SCM_LG

)IntroductiontoSCM/LogisticsSystemsEchon-LG首席物流顾问师GaoYueminApril23,2002)AGENDAPARTI.SCMIntroductionPARTII.SCMforManufacturingPARTIII.SCORModelOverviewPARTIV.SCMCaseStudy)DefinitionofSCM&LogisticsSCMProcessesWhySCM?SCMTrendsSCMArchitectureSCMStrategyValueofSCMDefinitionProcessesValueofSCMWhySCM?TrendArchitectStrategy“NavigationofSCM”PARTI.SCMIntroductionAGENDA)DefinitionofSCM&LogisticsLogisticsPartofthesupplychainprocessthatplans,implements,andcontrolstheefficient,effectiveflowandstorageofgoods,services,andrelatedinformationfromthepoint-of-origintothepoint–of-consumptioninordertomeetcustomer’srequirements–localOptimumbyCouncilofLogisticsManagementSCMIntegrationofkeybusinessprocessesfromenduserthroughoriginalsuppliersthatprovidesproducts,services,andinformationthataddvalueforcustomersandotherstakeholders-globalOptimumbyTheGlobalSupplyChainForumSCMLogistics*fromtheviewpointofgeneralscope)SCMProcessesPurchasingProductionWarehouseManagementSalesTransportationServiceManagementSupplierManufacturerDistributionCenterCustomerRetailOutletDemandPlanning/CollaborativePlanningSupplyNetworkPlanningProductionPlanning/DetailedSchedulingDeploymentVMI/CPFRGlobalATPCollaborativeSchedulingNetworkDesignSupplyChainStrategySupplyChainPlanningSupplyChainExecution)WhySCM?-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,EnterprisesneedtoextendprocessestocreateefficientandeffectiveValues)WhySCM?-IssuesEnterpriseFunctionalSiloswithConflictingGoals•StableVolumeRequirements•LowPurchasePrice•MultipleVendors•HighQuality&Productivity•FewChange-overs•StableSchedules•LongrunProduction•LowInventories•LowTransportationCost•QuickReplenishmentCapability•HighinStock•LowPrice•HighServiceLevel•RegionalStocksSOURCEMAKEDELIVERSELLPurchasingManufacturingDistributionCustomerServiceSalesBarrierBarrierBarrierbetweentradingpartners)WhySCM?-DynamicoftheSupplyChain시간CustomerDemandRetailerOrdersDistributorOrdersProductionPlantimeOrderSizeBullwhipEffectsManufacturerCustomerDistributorRetailerMoreDistortionLongShippingDelays,LongInformationDelaysbuffersIncreasingVariabilityofOrders)SCMTrend-CollaborationCollaborateformakingWin-WinPlayersSupplierCollaborationDesignCollaborationDemandCollaboration•BenefitofCollaboration•Greatlyimproveddemandandsupplyvisibilityforbothparties•Shorterproductlifecyclesbasedonbetterforecast•Reducedinventorylevel•Exceptiondrivenapproachfocusesonproblemitems)SCMTrend-c-CommerceCollaborationhasextendingtoc-CommerceSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollaborationSupplierCollaborationDesignCollaborationDemandCollaborationtimeVisibilitye-CommercePeaks20001999199819902001200220032004200620102005PublicizedE-FailuresInternetWeb.comBeginsBusinessDisillusionmentOptimizedE-BusinessPost-netBusinessTrueE-BusinessEmergesSource:1997PRTMISCBenchmarkStudy)SCMTrend-OptimizationPursuetointegratewithERP,CRMandthenfinallybeevolvingtoSCOERPEnterpriseResourceManagementInterfaceSCMSCPSCEInterfaceCRMCustomerRelationshipManagement)SCMTrend–SupplyValueNetworkSuppliersDistributorRetailerManufacturerMakevaluenetworkfocusedonCustomerSupplierDistributorRetailerMFGSupplierDistributorRetailerMFGSupplierDistributorRetailerMFGCustomer•SimpleNetwork•DependencyRelationship•Vertical&Sequential•MultipleChannelNetwork•Horizontal&Functional•ITSupported•CustomerOriented)SCMTrend–SupplyChainEvolutiontimeCompanyValueIntegrationCollaborationAdaptivenessSource:SAPSCMisevolvingtomeetthenewbusinessdemandsofthenetworkedeconomy•EffectiveDemand&SupplyManagement•ExecutionExcellence•ContinuousImprovement•BusinessVisibilitythroughNetworking•FocusingoncoreCompetency•Jointdecisionmakingwithkeybusinesspartners•ReducetimetoValue•FlexibilityandResponsiveness•Managecoordinationacrossmultiplebusinesspartners)SCMArchitecture–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/LegacySupplyChainExecutionManufacturingFulfillmentSupplyChainPlanningSupplyChainBusinessStrategyCustomers)SCMStrategyCurrentCost/ServicePerformanceCurveReconfiguredC