制造业物流管理技巧与评估体系

,tekst,Self-assessment ITM Execution Process Survey Tool,Philips Lighting SEC/ Page,29,制造业物流管理技巧与评估体系,2002.,05. 17,物流部门在制造企业的主要职能,安全库存和预测在供应链物流中的作用,衡量物流部门绩效的KPI,第三方物流企业能为你做些什么,供应链管理过程评估工具,制造企业的物流过程,销售,预测,生产,计划,原料,采购,存货,管理,厂内,运输,成品,储存,出厂,运输,订单,处理,客户,服务,采购部门,物流部门,生产部门,物流部门,销售部门,物流部门,制造企业的物流职能,企业经营发展战略,物流战略,物流计划,绩效评估,费用管理,成本控制,订单处理,客户服务,进厂运输,成品,储存,厂内,运输,货物,包装,存货,管理,分销,计划,销售,预测,货物验收,生产计划,原料采购,出厂,运输,地区,储存,业务职能:,管理职能:,微,观,职,能,宏观职能 :,物流和商流的关系,商品流通： 买卖 备货 运输 储存,区 域 特 征,渠 道 特 征,产 品 特 征,促 销 特 征,信 用 特 征,商流,物流,物流服务于商流;,物流可以与商流分离，独立研究,销售物流内部架构设置,按功能分,B.,按产品类别分,C.,按销售渠道分,物流经理,计划和采购主管,订单处理和客户服务主管,运输和仓储主管,.,物流经理,甲产品物流主管,乙产品物流主管,丙产品物流主管,.,物流经理,批发渠道,工程渠道,OEM,渠道,.,1.全球经济衰退及中国成为全球制造中心对中国物流业的影响,对制造企业,正面影响?负面影响?,对物流企业,正面影响?负面影响?,2. 汤姆.彼得斯在出版20周年之际, 坦陈它的缺失, 并意识到: 我们正处在一个非理性的时代, 商业世界里没有现成的蓝图和路线. 在这个多变的商业环境里, 企业的,CEO,CFO,销售总监是如何看待供应链物流的? 你作为物流经理在企业中的地位如何? 如何面对机遇和挑战?,3. 如何理解预测在物流工作中的作用? 如何理解预测,与“牛鞭效应”的关系?,4. 贵司采用哪些KPI来评价物流工作?如何与物流企业的,物流服务标准相对接.,5. 货主企业一般通过招标的方式来选择物流企业, 请各,自从货主企业和物流企业的角度阐明其利弊.,6. 货主企业与物流企业之间的协议是否应该有标准化格,式? 与物流服务标准应建立何种联系?,7. 如何衡量物流配送质量和效率, 使物流配送成为双赢的,服务?,8.物流企业如何整合你的外部资源, 以取得竞争优势?,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,(maintenance, 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 ;,Transportation inventory - goods on-board shipping ;,Hedge inventory - to protect against price fluctuations .,Design,Purchase,Manufacture,Assemble,Ship,Inventory,Manufacture,Assemble,Ship,Manufacture,Inventory,Assemble,Ship,Manufacture,Assemble,Inventory,Ship,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 need 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 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(,直觉),and informed opinion; they therefore tend to,be,subjective(,主观的).,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 available 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 techniques :,Extrinsic (,外部 ),techniques,( also called causal,因果,technique ),Intrinsic (,内部),techniques,Moving Average (,移动平均),Forecasting,Exponential Smoothing (,指数平滑),Seasonality (,季节性),Period average sales,Average sales for all periods,Seasonal index=,预測,1.对能够预测的尽量预测准确，不能预测的必须有应急措施；,2.应根据生产规模，产品的特点，企业信息化程度和所需的时间,选取合适的预测方法。不能偏面强调预测准确度。,库存,1.,在供应链中，选取合适的结点，设置合理的库存；,2.对产品寿命周期短，降价快的产品，必须设置较低的库存，,反之，可以设置较高的库存。,关键 提高效率,，,缩短交货周期,大规模定制与延迟生产可以降低成品的预测难度和库存,物流指标,KPI,CLIP,RLIP,ICSL,I,nventory turns,S,tock by MAT 库存,Inventory Run Rate,P,lanning reliability 计划准确率,Component missing rate 零件缺货率,CLIP=number of order lines shipped in warehouse,within order book lead time/total number of order,lines to be shipped according to order book*100%,CLIP=,在后勤手册供货期内进仓的订单数/根据后勤手册应该,完成的总订单数*100%,RLIP=number of order lines shipped in warehouse,within customer required date/total number of order,lines to be shipped according to customer requirement,*100%,RLIP=,在客户要求供货期内进仓的订单数/根据客户要求应该完,成的总订单数*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=,在承诺供货期内出仓的订单数/根据承诺应该完成的总订,单数*100%,Component missing rate=% of immediately component,availability(measured at the time when received,customer order),物料短缺率=客户订单收到时的物料准备率%,Planning reliability=realized sales per month/sales,plan for this month, made 1 month earlier*100%,计划准确度每月实际销售/提前1个月的销售计划*100%,Stock by MAT=total value stock at months end/total,sales of last 12 months, in value*100%,库存=月底所有库存资金/过去12个月销售金额*100%,Inventory Run Rate Definition:= % of stock value/past 3 month sales*4,Inventory Turns=total sales of last 12 months/average Value stock,现代物流发展方向,1.物流管理模式的发展方向供应链管理,2.物流运作方式的发展方向第三方物流,3.,电子商务与物流,制造企业为什么选择第三方物流企业,1.降低成本,3,PL,只能赚取为制造企业省下来的钱,2.3,PL,自身的特长及资源,3,PL,需具备很强的整合能力，愿意不断提升信,息化水平,3.较高的服务水平,坚持以客户为导向，适应灵活多变的环境,制造企业的困扰,成本显性化，无法体现成本优势,整合能力弱，信息化水平低,不灵活,Supply chain characteristics: logistic concept,2,nd tier,suppliers,1,st tier,suppliers,Factory,RDC,NSO,Customers,Customers Order,Decoupling point,Planning Driven,Order Driven,SCOR(Supply Chain Operations Reference) model,Plan,Source,Make,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,Organization,Functional,Organization,Integrated,Supply Chain,Extended,Enterprise,Element 1 SUPPLY CHAIN ARCHITECTURE,Definition:,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 distribution 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 concept.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 Strategy is developed (which includes a clear definition of the decoupling point and an understanding of Stacked Lead-Time).7 Integrated Supply-Chain Supply-Chain configuration is not only cost driven but also focuses on responsiveness, flexibility and meeting market needs. Some major suppliers and customers are involved in the Supply chain configuration process.8 Transitional Supply-Chain configuration also considers integral costs for key partners in the Supply-Chain.9 Transitional Supply-Chain configuration also considers responsiveness for key partners in the Supply Chain.10 The Extended Enterprise,Supply-Chain configuration,is a dynamic process optimising costs and responsiveness for all partners in the Supply Chain.,Thank You,