IBM供应链管理的历史反思与新挑战

www.cnshu.cne-businessTM供应链管理--历史的反思与新挑战IBM全球服务部徐津www.cnshu.cne-business供应链管理TMCopyrightIBM2002贸易公司在传统商业中的位置原料供应商－＞制造商－＞批发／分销商－＞零售商－＞消费者ＣＰＧ（产供销一体化的日用消费品生产厂商）可口可乐，宝洁，联合利华，和路雪等进出口公司和贸易公司中土畜，中粮，中化和中机等百货商店，连锁超市和大买场百盛，沃尔玛特，家乐福等www.cnshu.cne-business供应链管理-发展史TMCopyrightIBM2002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=?Dot.com时代的“疯狂”www.cnshu.cne-businessTMCopyrightIBM2002供应链管理-End-to-EndSupplyChainManagement电子采购物流管理-运输生产制造物流管理-仓储采购战略选择供应商供应商管理采购商品战略合同管理流程管理供应商合作衡量标准仓库管理入/出库纪录物料操作流程订单周期管理订单质量管理工时管理衡量监测顾客服务需求管理物流战略运输战略库存管理运输网络设计运输优化设计车队管理信息查询与跟踪计划与排产需求与预测管理生产周期BOM流程与容量生产设计车间管理供应链管理信息框架电子采购系统供应商选择商品目录流程管理合同管理寻价供应商管理连接ERP界面连接物流系统界面生产计划预测设备资产管理订单管理物流信息系统仓储管理运输管理无线网络方案www.cnshu.cne-businessTMCopyrightIBM2002SCM-凝聚企业的竞争力WholesalersCustomersLogisticsSuppliersManufacturingPlantsSupplierRetailersLogisticsProvidersWholesalerswww.cnshu.cnwww.cnshu.cne-businessTMCopyrightIBM2002SCM-核心所在www.cnshu.cne-businessTMCopyrightIBM2002SCM-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www.cnshu.cne-businessTMCopyrightIBM2002SCM–企业所面临的挑战buymovestoresellreplenish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www.cnshu.cne-businessTMCopyrightIBM2002SCM-量化的效益Source:SCORModelbyAdvancedManufacturingResearch,Inc.运货质量库存降低率订货周期预测准确率整体工作效率供应链总成本补货率空间面积利用率0102030405060708090PercentageImprovement最低最高供应链改革项目的效益范围www.cnshu.cne-businessTMCopyrightIBM2002GMROI-纯利润回收率CustomerService(5–25%)(2–5%)ThroughputsalesInventory(10–50%)Avg.inventoryatcostGMROI(95%)(10–50%)PlanningCycleTimeOperatingExpensescostofgoodssold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www.cnshu.cne-businessTMCopyrightIBM2002SCM-对症下药FortheRetailIndustry,InventoryManagementModuleswouldreplaceProductionSchedulingSCM指导下的有效手段主要供应链管理目标第一有效第二有效目标与整体战略供应链管理咨询库存成本需求计划和预测，电子采购供应链计划降低周期订单管理，电子采购需求计划和预测提高补货率需求计划和预测，电子采购运输与定单管理为顾客提供供货信息库存管理需求计划和预测，订单管理运输成本运输管理仓储管理仓库运作成本仓储管理供应计划与订单管理采购成本电子采购需求计划和预测www.cnshu.cne-businessTMCopyrightIBM2002供应链管理的应用在跨行业的比较零售家电汽车钢铁电子采购需求与预测管理OrderFulfillment配送中心管理生产计划管理运输管理Note:Thiscomparisonisbasedonaqualitativestudy,notbasedonquantitativedata.www.cnshu.cne-businessTMCopyrightIBM2002SCM-最佳应用I一般创意前沿优秀应用•Vendor-managedandco-ownedinventory•Inventoryownedbythesupplierorco-ownedbytheretailerandsupplier•Implementationofcentrally-managed(withinstore)electronicshelftags•Scan-basedtradingforfast-andslow-movingitems•Requirescashierstoaccuratelyscanorentereachitem•Inventoryandorderingfunctionstieddirectlytothepoint-of-sale(perpetualinventory)•Itemsareregisteredandre-orderedwhenthecashierscansanitem•RequiresaccuratescanningforproperSKUordering•Onlineprivatelabelproductproductionsynchronizationforverticallyintegratedretailers•Store-specificinventorybasedonlocation,marketcharacteristics,andareademographics•Inventoryandorderingfunctionstieddirectlytoconsumerself-scanshelftake-away•Providesoutofstockalertsand/orautomaticallyre-ordersitems•Automatedprivate-labelproductplanningandsourcing(requiresintelligentsystems)•VMI•电子货架条•SBT（scanbasedtrading）•即时库存•同步生产-本店品牌•因店而异库存•即时库存•自动生产计划-本店品牌细节库存管理www.cnshu.cne-businessTMCopyrightIBM2002Scan-basedtradingbenefitsbothretailers&suppliersbystreamliningthedeliveryofDSDproductsDSDsupplierdeliversinventorytoastoreConsumerbringsitemstothecashregisterandthecashierscansitemsAttheendofthebillingcycle,theretailerpaysthesupplierbasedonactualunitssoldSupplierAccountsReceivableInvoiceforXYZ$4000.00perorder$250.00percaseInvoiceforXYZ$4000.00perorder1$250.00percaseInvoiceforXYZ$4000.00perorder$250.00percaseInvoiceforXYZ$4000.00perorder1$250.00percaseRetailerAccountsPayableDeliverypersonnelbypassthetraditionalprocessofchecking-ininventoryandinsteadgodirectlytostoreshelvesforstockingWhenDSDitemisscanned,therelevantproductinformationistransmittedtothesupplierandretailersystems12345•Commitmentfromsupplierstosupportbroad-basedusage•Deploymentofstandards-basedpoint-of-saletechnologycapableofcommunicatingwithsuppliers•Reduceddeliverytime(20-25minutessavedperdelivery)•Reducedstock-outsandincreasedsales(upby3%-5%persupplier)•Improvedpricingaccuracy•Re-allocationofstorepersonnelfromcheck-intoin-storemerchandisingactivities•Improvedpromotionalflowthrough•Reducedinvoicedeductions(declinedby70%)•Users2•Retailers:H.E.Butt,SchnuckMarket,Andronico’s•Manufacturers:Frito-Lay,Nabisco,PepperidgeFarms,Hallmark,Anheuser-Busch•Vendors•Vialink(SyncLink)SuccessFactorsKeyResults&Metrics1SampleUsers/Vendorswww.cnshu.cne-businessTMCopyrightIBM2002SCM-最佳应用II一般创意前沿•UtilizationofSKU-levelelectronicinventorymanagementsystems•Includespallettrackingthroughoutthedistributioncenter•Fullyintegratedandoperationalwarehousemanagementsystems(WMS)thatautomatedistributioncentersandallowforcomplexfunctionssuchasflowthroughandcross-docking•Shareddistributioncentersforretailersofferingmultiplestoreformats(e.g.,Wal-MartwithSuperstores,NeighborhoodMarkets,andSam’sClubstores)•Reverselogistic