SCM物流與供應鏈管理

物流與供應鏈管理系統(tǒng)介紹IntroductiontoSCM/LogisticsSystemsAGENDAPARTI.SCMIntroductionPARTII.SCMforManufacturingPARTIII.SCORModelOverviewPARTIV.SCMCaseStudyDefinitionofSCM&LogisticsSCMProcessesWhySCM?SCMTrendsSCMArchitectureSCMStrategyValueofSCMDefinitionProcessesValueofSCMWhySCM?TrendArchitectStrategy“NavigationofSCM”PARTI.SCMIntroductionAGENDADefinitionofSCM&Logistics

LogisticsPartofthesupplychainprocessthatplans,implements,andcontrolstheefficient,effectiveflowandstorageofgoods,services,andrelatedinformationfromthepoint-of-origintothepoint–of-consumptioninordertomeetcustomer’srequirements–localOptimum

byCouncilofLogisticsManagement

SCMIntegrationofkeybusinessprocessesfromenduserthroughoriginalsuppliersthatprovidesproducts,services,andinformationthataddvalueforcustomersandotherstakeholders-globalOptimum

byTheGlobalSupplyChainForumSCMLogistics*fromtheviewpointofgeneralscopeSCMProcessesPurchasingProductionWarehouseManagementSalesTransportationServiceManagementSupplierManufacturerDistributionCenterCustomerRetailOutletDemandPlanning/CollaborativePlanningSupplyNetworkPlanningProductionPlanning/DetailedSchedulingDeploymentVMI/CPFRGlobalATPCollaborativeSchedulingNetworkDesignSupplyChainStrategySupplyChainPlanningSupplyChainExecutionWhySCM?-IssuesCustomer’sUncertainty

InformationDistortionPropagatedUncertaintySupplier’sUncertainty

Delivery,MFGLeadTimeQuality,Transportation,LaborUnionsIncreasingCustomerDemands

Measuredonresponsivenessand

consistentqualityMasscustomizationGlobalizationofCompetition

BroadeningofmarketsEmergenceofnewcompetitorsIncreasingDevelopmentCosts

NeeddramaticcostreductionRapiddevelopment&shortedproductlifecycleEvolutionofInformationTechnology

Platform,Network,Internet,EDI,VPN,DatabaseERP,IntegratedinterProcessesTosurvive,Enterprisesneedtoextendprocessestocreate

efficientandeffectiveValuesWhySCM?-Issues

EnterpriseFunctionalSiloswithConflictingGoalsStableVolumeRequirementsLowPurchasePriceMultipleVendorsHighQuality&ProductivityFewChange-oversStableSchedulesLongrunProductionLowInventoriesLowTransportationCostQuickReplenishmentCapabilityHighinStockLowPriceHighServiceLevelRegionalStocksSOURCEMAKEDELIVERSELLPurchasingManufacturingDistributionCustomerServiceSalesBarrierBarrierBarrierbetweentradingpartnersWhySCM?-DynamicoftheSupplyChain??CustomerDemandRetailerOrdersDistributorOrdersProductionPlantimeOrderSizeBullwhipEffectsManufacturerCustomerDistributorRetailerMoreDistortionLongShippingDelays,LongInformationDelaysbuffers

IncreasingVariabilityofOrdersSCMTrend-Collaboration

CollaborateformakingWin-WinPlayersSupplierCollaborationDesignCollaborationDemandCollaborationBenefitofCollaborationGreatlyimproveddemandandsupplyvisibilityforbothpartiesShorterproductlifecyclesbasedonbetterforecastReducedinventorylevelExceptiondrivenapproachfocusesonproblemitemsSCMTrend-c-Commerce

Collaborationhasextendingtoc-CommerceSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollaborationtimeVisibilitye-CommercePeaksC-CommerceTakesRoot20001999199819902001200220032004200620102005PublicizedE-FailuresInternetWBeginsBusinessDisillusionmentOptimizedE-BusinessPost-netBusinessTrueE-BusinessEmergesSource:1997PRTMISCBenchmarkStudySCMTrend-OptimizationPursuetointegratewithERP,CRMandthenfinallybeevolvingtoSCOERPEnterpriseResourceManagementInterfaceSCMSCPSCEInterfaceCRMCustomerRelationshipManagementSCMTrend–SupplyValueNetworkSuppliersDistributorRetailerManufacturerMakevaluenetworkfocusedonCustomerSupplierDistributorRetailerMFGSupplierDistributorRetailerMFGSupplierDistributorRetailerMFGCustomerSimpleNetworkDependencyRelationshipVertical&SequentialMultipleChannelNetworkHorizontal&FunctionalITSupportedCustomerOrientedSCMTrend–SupplyChainEvolutiontimeCompanyValueIntegrationCollaborationAdaptivenessSource:SAPSCMisevolvingtomeetthenewbusinessdemandsofthenetworkedeconomyEffectiveDemand&SupplyManagementExecutionExcellenceContinuousImprovementBusinessVisibilitythroughNetworkingFocusingoncoreCompetencyJointdecisionmakingwithkeybusinesspartnersReducetimetoValueFlexibilityandResponsivenessManagecoordinationacrossmultiplebusinesspartnersSCMArchitecture––e-BusinessviewpointConsistsofthreesideofe-BusinessSCMDemandPlanningProcurementPurchasingDeliverSchedulingTransportationConsolidation……MasterProductionSchedulingSupplyChainVisibilityStrategicSCSimulationHumanResourceLegacyManufacturing…WebEDIXMLSecurity/CertificationElectronicMoney……BuySideSellSideEnterpriseSideDemandPlanningATP/CTPOrderManagementCustomerRelationManagement……e-Biz.SCMArchitecture––EnterpriseViewpointTheHouseofSCMhasBusinessStrategy,PlanningandExecutionSuppliersProcurementERP/LegacySupplyChainExecutionManufacturingFulfillmentSupplyChainPlanningSupplyChainBusinessStrategyCustomersSCMStrategyCurrentCost/ServicePerformanceCurveReconfiguredCost/ServicePerformanceCurveSameServiceLowerCostBetterServiceSameCostBetterServiceLowerCostSERVICELEVELSHighLowLowHighCOSTWhatStrategic?Whattodo?PerformanceMeasure?HowtodriveinconsiderationofCost,Time(Speed)andCustomerServiceLevelSCMStrategy-ManufacturingDeliveryLeadTimeManufactureAssembleInventoryShipDeliveryLeadTimeManufactureInventoryAssembleShipDeliveryLeadTimeInventoryManufactureAssembleShipMTS,ATO,MTOMake-to-StockResponsetodemandMassProductsAssemble-to-OrderPartspreparedtoorderCustomizedGoodsMake-to-OrderResponseafterdemandSpecificProductsSCMStrategy-ManufacturingRIGIDMODULARIZEDPOSTPONEDFLEXIBLETheTypesofSupplyChainareSupplierRetailerMFGMFG:Manufacturer(RErnst,1999)SupplierRetailerMFGSupplierSupplierSupplierRetailerMFGRetailerRetailerSupplierRetailerMFGSupplierSupplierRetailerRetailerSCMStrategy-RigidVerticalIntegratedSupplyChainRIGIDSupplierRetailerMFGThelowinboundmodularization->ThehighdegreeverticalintegrationThelowoutboundpostponement->Themake-to-stockenvironment“TraditionalVerticalIntegratedSupplyChain””SCMStrategy-ModularizedMultipleSuppliertoManufacturerMODULARIZEDSupplierRetailerMFGSupplierSupplierThehighinboundmodularization->ThehighlydecentralizedoutsourceThelowoutboundpostponement->Themake-to-stockenvironment“ThemosttypicalSupplyChainStructure””SCMStrategy-PostponedPOSTPONEDSupplierRetailerMFGRetailerRetailerThelowinboundmodularization->ThehighdegreeverticalintegrationThehighoutboundpostponement->Themake-to-orderenvironment“TheStructureforthecustomizingofthefinishedproducttosatisfyspecificcustomerormarketdemand””MultipleRetailersSCMStrategy-FlexibleIntegratedModularizedandPostponedModelFLEXIBLESupplierRetailerMFGSupplierSupplierRetailerRetailerThehighinboundmodularization->ThehighlydecentralizedintegrationThehighoutboundpostponement->Themake-to-orderenvironment“Tomakevariouscomponentsandfinalproduct””SCMStrategy-PostponementsPullPostpone-mentLogisticsPostpone-mentReadyforpartialproducts,AssembleproductafterorderreceivingbydecouplingpointResponsibleabilitytovariousorders,quantitiesofproductsExample:NationalBikeDelivertocustomerdirectlyfromdistributioncenterwhenorderreceivedReduceretailer’’sstocksExample:HPDeskJetPrinter,Sears/GEDirectDeliverySimplifiedLogisticHandlingTracking/InformationProcessingInventoryManagementManufacturingPlanningValueReducedMFGCostsReducedLogisticsCostsIncreasedCustomerSatisfactionFormPostpone-mentStandardizationandcommonusedPartsProcessswitchinganddecouplingExample:HPNetworkPrinter’sUniversalPowerSupply,BenettonSweater’sDyeingSCMStrategy-ConsolidationTrans2Trans1DistributionCenterOrderTransportationOrder1Order3Order2GetridofsmallandfragmentedshipmentsbyIntegrationofOrdersFunctionsIntegrateordertoshipmentsNeedhighleveloflogisticsinformation–Order,Stock,,ValueReducedtransportationandlogisticscostSCMStrategy––CrossDockD.CCrossDockInboundTruckApr3,2002OutboundTruckApr3~4,2002ImmediateproductdeliveryfromdistributioncenterwithouttimedelayFunctionsIntegrateOrderCyclebetweenCustomerorderandReplenishmentorderGoodsspendatmost48HoursinDistributionCenterNeedafastandresponsibletransportationsystemValueAvoidedinventoryandhandlingcostsSCMStrategy––DeregulationMakedecisiononTransportationServiceLevelCostTransportationServiceByRailByTruckByAirInventoryCostTransportationCostTotalCostServiceLevelPointSCMStrategy––VMISupplierManufacturerVMSFINANCEMPSFINANCEVendorsManagedInventoryInvoiceviaEDI(BillingRequest)InvoiceVMIProcessSuppliersdeliverpartsorproductstoInventorywithoutanybuyer’’sinformationOntimePartsDeliveryDeliveraday/weekSCMStrategy––JITValuescreatedthroughJITManufacturerReductionofLotSizeFrequent,ReliableDeliveryScheduleReduced,HighlyReliableLeadTimeConsistentlyHighQualityBothLongTermContractionTrustSharingofVisionSharingofBusinessMorecompetenceofplanningefficiencyMorecompetenceason-timesupplierSupplierManufacturerNonJITReductionInventoryCYCLEINVENTORYJITWORKIN-PROCESSWORKIN-PROCESSWORKIN-PROCESSCYCLEINVENTORYSHIPPINGINVENTORYWORKIN-PROCESSOPERATIONALRESERVESCMStrategy––CPFRForecastTablePromotionsTableItemTableForecastTablePromotionsTableItemTableManufacturerRetailerForecastDriversInstockpositionFillRateConsumerDemandPriceChangesGrowthPlansDistributionChannelsJointForecastRetailerManufacturerForecastDriversCapacityOrderLeadtimeConsumerBehaviorProductAvailabilityPromotionsRawmaterialsupplyJointBusinessPlanningGeneratejointforecastGeneratejointforecastDrivereplenishmentDriveMRPCommonEventCalendar

SharedDATACollaborativePlanning,ForecastingandReplenishmentValueofSCM––BenefitDemandForecastingMarketingSalesProductDevelopmentWarehousingTransportationInventoryManagementPurchasingManufacturing246PerceivedbenefitsofSCMinvestmentsSource:SurveyofFortune1000companiesValueofSCM-ImprovementDeliveryPerformanceInventoryReductionFulfillmentCycleTimeForecastAccuracyOverallProductivityLowerSupply-ChainCostsFillRatesImprovedCapacityRealization16%––28%Improvement25%––60%Improvement30%––50%Improvement25%––80%Improvement10%––16%Improvement25%––50%Improvement20%––30%Improvement10%––20%ImprovementSource:1997PRTMISCBenchmarkStudyTypicalQuantifiedBenefitsfromIntegratingtheSupplyChainManagementSupplyChainBusinessProcessesBusinessStrategySupplyChainPlanning(SCP)DemandPlanning(DP)SupplyPlanning(SP)DemandFulfillment(DF)SupplyChainExecution(SCE)ProcurementManufacturingFulfillmentCaseStudyPARTII.SCMforManufacturingAGENDADefinitionofSCMinManufacturingPlanSupplierCustomerCustomer’’sCustomerSuppliers’SupplierMakeDeliverSourceMakeDeliverMakeSourceDeliverSourceDeliverInternalorExternalInternalorExternalYourCompanySourceSupplyChainis-ConsideredfromSupplier’’sSuppliertoCustomer’sCustomer-RelatedtheflowofMaterial,Products,Service,andInformation-IntegratedprocessofPlan,Source,Make,Deliver,andReturnSCMistheintegrationofkeybusinessprocessesincludingPlan,Source,Make,Deliver,andReturnthatoptimizestheperformanceoftotalbusinesschainandmaximizestheprofitfromitReturnReturnReturnScopeofSCMinaManufacturingCo.LocalvendorConsolidationCenterLine1Line2LineNSubLineImportPortBondedStorageDistributionCenterDeliveryyard(CSF/CY)OverseasSubLineCustomsclearance,Devanning,UnpackingAirportPort/AirportCustomerCusotmerStorageProcurementProductionDeliveryBuySideInSideSellSideForcedERPForcedSCMTypicalViewofSupplyChainBusinessProcessInfrastructureERPGenericBusinessFunctionIndustrySpecificCoreFunction

SupplyChainPlanning

Procurement

ManufacturingMarketing/Sales&Service

Distribution

R&DFinancialMgmt.CRMHRMktg.&SalesCustomerSVCSCMProcurementLogisticsMESCSMSCMStructureSuppliersProcurementERP/LegacySupplyChainExecutionManufacturingFulfillmentSupplyChainPlanningSupplyChainBusinessStrategyCustomersSCMStructureconsistsofthethreekeyelements:Strategy/Planning/ExecutionBusinessStrategyBusinessGoalCriticalSuccessFactors&KeyPerformanceIndicatorsPriceOn-TimeDeliveryQuickResponseFlexibility……SupplyChainCostLeadTimeDue-dateSatisfactionCustomerServiceIndexUtilization……SCMStrategySCMGoalSupplyChainProcessRe-engineeringBenchmarkingBestPracticeAnalysisBusinessStrategydefinesSCMStrategyandGoaltoaccomplishEnterpriseBizGoalanddeterminesCSFandKPIforthatSupplyChainPlanning-PhasesStrategicTacticalOperationalStrategicBusinessPlanningSupplyChain/NetworkDesign&SimulationProfitOptimization(Price&RevenueOptimization)DemandPlanningSupplyPlanningDemandFulfillmentMasterPlanningDistributionPlanningInventoryPlanningMulti-tierCollaborationPlanningAllocationPlanningATP/CTPOrderPromisingSalesOrderStatistical/AnalyticalForecastingForecastAggregationForecastAllocationConsensusForecastingManufacturingPlanningSchedulingProductionPlanningCapacityPlanningMaterialReq.PlanningSchedulingSequencingSCPphasescanbecategorizedintoStrategic,Tactical,andOperationdependingonthetimeframeoverwhichthedecisionsaremadeSupplyChainPlanning––KeyProcessesSCPKeyProcessesconsistofDemandPlanning,SupplyPlanning,andDemandFulfillmentDemandFulfillmentDemandFulfillment(DF)SupplyChainPlanner(SCP)SupplyPlanSupplyReservationSupplyPlanningDemandManagement(DP)ForecastSupplyAllocationDemandPlanningFactoryPlanner(FP)SupplyRequestPromiseProvidesreliabledemandforecastinformationtoallplanningactivitiesinsupplychainEstablishesoptimizedsupplyplanningafterconsideringconstraintsbasedontheforecastinformationMeetsorexceedscustomerneedsandreducestotaldeliveredcosttocustomerbasedonthesupplyplanningSCPProcessSCPSolutionDP:DemandPlannerDF:DemandFulfillmentSCPSupplyChainPlannerFP:FactoryPlannerSupplyChainPlanning–DemandPlanningCapabilitiesValuesStatisticalForecast(over20methods)Topdown/BottomupPlanningProductLifecyclePlanningEvent-drivenPlanningSeasonal/promotionfactorsPricefactor……..Multi-Dimensionview&ForecastingProduct/SellerhierarchyConsensusPlanningTodevelopanaccurateandreliableviewofmarketdemandbyidentifyingmarkettrendsandpredictingchangesincustomerpreferencesIncreaseofForecastingAccuracythroughconsensusforecastingIncreaseofCustomerSatisfactionandProductionStabilizationDecreaseoffinishedgoodsinventorySupplyChainPlanning–SupplyPlanningCapabilitiesValuesInventoryPlanningConstraint-basedconcurrentplanningCapacity,Material,CustomerPriority…Problem-drivenPlanningTime-phasedPlanningCapacity,Routing,BOM..Strategy-drivenPlanningWhatifsimulationDistributionPlanningToensurethattheenterpriseispreparedtomeettheforecasteddemandbygeneratingaconstrainedandoptimalsupplyplanProfitmaximizationthrougheffectiveinventory/supply/materialplanIncreasedresourceutilizationthroughmultiplantsallocationReducedWIP,finishedgoods,andcycletimeIncreaseofglobalvisibilitySupplyChainPlanning–DemandFulfillmentCapabilitiesValuesOrdercapturing(includingconfiguration)Orderquotation&confirmationOrderschedulingBacklogmanagementOrdertrackingPreallocationoflimitedsupplytopreferredsaleschannels/customersRealtimeevaluationofopportunitycosttoserveadditionaldemandToprovidefast,accurate,andreliabledeliverycommitmentstocustomerorders,andtomanagethesecommitmentsinaprofitablewayIncreasedCustomerSatisfactionthroughaccurateATP(AvailableToPromise)IncreasedOrderFulfillmentAccuracyandCustomerServiceReducedATPLeadTimeSupplyChainPlanning–ComponentSupplierMgmt.CapabilitiesValuesSupportscomponentselection,alternativesselection,reuse,reducepartcounts,andpartaccessDrivespartconsolidationCentralizescommodityprocurementandsuppliermanagementCoordinatessystemaccesstopurchasedanddesignedcomponentsFeedspartinformationtoCAD,PDM,ERP,etc.TomanagecomponentsandsuppliersforpurchasedcomponentsandsupportcoordinationofactivitiesbetweenengineeringandprocurementBenefitstoaDevelopmentEnterprisesReducedinpartcreationandwarrantycostsProvidedbetterreuseofdesignsandpartsImprovedabilitytoofferproductvarietyBenefitstoaPurchasingOrganizationManagedpurchasedcomponentsandothermaterialManagedsuppliers(StrategicProcurementPractices)SupplyChainExecution-Procuremente-Procurementistheclosed-loopprocessfrompurchaserequisitiontopaymentthroughtheinternete-ProcurementChainSelectitemApprovePurchaseorderSupplierFulfillmentSubmitOrderReceiveTransportDeliverPayRequestpurchaseSource:““e-Business-RoadmapforSuccess”,KalakotaR.etal,AddisonWesley,1999INTERNETSupplyChainExecution-ProcurementProcurementFrameworkStrategicItemsPurchaseCategoryCommoditizedItemsCapitalProject&RelatedCostNon-directMaterial/ServiceOwninternetprocurementsystemB2BVerticale-MarketplaceB2BHorizontalMROBuyingHubSecuretwo-waycommunicationchannelwithsuppliersOpenprocurementsystemsuchasauction,biddingItemstandardization,procurementprocessautomationConsiderexclusivewebsiteforsubsidiariesonlyAutoXchange(Ford),TradeXchange(GM),Worldparts,ENX,etcStrategiccorematerialNon-standardmaterialStandardizedraw/submaterialCustomerMROIndustryspecificOfficesuppliesITsuppliesBusinesstravelWelldevelopedProcurementStrategyisamusttomaximizepotentialbenefitsSupplyChainExecution-MESOutboundLogisticsISProduction/ProcessStatusSupplierInternetVANProductDistributionComponentSupplySchedulingProductionScheduleERPAPSTQMPDMQualityDataProductOutInternetOBuyer/CustomerShopFloorOTS:OrderTrackingSystemAPS:AdvancedPlanningSystemTQM:TotalQualityManagementCRM:CustomerRelationshipManagementERP:EnterpriseResourcePlanningPDM:ProductDataManagementCMMS:ComputerizedMaintenanceManagementSystemCMMSMaterialHandlingProcessesFinalAssemblyQualityControlMaterialHandlingMESDispatchingQualityManageProcessMPerformanceAnalProductTrackingResourceAllocat.DocumentControlDataCollectionMaintenanceMLOT#01MESdeliversinformationthatenablestheoptimizationofproductionactivitiesfromorderlaunchtofinishedgoodsSupplyChainExecution-MESMESbridgestheplanninglayerandthecontrollayer

MESPlanningLayerManufacturingPlanningSystem(ERP)ControlLayerPlantFloorDeviceControlSystem(MMI/SCADAPLC)WhattoBuildHowtoBuild&LaborInstructionsWhattoBuildInstructionsDeviceManipulationControlsInput/OutputSensorValvesWhatwasBuilt&LaborResourcesWhatwasBuiltOperationResultsOperationStatus,PeopleDevicesSupplyChainExecution-MESMajorFunctionsofManufacturingExecutionSystemOperations/DetailSchedulingDispatchingProductionUnitsPlanProductionProcessQualityProcessManagementProductTracking&GenealogyResourceAllocationandStatusDocumentControlDataCollection&AcquisitionLaborManagementMaintenanceManagementQualityManagementPerformanceAnalysisSupplyChainExecution-QMSQualityManagementSystemfocusesoncontinuousimprovementthatleadstohigherqualityandbettercustomersupportwhetherinternalorexternaltotheorganizationwithintegrationofqualityinformation.FeedbackMarketQualityDomesticQualityExportQualityQualityAnalysisDevlop.Qual.PDMTestInformationTestDataR&DManufacturingMarketAnalysisQualityAnalysisProcurementQualityMgt.QualityInformationProcessing/ShippingQualityProcessing&ShippingIQCLQCOQCSupplyChainExecution-FulfillmentWarehouseManagementTransportationManagementInv.Mgnt.Input/outputMgntLocationMgntAutomaticRep.SupplierHubMgntPicking&PackingStagingDockMgntLoadPlanningRoutingandSchedulingResourceMgntLoadBookingAfter-loadingMgntTrackingandTracingRatingFreightPaymentDecisionSupport(DynamicRouting,DynamicSourcing,etc.)SupplyChainVisibility(RealtimeinventoryVisibility,Exceptiondetectionandalerts,etc.)OrderManagementComplexOrdersTreatmentPricing&RevenueOptimizationOrderPromisingOrderConfigurationOrderTracking&MonitoringASN&InvoicingFulfillmentconsistsofOrderManagement,WarehouseManagement(WMS)andTransportationManagement(TMS)SupplyChainExecution-WMSTransportationSupplyWarehouseManagementSystemsCustomerLocalVendorsImportShippingItemInfo.ASNDataReceivingresultsdataConsolidationCenter①ReceivingUnloading/Devanning②InspectionSupplierRackOKNO:Return③Putaway④PickingStorageArea⑤Packing⑥ShippingReplenishmentProcessOrderFulfillmentProcessSupplyChainExecution-WMSReceivingAppointmentSchedulingScheduled&UnscheduledReceiptsAdvancedShippingNoticesCrossDockingHold&ExceptionManagementReturnsProcessingStockingDemandBasedStockingUserRequestedStockingSupplyChainExecution-WMSWave&PickPlanningOrder,Wave&BatchPickingPickShip&GroupingPickingByLotPickingByHoldPickviaRFPickviaPickListFulfillmentReportingABCAnalysisVisualizedLocationStatusPerformanceReportingOrderMgmt.OperationMgmt.AdjustmentsAlternateItemSubstitutionCube&PriceValueTrackingCycleCountingHolds&ReservationsMultipleInventoryOwners,MultipleWarehousesMultipleItemConfigurationsTrackMultipleItemsPerPallet,Carton&LocationInventoryMgmt.SupplyChainExecution-WMSDirected&ManualPut-awayGlobalLocationMaintenanceSupportMultipleWarehousesRandom,Zoned&AssignedLocationsStorageCapacityOptimizationYardManagementRe-WarehousingFacilityReportingFacilityMgmt.SupplyChainExecution-WMSTruck/DockMaintenanceTransportationManagementSystemsIntegrationShippingDocumentationComplianceLabelsPackingListsManifestsRFDirectedTruckLoadingShipmentReportingShippingSupplyChainExecution-TMSComponents-Transportationanalysis-DBMSforTransportationInformationManagement-Informationsharechannel-TransportationAudit-Carrier-ShipperRelationshipFunctions-FreightOrderManagement-TransportationPlanning-Routing&Scheduling-ModeSelection-ShipmentConsolidation-FreightBilling&Payment-NetworkModelingComponents/FunctionsSnapshot&TMSImageSupplierCustomerSupplierSupplierManufacturerCustomerCustomerSnapshotTO-BEImageTransportationManagementSystem(TMS)determinestheoptimalmethodstomoverawpartsfromsuppliersandtomoveproductstofinalcustomersCaseStudy-GEGESupplierInformationAcquis.INTERNETProcurementPlanBiddingSupplyPlanConfigurationofTPNBiddingPreparationEvaluation&SupplierSelectionProcurementPlan&ProcessConfirm.BiddingNoticeR&DSales&Mkt.Distri-butionCSSuppliersCustomerValueChainProcurement*TPN:TradingProcessNetworkReducedsourcingtimePurchaseaftercomparisonReducedpurchasecostReducedprocurementprocessingcostImprovementofrelationshipwithsuppliersGEconstructedaweb-TPN*onwhichprocurementinformationcanbesharedwithpartsuppliers,andon-lineintegrationofprocurementprocessesisrealizedBiddingApplicationManufac-turingBenefitBuyerReducedmarketingcostImprovementofefficiencyofsellingReducedsellingcycleReducedsellingcycletimeImprovementofrelationshipwithbuyersSellerCaseStudy-CiscoConfigurationofCCOR&DSales&Mkt.Distri-butionCSSuppliersCustomerValueChainReductionofordererrorsQuickorderprocessingImprovementofordersafety24hrsorderviainternetMonitoringoforderstatuswithsharingorderstatusinformationEasinessofestimationofdeliverytimeandcostImprovementofcustomers’’satisfactionthroughInteractivecommunicationCiscoimprovedtheefficiencyofbusinessbetweenCiscoandcustomerswithbi-communicationalCCO*throughwhichorderprocessingandtechnicalcustomerservicesareprovided.Manufac-turingBenefitSupplier&CustomerTechnicalSupportOrder,SellingCCOOrderOn-lineorderConfiguration&PricingProvidingtech.supporttoolsProcurementDept.OrderCheckSuppliersOrderstatussharingOrderstatussharingCustomersCisco’sDBShip.DateUpdateCaseStudy-DellConfigurationofCCOR&DSales&Mkt.Distri-butionCSSuppliersCustomerValueChainIncreasedsaleReducedmarketingcostIncreasedcustomersatisfactionImprovedresponsetocustomersImprovedinventorycontrolDellComputerconstructed‘PremierPage’’targetedonvaluablecustomersonwhichOne-to-OnemarketingisavailableManufac-turingBenefitSeller&CustomerTechnicalSupportOrder,SellingProductInfo.Constructionofcustomized‘‘Premierpage’targetingonmaincustomersConfigurationInfo.ACo.BCo.SuppliersMgt.SiteOrderInfo.OrderInfo.ProductInfo.DeliveryCenterCaseStudy–FederalExpressConfigurationR&DSales&Mkt.Distri-butionCSSuppliersCustomerValueChainReductionofemployeesforpick-up,callcenter,andorderinputAutomationofrepeatablemanualprocessDevelopmentofnewbusinessopportunities99%on-timedeliveryImprovementofcustomerserviceFederalExpressusesinternetandGPStorelaytheshippinginformationmorequicklyandpreciselytocustomersManufac-turingBenefitSeller&CustomerFedExSupplierWarehouseCustomsClearanceRetailerOrderandinquiryaboutshippinginformationServerNetworkInternetTrackingshipment,requestingpick-up,andsearchingdrop-offpointMonitoringservicestatusDistributionStatusOrderCaseStudy––BoeingConfigurationR&DSales&Mkt.CSSuppliersCustomerValueChainImprovementofproductivityImprovementofcustomerserviceCostsavingsBoeingconstructed‘‘PARTPage’’onwhichcustomerscanpurchaseparts,andorderstatuscheckandtechnicalinformationsharearepossibleManufac-turingBenefitSeller&CustomerDistributionStatusOrderDistri-butionOrderCustomerPurchaseDept.BoeingPartOrderBeforePartPageMonitoringinventory,price,order,andorderstatusCustomerservice,Q&ABOLD(BoeingOnLineData)T.RepairInfo,manual,andcatalogueAfterBoeingpartsdistributionCaseStudy–WhirlpoolConfigurationR&DSales&Mkt.CSSuppliersCustomerValueChainServicecostreductionandimprovementofcustomersatisf