SCM SCM Phase I 1960 1975 Push era

SCM概述 的历史SCM 综合的补给链观念离去的穿过三清楚的阶段. . . Phase I 1960 -1975 • “Push” era focused on distribution of finished goods • Managed WIP, raw materials, and finished goods as separate functions • Mgmt required production to be balanced with customer requirements Phase II 1975 -1990 • Importance realized in integrating operations within the enterprise • Computer horsepower applied to manage material flow • Companies began to migrate from “inventory push” to a “customer pull” channel Phase III late 80’s present • Significant productivity increases could only be realized through managing relationships, information and material flow across enterprise borders • Recognized the “delivery of enhanced customers and economic value through the synchronized management of the flow of physical goods and associated information from sourcing to consumption” 来源: 伯纳德La. Londe, 后勤学的教授退休的在俄亥俄州州立大学 5

SCM概述 SCM相关的观念 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 Just-in-time (JIT) Theory of Constraints Constraint Based Scheduling Efficient Consumer Response Third Party Total. Shared Reverse Services Logistics (3 PL) Theory of Flow Logistics Quality Flexible Constraints Management Manufacturing Quick Distribution Just-in-time Response (QR) Theory of Resource Synchronous Constraints Planning Manufacturing Synchronous Total Continuous (JIT) Quality Replenishment Management Manufacturing. Planning (CRP) Category Channel Management Time based mfg. /logistics Directives Channel Integration Value Chain (extended) Continuous Replenishment Planning 6 Change Based Strategy Vendor Managed Inventory (VMI) Flexible Distribution Flow Replenishment/ Fluid Distribution Vendor Managed Inventory Agile Manufacturing

SCM概述 的当前的情形 SCM运动 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 q 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 q 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 q 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 顶部补给链本质的 1. Planning and deploying inventory effectively 5. Having products in stock 2. Providing predictable delivery performance 6. Decreasing manufacturing cycle time 3. Creating new products and services 7. Reducing transportation costs 4. Reducing order fulfillment cycle time? <� 8? l? $ 8. Reducing customer returns 9. Communicating electronically with customers and suppliers? $� $鳄$� (�? $ 来源: 1997 KPMG /西北方的补给链学习 8

SCM概述 补给链模型 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. Partnership building, strategic sourcing, organization compatibility, technological capabilities, and commitments to continuous improvement are all important elements. 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. Production scheduling, labor scheduling, and minimizing downtime and setup costs are all key factors in the production process and supply chain management. 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. Internal vs. 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. The economic and competitive consequences of various warehousing strategies must be analyzed to ensure a better return on assets and long-term, bottom-line impact. ? $? $ 11

SCM概述 补给链模型 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, customer expectations, and delivery alternatives are all important components. 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A better understanding of customers’ needs, goals and behavior can improve product development and delivery. 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. ? $? $ 计划 受过训练的计划是需要到最大值补给链功能. 的同等In addition, it is important that an overall strategic plan and goals exist in order to provide a common and uniform direction to the different operating functions. 这通知必须是精确的, 及 时的, 和自由地共享. Forecasting is part of the planning process, in addition to the integration and collaboration of processes and practices. dd 12

定义和策略 的领路人法则SCM 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 Foster A Leadership Driven Supply Chain Strategy Assess Customer Needs & Segments Develop Supply Chain Structure Align & Monitor Key Performance Indicators Develop IT Strategy and Infrastructure 13

定义和策略 养育领导能力 受驱策的SC策略 q 发展战略的视力结盟消费者 养育领导能力受驱策的补给链策略 Assess Customer Needs & Segments Develop Supply Chain Structure Align & Monitor Key Performance Indicators q 集中优化全部的补给链 q 识别目的和发展prioritization 程序 Develop IT Strategy and Infrastructure q 维持集中“大的-重击” 目的但是 具在舞台 q 领导从顶部 14

组织的责任 补给链实行的轮廓 头衔: 董事或副总裁 部: 买或补给链经营 责任: 最多的共同的: 1. Sourcing and Purchasing (68%) 2. Supply Chain Planning and Network Design (64%) 3. Inventory Management (50%) 4. Warehouse Operations Planning & Management (50%) 运输(50%)? (? ( 最小的共同的 1. Manufacturing (14%) 2. Linkages with Sales, Promotions and Marketing (14%) 3. Packaging Design (18%) 4. Sales Order Management (18%)? $� @? $? $ 通常, 补给链实行的是不有责任的为了消费者贴边出售活跃或制造业, 但是宁愿传统的买和logistical 操作. 问题 11 & 12 19

谅解期待 估定消费者 需要& 段 Foster A Leadership Driven Supply Chain Strategy 估定 消费者 需要& 段 Develop Supply Chain Structure q 懂消费者和段立基于在需要和参数 选择 Align & Monitor Key Performance Indicators q 分析服务的成本在消费者 q 发展频道策略到目标和当仆人不同 的段 Develop IT Strategy and Infrastructure 24

补给链经营 发展补给链结构 Foster A Leadership Driven Supply Chain Strategy Assess Customer Needs & Segments 发展 补给链 结构 q 定制你的补给链结构到集中 目标消费者段 Align & Monitor KPIs q 识别约束用十字-功能的队 q 定量杠杆作用点在来源, 制造 业和发布 Develop IT Strategy and Infrastructure q 利用卖主/消费者联盟横过链 31

活跃对 责任 补给链经营 Capacity Planning Sourcing and Purchasing Inventory Management Transportation Forecasting/Demand Planning Customer Service Production Scheduling Materials Planning Warehouse Management Supply Chain Planning/ Network Design Information Technology Solutions Packaging Design Sales Order Management Manufacturing Distribution Link w/ Sales, Promotions, and Marketing Reverse Logistics and Returns Fleet Management 77% 77% 73% 68% 68% 64% 64% 59% 55% 50% 41% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% % 答辩人的 那儿有有意义的断开连接在中间什么公司定义补给链的同样地活跃 和补给链实行的. 的什么公司价值同样地主犯活跃 问题 2 & 12 34 Activities of Supply Chain Responsibilities of Supply Chain Executive

补给链经营 外部采办活跃 % 答辩人的 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100% 外部采办潜在的 ( 1 = 没有潜在的, 2 = 轻微的潜在的 3 = 中等的潜在的, 4 = 好潜在的, 5 = 高度潜在的) 普遍地Outsourced 64% Customs Clearance Bonded Warehousing Package Engineering and Design Warehouse Management Fleet Management Kitting and Sequencing Billing and Collections Overseas Distribution Reverse Logistics and Returns Other: After-Market Parts Distribution Supply Chain Information Systems Transportation Management Call Center Operations/Order Entry Customer Service Inventory Management 32% 27% 18% 14% 9% 9% 9% 5% 5% 5% 0% 0% 0% 1 2 3 外部采办潜在的 第三方关系是期待到生长同样地公司outsource补给链责任. 问题 14 35 4 5

www. managecn. org 中国最大的资料库下载 履行测量法 排列& 班长钥匙履行指示器 Foster A Leadership Driven Supply Chain Strategy Assess Customer Needs & Segments q 发展钥匙履行measurers哪个径 距全部的补给链(包括卖主& 消 费者) 排列& 班长 Develop Supply Chain 钥匙 Structure 履行 指示器 q 使用平稳尺寸 Develop IT Strategy and Infrastructure q 利用除外报告到班长结果 q 尺寸& 奖金改变举止 39

SCM机会 最好的实行比较 高度重要/高度履行 汽车的 供应者 汽车的 OEMs S 5 Strategically manage the sources of supply by working closely with key suppliers to reduce the overall cost of owning materials and services and to enhance the margins of your company and your suppliers. 4. 0/3. 4 5. 0/4. 3 S 1 Segment customers by distinct service needs and then tailor services to those particular segments. 3. 8/3. 1 3. 0/2. 7 4. 3/3. 1 4. 7/4. 0 3. 6/3. 0/2. 7 4. 4/3. 0 4. 3/3. 0 S 10. 创造渴望的补给链的视力和定义. 那些动作必需的到关闭缺口在中间明天’s 补给链视力和今天’s当前的履行. S 2. 定制和设计你的后勤学网络到集中服务需求和消费者段的利益率识别. S 9. 发展结构为了建立和 具补给链战略的计划. ? $ www. managecn. org 中国最大的资料库下载 问题 25 59 履行等级平均在的刻度 1 - 5 (N=22) OEM (N=3)

Concurrence of Performance and Importance SCM机会 90 80 回答的数 70 60 平均 =3. 9 平均 =2. 9 50 40 30 20 10 0 1's 2's 3's 履行/重要 4's 5's Importance Performance 供应者有有意义的挑战在结束缺口在识别重要和补给链经营最好的实行. 的履行 问题 25 62

SCM概述 评论的原理 下列各项是评论的原理总共SCM接近 开始有消费者到发展策 略 Prioritize opportunities based upon strategic objectives Utilize the Theory of Constraints (TOC) 消费者焦点 Theory of Constraints 策略受驱策的 Develop robust information technology Manage the entire pipeline 结果立基于 64 Develop KPIs to optimize the supply chain

www. managecn. org 中国最大的资料库下载 结束 q 补给链策略必须是综合的有总的公司视力和策略. Departmental goals and objectives must align with and support the supply chain strategy. q 补给链实行的必须有最后的责任为了过程管道包括定义补给链. 的原理 q 通知技术应用是enablers. Business processes must be defined, optimized, and efficient, in order for technology benefits to be realized. q 识别和利用履行尺寸为了补给链过程总体上, 不正好功能的原理. Optimizing local operations lead to overall inefficiencies. q 最好的实行和基准是的重要的原理建立有效的补给链经营. However, each must be evaluated with regards to each suppliers unique business environment. q 补给链和和通知技术技能是在高度要求和简略补给在市场. Look to partner with customers, suppliers, and other third parties for collaborative support. www. managecn. org 中国最大的资料库下 65