物流普及知识4

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,2021/2/8,#,供应链管理,- 历史的反思与新挑战,IBM,全球服务部,徐津,供应链管理,TM,Copyright IBM 2002,供应链管理 - 发展史,TM,Copyright IBM 2002,1900年以学术研究开始 - 农业产品,军事需求,教科书的出现 - 60年代初期,公司内部效率提高的最后一道战线,政府对运输行业的放权,70年代能源危机,经济全球一体化,IT -,供应链管理的新天地,竞争加强的必然结果 - 强者生存，产品替代效应增强,利润的挑战 - 节省$1 = ?,D,时代的“疯狂”,TM,Copyright IBM 2002,供应链管理 -,End-to-End,TM,Copyright IBM 2002,SCM -,凝聚企业的竞争力,Wholesalers,Customers,Logistics,Suppliers,ManufacturingPlants,Supplier,Retailers,Logistics Providers,Wholesalers,TM,Copyright IBM 2002,SCM -,核心所在,买什么，从何买，什么价钱,而不是以最快的方式买错东西,生产什么, 何时生产，生产多少,而不是以最低的成本生产非需品,以统一的形象面对客户,而不是仅仅对单个流程自动化,以统一的形象面对供应商,而不是仅仅把每笔交易搬到网上,TM,Copyright IBM 2002,SCM -,对企业的整体效应,收入,成本,流动资产,固定资产, 供应链效应 ,提高顾客服务 (,i.e.,优化库存与货架数量比例, 更大的市场占有率, 更高的利润率,),降低库存,缩短订单-现金周期,股东权益,利润,资产,降低有形资产 (,i.e.,卡车，仓库，物资操作机械等,以协作来降低销售成本，运输，仓储物流成本，采购成本,TM,Copyright IBM 2002,SCM ,企业所面临的挑战,buy,move,store,sell,replenish,内部优化，以达到,：,提高顾客服务水平,提高供求透明度,采购成本,库存周转,优化商品分类,运用先进的销售技术（,Internet,Kiosk,产品目录，网络电视）,以高效率的供应链竞争,TM,Copyright IBM 2002,SCM -,量化的效益,TM,Copyright IBM 2002,GMROI -,纯利润回收率,CustomerService,(525%),(25%),Throughput,sales,Inventory,(1050%),Avg. inventory at cost,GMROI,(95%),(1050%),Planning Cycle Time,Operating Expenses,cost of goods sold,顾客服务,产出,计划周期,运作成本,销售额,销售成本,平均库存成本,库存,TM,Copyright IBM 2002,SCM-,对症下药,FortheRetail Industry,Inventory Management Modules wouldreplace,Production Scheduling,TM,Copyright IBM 2002,供应链管,理,理的应用,在,在跨行业,的,的比较,TM,Copyright IBM 2002,SCM-,最佳应用,I,一般,创意,前沿,优秀应用,Vendor-managed and co-ownedinventory,Inventory ownedby the supplieror co-ownedby the retailerandsupplier,Implementation of centrally-managed(withinstore) electronic shelftags,Scan-based trading for fast-andslow-movingitems,Requirescashiers toaccuratelyscanorenter each item,Inventory and ordering functionstied directly to the point-of-sale(perpetual inventory),Items are registeredandre-orderedwhenthecashierscans an item,Requiresaccurate scanning for proper SKU ordering,Online private labelproductproductionsynchronizationforvertically integrated retailers,Store-specific inventorybased on location,market characteristics,andareademographics,Inventory and ordering functionstied directly to consumer self-scanshelf take-away,Providesoutofstock alertsand/orautomatically re-ordersitems,Automated private-labelproductplanningandsourcing (requiresintelligentsystems),VMI,电子货架,条,条,SBT（scanbased trading）,即时库存,同步生产- 本,店,店品牌,因店而异,库,库存,即时库存,自动生产,计,计划 -,本,本店品牌,细节,库存管理,TM,Copyright IBM 2002,Scan-based trading benefitsbothretailers &suppliers by streamlining the deliveryof DSD products,DSDsupplierdelivers inventoryto astore,Consumerbringsitems tothecash register and the cashier scansitems,At the end of the billing cycle,theretailer pays the supplierbased onactualunits sold,SupplierAccounts Receivable,Invoice,for XYZ,$4000.00 per order,$250.00 per case,Invoice,for XYZ,$4000.00 per order1,$250.00 per case,Invoice,for XYZ,$4000.00 per order,$250.00 per case,Invoice,for XYZ,$4000.00 per order1,$250.00 per case,RetailerAccounts Payable,Deliverypersonnel bypass the traditional process ofchecking-ininventory and instead go directly to storeshelvesforstocking,WhenDSDitem isscanned, the relevant product information is transmitted tothesupplier and retailer systems,1,2,3,4,5,Commitment fromsuppliers tosupportbroad-basedusage,Deployment of standards-based point-of-saletechnology capable of communicatingwith suppliers,Reduceddeliverytime (20-25minutessaved per delivery),Reducedstock-outs and increasedsales (up by 3%-5%persupplier),Improvedpricingaccuracy,Re-allocation ofstore personnelfrom check-in to in-store merchandisingactivities,Improvedpromotionalflow through,Reducedinvoicedeductions (declinedby70%),Users,2,Retailers:H.E.Butt, Schnuck Market, Andronico,s,Manufacturers:Frito-Lay, Nabisco,Pepperidge Farms, Hallmark,Anheuser-Busch,Vendors,Vialink(SyncLink),SuccessFactors,KeyResults& Metrics,1,Sample Users/Vendors,TM,Copyright IBM 2002,SCM-,最佳应用,II,一般,创意,前沿,Utilizationof SKU-levelelectronicinventory managementsystems,Includespallettrackingthroughoutthedistributioncenter,Fully integratedandoperationalwarehouse management systems (WMS)thatautomate distribution centers and allowforcomplexfunctions suchas flowthroughandcross-docking,Shared distributioncentersforretailers offering multiplestore formats (e.g.,Wal-Mart with Superstores,NeighborhoodMarkets, and SamsClubstores),Reverselogistics managementintegratedintowarehouse systems to automate returns processes,Market-levelshareddistributionassetsforconsumerpackaged goodscompanies (CPG)andretailers wherewarehouses and trucks serveareastoresfromcompeting and complementingretailers,Warehouse network strategieswhere market-level,“,“mega” warehousearebuilt for chain-wide itemscomplementedbyregionaldistribution centers that servefastermoving and perishable items,Utilizesystemsthatcount ergonomicwear and tear on each warehouseemployee byindividualtask, dynamically balancingnewtaskassignmentto reduce the risk of injury,物流中心,管,管理,LeadingPractices,电子库存,管,管理,仓储管理,共享仓库,自动反向,物,物流,区域共享,仓,仓库,仓库网络,战,战略,劳保有益,型,型工作管,理,理,Detail,TM,Copyright IBM 2002,CentralizedWarehouse ManagementSystem,Abilityto cross-dock shipmentsfromcentralfacility with perishable goodsat regionalcenters,Availabilityoftrucks to haul shipmentslongerdistances,Deployment of warehousemanagement system (WMS)to manage products destinedfor1,100 stores,Availabilityoflabor tostaff central warehousefacility,SuccessFactors,Improvedefficiencyforentire distributionsystem,Lower pricesthroughcentralizedbuying,Faster turnoverin facilities,Regionalwarehouse specialization,KeyResults&Metrics,1,Users,AholdUSA,C&SWholesaleGrocers(potentialwarehouseowner/partner),Vendors,IBM,SampleUsers/Vendors,Ahold,scentralizedfacilitywillbeownedandoperatedbyathird-partydistributionspecialist,Philadelphia,PA,NY,NJ,CT,RI,MA,NY,PA,OH,ThefacilitywillsupplyallofAholdUSA,s1,100stores,DC,MD,DE,NJ,VA,NY,NJ,PA,WV,AL,GA,TN,NC,SC,Existingcenterswillbeusedforcross-dockingofperishables,Productswillbepre-sortedforeachretailoutletatthecentralizeddistributioncenter,1,2,3,Completedshipmentswillthenberoutedtoareastores,TM,CopyrightIBM2002,整,体,体,战,战,略,略,流,程,程,优,优,化,化,具,体,体,系,系,统,统,实,实,施,施,零,售,售,业,业,竞,竞,争,争,力,力,：,：,做,同,同,样,样,的,的,事,事,但,比,比,竟,竟,争,争,对,对,手,手,做,做,得,得,更,更,好,好,！,！,！,！,SCM,在,零,零,售,售,业,业-,如,如,何,何,开,开,始,始,？,？,TM,CopyrightIBM2002,开,拓,拓,新,新,服,服,务,务,战,略,略,效,效,益,益,难,易,易,程,程,度,度,低,难,容,易,易,高,一,般,般,电,子,子,采,采,购,购,直,接,接,物,物,料,料,运,输,输,管,管,理,理,仓,储,储,管,管,理,理,简,接,接,采,采,购,购,需,求,求,预,预,测,测,管,管,理,理,库,存,存,管,管,理,理,$,M,$,M,$,M,$,M,$,M,$,M,知,己,己,知,知,彼,彼,基,本,本,数,数,据,据,分,分,析,析,现,有,有,流,流,程,程,分,分,析,析,组,织,织,结,结,构,构,分,分,析,析,确,定,定,主,主,要,要,问,问,题,题,和,和,改,改,进,进,方,方,向,向,市,场,场,与,与,竞,竞,争,争,对,对,手,手,分,分,析,析,确,定,定,改,改,革,革,蓝,蓝,图,图,企,业,业,改,改,革,革,蓝,蓝,图,图,上,下,下,一,一,致,致,沟,沟,通,通,明,确,确,改,改,革,革,目,目,标,标-,具,具,体,体,化,化,实,施,施,计,计,划,划,供,应,应,链,链,整,整,体,体,战,战,略,略,?,战,略,略,咨,咨,询,询,$,M,SCM,在,零,零,售,售,业,业-,整,整,体,体,战,战,略,略,TM,CopyrightIBM2002,SCM,在,零,零,售,售,业,业,：,：,流,流,程,程,优,优,化,化-,成,成,功,功,之,之,关,关,键,键,！,！,Process,采,购,购,流,流,程,程,寻,找,找,供,供,应,应,商,商,采,购,购,操,操,作,作,流,流,程,程,合,同,同,管,管,理,理,配,送,送,物,物,流,流,流,流,程,程,库,存,存,管,管,理,理,订,货,货,流,流,程,程,仓,储,储,管,管,理,理,运,输,输,管,管,理,理,流,程,程,整,整,合,合,所,有,有,环,环,节,节,的,的,考,考,量,量,流,程,程,整,体,体,战,战,略,略,流,程,程,优,优,化,化,具,体,体,系,系,统,统,实,实,施,施,TM,CopyrightIBM2002,Repeatbuys,Oneoffbuys,ondatabase,Cumulative,%ofSpend,98%,采,购,购,额,额,100%,缩,减,减!,首,要,要,供,供,应,应,商,商,其,它,它,供,供,应,应,商,商,呆,滞,滞,供,供,应,应,商,商,Effectivestrategicsourcingenabledustoconsolidatesuppliersto.achievesavingsandleveragespend,Dailytransactionsmustberoutedtostrategicsources,战略,性,性的,选,选择,供,供应,商,商+,严,严格,执,执行=,增,增,加,加利,润,润,Process,SCM,在零,售,售业,：,：流,程,程优,化,化-,成,成功,之,之关,键,键！,TM,CopyrightIBM2002,整体,方,方案,（,（软,件,件包,方,方案,）,）,系统,实,实施,项目,管,管理,Hosting,与,ERP,及其,他,他有,关,关系,统,统集,成,成,系统,维,维护,系统,安,安全,用户,培,培训,ChangeManagement,知识,转,转移,具体,实,实施,整体,战,战略,流程,优,优化,具体,系,系统,实,实施,SCM,在零,售,售业-,具,具,体,体实,施,施,TM,CopyrightIBM2002,IBM,蓝色,方,方法,论,论,项目,启,启动,全面,分,分析,沟通,项目,管,管理/质,量,量控,制,制/,风,风险,管,管理,知识,转,转移/改,革,革推,动,动,IT,基础,设,设施,建,建设,系统,集,集成,流程,优,优化,软件,选,选择,流程,优,优化,系统,实,实施,正式,运,运行,TM,CopyrightIBM2002,适者,生,生存,培养,，,，依,靠,靠人,才,才,“巨,人,人肩,膀,膀”,结束,语,语,亲身,经,经历,，,，蓝,色,色方,法,法论,，,，,IBM,全球,资,资源,为,为中,国,国顾,客,客服,务,务！,