SCM-物流与供应链管理

物流与供应链管理系统介绍IntroductiontoSCM/LogisticsSystemsAGENDAPARTI.SCMIntroductionPARTII.SCMforManufacturingPARTIII.SCORModelOverviewPARTIV.SCMCaseStudyDefinitionofSCM&LogisticsSCMProcessesWhySCM?SCMTrendsSCMArchitectureSCMStrategyValueofSCMDefinitionProcessesValueofSCMWhySCM?TrendArchitectStrategy“NavigationofSCM”PARTI.SCMIntroductionAGENDADefinitionofSCM&LogisticsLogisticsPartofthesupplychainprocessthatplans,implements,andcontrolstheefficient,effectiveflowandstorageofgoods,services,andrelatedinformationfromthepoint-of-origintothepoint–of-consumptioninordertomeetcustomer’srequirements–localOptimumbyCouncilofLogisticsManagementSCMIntegrationofkeybusinessprocessesfromenduserthroughoriginalsuppliersthatprovidesproducts,services,andinformationthataddvalueforcustomersandotherstakeholders-globalOptimumbyTheGlobalSupplyChainForumSCMLogistics*fromtheviewpointofgeneralscopeSCMProcessesPurchasingProductionWarehouseManagementSalesTransportationServiceManagementSupplierManufacturerDistributionCenterCustomerRetailOutletDemandPlanning/CollaborativePlanningSupplyNetworkPlanningProductionPlanning/DetailedSchedulingDeploymentVMI/CPFRGlobalATPCollaborativeSchedulingNetworkDesignSupplyChainStrategySupplyChainPlanningSupplyChainExecutionWhySCM?-Issues•Customer’sUncertainty•InformationDistortion•PropagatedUncertainty•Supplier’sUncertainty•Delivery,MFGLeadTime•Quality,Transportation,LaborUnions•IncreasingCustomerDemands•Measuredonresponsivenessandconsistentquality•Masscustomization•GlobalizationofCompetition•Broadeningofmarkets•Emergenceofnewcompetitors•IncreasingDevelopmentCosts•Needdramaticcostreduction•Rapiddevelopment&shortedproductlifecycle•EvolutionofInformationTechnology•Platform,Network,Internet,EDI,VPN,Database•ERP,IntegratedinterProcessesTosurvive,EnterprisesneedtoextendprocessestocreateefficientandeffectiveValuesWhySCM?-IssuesEnterpriseFunctionalSiloswithConflictingGoals•StableVolumeRequirements•LowPurchasePrice•MultipleVendors•HighQuality&Productivity•FewChange-overs•StableSchedules•LongrunProduction•LowInventories•LowTransportationCost•QuickReplenishmentCapability•HighinStock•LowPrice•HighServiceLevel•RegionalStocksSOURCEMAKEDELIVERSELLPurchasingManufacturingDistributionCustomerServiceSalesBarrierBarrierBarrierbetweentradingpartnersWhySCM?-DynamicoftheSupplyChain시간CustomerDemandRetailerOrdersDistributorOrdersProductionPlantimeOrderSizeBullwhipEffectsManufacturerCustomerDistributorRetailerMoreDistortionLongShippingDelays,LongInformationDelaysbuffersIncreasingVariabilityofOrdersSCMTrend-CollaborationCollaborateformakingWin-WinPlayersSupplierCollaborationDesignCollaborationDemandCollaboration•BenefitofCollaboration•Greatlyimproveddemandandsupplyvisibilityforbothparties•Shorterproductlifecyclesbasedonbetterforecast•Reducedinventorylevel•ExceptiondrivenapproachfocusesonproblemitemsSCMTrend-c-CommerceCollaborationhasextendingtoc-CommerceSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollaborationtimeVisibilitye-CommercePeaks20001999199819902001200220032004200620102005PublicizedE-FailuresInternetWeb.comBeginsBusinessDisillusionmentOptimizedE-BusinessPost-netBusinessTrueE-BusinessEmergesSource:1997PRTMISCBenchmarkStudySCMTrend-OptimizationPursuetointegratewithERP,CRMandthenfinallybeevolvingtoSCOERPEnterpriseResourceManagementInterfaceSCMSCPSCEInterfaceCRMCustomerRelationshipManagementSCMTrend–SupplyValueNetworkSuppliersDistributorRetailerManufacturerMakevaluenetworkfocusedonCustomerSupplierDistributorRetailerMFGSupplierDistributorRetailerMFGSupplierDistributorRetailerMFGCustomer•SimpleNetwork•DependencyRelationship•Vertical&Sequential•MultipleChannelNetwork•Horizontal&Functional•ITSupported•CustomerOrientedSCMTrend–SupplyChainEvolutiontimeCompanyValueIntegrationCollaborationAdaptivenessSource:SAPSCMisevolvingtomeetthenewbusinessdemandsofthenetworkedeconomy•EffectiveDemand&SupplyManagement•ExecutionExcellence•ContinuousImprovement•BusinessVisibilitythroughNetworking•FocusingoncoreCompetency•Jointdecisionmakingwithkeybusinesspartners•ReducetimetoValue•FlexibilityandResponsiveness•ManagecoordinationacrossmultiplebusinesspartnersSCMArchitecture–e-BusinessviewpointConsistsofthreesideofe-BusinessSCM•DemandPlanning•Procurement•Purchasing•DeliverScheduling•TransportationConsolidation…•MasterProductionScheduling•SupplyChainVisibility•StrategicSCSimulation•HumanResource•Legacy•Manufacturing…•WebEDI•XML•Security/Certification•ElectronicMoney…BuySideSellSideEnterpriseSide•DemandPlanning•ATP/CTP•OrderManagement•CustomerRelationManagement…e-Biz.SCMArchitecture–EnterpriseViewpointTheHouseofSCMhasBusinessStrategy,PlanningandExecutionSuppliersProcurementERP/LegacySupplyChainExecutionManufacturingFulfillmentSupplyChainPlanningSupplyChainBusinessStrategyCustomersSCMStrategyCurrentCost/ServicePerformanceCurveReconfiguredCost/ServicePerformanceCurveSameServiceLo