06a-DistributionStrategy分銷與物流戰(zhàn)略.ppt

1、Distribution Distributors who build costs or capabilities into their business model that are not demanded and/or valued by customers. Minimize channel conflict by carefully analyzing the strategic position of industry players relative to all four considerations before designing or undertaking a shif

2、t in channel strategy.,Five Areas of Focus,Distribution Strategies,14,Five Areas of Focus,Facility Sizing / Space Requirements Warehouse Management Systems Storage Systems Order Fulfillment Methodologies Material Handling Requirements,By implementing solutions that are based on accurate analysis of

3、a companys order data, the distribution center can fill orders quickly, with greater accuracy, in less time.,Distribution Strategies,15,Facility Sizing / Space Requirements,Industry standard practices Companys uniqueness space requirements Inventory profiles SKU velocity cube data,Distribution Strat

4、egies,16,Warehouse Management Systems,Evolution of WMS Initially a system to control movement and storage of materials within a warehouse Role of WMS has expanded to including light manufacturing, transportation management, order management, and complete accounting systems. WMS is evolving into a wa

5、rehouse-focused ERP system!,Side Note: MRP started as a system for planning raw materials requirments in a manufacturing environment. Soon MRP evolved into MRP II, adding scheduling and capacity planning logic into the system. Eventually, MRP II evolved into ERP, incorporating MRP II functionality w

6、ith full financials and customer-vendor management functionality.,Distribution Strategies,17,Functionality of WMS overlaps with Enterprise Resource Planning, Distribution Requirements Planning, Transportation Management Systems, Supply Chain Planning, Advanced Planning and Scheduling, and Manufactur

7、ing Execution Systems.,Distribution Strategies,18,Core WMS Functionality,To control the movement and storage of materials within an operation. Picking Replenishment Putaway The detailed setup and processing Vary from one software vendor to another. However the basic logic will use a combination of i

8、tem, location, quantity, unit of measure, and order information to determine where to stock, where to pick, and in what sequence to perform these operations.,Distribution Strategies,19,Storage Systems,Basic selective rack system Complex multi- level pick module AS/RS,Distribution Strategies,20,Order

9、 Fulfillment Methodologies,Cost-effective solution that provides the highest performance, scalability, and future growth capabilities. Fulfillment methods depends on specific order characteristics Order profiles Product velocity Cube, and Replenishment cycles,Distribution Strategies,21,Order Fulfill

10、ment Methods Pick and pass Pick to belt Radio frequency (RF) Voice-directed pick Dynamic light directed zone pick Carousel, pallet Carton flow pick,Distribution Strategies,22,Material Handling Requirements,Seasonality Creates inefficiencies; Capacity issues and bottlenecks based on those SKUs, order

11、s, or other issues that create steep spikes in the companys daily throughput requirements. A robust system design can handle the variability in the companys everyday order volume while providing the reserve capacity to manage the seasonal spikes. Material handling requirements depend on key business

12、 and customer metrics Order profiles Market trends Order drop rates Daily peaks and valleys of the order fulfillment and replenishment processes. Other business factors.,Contemporary Issues and Practices,This part based on “Distribution Strategies,” Brian J. Gibson Auburn Logistics Foundation,Centra

13、l vs. Distributed Control,Distribution Strategies,25,Distribution Control,Centralized Key decisions are made by a single entity for the entire supply network Cost/service goals Can lead to global optimization Must have access to common data for this to work Decentralized Each facility in the system

14、makes its own decisions Only considers its individual goals Will lead to local optimization Increases the bullwhip effect,Distribution Strategies,26,National vs. Regional Distribution Facilities,Supplier,Warehouse,Retailers,National/Central,Regional/Local,Distribution Strategies,27,National/Central

15、Distribution,Advantages Lower safety stock levels Lower overhead costs Economies of scale,Disadvantages Longer lead times Higher delivery costs May become too large to manage effectively,Distribution Strategies,28,Regional/Local Distribution,Advantages Shorter lead times Better customer knowledge an

16、d service Lower delivery costs,Disadvantages No risk pooling opportunity higher safety stock Higher overhead costs more staff required Limited economies of scale,Warehouse Territory,This part taken from Ronald H. Ballou, Business Logistics Management, Prentice Hall, 1992,Distribution Strategies,30,T

17、he Landed Cost Method,Distribution Strategies,31,Warehouse And Transportation Rates,Distribution Strategies,32,Mileage,Between Warehouse Locations,Distribution Strategies,33,Warehouse Territory Boundary,Distribution Strategies,34,Push vs. Pull,Distribution Strategies,36,APICS conducted a highly succ

18、essful MRP campaign in the late 60s. APICS = American Production and Inventory Control Society MRP = Materials Requirements Planning MRP plans for all component parts and raw materials that are required to produce all the products in the master production schedule (MPS). Component parts and raw mate

19、rials are “push” to the workstations, in time for assembly.,Distribution Strategies,37,“Push” applicable where setup cost is high, or when demand seasonal/lumpy. Problem Whenever the MPS is revised (often!), component parts and raw materials ordered in anticipate of their needs will not be consumed

20、as planned. Bullwhip effect changes in MPS create changed requirements in feeder operations that are usually amplified because of lot size rules, set-ups, queues, and waiting time. A 10% changed in MPS could result in a 100% change in raw material usages!,Push,Distribution Strategies,38,Pull,JIT ini

21、tiates production to replenish inventory JIT = Just-In-Time (Toyota, 1970s) Production at one stage is linked immediately to consumption at next stage of the supply chain. e.g., Today, ,the final assembly workstation just completed the assembly of 200 chairs. A total of 200 x 4 = 800 legs have been

22、withdrawn from inventory. The workstation fabricating the legs will produce exactly 800 legs tomorrow. Thus, a workstation pulls output from the preceding station as needed, and the station produces to replenish inventory. Obviously, for the Pull system to work, the setup cost must be low, and deman

23、d stable.,Distribution Strategies,39,In a Pull system, an order to replenish an item is placed as soon as it is used. The obvious assumption is that future demand equals past demand. Otherwise, the wrong quantity will be ordered at the wrong time. Pull system works in Toyota because of the unique wa

24、y Toyota structure its master production schedule. Master production schedule in MRP seeks economies and efficiencies through economical lot sizes. In JIT production, the MPS is prepared with the goal of scheduling every product every day.,Distribution Strategies,40,Distribution Strategy Push,Tradit

25、ional Supply chain activity is based on long-term forecasts When to use Products have long lead time, short shelf life, or seasonal demand Challenges Being responsive, managing inventory, combating product obsolescence, reducing bullwhip effect,Distribution Strategies,41,Distribution Strategy - Pull

26、,Contemporary Supply chain activity is based on customer demand When to use Products/materials with stable demand patterns, short lead times, consistent quality Challenges Supplier quality and consistency, information sharing, order cycle time, reducing costs and inventory rather than shifting them,

27、Ship Direct, Cross-Docking, and Other Strategies,Distribution Strategies,43,Distribution Strategies,Direct Shipment,Warehousing,Cross-docking,Distribution Strategies,44,Direct Shipping,Eliminates need for intermediate facilities (e.g., warehouses and distribution centers). Dell computer orders for d

28、esktop computers will have the monitors picked up directly from Sony, and delivered to the customer. Warehouse club stores, grocery stores, and mass merchandisers are adopting the DSD (direct store delivery) strategy where manufacturer delivers goods directly to the retail outlet or the customer. Pe

29、rishable items, high volume goods, high bulk items, and specialty products are primary candidates for direct shipping.,Distribution Strategies,45,Benefits of Directing Shipping,Less inventory in the supply chain Less handling and opportunity for product damage Faster production to store shelf time D

30、SD categories are among the most profitable in the store Higher productivity, sales, service, satisfaction Improved accuracy invoices match receiving records, correct products enter the store,Distribution Strategies,46,Save Mart Supermarkets report saving $500,000 a year in accounting and bookkeepin

31、g costs after implementing DSD and a related software package. Adding evening deliveries would cost retailers in a typical 100-store chain $97,000 per year but would save suppliers $164,500 a year by enabling suppliers to cut back on trucks and reduce waiting time. (Gibson, 2003),Distribution Strate

32、gies,47,Direct Shipping Challenge,Greater hassle for store personnel More deliveries, paperwork, activity No risk pooling benefit No safety stock in the event of a supplier problem Transportation costs can be higher Manufacturers may incur extra handling costs by picking/shipping to individual store

33、s Not well suited to high variation events like holidays and promotions Few companies have installed DSD receiving systems,Distribution Strategies,48,Direct Shipping Challenge,“Five to seven years ago, the apparel and soft-goods industry tried POS-driven replenishment. But companies found it difficu

34、lt to maintain inventory at the accuracy level required. If youre off by one or two cases at the warehouse, it doesnt affect you much. In a store, if you are off by one or two cases, youre out of stock.” “Does the store manager in every store spend a minimum of five minutes each day observing the ba

35、ck room receiving operations? I bet he doesnt, and that means youre not achieving an acceptable level of control at the back door.”,Consolidation Warehouse,This part taken from Ronald H. Ballou, Business Logistics Management, Prentice Hall, 1992,Distribution Strategies,50,A motor vehicle assembly pl

36、ant in San Diego uses pull system to replenish inventory from three suppliers in the mid-west.,Distribution Strategies,51,San Diego receives daily shipments of 30,000 lbs of axle from Detroit, 35,000 lbs of transmissions from Cleveland, and 38,000 lbs of engines from Pittsburgh. Two alternative appr

37、oaches Suppliers to ship directly to San Diego, or Use consolidation warehouse in Cleveland,Distribution Strategies,52,Direct Shipping Cost,Ship direct long-haul at less-than truckload (LTL) quantities $4.80/CWT from Detroit, $5.00/CWT from Cleveland, and $5.30/CWT, from Pittsburgh.,Distribution Str

38、ategies,53,Consolidation Warehouse,Lease warehouse in Cleveland to consolidate shipments from suppliers LTL shipping costs from suppliers to the Cleveland warehouse $0.50/CWT, from Detroit supplier, $0.20/CWT, from Cleveland supplier, and $0.40/CWT, from Pittsburgh supplier. Cleveland warehouse char

39、ges are estimated to be $110, $120, and $125 per day for shipments from Detroit, Cleveland, and Pittsburgh, respectively. The shipments are combined, and shipped by rail to San Diego at $2.50/CWT.,Distribution Strategies,54,The spreadsheet below shows a total cost of $3,302 for using the Cleveland warehouse.,Distribution Strategies,55,Consolidating warehouses, couple with cross docking (next section) supports just-in-time (JIT) manufacturing. For example, The NUMMI plant in California uses cross-docks in Chicago and Memphis to collect, consolidate, and sort freight from multip