制造業(yè)物流管理技巧與評估體系課程(ppt 30頁).ppt

1、,制造業(yè)物流管理技巧與評估體系,飛利浦照明集團 胡 恩,2002. 05. 17 上 海,物流部門在制造企業(yè)的主要職能 安全庫存和預測在供應鏈物流中的作用 衡量物流部門績效的KPI 第三方物流企業(yè)能為你做些什么 供應鏈管理過程評估工具,制造企業(yè)的物流過程,銷售 預測,生產(chǎn) 計劃,原料 采購,存貨 管理,廠內(nèi) 運輸,成品 儲存,出廠 運輸,訂單 處理,客戶 服務,采購部門 物流部門,生產(chǎn)部門 物流部門,銷售部門 物流部門,制造企業(yè)的物流職能,企業(yè)經(jīng)營發(fā)展戰(zhàn)略,物流戰(zhàn)略,物流計劃,績效評估,費用管理,成本控制,訂單處理,客戶服務,進廠運輸,成品 儲存,廠內(nèi) 運輸,貨物 包裝,存貨 管理,分銷 計劃

2、,銷售 預測,貨物驗收,生產(chǎn)計劃,原料采購,出廠 運輸,地區(qū) 儲存,業(yè)務職能:,管理職能:,微 觀 職 能,宏觀職能 :,物流和商流的關系,商品流通： 買賣 備貨 運輸 儲存,區(qū) 域 特 征,渠 道 特 征,產(chǎn) 品 特 征,促 銷 特 征,信 用 特 征,商流,物流,物流服務于商流; 物流可以與商流分離，獨立研究,銷售物流內(nèi)部架構(gòu)設置 按功能分 B.按產(chǎn)品類別分 C. 按銷售渠道分,物流經(jīng)理,計劃和采購主管,訂單處理和客戶服務主管,運輸和倉儲主管,.,物流經(jīng)理,甲產(chǎn)品物流主管,乙產(chǎn)品物流主管,丙產(chǎn)品物流主管,.,物流經(jīng)理,批發(fā)渠道,工程渠道,OEM渠道,.,1.全球經(jīng)濟衰退及中國成為全球制造中

3、心對中國物流業(yè)的影響 對制造企業(yè) 正面影響?負面影響? 對物流企業(yè) 正面影響?負面影響? 2. 湯姆.彼得斯在出版20周年之際, 坦陳它的缺失, 并意識到: 我們正處在一個非理性的時代, 商業(yè)世界里沒有現(xiàn)成的藍圖和路線. 在這個多變的商業(yè)環(huán)境里, 企業(yè)的CEO,CFO,銷售總監(jiān)是如何看待供應鏈物流的? 你作為物流經(jīng)理在企業(yè)中的地位如何? 如何面對機遇和挑戰(zhàn)?,3. 如何理解預測在物流工作中的作用? 如何理解預測 與“牛鞭效應”的關系? 4. 貴司采用哪些KPI來評價物流工作?如何與物流企業(yè)的 物流服務標準相對接. 5. 貨主企業(yè)一般通過招標的方式來選擇物流企業(yè), 請各 自從貨主企業(yè)和物流企業(yè)的

4、角度闡明其利弊. 6. 貨主企業(yè)與物流企業(yè)之間的協(xié)議是否應該有標準化格 式? 與物流服務標準應建立何種聯(lián)系?,7. 如何衡量物流配送質(zhì)量和效率, 使物流配送成為雙贏的 服務? 8.物流企業(yè)如何整合你的外部資源, 以取得競爭優(yōu)勢?,Inventory and Inventory Management (1),What Is Inventory ? Those stocks or items used to support production ( raw materials and work-in-process items), supporting activities (maintenanc

5、e, repair, and operating suppliers ), and customer service ( finished goods and spare parts ),What are Purposes of Inventory ? Anticipation inventory - for future demand ; Fluctuation inventory - commonly called safety stock ; Lot-size inventory - lot-size purchasing or manufacturing ; Transportatio

6、n inventory - goods on-board shipping ; Hedge inventory - to protect against price fluctuations .,Delivery lead time,Delivery lead time,Delivery lead time,Delivery lead time,Engineer-to-Order,Make - to-Order,Assemble-to-Order,Make-to-Stock,Manufacturing Strategies,Demand Management, Demand - - A nee

7、d for a particular product or component.,Sources of Demand : Customers Spare parts Promotions Intracompany,Characteristics of Demand : Trend Seasonality Random variation Cyclical variation,| Year 1 | Year 2 | Year 3 |,Forecasting and forecasting techniques (1),Principles of Forecasting forecasts are

8、 almost always wrong . Should include an estimate of error. forecast are more accurate for groups of products . forecasts are more accurate for nearer period of time.,Forecasting techniques : Qualitative( 定性) techniques - are based on intuition(直覺) and informed opinion; they therefore tend to be sub

9、jective(主觀的).they are used for business planning and forecasting for new products , and are used for medium- to long-range planning. Quantitative( 定量) techniques - based on historical data and assume future will repeat past. They are often in production planning , and the data are usually readily av

10、ailable from company records.,|,Inventory and Inventory Management (1),Inventory Objectives Inventory must be coordinated to meet three conflicting objectives:,best customer service,low-cost plant operation,minimum inventory investment,Forecasting and forecasting techniques (2),Forecasting technique

11、s : Extrinsic ( 外部 ) techniques ( also called causal 因果 technique ) Intrinsic ( 內(nèi)部) techniques,Moving Average ( 移動平均) Forecasting Exponential Smoothing ( 指數(shù)平滑) Seasonality ( 季節(jié)性) Period average sales Average sales for all periods,Seasonal index=,預測 1.對能夠預測的盡量預測準確，不能預測的必須有應急措施； 2.應根據(jù)生產(chǎn)規(guī)模，產(chǎn)品的特點，企業(yè)信息化程

12、度和所需的時間 選取合適的預測方法。不能偏面強調(diào)預測準確度。 庫存 1.在供應鏈中，選取合適的結(jié)點，設置合理的庫存； 2.對產(chǎn)品壽命周期短，降價快的產(chǎn)品，必須設置較低的庫存， 反之，可以設置較高的庫存。 關鍵 提高效率，縮短交貨周期 大規(guī)模定制與延遲生產(chǎn)可以降低成品的預測難度和庫存,物流指標 KPI CLIP RLIP ICSL Inventory turns Stock by MAT 庫存 Inventory Run Rate Planning reliability 計劃準確率 Component missing rate 零件缺貨率,CLIP=number of order lines

13、shipped in warehouse within order book lead time/total number of order lines to be shipped according to order book*100% CLIP=在后勤手冊供貨期內(nèi)進倉的訂單數(shù)/根據(jù)后勤手冊應該 完成的總訂單數(shù)*100% RLIP=number of order lines shipped in warehouse within customer required date/total number of order lines to be shipped according to cust

14、omer requirement *100% RLIP=在客戶要求供貨期內(nèi)進倉的訂單數(shù)/根據(jù)客戶要求應該完 成的總訂單數(shù)*100%,the agreed ICSL=number of order lines shipped ex warehouse before date/total number of order lines agreed to be shipped at that date*100% ICSL=在承諾供貨期內(nèi)出倉的訂單數(shù)/根據(jù)承諾應該完成的總訂 單數(shù)*100% Component missing rate=% of immediately component availab

15、ility(measured at the time when received customer order) 物料短缺率=客戶訂單收到時的物料準備率%,Planning reliability=realized sales per month/sales plan for this month, made 1 month earlier*100% 計劃準確度每月實際銷售/提前1個月的銷售計劃*100% Stock by MAT=total value stock at months end/total sales of last 12 months, in value*100% 庫存=月底

16、所有庫存資金/過去12個月銷售金額*100% Inventory Run Rate Definition:= % of stock value/past 3 month sales*4 Inventory Turns=total sales of last 12 months/average Value stock,現(xiàn)代物流發(fā)展方向 1.物流管理模式的發(fā)展方向供應鏈管理 2.物流運作方式的發(fā)展方向第三方物流 3.電子商務與物流,制造企業(yè)為什么選擇第三方物流企業(yè) 1.降低成本 3PL只能賺取為制造企業(yè)省下來的錢 2.3PL自身的特長及資源 3PL需具備很強的整合能力，愿意不斷提升信 息化水平 3

17、.較高的服務水平 堅持以客戶為導向，適應靈活多變的環(huán)境,制造企業(yè)的困擾 成本顯性化，無法體現(xiàn)成本優(yōu)勢 整合能力弱，信息化水平低 不靈活,Supply chain characteristics: logistic concept,2nd tier suppliers,1st tier suppliers,Factory,RDC,NSO,Customers,Customers Order Decoupling point,Planning Driven,Order Driven,SCOR(Supply Chain Operations Reference) model,Plan,Source,M

18、ake,Deliver,9. Performance measurement and Benchmarking,10. Competence Management,Infrastructure,Plan,Execution,Strategy/ Business Obj.,1.Supply chain architecture,2.Supply chain plan,3 Source plan,7.Deliver plan,5.Make plan,4.Source exec.an,6.Make exec.,8.Deliver exec.,1,2,3,4,7,10,Informal Organiz

19、ation,Functional Organization,Integrated Supply Chain,Extended Enterprise,Element 1 SUPPLY CHAIN ARCHITECTUREDefinition:P0: The process of physical configuring the supply chain. This can include forexample decisions on: the number and location of manufacturing sites number of and location of distrib

20、ution centres selection and location of key-suppliers introduction of direct shipments from factories to customers1 Informal Supply-Chain configuration is not designed or managed but has evolved without formal plan processes or strategy or the linking of processes together , no clear logistics conce

21、pt.2 Transitional Supply Chain actions are driven by the annual budget cycle.3 Transitional Some cost driven Supply Chain configuration actions are carried out.4 Functional Overall Supply-Chain configuration is based on a cost-based manufacturing strategy. Changes optimise functional performance without regard to overall Supply-Chain impact. Decoupling points are defined.5 Transitional Overall Supply Chain configuration also considers Source and Deliver cost optimisation.6 Transitional Starting from the Business Strategy a clearly defined Supply-Chain Execution St