汽车制造行业的物流和供应链管理

1、Auto Logistics and Supply Chain Management Summit 2003The Practice of VMI in China陈 晖中国物流公司 执行总裁1AgendaOurunderstandingoftheautomotivelogisticsneedsWhat is VMI definition, proceduresand benefitsChallenges of VMIinChinaCase studyBriefintroductiontoChinaLogistics Company2Anautomotive OEMs logisticsnee

2、dscoverboth inboundand outbound operationsofpartsand finished vehiclesPlantSuppliersConsolidation andLoading CenterService PartsDistributionCenterLogisticsfor ProductionPartsLogisticsfor ServicePartsLogisticsfor Complete VehiclesDealerDealer/Service StationBondedWarehouse forImportPartsOurunderstand

3、ingoftheautomotivelogisticsneeds3Supplychainmanagement(SCM)isthestrategic managementtoolthat coordinates thematerialandinformationflowsacross thevaluechaintosupport adaptiveness 4“Demand-pull” value chain requires thecompaniestobeflexibleand ableto“control” alargepartortheentire supplychainSuppliers

4、ManufacturingDemandindirectlydrivesmanufacturingvolumethroughforecastsWarehouseWholesale/Retail“Supply-push”Logistics ChainSuppliersB2BExchangeManufacturingDirectDelivery“Demand-pull”Logistics ChainManufacturing drivenbyactualdemandTherateofsupplywas setbythemanufacturer in advance, based on expecte

5、d demandItwasthe roleofthe logisticsproviderstoensurea just-in-timesupplyofcomponentsTherateofmanufactureisdetermined on areal-time basis by therate of demandWhilethis model is moreefficient,itrequiresperfect integration of alllogisticsoperationswithinone processSource:LehmanBrothers, A.T.KearneyAna

6、lysis5Third-partylogisticsproviders (3PLs)candirectly, or throughapartner network, providearangeofservicesProcurementPayablesmanagementSupplierpayment andconsolidatedinvoicingVendorperformancemonitoringandexception reportingJointprocess improvement withvendorsOverall freightcoordinationFull loadtruc

7、kcarryingLess-than-loadtruckcarryingSmalllot(lessthan150pounds)carryingOrderconsolidationDeliveryschedulingExpediting special/rush ordersReturningand reprocessingundeliverable ordersDeliverytracingPerformanceandexception monitoringand reportingOverall inventorymanagementOptimizing supplier order sch

8、edulesOptimizing dealerorderschedulesCertification of incoming shipmentsBarcodingPerformanceandexception monitoringand reportingTrackingandReporting SystemsaccessibleviaInternetMaterialResourcePlanningOrderpreparation/ assembly /consolidationSourcingofpackagingmaterialsPrintingofcorrugateand/orliner

9、boardmaterialsLabelingShrinkwrappingofcasesand palletsFreight andDistributionCoordinationWarehousingandInventory ManagementMinorAssemblyandPackagingProcurement6Difference betweentraditionalbusinessmodeland VMImodelTraditionalVMIPurchase Order PlacementWhen a customer needs product, they place an ord

10、er against a manufacturer. Under VMI, the 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.

11、Inventory ReplenishmentThe customer is 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

12、inventory plan.7SimplestVMIworkflowManufacturerSuppliers2341Themanufacturer approves thepurchasing terms withsuppliers,includingthe commonly agreedinventoryresponsibilityand maintenance scheme.Themanufacturer sends productactivitydatatothesupplier.This productactivityisbasedonwarehouse movement of p

13、roductconsumedatthe assembly linelevel.Basedontheagreed inventorymaintenancescheme, thesupplieredits,approvesand releases thesuggestedpurchaseorder.Themanufacturer approves thispurchaseorderand sendittothe supplier.8Consolidation andLoading Centeriscommonlyused to reducethecomplexityincoordinatingmu

14、ltiplevendorsQuality of delivery services fromvendorstoline-sidemightbedifferentVendorsshippingvolumemightbeverysmallgivenmore frequent “demand-pull”ordersVendors might needalargeline-sidebuffer to comprise afull-truckload andmake-up asafety stockLargeline-sideareaisneededtoaccomplishunpacking,kitti

15、ng, andpossiblysequencing of parts beforefeeding to assembly lineIndividual vendorsmightrentwarehouses forthemselves,with limitedscaletosharewithothervendorsConsistent delivery servicetoline-sideOptimal shipping volumetoreducetransportationcostandinventory costReduced requirement on line-sidewarehou

16、sespaceCoordinationbetweensuppliersand productionlinepossibletopromote synchronizationandJITHowConsolidationandLoadingCenterApproachHelpsPotentialIssues in Simplest VMIModel9Win-win situationcanbeachievedfor bothmanufacturersPlanningandorderingcostsfor themanufacturergodownduetothe responsibility be

17、ing shiftedtothe vendorImprovedcustomerservice vendorscanbetter respondtocustomersinventoryneedsintermsofbothquantityandlocationReduced demanduncertainty by constantlymonitoringcustomers inventoryanddemand stream,the numberoflarge,unexpectedcustomerorderswilldwindle,ordisappearThemanufacturer is mor

18、efocusedthan everinproviding goodserviceandthe overallservicelevelisimprovedbyhavingthe right productatthe right timeSpeedandaccuracyofdataprocessing areimprovedduetocomputer-to-computercommunicationsReduced total logisticscost andimprovedcash-flow10 andvendorsSmoothingdemand the supplier is abletos

19、mooth thepeaksandvalleysintheflowofgoods,and thereforetokeep smallerbuffersofcapacityandinventory.Bettercoordination the supplier hasbetteropportunitiestoco-ordinatetheshipments to differentcustomers, suchasscheduling- eitherpostponing or advancing- shipmentsaccordingtoproductionschedules, customer

20、inventorysituations andtransportationcapacityReduced inventoryrequirementsbyknowing exactlyhow muchinventory thecustomeriscarrying,avendorsowninventory requirementsarereducedsincetheneedforexcess stock to bufferagainst uncertainty is reducedoreliminatedSpeedandaccuracyofdataprocessing areimproveddue

21、tocomputer-to-computercommunicationsReduced total logisticscost andimprovedcash-flowThebindingofcustomerstovendors oncerelationship is established,customerswillbereluctanttoendure theamountofworkneededtoswitch vendors11Currently, mostautomotivemanufacturers in China consider Consignment InventoryasV

22、MIVMIare usuallyusedasa methodtorealize “zero inventory”whilethepartsare sittinginmanufacturerswarehouse,vendors areforcedtofinish thetransferifpartsownershipuntilassemblyisdoneConsignmentInventory, on theotherhand,arethe exact practice of mostvendorsandmanufacturers vendorsare notinvolvedininventor

23、yand logisticsdecisionsChallenges of VMIinChina12This concept/belief revealsthe transactionalrelationbetweensuppliersand manufacturersPrice-drivensourcingdecisionwithoutin-depthunderstanding of coststructureLogisticscostandmaterialcostarecommonlyaddedupasalump-sum“CIF price”Fewsuppliers arewilling t

24、o “open cost” to their customersunlessmargin is verythinSupplychainmanagementtargets forcefullydrivesuppliers to reducepricetomaintainbusinessrelationPayment terms andpayment situationconstrainsuppliers fromgettinginventoryinformationunderconsignmentinventoryInventorymovementmeansactual consumption

25、of products,immediatelystartingthemanufacturer paymentcycleNeither manufacturersand suppliersmake significant investmentinbuildingEDI to facilitatedatasharingWithout transparent datasharingandcollaborativesupplychainplanning, lose-losesituationarises duetohigheroperation (transaction)cost13Toavoidth

26、epotential conflict betweenmanufacturersandsuppliers,anindependentthirdpartycanbeemployedtohelpmanagethe VMIinitiativeThird-partyconsolidatesthe shipment fromvarioussuppliersThirdpartyfacilitate theinformationexchangebetween manufacturer,consolidationandloadingcenter, andthesuppliersInformationisneu

27、tral to bothsuppliers andmanufacturers,signalingtransferofownership accordingtopre-agreed termsThird-partycanhelpmanageinventory,unpacking, kitting, sequencingand delivery to line, milk-runningtheinboundpartsandpotentiallyplacingpurchaseorderonmanufacturersandsuppliersbehalfOwnershipremainsunchanged

28、before or after VMIisimplemented14However,internalresistance againstoutsourcingthe VMIservice remainsgenerally verystrongNocommonunderstandingofhowthird-partycan helpsmooth theVMIoperationStaffcurrentlyincharge of inboundlogistics areafraidoflosing jobsGeneral belieftohold potential“profit”withinthe

29、 companyNocost benchmarktocompare theoverall costunderthird-partymanagementResistance to share inventorydata withthird-partyA cultural adjustmentaswellasa significant reorganization of everyday jobdutiesisrequiredtoaccomplisha major changeofcompany operationsVMIwillachieve itsacceptance gradually,es

30、peciallyaftertheanticipatedcompetitiveenvironmentin2-3 years15A ChineseOEM outsourcedits inboundlogistics to China Logisticsforoperating assets,skills andbettermanagementOEMInbound LogisticsTheOEM waspreparingfor massproductionofa newpassengercar model on atotallynewplantInthepast,the supplierswere

31、asked to deliverall componentstothe linesidewarehouseTherearenot enoughin-houseoperationstaffand space to copewithexpansionofproductionThemanagementoftheOEM would liketofocusonmanufacturingofvehicles,whileoutsource mostofits logisticstothirdpartyChinaLogisticsrefurbisheda4,500Sq.M.warehouse situated

32、 8kmfromtheassemblylineInaddition,emergency orderscanbedispatchedwithinten minutesofnotification anddeliveredtolinesidewithin30minutesPartsarestored,pickedandmarshalledaccordingtowheretheyareusedontheassemblyline,withloadsconfigured in direct-to-line orderScalerampedupfrom40unitsperday in November 2

33、002to180 units in March 2003Ina typicalweek,the China Logisticsteam handlesmorethan 3,000 differentproduct lines andmakessome 250just-in-timedeliveriestolinesidereceivingpointsChinaLogistics ApproachSituationSelectedCase Studies16Thereareseveraldifferentfactorstoconsiderindesigninganappropriateinven

34、tory levelOrderto-deliverylead timeOrdersize andfrequencyAnnualthroughputPerSKU demandCompletevehicle sales volumeCarparc(penetrationrate)TotalnumberofSKUsKittingorotherneedsPurchasing leadtimeTransportationlead timePurchasing order sizeand frequencyCustomerNeedsVolumeForecastSKUComplexityInbound Pr

35、ocessSolutionSelectionTotalCostTransportationcostWarehousingcostLaborcostLevelofIntegrationSourceofmaterials (externalsuppliersorOEM factory)LocationofsuppliersOEMInbound Logistics17Current Operational Characteristicsrelated to MaterialsManagement20+domesticand50+overseas suppliersSupplier1Customeri

36、nvolving:LogisticsDeptQuality DeptPlanningDeptSupplierXSupplier2Supplier3Supplier22Operationalcharacteristics:ComponentSupplierInbound LogisticsAtpresent,CustomerX directly contactamultitudeofsuppliers,toPlaceP/O;Monitor P/Ostatus, changeP/Oifnecessary;Receiveandunpack parts,storeandpickingInspectan

37、dsortparts;Deliver to assembly line;Checkdocumentation andfinally payinvoice.Itinvolvesfunctionsacross thecustomer:Production PlanningQuality ControlLogisticsand MaterialsManagementITFinance18Majorcapacityandqualityissuesarises when50% annualgrowthisanticipatedUnder-capacityforwarehousingspaceThereareconstraintsasproductioncapacityneedstobeboomedtomeetincreasing customer demandsManufacturin