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0汽车的最好的实行城镇广场补给链经营安达信汽车行业供应链管理欢迎!今天’s会议将集中补给链经营估价的结果,完成在22汽车的供应者实行的和3机动车厂商实行的.介绍2内容的桌子介绍4-13补给链经营14-21定义和策略22-32谅解期待33-38补给链经营39-47履行测量法48-55技术解答56-60SCM机会61-72页码3工业力量和出版介绍汽车的补给链是去穿过空前的改变的时期为了会递增的消费者期待关于价格,递送,和产品用户化.Themanagingofthesupplychainpipelineisthereforefacedwithanumberofkeyissuesincluding;褰?举起补给链经营同样地评论的成功因素到完成竞争的优势排列组织的结构到支持全局补给链经营建立过程导向的,函数的综合的补给链改变全局市场的预测碰撞在补给链成本和能力定义钥匙履行指示器和测量补给链履行谅解,选择和使成整体补给链经营使能够技术预期和响应到供应者巩固的碰撞预期和响应到的碰撞OEM巩固定义和轨迹总数补给链成本4介绍定义补给链经营和它的成分懂补给链策略的原理补给链实行的的位置角色识别补给链经营的原理懂通知技术应用的角色识别如何到利用履行尺寸在补给链过程懂如何到使用最好的实行和基准支持补给链经营懂消费者的角色,供应者,和第三合适的为了collaborative支持.今天’s目标5综合的补给链观念离去的穿过三清楚的阶段...•“Push”erafocusedondistributionoffinishedgoods•ManagedWIP,rawmaterials,andfinishedgoodsasseparatefunctions•MgmtrequiredproductiontobebalancedwithcustomerrequirementsPhaseI1960-1975•Importancerealizedinintegratingoperationswithintheenterprise•Computerhorsepowerappliedtomanagematerialflow•Companiesbegantomigratefrom“inventorypush”toa“customerpull”channelPhaseII1975-1990•Significantproductivityincreasescouldonlyberealizedthroughmanagingrelationships,informationandmaterialflowacrossenterpriseborders•Recognizedthe“deliveryofenhancedcustomersandeconomicvaluethroughthesynchronizedmanagementoftheflowofphysicalgoodsandassociatedinformationfromsourcingtoconsumption”PhaseIIIlate80’s-present来源:伯纳德LaLonde,后勤学的教授退休的在俄亥俄州州立大学的历史SCMSCM概述6下列各项表现其他的主动哪个的一些有任一帮助发展或有是卵从SCM运动AgileManufacturingEfficientConsumerResponseTotalQualityManagementDirectivesChannelManagementSharedServicesConstraintBasedSchedulingChannelIntegrationValueChain(extended)FlowReplenishment/FluidDistributionDistributionResourcePlanningVendorManagedInventoryTheoryofConstraintsChangeBasedStrategyVendorManagedInventory(VMI)FlexibleManufacturingTimebasedmfg./logisticsContinuousReplenishmentPlanning(CRP)QuickResponse(QR)ReverseFlowLogisticsTheoryofConstraintsSynchronousManufacturingJust-in-time(JIT)ThirdPartyLogistics(3PL)FlexibleDistributionCategoryManagementContinuousReplenishmentPlanningSCM相关的观念SCM概述Just-in-time(JIT)TotalQualityManagementSynchronousManufacturingTheoryofConstraints7价值复杂功能的“筒仓”虚的伸出的链综合的内在的补给链综合的外部的补给链选择卖主/消费者合作已选择十字-功能的队在内焦点优化补给链连续SCM概述8测量行为在补给链本质的导致经营回答从451公司在25国家几乎一个-第三(29%)公司测量的不牵连他们的供应者在存货清单经营几乎一个-四分之一公司的(22%)不牵连他们的消费者在计划制造业需求唯一的13%定价的他们的能力到通话消费者在预测同样地强1.Planninganddeployinginventoryeffectively2.Providingpredictabledeliveryperformance3.Creatingnewproductsandservices4.Reducingorderfulfillmentcycletime?8?l?$5.Havingproductsinstock6.Decreasingmanufacturingcycletime7.Reducingtransportationcosts8.Reducingcustomerreturns9.Communicatingelectronicallywithcustomersandsuppliers?$﹜$鳄$(?$顶部补给链本质的来源:1997KPMG/西北方的补给链学习的当前的情形SCM运动SCM概述9完成的度公司的多数是工具补给链主动.Thisfigurehasincreaseddramaticallyfrom10%reportedin1996.?8问题35%35%60%0%0%0%0%10%20%30%40%50%60%70%80%90%100%改进主动是完成计划到开始地址主动超过2000没有主动或机会计划了的计划到开始地址主动期间1999普遍地评估改进机会普遍地工具改进主动(s)%答辩人的SCM概述10CustomerServiceNetworkStrategyChannelDesignWarehouseDesignandOperationsTransportationManagementMaterialsManagementOrganizationandChangeManagementFacilitiesandEquipmentPoliciesandProceduresInformationSystemsSTRUCTURALSTRUCTURALFUNCTIONALFUNCTIONALSTRATEGICSTRATEGICIMPLEMENTATIONIMPLEMENTATION在那里是多数接近,观念,模型,和意识形态发展到描写SCMPlanSourceMakeDeliver买从厂商/批发商贮藏在仓库移动它到零售商人贮藏它在架子出售它到消费者供应者W’房子W’房子零售零售消费者卡车TransportProducePlanSourceSellStoreSCM接近SCM概述11TransportProducePlanSourceSellStore来源模型的这部分属于货物的获得(原料,semi-完成的,或完成的)和服务.Partnershipbuilding,strategicsourcing,organizationcompatibility,technologicalcapabilities,andcommitmentstocontinuousimprovementareallimportantelements.提供模型地址身体的制造业过程的这部分和任何的相应的约束,如果可适用.Productionscheduling,laborscheduling,andminimizingdowntimeandsetupcostsareallkeyfactorsintheproductionprocessandsupplychainmanagement.更多的importantly,.这些努力的同等有公司的其他的功能的范围必须是评价到保证最好的补给链效率.韸\贮藏贮藏模型的段查阅接受和海运实行,存货清单经营,仓库经营,和产品的选择为了发布.Internalvs.外部采办二中择一,过程流程,规划,和贮藏-密度实行必须是评价在成本的学期,质量,和迅速.Theeconomicandcompetitiveconsequencesofvariouswarehousingstrategiesmustbeanalyzedtoensureabetterreturnonassetsandlong-term,bottom-lineimpact.?$?$补给链模型SCM概述12计划受过训练的计划是需要到最大值补给链功能.的同等Inaddition,itisimportantthatanoverallstrategicplanandgoalsexistinordertoprovideacommonanduniformdirectiontothedifferentoperatingfunctions.这通知必须是精确的,及时的,和自由地共享.Forecastingispartoftheplanningprocess,inadditiontotheintegrationandcollaborationofprocessesandpractices.dd传送器货物的这部分盖子运动从供应者到产品容易和/或发布中心和从发布中心到消费者.Regulations,litigation,technology,relationships,customerexpectations,anddeliveryalternativesareallimportantcomponents.正义策略,包括合伙人关系,能不一致戏剧地从一个市场到下一个.出售吸引,管理的,和保持消费者是贩卖部分的模型.的主要部分焦点Abetterunderstandingofcustomers’needs,goalsandbehaviorcanimproveproductdevelopmentanddelivery.政策,程序,过程,和系统是有意义的因素哪个必须是检查为了改善服务和增加消费者满意.?$?$TransportProducePlanSourceSellStore补给链模型SCM概述13FosterALeadershipDrivenSupplyChainStrategyDevelopITStrategyandInfrastructureAssessCustomerNeeds&SegmentsDevelopSupplyChainStructureAlign&MonitorKeyPerformanceIndicators下列各项模型是发展同样地领路人为了讨论有效的补给链经营解答的领路人法则SCM定义和策略14DevelopITStrategyandInfrastructureAssessCustomerNeeds&Segmen