供應(yīng)鏈管理-歷史的反思與新挑戰(zhàn),IBM全球服務(wù)部徐津,供應(yīng)鏈管理,TM,CopyrightIBM2002,供應(yīng)鏈管理-發(fā)展史,TM,CopyrightIBM2002,1900年以學(xué)術(shù)研究開(kāi)始-農(nóng)業(yè)產(chǎn)品軍事需求教科書(shū)的出現(xiàn)-60年代初期公司內(nèi)部效率提高的最后一道戰(zhàn)線政府對(duì)運(yùn)輸行業(yè)的放權(quán)70年代能源危機(jī)經(jīng)濟(jì)全球一體化IT-供應(yīng)鏈管理的新天地競(jìng)爭(zhēng)加強(qiáng)的必然結(jié)果-強(qiáng)者生存，產(chǎn)品替代效應(yīng)增強(qiáng)利潤(rùn)的挑戰(zhàn)-節(jié)省$1=?D時(shí)代的“瘋狂”,TM,CopyrightIBM2002,供應(yīng)鏈管理-End-to-End,TM,CopyrightIBM2002,SCM-凝聚企業(yè)的競(jìng)爭(zhēng)力,Wholesalers,Customers,Logistics,Suppliers,ManufacturingPlants,Supplier,Retailers,LogisticsProviders,Wholesalers,TM,CopyrightIBM2002,SCM-核心所在,買什么，從何買，什么價(jià)錢而不是以最快的方式買錯(cuò)東西生產(chǎn)什么,何時(shí)生產(chǎn)，生產(chǎn)多少而不是以最低的成本生產(chǎn)非需品以統(tǒng)一的形象面對(duì)客戶而不是僅僅對(duì)單個(gè)流程自動(dòng)化以統(tǒng)一的形象面對(duì)供應(yīng)商而不是僅僅把每筆交易搬到網(wǎng)上,TM,CopyrightIBM2002,SCM-對(duì)企業(yè)的整體效應(yīng),收入,成本,流動(dòng)資產(chǎn),固定資產(chǎn),供應(yīng)鏈效應(yīng),提高顧客服務(wù)(i.e.,優(yōu)化庫(kù)存與貨架數(shù)量比例,更大的市場(chǎng)占有率,更高的利潤(rùn)率),降低庫(kù)存縮短訂單-現(xiàn)金周期,股東權(quán)益,利潤(rùn),資產(chǎn),降低有形資產(chǎn)(i.e.卡車，倉(cāng)庫(kù)，物資操作機(jī)械等,以協(xié)作來(lái)降低銷售成本，運(yùn)輸，倉(cāng)儲(chǔ)物流成本，采購(gòu)成本,TM,CopyrightIBM2002,SCM企業(yè)所面臨的挑戰(zhàn),sell,內(nèi)部?jī)?yōu)化，以達(dá)到：,提高顧客服務(wù)水平提高供求透明度采購(gòu)成本庫(kù)存周轉(zhuǎn)優(yōu)化商品分類運(yùn)用先進(jìn)的銷售技術(shù)（Internet,Kiosk,產(chǎn)品目錄，網(wǎng)絡(luò)電視）以高效率的供應(yīng)鏈競(jìng)爭(zhēng),TM,CopyrightIBM2002,SCM-量化的效益,TM,CopyrightIBM2002,GMROI-純利潤(rùn)回收率,sales,GMROI,顧客服務(wù),產(chǎn)出,計(jì)劃周期,運(yùn)作成本,銷售額,銷售成本,平均庫(kù)存成本,庫(kù)存,TM,CopyrightIBM2002,SCM-對(duì)癥下藥,FortheRetailIndustry,InventoryManagementModuleswouldreplaceProductionScheduling,TM,CopyrightIBM2002,供應(yīng)鏈管理的應(yīng)用在跨行業(yè)的比較,TM,CopyrightIBM2002,SCM-最佳應(yīng)用I,一般,創(chuàng)意,前沿,優(yōu)秀應(yīng)用,Vendor-managedandco-ownedinventoryInventoryownedbythesupplierorco-ownedbytheretailerandsupplierImplementationofcentrally-managed(withinstore)electronicshelftags,Scan-basedtradingforfast-andslow-movingitemsRequirescashierstoaccuratelyscanorentereachitemInventoryandorderingfunctionstieddirectlytothepoint-of-sale(perpetualinventory)Itemsareregisteredandre-orderedwhenthecashierscansanitemRequiresaccuratescanningforproperSKUorderingOnlineprivatelabelproductproductionsynchronizationforverticallyintegratedretailers,Store-specificinventorybasedonlocation,marketcharacteristics,andareademographicsInventoryandorderingfunctionstieddirectlytoconsumerself-scanshelftake-awayProvidesoutofstockalertsand/orautomaticallyre-ordersitemsAutomatedprivate-labelproductplanningandsourcing(requiresintelligentsystems),VMI電子貨架條,SBT（scanbasedtrading）即時(shí)庫(kù)存同步生產(chǎn)-本店品牌,因店而異庫(kù)存即時(shí)庫(kù)存自動(dòng)生產(chǎn)計(jì)劃-本店品牌,細(xì)節(jié),庫(kù)存管理,TM,CopyrightIBM2002,Scan-basedtradingbenefitsbothretailers&suppliersbystreamliningthedeliveryofDSDproducts,DSDsupplierdeliversinventorytoastore,Consumerbringsitemstothecashregisterandthecashierscansitems,Attheendofthebillingcycle,theretailerpaysthesupplierbasedonactualunitssold,SupplierAccountsReceivable,RetailerAccountsPayable,Deliverypersonnelbypassthetraditionalprocessofchecking-ininventoryandinsteadgodirectlytostoreshelvesforstocking,WhenDSDitemisscanned,therelevantproductinformationistransmittedtothesupplierandretailersystems,1,2,3,4,5,Commitmentfromsupplierstosupportbroad-basedusageDeploymentofstandards-basedpoint-of-saletechnologycapableofcommunicatingwithsuppliers,Reduceddeliverytime(20-25minutessavedperdelivery)Reducedstock-outsandincreasedsales(upby3%-5%persupplier)ImprovedpricingaccuracyRe-allocationofstorepersonnelfromcheck-intoin-storemerchandisingactivitiesImprovedpromotionalflowthroughReducedinvoicedeductions(declinedby70%),Users2Retailers:H.E.Butt,SchnuckMarket,AndronicosManufacturers:Frito-Lay,Nabisco,PepperidgeFarms,Hallmark,Anheuser-BuschVendorsVialink(SyncLink),SuccessFactors,KeyResults&Metrics1,SampleUsers/Vendors,TM,CopyrightIBM2002,SCM-最佳應(yīng)用II,一般,創(chuàng)意,前沿,UtilizationofSKU-levelelectronicinventorymanagementsystemsIncludespallettrackingthroughoutthedistributioncenter,Fullyintegratedandoperationalwarehousemanagementsystems(WMS)thatautomatedistributioncentersandallowforcomplexfunctionssuchasflowthroughandcross-dockingShareddistributioncentersforretailersofferingmultiplestoreformats(e.g.,Wal-MartwithSuperstores,NeighborhoodMarkets,andSamsClubstores)Reverselogisticsmanagementintegratedintowarehousesystemstoautomatereturnsprocesses,Market-levelshareddistributionassetsforconsumerpackagedgoodscompanies(CPG)andretailerswherewarehousesandtrucksserveareastoresfromcompetingandcomplementingretailersWarehousenetworkstrategieswheremarket-level“mega”warehousearebuiltforchain-wideitemscomplementedbyregionaldistributioncentersthatservefastermovingandperishableitemsUtilizesystemsthatcountergonomicwearandtearoneachwarehouseemployeebyindividualtask,dynamicallybalancingnewtaskassignmenttoreducetheriskofinjury,物流中心管理,LeadingPractices,電子庫(kù)存管理,倉(cāng)儲(chǔ)管理共享倉(cāng)庫(kù)自動(dòng)反向物流,區(qū)域共享倉(cāng)庫(kù)倉(cāng)庫(kù)網(wǎng)絡(luò)戰(zhàn)略勞保有益型工作管理,Detail,TM,CopyrightIBM2002,CentralizedWarehouseManagementSystem,Abilitytocross-dockshipmentsfromcentralfacilitywithperishablegoodsatregionalcentersAvailabilityoftruckstohaulshipmentslongerdistancesDeploymentofwarehousemanagementsystem(WMS)tomanageproductsdestinedfor1,100storesAvailabilityoflabortostaffcentralwarehousefacility,SuccessFactors,ImprovedefficiencyforentiredistributionsystemLowerpricesthroughcentralizedbuyingFasterturnoverinfacilitiesRegionalwarehousespecialization,KeyResults&Metrics1,UsersAholdUSAC&SWholesaleGrocers(potentialwarehouseowner/partner)VendorsIBM,SampleUsers/Vendors,Aholdscentralizedfacilitywillbeownedandoperatedbyathird-partydistributionspecialist,Philadelphia,PA,NY,NJ,CT,RI,MA,NY,PA,OH,ThefacilitywillsupplyallofAholdUSAs1,100stores,DC,MD,DE,NJ,VA,NY,NJ,PA,WV,AL,GA,TN,NC,SC,Existingcenterswillbeusedforcross-dockingofperishables,Productswillbepre-sortedforeachretailoutletatthecentralizeddistributioncenter,1,2,3,Completedshipmentswillthenberoutedtoareastores,TM,CopyrightIBM2002,整體戰(zhàn)略,流程優(yōu)化,具體系統(tǒng)實(shí)施,零售業(yè)競(jìng)爭(zhēng)力：做同樣的事但比竟?fàn)帉?duì)手做得更好！,SCM在零售業(yè)-如何開(kāi)始？,TM,CopyrightIBM2002,開(kāi)拓新服務(wù),戰(zhàn)略效益,難易程度,低,難,容易,高,一般,電子采購(gòu)直接物料,運(yùn)輸管理,倉(cāng)儲(chǔ)管理,簡(jiǎn)接采購(gòu),需求預(yù)測(cè)管理庫(kù)存管理,$M,$M,$M,$M,$M,$M,知己知彼基本數(shù)據(jù)分析現(xiàn)有流程分析組織結(jié)構(gòu)分析確定主要問(wèn)題和改進(jìn)方向市場(chǎng)與競(jìng)爭(zhēng)對(duì)手分析確定改革藍(lán)圖企業(yè)改革藍(lán)圖上下一致溝通明確改革目標(biāo)-具體化實(shí)施計(jì)劃,供應(yīng)鏈整體戰(zhàn)略,?,戰(zhàn)略咨詢,$M,SCM在零售業(yè)-整體戰(zhàn)略,TM,CopyrightIBM2002,SCM在零售業(yè)：流程優(yōu)化-成功之關(guān)鍵！,Process,采購(gòu)流程尋找供應(yīng)商采購(gòu)操作流程合同管理配送物流流程庫(kù)存管理訂貨流程倉(cāng)儲(chǔ)管理運(yùn)輸管理流程整合所