电子商务之供应商管理英ppt课件

1、This information is confidential. Do not disclose outside DTT.Agenda1.The Evolution of the Supply Chain2.Advanced Planning and SchedulingSystems2.1How They Work2.2The VendorsThis information is confidential. Do not disclose outside DTT.The Supply Chain encompasses a number of key business processes

2、involved in managing the flow of materials, information, and funds from the initial suppliers to the ultimate consumer.RetailingDeliveringDistributingProducingSupplying the concept of supply chain managementis relatively simple. MaterialsInformation & FundsMaterialsInformation & FundsMateria

3、lsInformation & FundsThis information is confidential. Do not disclose outside DTT.However, in the real world, multiple suppliers, multiple plants, multiple distribution points and multiple customers significantly complicate material and information flows.RetailingDeliveringDistributingProducing

4、SupplyingThis information is confidential. Do not disclose outside DTT. And, given that supply chains cross multiple companies, walls have been builtthat prevent full and timely information flow.RetailingDeliveringDistributingProducingSupplyingThis information is confidential. Do not disclose outsid

5、e DTT.Breaking down these walls and integrating the supply chain is critical. However, to date, most supply chain initiatives have been inwardly focused. Only recently, manufacturers are beginning to embrace the total supply chain as a means to achieving competitive advantage.Phase 1 - Process Integ

6、ration (e.g., reengineering the order-to-cash process).Phase 2 - Intra-Enterprise Integration (e.g., sales strategies coordinated with supply chain capabilities).Phase 3 - Inter-Enterprise Integration (e.g., collaborativeforecasting & replenishment between retailers and suppliers)This informatio

7、n is confidential. Do not disclose outside DTT. Stage 1: Separate best of breed applications dedicated to specific business processes (1970s)G/LPayrollA/PPurchaseOrderMgmt.OrderEntryInventoryMgmt.FinancialsManufacturingDistributionEnterprise Resource Planning (ERP)Supply Chain Technology has evolved

8、 over the past several decades.Todays ERP systems are transaction-basedapplications with limited decision-support capability. Stage 3: Enterprise-wide applications (early to mid 1990s andstill ongoing) Stage 2: Suites of integrated applications for functional processes (1980s)This information is con

9、fidential. Do not disclose outside DTT.ERP or LegacySystemsDemandPlanningProductionPlanning &SchedulingDistribution/SupplyPlanningTransportationPlanning/ManagementAPS DefinitionERP or legacy interfaced decision support technology which uses advanced algorithms, (e.g., LPs, IPs, mixed IPs, heuris

10、tics, theory-of-constraints, etc.) to model supply chain constraints and enable intelligent supply chain planning/decision making.APS CharacteristicsAllows complex supply chain representation and rapid SC model reconfigurationEnables concurrent, dynamic planning, and “what-if simulations usingmemory

11、 resident processingPossess scaleable object architectures capable of running largedata-intensive models Advanced Planning and Scheduling Systems (APS) Are the Next Step of the Evolution for Providing Decision Support Capabilities.This information is confidential. Do not disclose outside DTT.Asset I

12、ntensive Supply Chain Setup/sequence dependencies Capable to promise Capacity utilization Bottleneck utilizationMaterial Intensive Supply Chain Capable-to-promise requirements Excess inventory Obsolescence Changes to orders Engineering changeDistribution IntensiveSupply Chain Large number of SKUs Co

13、mplex distribution/transportation requirements Excessive inventory Customer serviceWhile we tend to draw all supply chains the same, there are many types of supply chains - each with their own unique challenges.E.g., Pulp & PaperE.g., High-TechE.g., Consumer ProductsThis information is confident

14、ial. Do not disclose outside DTT.How Do You Know If You Have Supply Chain Management Problems?Customer Service Concerns - Customer complaints, loss of share, delivery problems, customer surprisesMaterials Management Difficulties - High inventory buffers/obsolescence, high transportation costs, suppl

15、ier shortages, lost purchasing discountsManufacturing Process Problems - Production inefficiencies, overcapacity, undercapacity, cost growthPlanning Difficulties - Inaccurate forecasts, high stockouts, growing overhead costsObsolete Technology - Incompatible systems linkages, inaccurate/inaccessible

16、 informationRevenue Cycle Concerns - Lengthy time to market, long order cycle, distribution delays, conflicting channel demandsVendor Management Problems - Poor response levels, lostgrowth, lack of commitmentThis information is confidential. Do not disclose outside DTT.The Importance of Supply Chain

17、 Management Has Increased Significantly Over the Past Few Years.0%10%20%30%40%50%60%70%80%90%100%Past (1995-1998)Present(1999)Future(2000+)% Survey Respondents RatingSupply Chain Critical to SuccessSupply Chain Management isIncreasingly Important25%70%91%This information is confidential. Do not disc

18、lose outside DTT.The Response: Approximately 60% of Manufacturers Currently Have a Major Supply Chain Initiative Underway. However, 42% are “less than satisfied with theoutcome of their previous improvement efforts.% Survey RespondentsMajor Supply Chain Improvementsare Underway or PlannedWithin 2 Ye

19、arsAlready doneWithin 3-5 years10%2%6%Within 199913%Currently Underway59%No Plans10%This information is confidential. Do not disclose outside DTT.Ability to RespondAbility to Predict12-18 MonthsSupplyPlanDemandPlanSupplyChainDesignStrategicPlanIncreasing TimeIncreasing Detail of DataTodayTransportat

20、ionPlanProductionPlanExcess InventoryMissed OrdersAs the Pace of Business Continues to Increase, a Key Challenge for Todays Supply Chain Managers Is to Make Good Business Decisions, Using All the Information That Is Available, Within a Short Time Period.This information is confidential. Do not discl

21、ose outside DTT.The Supply Planning (SP)Distribution PlanningMaster Planning Factory Planning & SchedulingInventory PlanningDPThis information is confidential. Do not disclose outside DTT.SP - Inventory PlanningInventory Planning Goal:Determine optimal inventory levels and location to protect de

22、sired customer service goals Trade off between inventory and service not understood Limited ability to know how much inventory, when and where Inability to plan at a sufficient level of detail Inability to quantify the impact of demand and supply variabilityChallengesDistribution PlanningMaster Plan

23、ningFactory Planning & Scheduling Inventory PlanningDPThis information is confidential. Do not disclose outside DTT.SP Master PlanningMaster Planning Goal:Globally optimize production plan considering tradeoffs of available capacity, materials, costs, time Lack of visibility Disjointed planning

24、Inability to reconcile demand priorities with supply constraints Inability to globally optimize production plan considering multiple constraints Planning doesnt support corporate objectivesChallengesDistribution PlanningMaster PlanningFactory Planning & Scheduling Inventory PlanningDPThis inform

25、ation is confidential. Do not disclose outside DTT.SP Factory Planning & SchedulingFP & Scheduling Goal:Optimal execution ofthe Master Plan to minimize cost and improve quality of the plan Material and capacity constraints not considered simultaneously Inaccurate representation of real world

26、 constraints Slow, inability to react Lack of problem visibility Poor delivery date quoting in build to orderChallengesDistribution PlanningMaster PlanningFactory Planning & Scheduling Inventory PlanningDPThis information is confidential. Do not disclose outside DTT.SP - Distribution PlanningDis

27、tribution Planning Goal:Optimally positioning and deploying inventory to achieve desired customer service Store & DC replenishment handled independently Limited ability to prioritize demand Predetermined (aka inflexible) distributing rules Inventory distributed in advance of actual salesChalleng

28、esDistribution PlanningMaster PlanningFactory Planning & Scheduling Inventory PlanningDPThis information is confidential. Do not disclose outside DTT.Customer Benefits Growth: Increase revenues Increased margin performance Financial Performance: Reduced inventory costs and obsolescence Optimal u

29、se of available capacity and inventory Reduced procurement expense through accurate ordering Improved Customer Service And if you do the aboveincreasedstock priceThis information is confidential. Do not disclose outside DTT.Selected APS Implementations by IndustryAerospaceBell HelicopterU.S. NavyAut

30、omotiveFordGMVolvoChemicalOccidental ChemicalNovartisMacMillan BloedelConsumer Goods (Durable)Baker FurnitureBlack & DeckerBoseHerman MillerConsumer Goods (Non-Durable)3MAult FoodsConsumer Goods (Non-Durable)Coca ColaE&J GaloFrito LayHigh Tech3COMDellDigitalGatewaySiemensIndustrialCaseCaterp

31、illarMercury MarineMedicalJohnson & JohnsonBristol-Meyers SquibbMetalsTimkenThis information is confidential. Do not disclose outside DTT.There Are a Number of APS Vendors. According to the Gartner Group, i2 Technologies and Manugistics Are the Leaders Today.Deloitte currently has established AP

32、S relationships with i2, Manugistics, SynQuest and Paragon. D&T has ERP partnerships with PeopleSoft, JDE Numetrix, Baan and SAP.Source: Gartner Group (03/26/99)Note from S: The Table was deleted due to copyrights constraints. Refer to the Gartner Group database in S for current information.This

33、 information is confidential. Do not disclose outside DTT.1999 Estimated Total SCM Market ShareAspen4.6%Baan7.7%i252.0%Numetrix2.9%Logility3.2%Manugistics20.3%SAP5.2%SynQuest4.1%Source: Benchmarking Partners, Inc.This information is confidential. Do not disclose outside DTT.1999 Estimated % Share of

34、 Market Leaders By VerticalIndustrialCompanyAutoCPGOil & Gas High Tech DiscreteOtherTotalAspen Tecnology6.7%2.2%28.0%3.3%0.7%1.3%4.6%Baan SCS14.8%6.9%4.9%4.7%26.8%6.3%7.7%i2 Technologies32.6%27.9%13.3%72.0%22.5%73.4%51.9%J.D. Edwards/Numetrix1.5%5.7%5.6%0.4%5.1%3.0%2.9%Logility1.5%5.5%7.0%0.5%5.

35、1%3.9%3.2%Manugistics22.3%44.5%36.4%14.1%14.6%0.0%20.3%SAPSCM I4.4%5.9%4.8%2.2%7.4%9.6%5.2%SynQuest16.2%1.5%0.0%2.9%17.9%2.4%4.1%Source: Benchmarking Partners Inc.This information is confidential. Do not disclose outside DTT.1999 Estimated % Growth by Vertical 1998-1999IndustrialCompanyAutoCPGOil &a

36、mp; GasHigh Tech DiscreteOtherTotalAspen Tecnology-0.4%0.0%1.3%-0.4%0.7%-0.3%-0.3%Baan SCS0.5%2.4%0.7%-0.1%-0.1%-1.6%0.3%i2 Technologies1.8%9.6%2.1%0.4%0.5%-1.7%3.4%J.D. Edwards/Numetrix-0.3%-0.5%-0.3%0.1%-1.1%-0.7%-0.5%Logility-0.4%-0.8%-0.7%-0.2%-1.4%-0.8%-0.7%Manugistics-6.5%-14.2%-5.6%-1.2%-4.9%

37、0.0%-5.6%SAPSCM I2.1%3.1%2.6%1.0%3.4%4.7%2.6%SynQuest3.1%0.4%0.0%0.4%2.9%0.5%0.8%Source: Benchmarking Partners Inc.This information is confidential. Do not disclose outside DTT.1999 Assessment in the Consumer Packaged Goods IndustryBusiness ProcessValueAspenBaani2JDELogilityManugisticsSAPSynQuestStr

38、ategic Planning2Demand Planning1Master Demand Supply Planning2Master Production Planning3Distribution Planning1Production Scheduling Discrete3Production Scheduling Process3Production Sequencing5NRNRNRNRNRNRNRNRTransportation Planning2Transportation Routing3Command & Control3Demand Fulfillment2De

39、mand Collaboration3Supply Collaboration4VENDOR LEGENDVALUE LEGEND = Best in Class1 = Critical = Strong Functionality2 = Very Important = Adequate Functionality3 = Average = Weak Functionality4 = Minor = Nonexistent5 = Not RelevantNR = Not Relevant = PartnerSource: Benchmarking Partners Inc.This info

40、rmation is confidential. Do not disclose outside DTT.This information is confidential. Do not disclose outside DTT.Demand PlanKEY CONCEPTSTruly incorporates knowledge from various levels within and outside the organizationProactively control events and reduce variations in demand forecastingSupports

41、 top-down, bottom-up and hybrid planning approaches Multi-dimensional, enterprise demand planning that integrates systems, processes and people at multiple levelsINPUTConsiders strategic goals, inter/intra-company objectives and constrainedsupply information to construct realistic demand planConside

42、rs external economic and events (promotions, pricing changes, etc.)Multiple scenario comparisons and what-if analysis facilitate appropriateuses to add valueOUTPUTIdentifies opportunities, formulates strategies, translates theminto action plans and actual execution steps, and analyzes resultsProduce

43、s realistic forecast that drives inventory, financial andoperational plansReduces supply chain inventory and costs This information is confidential. Do not disclose outside DTT.Supply PlanKEY CONCEPTSFacilitates the design of optimal distribution networks, production plans,sourcing decisions, and in

44、ventory levelsHelps determine the most profitable supply chain strategy for end-to-endorder fulfillmentReal time, enterprise wide and cross enterprise visibility and optimizationof constraintsReliable real-time market, product and customer-allocated capable-to-promise and due date quotingINPUTConsid

45、ers constraints throughout the supply chain at a great level ofdetail, enabling rapid what-if simulationsOUTPUTManufacturing, distribution and sourcing network optimization: improvecustomer responsiveness and reduce costs at the same timeIncreased ability to focus on high-value strategy decisions th

46、at drivetactical and operational activities, and responsiveness tochanges in business environmentShorter order fulfillment cycle timeLower inventoriesOptimized asset utilizationThis information is confidential. Do not disclose outside DTT.Production PlanKEY CONCEPTSProduces optimized and feasible fi

47、nite production schedule based onconsideration of dynamic constraintsINPUTWhat-if analysisATP based on up-to-date material and capacity constraints Fast re-planning of orders to accommodate demand volatilityOUTPUTResource optimizationUtilization improves by 10 to 50%Inventory reduced up to 75%Order

48、Lead Times: 10 to 60% reductionDelivery Performance: 25 to 50% improvementOrder Fill Rates: 50 to 90% improvementReduced planning cycle time from weeks to hours This information is confidential. Do not disclose outside DTT.Transportation PlanKEY CONCEPTSDetermines the optimal quantities of products

49、allocated to each distribution warehouseDetermines the most economical means of transporting inbound, outbound and inter-company products while meeting service goals INPUTAdjusts to requirements for promotions, unanticipated demandSimultaneously plans for transportation, factory and warehousesourcin

50、g, manufacturing and purchasingOUTPUTAttains optimal, least cost solution for material flowGenerates feasible and customer centric enterprise distribution planAchieves close communication with trading partners on shipment and availability changesFeasible enterprise-wide transportation planReal-time

51、in-transit visibilityThis information is confidential. Do not disclose outside DTT.1999 Assessment in the High Tech & Consumer Electronics IndustryBusiness ProcessValueAspenBaani2JDELogilityManugisticsSAPSynQuestStrategic Planning2Demand Planning1Master Demand Supply Planning1Master Production P

52、lanning2Distribution Planning3Production Scheduling Discrete1Production Scheduling Process5NRNRNRNRNRNRNRNRProduction Sequencing5NRNRNRNRNRNRNRNRTransportation Planning4Transportation Routing4Command & Control3Demand Fulfillment1Demand Collaboration2Supply Collaboration1VENDOR LEGENDVALUE LEGEND

53、 = Best in Class1 = Critical = Strong Functionality2 = Very Important = Adequate Functionality3 = Average = Weak Functionality4 = Minor = Nonexistent5 = Not RelevantNR = Not Relevant = PartnerSource: Benchmarking Partners Inc.This information is confidential. Do not disclose outside DTT.1999 Assessm

54、ent in the Industrial Discrete Manufacturing IndustryBusiness ProcessValueAspenBaani2JDELogilityManugisticsSAPSynQuestStrategic Planning2Demand Planning2Master Demand Supply Planning2Master Production Planning3Distribution Planning3Production Scheduling Discrete2Production Scheduling Process5NRNRNRNRNRNRNRNRProduction Sequencing5NRNRNRNRNRNRNRNRTransportation Planning3Transportation Routing4Command & Control3Demand Fulfillment3Demand Collaboration3Supply Collaboration3V