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，共二十四頁。供應(yīng)鏈管理TMCopyrightIBM2002第二頁，共二十四頁。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)線政府對運輸行業(yè)的放權(quán)70年代能源危機經(jīng)濟全球一體化IT--供應(yīng)鏈管理的新天地競爭加強的必然結(jié)果-強者生存，產(chǎn)品替代效應(yīng)增強利潤的挑戰(zhàn)-節(jié)省$1=?D時代的“瘋狂”第三頁，共二十四頁。TMCopyrightIBM2002供應(yīng)鏈管理-End-to-End第四頁，共二十四頁。TMCopyrightIBM2002SCM-凝聚企業(yè)的競爭力WholesalersCustomersLogisticsSuppliersManufacturing

PlantsSupplierRetailersLogisticsProvidersWholesalers第五頁，共二十四頁。TMCopyrightIBM2002SCM-核心所在買什么，從何買，什么價錢而不是以最快的方式買錯東西生產(chǎn)什么,何時生產(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流程自動化以統(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)上第六頁，共二十四頁。TMCopyrightIBM2002SCM-對企業(yè)的整體效應(yīng)收入成本流動資產(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，物資操作機械等以協(xié)作來降低銷售成本，運輸，倉儲物流成本，采購成本第七頁，共二十四頁。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)化商品分類運用先進的銷售技術(shù)（Internet,Kiosk,產(chǎn)品目錄，網(wǎng)絡(luò)電視）以高效率的供應(yīng)鏈競爭第八頁，共二十四頁。TMCopyrightIBM2002SCM-量化的效益第九頁，共二十四頁。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)出計劃周期運作成本銷售額銷售成本平均庫存成本庫存第十頁，共二十四頁。TMCopyrightIBM2002SCM-對癥下藥FortheRetailIndustry,InventoryManagementModuleswouldreplaceProductionScheduling第十一頁，共二十四頁。TMCopyrightIBM2002供應(yīng)鏈管理的應(yīng)用在跨行業(yè)的比較第十二頁，共二十四頁。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）即時庫存

同步生產(chǎn)-本店品牌因店而異庫存

即時庫存自動生產(chǎn)計劃-本店品牌

細(xì)節(jié)庫存管理第十三頁，共二十四頁。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，共二十四頁。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電子庫存管理倉儲管理

共享倉庫

自動反向物流區(qū)域共享倉庫

倉庫網(wǎng)絡(luò)戰(zhàn)略

勞保有益型工作管理Detail第十五頁，共二十四頁。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，共二十四頁。TMCopyrightIBM2002整體戰(zhàn)略流程優(yōu)化具體系統(tǒng)實施零售業(yè)競爭力：做同樣的事但比竟?fàn)帉κ肿龅酶茫?！SCM在零售業(yè)-如何開始？第十七頁，共二十四頁。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直接物料運輸管理倉儲管理簡接采購需求預(yù)測管理庫存管理$M$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方向市場與競爭對手分析確定改革藍(lán)圖企業(yè)改革藍(lán)圖上下一致溝通明確改革目標(biāo)-具體化實施計劃供應(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，共二十四頁。TMCopyrightIBM2002

SCM在零售業(yè)：流程優(yōu)化-成功之關(guān)鍵！Process采購流程尋找供應(yīng)商采購操作流程合同管理配送物流流程庫存管理訂貨流程倉儲管理 運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)實施第十九頁，共二十四頁。TMCopyrightIBM2002RepeatbuysOneoffbuysondatabaseCumulative%ofSpend98%采購額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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