供應(yīng)鏈管理歷史的反思與新挑戰(zhàn)

供應(yīng)鏈管理 --歷史的反思與新挑戰(zhàn)IBM全球服務(wù)部徐津第一頁(yè)，共二十四頁(yè)。供應(yīng)鏈管理TMCopyrightIBM2002第二頁(yè)，共二十四頁(yè)。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(duì)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(jìng)爭(zhēng)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(rùn)的挑戰(zhàn)-節(jié)省$1=?D時(shí)代的“瘋狂”第三頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002供應(yīng)鏈管理-End-to-End第四頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002SCM-凝聚企業(yè)的競(jìng)爭(zhēng)力WholesalersCustomersLogisticsSuppliersManufacturing

PlantsSupplierRetailersLogisticsProvidersWholesalers第五頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002SCM-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(duì)客戶而不是僅僅對(duì)單個(gè)流程自動(dòng)化以統(tǒng)一的形象面對(duì)供應(yīng)商而不是僅僅把每筆交易搬到網(wǎng)上第六頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002SCM-對(duì)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(kù)存與貨架數(shù)量比例,更大的市場(chǎng)占有率,更高的利潤(rùn)率)降低庫(kù)存縮短訂單-現(xiàn)金周期股東權(quán)益利潤(rùn)資產(chǎn)降低有形資產(chǎn)(i.e.卡車，倉(cāng)庫(kù)，物資操作機(jī)械等以協(xié)作來降低銷售成本，運(yùn)輸，倉(cāng)儲(chǔ)物流成本，采購(gòu)成本第七頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002SCM–企業(yè)所面臨的挑戰(zhàn)buymovestoresellreplenish內(nèi)部?jī)?yōu)化，以達(dá)到：提高顧客服務(wù)水平提高供求透明度采購(gòu)成本庫(kù)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(jìng)爭(zhēng)第八頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002SCM-量化的效益第九頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002GMROI-純利潤(rùn)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(kù)存成本庫(kù)存第十頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002SCM-對(duì)癥下藥FortheRetailIndustry,InventoryManagementModuleswouldreplaceProductionScheduling第十一頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002供應(yīng)鏈管理的應(yīng)用在跨行業(yè)的比較第十二頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002SCM-最佳應(yīng)用I一般創(chuàng)意前沿優(yōu)秀應(yīng)用Vendor-managedandco-ownedinventoryInventoryownedbythesupplierorco-ownedbytheretailerandsupplier

Implementationofcentrally-managed(withinstore)electronicshelftagsScan-basedtradingforfast-andslow-movingitemsRequirescashierstoaccuratelyscanorentereachitem

Inventoryandorderingfunctionstieddirectlytothepoint-of-sale(perpetualinventory)Itemsareregisteredandre-orderedwhenthecashierscansanitemRequiresaccuratescanningforproperSKUordering

OnlineprivatelabelproductproductionsynchronizationforverticallyintegratedretailersStore-specificinventorybasedonlocation,marketcharacteristics,andareademographics

Inventoryandorderingfunctionstieddirectlytoconsumerself-scanshelftake-awayProvidesoutofstockalertsand/orautomaticallyre-ordersitems

Automatedprivate-labelproductplanningandsourcing(requiresintelligentsystems)VMI

電子貨架條SBT（scanbasedtrading）即時(shí)庫(kù)存

同步生產(chǎn)-本店品牌因店而異庫(kù)存

即時(shí)庫(kù)存自動(dòng)生產(chǎn)計(jì)劃-本店品牌

細(xì)節(jié)庫(kù)存管理第十三頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002

Scan-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/Vendors第十四頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002SCM-最佳應(yīng)用II一般創(chuàng)意前沿UtilizationofSKU-levelelectronicinventorymanagementsystemsIncludespallettrackingthroughoutthedistributioncenterFullyintegratedandoperationalwarehousemanagementsystems(WMS)thatautomatedistributioncentersandallowforcomplexfunctionssuchasflowthroughandcross-docking

Shareddistributioncentersforretailersofferingmultiplestoreformats(e.g.,Wal-MartwithSuperstores,NeighborhoodMarkets,andSam’sClubstores)

ReverselogisticsmanagementintegratedintowarehousesystemstoautomatereturnsprocessesMarket-levelshareddistributionassetsforconsumerpackagedgoodscompanies(CPG)andretailerswherewarehousesandtrucksserveareastoresfromcompetingandcomplementingretailers

Warehousenetworkstrategieswheremarket-level“mega”warehousearebuiltforchain-wideitemscomplementedbyregionaldistributioncentersthatservefastermovingandperishableitemsUtilizesystemsthatcountergonomicwearandtearoneachwarehouseemployeebyindividualtask,dynamicallybalancingnewtaskassignmenttoreducetheriskofinjury物流中心管理LeadingPractices電子庫(kù)存管理倉(cāng)儲(chǔ)管理

共享倉(cāng)庫(kù)

自動(dòng)反向物流區(qū)域共享倉(cāng)庫(kù)

倉(cāng)庫(kù)網(wǎng)絡(luò)戰(zhàn)略

勞保有益型工作管理Detail第十五頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002CentralizedWarehouseManagementSystemAbilitytocross-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-sortedforeachretailoutletatthecentralizeddistributioncenter123Completedshipmentswillthenberoutedtoareastores第十六頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002整體戰(zhàn)略流程優(yōu)化具體系統(tǒng)實(shí)施零售業(yè)競(jìng)爭(zhēng)力：做同樣的事但比竟?fàn)帉?duì)手做得更好??！SCM在零售業(yè)-如何開始？第十七頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002開拓新服務(wù)

戰(zhàn)略效益難易程度低難容易高一般電子采購(gòu)直接物料運(yùn)輸管理倉(cāng)儲(chǔ)管理簡(jiǎn)接采購(gòu)需求預(yù)測(cè)管理庫(kù)存管理$M$M$M$M$M$M知己知彼基本數(shù)據(jù)分析現(xiàn)有流程分析組織結(jié)構(gòu)分析確定主要問題和改進(jìn)方向市場(chǎng)與競(jìng)爭(zhēng)對(duì)手分析確定改革藍(lán)圖企業(yè)改革藍(lán)圖上下一致溝通明確改革目標(biāo)-具體化實(shí)施計(jì)劃供應(yīng)鏈整體戰(zhàn)略??戰(zhàn)略咨詢$MSCM在零售業(yè)-整體戰(zhàn)略第十八頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002

SCM在零售業(yè)：流程優(yōu)化-成功之關(guān)鍵！Process采購(gòu)流程尋找供應(yīng)商采購(gòu)操作流程合同管理配送物流流程庫(kù)存管理訂貨流程倉(cāng)儲(chǔ)管理 運(yùn)輸管理流程整合所有環(huán)節(jié)的考量流程整體戰(zhàn)略流程優(yōu)化具體系統(tǒng)實(shí)施第十九頁(yè)，共二十四頁(yè)。TMCopyrightIBM2002RepeatbuysOneoffbuysondatabaseCumulative%ofSpend98%采購(gòu)額100%縮減!!首要供應(yīng)商其它供應(yīng)商呆滯供應(yīng)商

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