汽车制造行业的物流和供应链教学内容

1、汽车制造行业的物流和供应链管理An automotive OEMs logistics needs cover both inbound and outbound operations of parts and finished vehiclesPlantSuppliersConsolidation and Loading CenterService Parts Distribution CenterLogistics for Production PartsLogistics for Service PartsLogistics for Complete VehiclesDealerDeal

2、er/Service StationBonded Warehouse for Import PartsOur understanding of the automotive logistics needsSupply chain management (SCM) is the strategic management tool that coordinates the material and information flows across the value chain to support adaptiveness “Demand-pull” value chain requires t

3、he companies to be flexible and able to “control” a large part or the entire supply chainSuppliersManufacturingDemand indirectly drives manufacturing volume through forecastsWarehouseWholesale/Retail“Supply-push” Logistics ChainSuppliersB2B ExchangeManufacturingDirect Delivery“Demand-pull” Logistics

4、 ChainManufacturing driven by actual demand The rate of supply was set by the manufacturer in advance, based on expected demand It was the role of the logistics providers to ensure a just-in-time supply of components The rate of manufacture is determined on a real-time basis by the rate of demand Wh

5、ile this model is more efficient, it requires perfect integration of all logistics operations within one processSource: Lehman Brothers, A.T. Kearney AnalysisThird-party logistics providers (3PLs) can directly, or through a partner network, provide a range of services Procurement Payables management

6、 Supplier payment and consolidated invoicing Vendor performance monitoring and exception reporting Joint process improvement with vendors Overall freight coordination Full load truck carrying Less-than-load truck carrying Small lot (less than 150 pounds) carrying Order consolidation Delivery schedul

7、ing Expediting special / rush orders Returning and reprocessing undeliverable orders Delivery tracing Performance and exception monitoring and reporting Overall inventory management Optimizing supplier order schedules Optimizing dealer order schedules Certification of incoming shipments Bar coding P

8、erformance and exception monitoring and reporting Tracking and Reporting Systems accessible via Internet Material Resource Planning Order preparation / assembly / consolidation Sourcing of packaging materials Printing of corrugate and/or linerboard materials Labeling Shrink wrapping of cases and pal

9、letsFreight and Distribution CoordinationWarehousing and Inventory ManagementMinor Assembly and PackagingProcurementDifference between traditional business model and VMI modelTraditionalVMIPurchase Order PlacementWhen a customer needs product, they place an order against a manufacturer. Under VMI, t

10、he vendor generates the order, not the customer.Inventory TransparencyOnly order is transmitted to supplier when product is needed.The vendor can view the “real-time” stock level of every item that the customer carries as well as true point of consumption data.Inventory ReplenishmentThe customer is

11、in total control of the timing and size of the order being placed.The vendor is in total control of the timing and size of the order being placed.Inventory PlanThe customer maintains the inventory plan.The vendor is responsible for creating and maintaining the inventory plan.Simplest VMI workflowMan

12、ufacturerSuppliers2341The manufacturer approves the purchasing terms with suppliers, including the commonly agreed inventory responsibility and maintenance scheme.The manufacturer sends product activity data to the supplier. This product activity is based on warehouse movement of product consumed at

13、 the assembly line level.Based on the agreed inventory maintenance scheme, the supplier edits, approves and releases the suggested purchase order.The manufacturer approves this purchase order and send it to the supplier.Consolidation and Loading Center is commonly used to reduce the complexity in co

14、ordinating multiple vendorsnQuality of delivery services from vendors to line-side might be different nVendors shipping volume might be very small given more frequent “demand-pull” ordersnVendors might need a large line-side buffer to comprise a full-truck load and make-up a safety stocknLarge line-

15、side area is needed to accomplish unpacking, kitting, and possibly sequencing of parts before feeding to assembly linenIndividual vendors might rent warehouses for themselves, with limited scale to share with other vendors nConsistent delivery service to line-sidenOptimal shipping volume to reduce t

16、ransportation cost and inventory costnReduced requirement on line-side warehouse space nCoordination between suppliers and production line possible to promote synchronization and JITHow Consolidation and Loading Center Approach HelpsPotential Issues in Simplest VMI ModelWin-win situation can be achi

17、eved for both manufacturers nPlanning and ordering costs for the manufacturer go down due to the responsibility being shifted to the vendornImproved customer service vendors can better respond to customers inventory needs in terms of both quantity and locationnReduced demand uncertainty by constantl

18、y monitoring customers inventory and demand stream, the number of large, unexpected customer orders will dwindle, or disappearnThe manufacturer is more focused than ever in providing good service and the overall service level is improved by having the right product at the right timenSpeed and accura

19、cy of data processing are improved due to computer-to-computer communicationsnReduced total logistics cost and improved cash-flow and vendorsnSmoothing demand the supplier is able to smooth the peaks and valleys in the flow of goods, and therefore to keep smaller buffers of capacity and inventory. n

20、Better coordination the supplier has better opportunities to co-ordinate the shipments to different customers, such as scheduling - either postponing or advancing - shipments according to production schedules, customer inventory situations and transportation capacitynReduced inventory requirements b

21、y knowing exactly how much inventory the customer is carrying, a vendors own inventory requirements are reduced since the need for excess stock to buffer against uncertainty is reduced or eliminatednSpeed and accuracy of data processing are improved due to computer-to-computer communicationsnReduced

22、 total logistics cost and improved cash-flowThe binding of customers to vendors once relationship is established, customers will be reluctant to endure the amount of work needed to switch vendorsCurrently, most automotive manufacturers in China consider Consignment Inventory as VMInVMI are usually u

23、sed as a method to realize “zero inventory” while the parts are sitting in manufacturers warehouse, vendors are forced to finish the transfer if parts ownership until assembly is donenConsignment Inventory, on the other hand, are the exact practice of most vendors and manufacturers vendors are not i

24、nvolved in inventory and logistics decisionsChallenges of VMI in ChinaThis concept/belief reveals the transactional relation between suppliers and manufacturersnPrice-driven sourcing decision without in-depth understanding of cost structureLogistics cost and material cost are commonly added up as a

25、lump-sum “CIF price”Few suppliers are willing to “open cost” to their customers unless margin is very thinSupply chain management targets forcefully drive suppliers to reduce price to maintain business relationnPayment terms and payment situation constrain suppliers from getting inventory informatio

26、n under consignment inventoryInventory movement means actual consumption of products, immediately starting the manufacturer payment cyclenNeither manufacturers and suppliers make significant investment in building EDI to facilitate data sharingWithout transparent data sharing and collaborative suppl

27、y chain planning, lose-lose situation arises due to higher operation (transaction) cost To avoid the potential conflict between manufacturers and suppliers, an independent third party can be employed to help manage the VMI initiativenThird-party consolidates the shipment from various suppliersnThird

28、 party facilitate the information exchange between manufacturer, consolidation and loading center, and the suppliersnInformation is neutral to both suppliers and manufacturers, signaling transfer of ownership according to pre-agreed termsnThird-party can help manage inventory, unpacking, kitting, se

29、quencing and delivery to line, milk-running the inbound parts and potentially placing purchase order on manufacturers and suppliers behalfnOwnership remains unchanged before or after VMI is implementedHowever, internal resistance against outsourcing the VMI service remains generally very strong nNo

30、common understanding of how third-party can help smooth the VMI operationnStaff currently in charge of inbound logistics are afraid of losing jobsnGeneral belief to hold potential “profit” within the companynNo cost benchmark to compare the overall cost under third-party managementnResistance to sha

31、re inventory data with third-partynA cultural adjustment as well as a significant reorganization of everyday job duties is required to accomplish a major change of company operationsVMI will achieve its acceptance gradually, especially after the anticipated competitive environment in 2-3 yearsA Chin

32、ese OEM outsourced its inbound logistics to China Logistics for operating assets, skills and better managementOEM Inbound LogisticsnThe OEM was preparing for mass production of a new passenger car model on a totally new plantnIn the past, the suppliers were asked to deliver all components to the lin

33、e side warehousenThere are not enough in-house operation staff and space to cope with expansion of productionnThe management of the OEM would like to focus on manufacturing of vehicles, while outsource most of its logistics to third partynChina Logistics refurbished a 4,500 Sq. M. warehouse situated

34、 8 km from the assembly line nIn addition, emergency orders can be dispatched within ten minutes of notification and delivered to line side within 30 minutesnParts are stored, picked and marshalled according to where they are used on the assembly line, with loads configured in direct-to-line ordernS

35、cale ramped up from 40 units per day in November 2002 to 180 units in March 2003nIn a typical week, the China Logistics team handles more than 3,000 different product lines and makes some 250 just-in-time deliveries to lineside receiving points China Logistics ApproachSituationSelected Case StudiesT

36、here are several different factors to consider in designing an appropriate inventory level Orderto-delivery lead time Order size and frequencyAnnual throughputPer SKU demandComplete vehicle sales volumeCar parc (penetration rate) Total number of SKUs Kitting or other needs Purchasing lead time Trans

37、portation lead time Purchasing order size and frequencyCustomer NeedsVolume ForecastSKU ComplexityInbound ProcessSolution SelectionTotal Cost Transportation cost Warehousing cost Labor costLevel of Integration Source of materials (external suppliers or OEM factory) Location of suppliersOEM Inbound L

38、ogisticsCurrent Operational Characteristics related to Materials Management20+ domestic and 50 +overseas suppliersSupplierSupplier1 1Customer involving:nLogistics DeptnQuality DeptnPlanning DeptSupplierSupplierX XSupplierSupplier2 2SupplierSupplier3 3SupplierSupplier2222nnOperational characteristics

39、:Component Supplier Inbound LogisticsAt present, Customer X directly contact a multitude of suppliers, to Place P/O; Monitor P/O status, change P/O if necessary; Receive and unpack parts, store and picking Inspect and sort parts; Deliver to assembly line; Check documentation and finally pay invoice.It involves functions across the customer: Production Planning Quality Control Logistics and Materials Management IT FinanceMajor capacity and quality issues arises when 5