e.g.,salesstrategiescoordinatedwithsupplychaincapabilities).Phase3

-Inter-EnterpriseIntegration(e.g.,collaborative

forecasting&replenishmentbetweenretailersandsuppliers)Stage1:Separatebestofbreedapplicationsdedicatedtospecificbusinessprocesses(1970s)G/LPayrollA/PPurchaseOrder

Mgmt.OrderEntryInventoryMgmt.FinancialsManufacturingDistributionEnterpriseResourcePlanning(ERP)SupplyChainTechnologyhasevolvedoverthepastseveraldecades.Today’sERPsystemsaretransaction-based

applicationswithlimiteddecision-supportcapability.Stage3:Enterprise-wideapplications(earlytomid1990sand

stillongoing)Stage2:Suitesofintegratedapplicationsforfunctionalprocesses(1980s)ERPorLegacySystemsDemandPlanningProduction

Planning&

SchedulingDistribution/

Supply

PlanningTransportationPlanning/

ManagementAPSDefinitionERPorlegacyinterfaceddecisionsupporttechnologywhichusesadvancedalgorithms,(e.g.,LPs,IPs,mixed–IPs,heuristics,theory-of-constraints,etc.)tomodelsupplychainconstraintsandenableintelligentsupplychainplanning/decisionmaking.APSCharacteristicsAllowscomplexsupplychainrepresentationandrapidSCmodelreconfigurationEnablesconcurrent,dynamicplanning,and“what-if”simulationsusing

memoryresidentprocessingPossessscaleableobjectarchitecturescapableofrunninglarge

data-intensivemodelsAdvancedPlanningandSchedulingSystems(APS)AretheNextStepoftheEvolutionforProvidingDecisionSupportCapabilities.AssetIntensiveSupplyChainSetup/sequencedependenciesCapabletopromiseCapacityutilizationBottleneckutilizationMaterialIntensiveSupplyChainCapable-to-promiserequirementsExcessinventoryObsolescenceChangestoordersEngineeringchangeDistributionIntensive

SupplyChainLargenumberofSKUsComplexdistribution/

transportationrequirementsExcessiveinventoryCustomerserviceWhilewetendtodrawallsupplychainsthesame,therearemanytypesofsupplychains-eachwiththeirownuniquechallenges.E.g.,Pulp&PaperE.g.,High-TechE.g.,ConsumerProductsHowDoYouKnowIfYouHaveSupplyChainManagementProblems?CustomerServiceConcerns-Customercomplaints,lossofshare,deliveryproblems,customersurprisesMaterialsManagementDifficulties-Highinventorybuffers/obsolescence,hightransportationcosts,suppliershortages,lostpurchasingdiscountsManufacturingProcessProblems-Productioninefficiencies,overcapacity,undercapacity,costgrowthPlanningDifficulties-Inaccurateforecasts,highstockouts,growingoverheadcostsObsoleteTechnology-Incompatiblesystemslinkages,inaccurate/inaccessibleinformationRevenueCycleConcerns-Lengthytimetomarket,longordercycle,distributiondelays,conflictingchanneldemandsVendorManagementProblems-Poorresponselevels,lost

growth,lackofcommitmentTheImportanceofSupplyChainManagementHasIncreasedSignificantlyOverthePastFewYears.Past(1995-1998)Present(1999)Future(2000+)%SurveyRespondentsRating

SupplyChainCriticaltoSuccessSupplyChainManagementis

IncreasinglyImportant25%70%91%TheResponse:Approximately60%ofManufacturersCurrentlyHaveaMajorSupplyChainInitiativeUnderway.

However,42%are“l(fā)essthansatisfied”withthe

outcomeoftheirpreviousimprovementefforts.%SurveyRespondentsMajorSupplyChainImprovements

areUnderwayorPlannedWithin2YearsAlreadydoneWithin3-5years10%2%6%Within199913%CurrentlyUnderway59%NoPlans10%AbilitytoRespondAbilitytoPredict12-18MonthsSupplyPlanDemandPlanSupply

Chain

DesignStrategic

PlanIncreasingTimeIncreasingDetailofDataTodayTransportationPlanProduction

Plan}ExcessInventory}MissedOrdersAsthePaceofBusinessContinuestoIncrease,aKeyChallengeforToday’sSupplyChainManagersIstoMakeGoodBusinessDecisions,UsingAlltheInformationThatIsAvailable,WithinaShortTimePeriod.TheSupplyPlanning(SP)

DistributionPlanning

MasterPlanning

FactoryPlanning&Scheduling

InventoryPlanningDPSP-InventoryPlanningInventoryPlanningGoal:DetermineoptimalinventorylevelsandlocationtoprotectdesiredcustomerservicegoalsTradeoffbetweeninventoryandservicenotunderstoodLimitedabilitytoknow

howmuchinventory,whenandwhereInabilitytoplanatasufficientlevelofdetailInabilitytoquantifytheimpactofdemandandsupplyvariabilityChallenges

DistributionPlanning

MasterPlanning

FactoryPlanning&Scheduling

InventoryPlanningDPSPMasterPlanningMasterPlanningGoal:Globallyoptimizeproductionplanconsideringtradeoffsofavailablecapacity,materials,costs,timeLackofvisibilityDisjointedplanningInabilitytoreconciledemandprioritieswithsupplyconstraintsInabilitytogloballyoptimizeproductionplanconsideringmultipleconstraintsPlanningdoesn’tsupportcorporateobjectivesChallenges

DistributionPlanning

MasterPlanning

FactoryPlanning&Scheduling

InventoryPlanningDPSPFactoryPlanning&SchedulingFP&SchedulingGoal:OptimalexecutionoftheMasterPlantominimizecostandimprovequalityof

theplanMaterialandcapacityconstraintsnotconsideredsimultaneouslyInaccuraterepresentationofrealworldconstraintsSlow,inabilitytoreactLackofproblemvisibilityPoordeliverydatequotinginbuildtoorderChallenges

DistributionPlanning

MasterPlanning

FactoryPlanning&Scheduling

InventoryPlanningDPSP-DistributionPlanningDistributionPlanningGoal:OptimallypositioninganddeployinginventorytoachievedesiredcustomerserviceStore&DCreplenishmenthandledindependentlyLimitedabilityto

prioritizedemandPredetermined(akainflexible)distributingrulesInventorydistributedinadvanceofactualsalesChallenges

DistributionPlanning

MasterPlanning

FactoryPlanning&Scheduling

InventoryPlanningDPCustomerBenefitsGrowth:IncreaserevenuesIncreasedmarginperformanceFinancialPerformance:ReducedinventorycostsandobsolescenceOptimaluseofavailablecapacityandinventoryReducedprocurementexpensethroughaccurateorderingImprovedCustomerServiceAndifyoudotheabove…increased

stockpriceSelectedAPSImplementationsbyIndustryAerospaceBellHelicopterU.S.NavyAutomotiveFordGMVolvoChemicalOccidentalChemicalNovartisMacMillanBloedelConsumerGoods(Durable)BakerFurnitureBlack&DeckerBoseHermanMillerConsumerGoods(Non-Durable)3MAultFoodsConsumerGoods(Non-Durable)CocaColaE&JGaloFritoLayHighTech3COMDellDigitalGatewaySiemensIndustrialCaseCaterpillarMercuryMarineMedicalJohnson&JohnsonBristol-MeyersSquibbMetalsTimkenThereAreaNumberofAPSVendors.AccordingtotheGartnerGroup,i2TechnologiesandManugisticsAretheLeadersToday.DeloittecurrentlyhasestablishedAPSrelationshipswithi2,Manugistics,SynQuestandParagon.D&ThasERPpartnershipswithPeopleSoft,JDENumetrix,BaanandSAP.Source:GartnerGroup(03/26/99)NotefromS:TheTablewasdeletedduetocopyrightsconstraints.RefertotheGartnerGroupdatabaseinSforcurrentinformation.1999EstimatedTotalSCMMarketShareSource:BenchmarkingPartners,Inc.1999Estimated%ShareofMarketLeadersByVerticalSource:BenchmarkingPartnersInc.1999Estimated%GrowthbyVertical1998-1999Source:BenchmarkingPartnersInc.1999AssessmentintheConsumerPackagedGoodsIndustrySource:BenchmarkingPartnersInc.AppendixDemandPlanKEYCONCEPTSTrulyincorporatesknowledgefromvariouslevelswithinandoutsidetheorganizationProactivelycontroleventsandreducevariationsindemandforecastingSupportstop-down,bottom-upandhybridplanningapproachesMulti-dimensional,enterprisedemandplanningthatintegratessystems,processesandpeopleatmultiplelevelsINPUTConsidersstrategicgoals,inter/intra-companyobjectivesandconstrained

supplyinformationtoconstructrealisticdemandplanConsidersexternaleconomicandevents(promotions,pricingchanges,etc.)Multiplescenariocomparisonsandwhat-ifanalysisfacilitateappropriate

usestoaddvalueOUTPUTIdentifiesopportunities,formulatesstrategies,translatesthem

intoactionplansandactualexecutionsteps,andanalyzesresultsProducesrealisticforecastthatdrivesinventory,financialand

operationalplansReducessupplychaininventoryandcosts

SupplyPlanKEYCONCEPTSFacilitatesthedesignofoptimaldistributionnetworks,productionplans,

sourcingdecisions,andinventorylevelsHelpsdeterminethemostprofitablesupplychainstrategyforend-to-end

orderfulfillmentRealtime,enterprisewideandcrossenterprisevisibilityandoptimization

ofconstraintsReliablereal-timemarket,productandcustomer-allocatedcapable-to-promiseandduedatequotingINPUTConsidersconstraintsthroughoutthesupplychainatagreatlevelof

detail,enablingrapidwhat-ifsimulationsOUTPUTManufacturing,distributionandsourcingnetworkoptimization:improve

customerresponsivenessandreducecostsatthesametimeIncreasedabilitytofocusonhigh-valuestrategydecisionsthatdrive

tacticalandoperationalactivities,andresponsivenessto

changesinbusinessenvironmentShorterorderfulfillmentcycletimeLowerinventoriesOptimizedassetutilizationProductionPlanKEYCONCEPTSProducesoptimizedandfeasiblefiniteproductionschedulebasedon

considerationofdynamicconstraintsINPUTWhat-ifanalysisATPbasedonup-to-datematerialandcapacityconstraints

Fastre-planningoforderstoaccommodatedemandvolatilityOUTPUTResourceoptimizationUtilizationimprovesby10to50%Inventoryreducedupto