搜索
1海尔供应链诊断报告海尔供应链项目小组2005年,04月IDSScheer中国2供应链诊断目的•结合SCMBPM，对供应链进行客观评估•基于BPM6KPI，对供应链改进提出方向性建议•聚焦洗衣机事业部，积累供应链诊断评估的方法，作为集团下一步深入推广的试点3目录•供应链评估诊断方法介绍•基于SCMBPM的供应链评估及改进建议–供应链整体评估–需求预测–订单管理–计划排产–SRM与采购–物料与产品配送–生产制造–仓库与库存•供应链绩效提升推进计划4目录•供应链评估诊断方法介绍•基于SCMBPM的供应链评估–供应链整体评估–需求预测–订单管理–计划排产–SRM与采购–物料与产品配送–生产制造–仓库与库存•供应链绩效提升推进计划5供应链评估路线图问题识别与分类（~3天）4月25日问题分析（~1周）方案建议（~1周）改进计划（~2天）4月27日5月19日5月12日6问题识别与分类•基于流程，对问题表象进行节点判断•通过朔源于关联分析，聚焦关键问题•对关键问题进行多角度原因判断•为解决方案提供依据•针对最终聚焦的问题，进行大致评估•对该问题列示具体表象7关键问题分析•判断问题对6KPI分解后指标的影响程度•对各问题进行多维度剖析–标杆与母板分析–量化的数据分析–基于AS-IS流程的剖析–问题树/鱼骨图分析–。。。。。8方案建议•流程目录/结构呈现（TO-BE）•关键流程EPC/DEPC呈现（TO-BE）•关键点上母板/最佳实践引入介绍•IT支撑方案阐述•策略、方法、工具、相关表格功能介绍9供应链改进计划•对各方案进行归纳汇总•按“对当前战略的关联紧迫性——可操作性/QuickWin”进行优先排序•基于SCM6KPI,确定各方案的改进目标（定量于定性结合），重点关注CQT目标的达成•制定详细的方案推进里程碑计划、资源计划、负责部门与考核方式10目录•供应链评估诊断方法介绍•基于SCMBPM的供应链评估–供应链整体评估–需求预测–订单管理–计划排产–SRM与采购–物料与产品配送–生产制造–仓库与库存•供应链绩效提升推进计划11供应链绩效指标分解---定单履行周期指标相关流程KPI01KPI02计算公式：流程框架(L0)流程总揽(L1)流程场景(L2)EPC(L3)DEPC(L4)指标相关流程KPI011KPI012KPI021KPI022。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。12供应链绩效指标分解---定单完美履行率指标相关流程KPI01KPI02计算公式：流程框架(L0)流程总揽(L1)流程场景(L2)EPC(L3)DEPC(L4)指标相关流程KPI011KPI012KPI021KPI022。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。13供应链绩效指标分解---供应链响应周期指标相关流程KPI01KPI02计算公式：流程框架(L0)流程总揽(L1)流程场景(L2)EPC(L3)DEPC(L4)指标相关流程KPI011KPI012KPI021KPI022。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。14供应链绩效指标分解---现金周转时间指标相关流程KPI01KPI02计算公式：流程框架(L0)流程总揽(L1)流程场景(L2)EPC(L3)DEPC(L4)指标相关流程KPI011KPI012KPI021KPI022。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。15供应链绩效指标分解---原材料周转天数指标相关流程KPI01KPI02计算公式：流程框架(L0)流程总揽(L1)流程场景(L2)EPC(L3)DEPC(L4)指标相关流程KPI011KPI012KPI021KPI022。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。16供应链绩效指标分解---成品周转天数指标相关流程KPI01KPI02计算公式：流程框架(L0)流程总揽(L1)流程场景(L2)EPC(L3)DEPC(L4)指标相关流程KPI011KPI012KPI021KPI022。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。17供应链战略理解海尔集团战略对供应链战略输入现状模式与供应链战略差距分析18我们从不同纬度对供应链进行系统评估战略方向设定业务模式与策略流程与组织IT支持平台•采购战略•需求预测模式•定单管理策略•计划排产模式•配送模式•责权利分工/职责明确•系统支撑•系统接口/共享/统一•系统稳定诊断•基于流程的问题识别•关键问题Highlight•根源分析•问题表证/证据诊断内容需求预测计划排产定单管理仓库与库存生产制造物料与产品配送SRM与采购•生产运营战略•采购策略•生产模式•生产策略•仓库与库存模式•委托方清晰/接口/缺失•COT•Investsinunderstandingthecustomer’suseofitsproductsandsuggestscreativevalue-addedservicestoaddressunstatedrequirementsandneeds•Comprehensiveunderstandingandproactivemanagementofcustomerloyaltyandretentionthroughcustomerexperience•Emphasisonservicequality;Preliminarymeasurementofimpactofcustomerexperienceoncustomerloyaltyandretention•Focusesonunderstandingtherequirementsofitsdirectcustomers,anditsconsumers/enduserswhereappropriate•Marketresearchandbenchmarkingofwhatcompetitorsofferthecustomerssupplementssalesforceinput•Focusonemployeeproductivity;Nounderstandingofimpactofcustomerexperienceoncustomerloyaltyandretention•ReliesprimarilyoninputfromthesalesforceCustomerRequirementsDrivenStageIVStageIIIStageIIStageIDimension•Differentiatedserviceprovidedtoeachcustomersegmentbasedonspecificsegmentstrategies,segmentneedsandexpectationsandsegmentvaluetotheorganization•Deeperlevelofserviceprovidedtohighestvaluecustomersegments•Efforttounderstandcustomersatisfactionwithexceptionalservicemadeonanadhocbasis•SamelevelofserviceprovidedtoallcustomersServiceOfferingDifferentiation•Customerevents/needsareanticipatedbycross/upsale•Customizedcross/upsalesdonotmeetallcustomerneeds•Basiccross/upsalesbasedonproducts,notcustomerneeds•Nocross/upsalesopportunitypossibleduetolimitedknowledgebaseCross/UpSalesStrategyStrategyIntent•Customerservicestrategyisanactivepartofthecorporatestrategy•Multiyearcustomerservicebusinessplaninplace•Customerservicestrategyalignedwithcorporatestrategyandwell“owned”byemployee•Customerservicemission/visionwelldefinedbutnot“owned”byemployees•Customerservicemission/visionnotwelldefinedorwellcommunicated•Roleofcustomerservicewithinwholeorganizationnotclearlyidentified•Nocustomerservicemission/vision•Noshort/longtermbusinessplanning•Investsinunderstandingthecustomer’suseofitsproductsandsuggestscreativevalue-addedservicestoaddressunstatedrequirementsandneeds•Comprehensiveunderstandingandproactivemanagementofcustomerloyaltyandretentionthroughcustomerexperience•Emphasisonservicequality;Preliminarymeasurementofimpactofcustomerexperienceoncustomerloyaltyandretention•Focusesonunderstandingtherequirementsofitsdirectcustomers,anditsconsumers/enduserswhereappropriate•Marketresearchandbenchmarkingofwhatcompetitorsofferthecustomerssupplementssalesforceinput•Focusonemployeeproductivity;Nounderstandingofimpactofcustomerexperienceoncustomerloyaltyandretention•ReliesprimarilyoninputfromthesalesforceCustomerRequirementsDrivenStageIVStageIIIStageIIStageIDimension•Differentiatedserviceprovidedtoeachcustomersegmentbasedonspecificsegmentstrategies,segmentneedsandexpectationsandsegmentvaluetotheorganization•Deeperlevelofserviceprovidedtohighestvaluecustomersegments•Efforttounderstandcustomersatisfactionwithexceptionalservicemadeonanadhocbasis•SamelevelofserviceprovidedtoallcustomersServiceOfferingDifferentiation•Customerevents/needsareanticipatedbycross/upsale•Customizedcross/upsalesdonotmeetallcustomerneeds•Basiccross/upsalesbasedonproducts,notcustomern