有效率的物流配送ppt课件

1、有效率的物流配送 連續補貨系統案例-寶僑家品主題 ECR是什麼 為什麼需求ECR ECR的組成 ECR組織及任务流程改變 CRP 是什麼 CRP的根本要求 CRP的根本概念 CRP的實例與心得1990 年代一個劇烈變革的年代.精明的消費者要求:給我更高價值的產品! 其餘免談.那些是這次變革的先驅?全球性战略 萬客隆(METRO/MAKRO): 遍佈全球28個國家(歐洲,亞洲和拉丁美洲)威名百貨(WAL-MART): 美國,墨西哥,加拿大,拉丁美洲和亞洲家樂福(CARREFOUR):歐洲,拉丁美洲和亞洲牛奶集團(DAIRY FARM):遍佈全球12個國家(亞洲和歐洲)主要驅動要素:規模和技術瞬息

2、萬變的消費者習慣價值,便利,新奇,選擇訊亞洲: 跨國性大型連鎖零售商1990: 13個 跨國性大型連鎖零售商 分佈於9個 亞洲國家 1995: 19個 跨國性大型連鎖零售商 分佈於 13個 亞洲國家為什麼 僅有部份 新興大型零售商會贏得市場?它們战略的中心效率.它們運用在規模,系統,管理,供應商連結和觀念上的 效率優勢來改進整體 商店 及 消費者 的價值.它們的心目中將消費者置於首位.它們專注於一切能夠帶給消費者利益的事物,並藉由商店的有效管理進而建立消費者的忠誠和價值.供應商是它們战略性的协作夥伴.它們並不孜孜於與供應商的买卖條件.相對的,它們著重於尋求和供應商之間供應鏈系統整體效率的改進,

3、並進而轉換成消費者層次的價值提昇.它們建立了商店的忠誠度,而此一忠誠度係奠基於提供給消費者一種無遠彿界的,強烈的,高價值而產生的正面印象.全球性和區域性的曝光更加深其 全球 性印象.新課題面臨一個數量較少卻更強大的競爭對手環伺的競爭環境零售商必需透過提高效率,技術才干,將節省的本钱 回饋給消費者(更低廉的售價)來建立消費者忠誠 才干創造利潤零售商需建立與供應商之間的夥伴關係,以滿足消 費者需求以下兩大主題是零售商必需尋求解決的:供給面 - 效率化的供應鏈 (補貨,產品組合)需求面 - 效率化的商品化(產品組合, 促銷活動,新品上市) Mass Drug ClubGrocery Merch. S

4、tore StoreGross Margin 25.3% 25.0% 28.0% 11.0%Operating Exp 21.8% 17.5% 24.0% 7.5%Operating 3.5% 7.5% 4.0% 3.5% MarginOperating Efficiency in Alternate Channels Creates Issues for Smaller Outlets U.S. CHANNEL OPERATING INCOMEHELP IS ON THE WAY!台灣零售通路的演變:小雜貨店1940s百貨公司1950s專業超市1980s1990s小型商店(雜貨店)營業總額的

5、佔比: 1990 = 70% 1996 = 30% 未來, 一切的成長將侷限在新興的通路上.大型購物中心.量販店環境:許多小型商店(含便利商店)數量不多,競爭力強大的零售商和大盤商競爭優勢所在:零售商:合理(價值的)定價與供應商构成战略聯盟效率化的消費者回應(ECR)供應商:战略性的客戶管理依據效率化所訂定的买卖條件強勢(高迴轉)商(單)品效率化的消費者回應(ECR)通路組成環境: 規模小,為數眾多的零售商數量不多且不建全的大盤商逐漸壯大的超市競爭優勢所在:零售商:價格各店的配送供應商:價格店內促銷新產品其它买卖條件過去未來 Declining Relative Efficiency of I

6、ndustry Efficiency of Alternate Channels Flat Economy / More Retail Space More Pressure on PricesSystems access and integration Across supply chain Allows easier cooperationWhy ECR?Growing concern that the traditional grocery supply chain is just not working right.Sounds a lot like Taiwan . right? E

7、CR is an industry strategy in which distributors and suppliers work together to deliver better consumer value. What Is ECR (Supply Chain Management)?ECROUTCOME: Efficient & Effective Product- Assortment- Introduction- Replenishment - PromotionsLogisticsCategory ManagementActivity Based Costing (ABC)

8、Meeting Consumer NeedsECRSupply Chain Management Strategies Efficient Store Assortment Efficient Replenishment Efficient Promotion/Pricing Efficient Product IntroductionsSTRATEGIESOBJECTIVESOptimize the productivity of inventoriesand store space at the consumer interfaceOptimize time and cost in the

9、 replenishmentsystemMaximize the total system efficiency of trade and consumer promotion and pricingMaximize the effectiveness of new productdevelopment and introduction activitiesProduces SavingsECR(Supply side)Flows of: Product Money InformationLets Start with the SupplySidePOST-ECR SUPPLY CHAINSM

10、OOTH, CONTINUAL PRODUCT FLOW MATCHED TO CONSUMPTIONSUPPLIERCONSUMERSDISTRIBUTORRETAILERTIMELY, ACCURATE PAPERLESS INFORMATION FLOWPRE-ECR SUPPLY CHAINSUPPLIERCONSUMERSDISTRIBUTORRETAILERPRODUCT FLOWDEMAND FLOW WORLWIDE SUPPLY CHAIN INEFFICIENCIES10%Of Sales$100 Billion Unnecessary business practices

11、 40% of inventory not requiredWhere are the Costs ? Order AcquisitionVendor RefillManual OrderEDIData IntegrityOrder ConfigurationEachesInnersCartonsLayersUnit LoadsSlip SheetsPalletsFreight , Transport and ReceivingSmall loadsFull trucksCustomer Pick upASNReceiving TimePayment# of InvoicesClaimsEFT

12、Cash Flow條碼在物流上的應用 分貨及驗貨 ASN 收貨 銷貨及庫存管理以作為連續補貨之參考 接駁式轉運 盤點As Manufacturers Are Getting MORE.OR (有效率的管理大量)1. Stores send POS data to their HQ (EDI)2. Customer generates JIT PO, sends via EDI Paperless System Future Vision:3. Supplier Ships product & sends ASN (EDI)4. Supplier sends invoice via EDI7.

13、Bank Clears funds6. FEDI payment to Suppliers bank5. Customer receives Product & EDI ASN & invoice8. Supplier receives payment via FEDIValueConsumer Makes Choices Category Management=(Demand Side)on Resource UseProduces SavingsECR(Supply side)Flows of: Product Money InformationThink of all the thing

14、s we do to confuse our customers and consumers.We can maximize the supply side benefits of ECR, by creating a transparent demand environment Practical Approach to using ECR to improve Inventory, time and Cost2 topics I would like you to consider.A Real Life Example. Creating a Transparent Purchasing

15、 Environment for our Customers and Our ConsumersBrand A . (names and amounts changed to protect the innocent)Allowances deployed as short term case deals20% non-promoted20% promoted at $2.00 per case60% Promoted at $6.00 per caseTruth was, my budget set at $4.00 per caseSystem was set up to insure w

16、e never overspent the budget , and we never did !So here was the situation.Im trying to spend $4.00 per case to grow the brand, and Im not spending it efficiently.My Sales people and our Customers are fighting over forward buy and % on dealOur customers inventories are going up with forward buy prod

17、uctAnd our plant is either running overtime or theyre washing the floorsAnd the business is really going nowhere SO .Value Pricing.Step 1- Create a transparent purchase environment for our customers.We let folks know how our allowances workEliminating short term case dealsStep 2 - Create a transpare

18、nt purchase environment for our consumers. Narrow the spread between regular and promoted retail pricesECR 計分卡品類管理30%產品補貨系統30%促銷活動20%產品組合10%新品上市10%係依據ECR的四大任务和品類管理而來每一部份均有評量標準最高為1000分累計每一部份的積分得出總分每一部份的比重係依據其所創造的貢獻每一項均由010分來評量每一評量標準均被加權透明化促進真正的效率並分辨那些是無效率的信任供應商與零售商必需成為一種同伴關係資訊共享,而非只作外表功夫消費者導向共同努力來創造需

19、求全方位的协作管理整個系統,而非侷限於變更本钱或收益上ECR的根本需求:What will we do differently?To achieve all of these benefits we need to make some significant investment ourselves. Develop new partnerships Change the organisation internally Focus on category management Technology deploymentMajor next step in rolling out ECR is

20、category management/ category business planning.Key to achieving this will be : internal readiness customer and category linkage傳統的供應商零售商零售商 / 供應商介面團對供應商零售商多工組織實為業務推行之道,有生意往來的二家公司之間何不协作將它落實呢 ?寶鹼客戶業務發展Focus on team objectives, not limited by functions measuresExternally focused; rather than only inte

21、rnally focusedTransparent terms for all customers; no custom-made deal from sales personnelWhat will we do differently?WHY CRP (自動補貨系統)OLD PARADIGMLOAD CUSTOMERS WAREHOUSE CAN INCREASE OUR BUSINESSBUYING AND SELLING ARE ENEMIES OF EACH OTHERWE CAN GET BEST RESULTS BY STRENGTHING OUR OWN PARTORDER TA

22、KING IS SALES KEY WORKNEW PARADIGMBUYING AND SELLING WORKS TOGETHER TOWARD CONSUMERSWE CAN GET BEST RESULTS BY MANAGING WHOLE SUPPLY CHAIN - ORDER FULLFILMENT IS PART OF ITHOW CRP WORKSSendan EDI order,of Full unit loadsShipped on Palletsfilling a truckto one location andone invoiceInventory, sales

23、dataA change in the traditional buyer-sellerrelationship! REDUCED INVENTORYIMPROVED CASH FLOW AND RETURN ON ASSETSMORE PRODUCTIVE USE OF BUYER TIMEIMPROVED SERVICE LEVELVOLUME AND SHARE GROWTH ON P&G BRANDSBENEFITS TO RETAILERBENEFITS TO VENDERIMPROVE PERFECT ORDER RATETOTAL DELIVERY COST REDUCTIONR

24、EDUCED INVOICE DEDUCTION/CHANGEMORE PRODUCTIVE USE OF SALES TIMEIMPROVED P&G VOLUME AND SHARE AT THE CUSTOMERKey Accounts Replenishment System (KARS)P&G CUSTOMERKARSKARS CRP for Key Account Now in FE ,Carrefour, & Wellcome Team Work Create Great Success !KARSKARS Link P&G and Customer Vender Managem

25、ent InventoryWIN-WINThe Blue CustomerKARS Order takes Time Inventory takes Money OOS takes UnsatisfactionP&G is Blue, tooP&G lose money !CapabilityKARS- CAPABILITY REQUIREMENT- DATA: Offtake, inventory data from vendor Data Transmition : EDI format Aligned business process flowCapabilityKARS- CAPABI

26、LITY REQUIREMENT- DATA: Offtake, inventory data from vendorOfftake (銷售報告)- 銷售量/ 銷售單位- 商品名稱/ 條碼編號/ 配銷條碼- 收/ 送方代號- 銷售起始/ 終結日期CapabilityKARS- CAPABILITY REQUIREMENT- DATA: Offtake, inventory data from vendorInventory (庫存報告)- 商品名稱/ 商品規格/ 條碼編號/ 配銷條碼- 庫存量- 庫存在途量- 已承諾出貨量CapabilityKARS- CAPABILITY REQUIREME

27、NT- Data Transmition : EDI format- Industry Standard Formate CapabilityKARS- CAPABILITY REQUIREMENT- Aligned business process flow Charter ( 職掌表) Aligned Timing & Activity ( 何時/ 何事)P&G客服部客戶採購人員客戶電腦中心客戶物流銷售/庫存資料KARS產生建議訂單查對後簽名認可產生採購單產生發票寫入實收檔物流中心驗收貨物KARS 系統流程圖EDI傳輸傳真EDI傳輸實收新竹貨運送貨傳真程式援助KARS- BASE CONC

28、EPT -InventoryOfftakeKARS softwareSuggest OrdersReplenish Appropriate Quantity KARS- BASE CONCEPT -Vision no extra inventory less OOSCUSTOMERP&GCALCULATION MODEL Volume Forecasting - offtake, Safety Stock, Service Level, Order frequnecy, Delivery Time Delivery Constrait - Truck Size, Palletized Stacking Order Sizing- Full Truck LoadKARS- HOW TO GO LIVE -PREPARATIONLaunch!ScopeTeam CharterCommitment from Top ManagementDESIGNProcess DefinedResource AllocatedPilot Run Schedule & Data F