制造业物流管理技巧与评估体系课件

制造业物流管理技巧与评估体系飞利浦照明集团胡恩2002.05.17上海制造业物流管理技巧与评估体系飞利浦照明集团

物流部门在制造企业的主要职能安全库存和预测在供应链物流中的作用衡量物流部门绩效的KPI第三方物流企业能为你做些什么供应链管理过程评估工具物流部门在制造企业的主要职能

制造企业的物流过程销售预测生产计划原料采购存货管理厂内运输成品储存出厂运输订单处理客户服务采购部门物流部门生产部门物流部门销售部门物流部门制造企业的物流过程销售生产原料存货厂内成品出厂订单客户采购

制造企业的物流职能企业经营发展战略物流战略物流计划绩效评估费用管理成本控制订单处理客户服务进厂运输成品储存厂内运输货物包装存货管理分销计划销售预测货物验收生产计划原料采购出厂运输地区储存业务职能:管理职能:微观职能宏观职能:制造企业的物流职能企业经营发展战略物流战略物流计划绩效评估

物流和商流的关系商品流通：买卖备货运输储存区域特征渠道特征产品特征促销特征信用特征商流物流物流服务于商流;物流可以与商流分离，独立研究物流和商流的关系商品流通：买卖备货

销售物流内部架构设置按功能分B.按产品类别分C.按销售渠道分物流经理计划和采购主管订单处理和客户服务主管运输和仓储主管………...物流经理甲产品物流主管乙产品物流主管丙产品物流主管………...物流经理批发渠道工程渠道OEM渠道………...销售物流内部架构设置物流经理计划和采购主管订单处理和客户服

1.全球经济衰退及中国成为全球制造中心对中国物流业的影响对制造企业正面影响? 负面影响?对物流企业正面影响? 负面影响?2.汤姆.彼得斯在<<追求卓越>>出版20周年之际,坦陈它的缺失,并意识到:我们正处在一个非理性的时代,商业世界里没有现成的蓝图和路线.在这个多变的商业环境里,企业的CEO,CFO,销售总监是如何看待供应链物流的?你作为物流经理在企业中的地位如何?如何面对机遇和挑战?1.全球经济衰退及中国成为全球制造中心对中国物流业的影响

3.如何理解预测在物流工作中的作用?如何理解预测与“牛鞭效应”的关系?4.贵司采用哪些KPI来评价物流工作?如何与物流企业的物流服务标准相对接.5.货主企业一般通过招标的方式来选择物流企业,请各自从货主企业和物流企业的角度阐明其利弊.6.货主企业与物流企业之间的协议是否应该有标准化格式?与物流服务标准应建立何种联系?

7.如何衡量物流配送质量和效率,使物流配送成为双赢的服务?8.物流企业如何整合你的外部资源,以取得竞争优势?7.如何衡量物流配送质量和效率,使物流配送成为双赢的InventoryandInventoryManagement(1)WhatIsInventory?Thosestocksoritemsusedtosupportproduction(rawmaterialsandwork-in-processitems),supportingactivities(maintenance,repair,andoperatingsuppliers),andcustomerservice(finishedgoodsandspareparts)WhatarePurposesofInventory?Anticipationinventory---forfuturedemand;Fluctuationinventory---commonlycalledsafetystock;Lot-sizeinventory---lot-sizepurchasingormanufacturing;Transportationinventory---goodson-boardshipping;Hedgeinventory---toprotectagainstpricefluctuations.InventoryandInventoryManageDesignPurchaseManufactureAssemble

ShipInventoryManufactureAssemble

ShipManufactureInventoryAssembleShipManufactureAssembleInventoryShipDeliveryleadtimeDeliveryleadtimeDeliveryleadtimeDeliveryleadtimeEngineer-to-OrderMake-to-OrderAssemble-to-OrderMake-to-StockManufacturingStrategiesDesignPurchaseManufactureAssemDemandManagement[Demand]

--Aneedforaparticularproductorcomponent.SourcesofDemand:

CustomersSparepartsPromotionsIntracompanyCharacteristicsofDemand:

TrendSeasonalityRandomvariationCyclicalvariation|Year1|Year2|Year3|DemandManagement[Demand]SoForecastingandforecastingtechniques(1)PrinciplesofForecasting

forecastsarealmostalwayswrong.Shouldincludeanestimateoferror.forecastaremoreaccurateforgroupsofproducts.forecastsaremoreaccuratefornearerperiodoftime.Forecastingtechniques:

Qualitative(定性)techniques

--arebasedonintuition(直觉)

andinformedopinion;theythereforetendtobesubjective(主观的).theyareusedforbusinessplanningandforecasting

fornewproducts,andareusedformedium-tolong-rangeplanning.

Quantitative(定量)techniques

--basedonhistoricaldataandassumefuturewillrepeatpast.Theyareofteninproductionplanning,andthedataareusuallyreadilyavailablefromcompanyrecords.|ForecastingandforecastingteInventoryandInventoryManagement(1)InventoryObjectivesInventorymustbecoordinatedtomeetthreeconflictingobjectives:

bestcustomerservice

low-costplantoperation

minimuminventoryinvestmentInventoryandInventoryManageForecastingandforecastingtechniques(2)Forecastingtechniques:

Extrinsic(外部)techniques(alsocalledcausal因果technique)Intrinsic(内部)techniques

MovingAverage(移动平均)Forecasting

ExponentialSmoothing(指数平滑)

Seasonality(季节性)

PeriodaveragesalesAveragesalesforallperiodsSeasonalindex=Forecastingandforecastingte

预測1.对能够预测的尽量预测准确，不能预测的必须有应急措施；2.应根据生产规模，产品的特点，企业信息化程度和所需的时间选取合适的预测方法。不能偏面强调预测准确度。库存1.在供应链中，选取合适的结点，设置合理的库存；2.对产品寿命周期短，降价快的产品，必须设置较低的库存，反之，可以设置较高的库存。

关键提高效率，缩短交货周期

大规模定制与延迟生产可以降低成品的预测难度和库存预測

物流指标

KPICLIPRLIPICSLInventoryturnsStockbyMAT库存InventoryRunRatePlanningreliability计划准确率Componentmissingrate零件缺货率物流指标KPI

CLIP=numberoforderlinesshippedinwarehousewithinorderbookleadtime/totalnumberoforderlinestobeshippedaccordingtoorderbook*100%CLIP=在后勤手册供货期内进仓的订单数/根据后勤手册应该完成的总订单数*100%

RLIP=numberoforderlinesshippedinwarehousewithincustomerrequireddate/totalnumberoforderlinestobeshippedaccordingtocustomerrequirement*100%RLIP=在客户要求供货期内进仓的订单数/根据客户要求应该完成的总订单数*100%CLIP=numberoforderliness

theagreed

ICSL=numberoforderlinesshippedexwarehousebeforedate/totalnumberoforderlinesagreedtobeshippedatthatdate*100%ICSL=在承诺供货期内出仓的订单数/根据承诺应该完成的总订单数*100%Componentmissingrate=%ofimmediatelycomponentavailability(measuredatthetimewhenreceivedcustomerorder)物料短缺率=客户订单收到时的物料准备率%theagreedICSL=numberofo

Planningreliability=realizedsalespermonth/salesplanforthismonth,made1monthearlier*100%计划准确度每月实际销售/提前1个月的销售计划*100%StockbyMAT=totalvaluestockatmonth’send/totalsalesoflast12months,invalue*100%库存=月底所有库存资金/过去12个月销售金额*100%InventoryRunRateDefinition:=%ofstockvalue/past3monthsales*4InventoryTurns=totalsalesoflast12months/averageValuestockPlanningreliability=realize

现代物流发展方向1.物流管理模式的发展方向—供应链管理2.物流运作方式的发展方向—第三方物流3.电子商务与物流现代物流发展方向

制造企业为什么选择第三方物流企业1.降低成本

3PL只能赚取为制造企业省下来的钱2.3PL自身的特长及资源

3PL需具备很强的整合能力，愿意不断提升信息化水平3.较高的服务水平

坚持以客户为导向，适应灵活多变的环境制造企业为什么选择第三方物流企业

制造企业的困扰

成本显性化，无法体现成本优势整合能力弱，信息化水平低不灵活制造企业的困扰

Supplychaincharacteristics:logisticconcept2ndtiersuppliers1sttiersuppliersFactoryRDCNSOCustomersCustomersOrderDecouplingpointPlanningDrivenOrderDrivenSCOR(SupplyChainOperationsReference)modelSupplychaincharacteristics:

PlanSourceMakeDeliver

9.PerformancemeasurementandBenchmarking10.CompetenceManagementInfrastructurePlanExecutionStrategy/BusinessObj.1.Supplychainarchitecture2.Supplychainplan3Sourceplan7.Deliverplan5.Makeplan4.Sourceexec.an6.Makeexec.8.Deliverexec.9.Performancemeasurementan

1234710InformalOrganizationFunctionalOrganizationIntegratedSupplyChainExtendedEnterprise1234710InformalFunctionalInteElement1SUPPLYCHAINARCHITECTURE

Definition:

P0:Theprocessofphysicalconfiguringthesupplychain.Thiscanincludefor

exampledecisionson:

•thenumberandlocationofmanufacturingsites

•numberofandlocationofdistributioncentres

•selectionandlocationofkey-suppliers

•introductionofdirectshipmentsfromfactoriestocustomers

1Informal

•Supply-Chainconfigurationisnotdesignedormanagedbuthasevolvedwithoutformalplan

processesorstrategyorthelinkingofprocessestogether,noclearlogisticsconcept.

2Transitional

•SupplyChainactionsaredrivenbytheannualbudgetcycle.

3Transitional

•SomecostdrivenSupplyChainconfigurationactionsarecarriedout.

4Functional

•OverallSupply-Chainconfigurationisbasedonacost-basedmanufacturingstrategy.Changes

optimisefunctionalperformancewithoutregardtooverallSupply-Chainimpact.Decouplingpointsaredefined.

5Transitional

•OverallSupplyChainconfigurationalsoconsidersSourceandDelivercostoptimisation.

6Transitional

•StartingfromtheBusinessStrategyaclearlydefinedSupply-ChainExecutionStrategyisdeveloped(whichincludesa

cleardefinitionofthedecouplingpointandanunderstandingofStackedLead-Time).

7IntegratedSupply-Chain

•Supply-Chainconfigurationisnotonlycostdrivenbutalsofocusesonresponsiveness,flexibilityandmeetingmarket

needs.SomemajorsuppliersandcustomersareinvolvedintheSupplychainconfigurationprocess.

8Transitional

•Supply-ChainconfigurationalsoconsidersintegralcostsforkeypartnersintheSupply-Chain.

9Transitional

•Supply-ChainconfigurationalsoconsidersresponsivenessforkeypartnersintheSupplyChain.

10TheExtendedEnterprise

•Supply-ChainconfigurationisadynamicprocessoptimisingcostsandresponsivenessforallpartnersintheSupplyChain.

Element1SUPPLYCHAINARCHITE

ThankYou

制造业物流管理技巧与评估体系飞利浦照明集团胡恩2002.05.17上海制造业物流管理技巧与评估体系飞利浦照明集团

物流部门在制造企业的主要职能安全库存和预测在供应链物流中的作用衡量物流部门绩效的KPI第三方物流企业能为你做些什么供应链管理过程评估工具物流部门在制造企业的主要职能

制造企业的物流过程销售预测生产计划原料采购存货管理厂内运输成品储存出厂运输订单处理客户服务采购部门物流部门生产部门物流部门销售部门物流部门制造企业的物流过程销售生产原料存货厂内成品出厂订单客户采购

制造企业的物流职能企业经营发展战略物流战略物流计划绩效评估费用管理成本控制订单处理客户服务进厂运输成品储存厂内运输货物包装存货管理分销计划销售预测货物验收生产计划原料采购出厂运输地区储存业务职能:管理职能:微观职能宏观职能:制造企业的物流职能企业经营发展战略物流战略物流计划绩效评估

物流和商流的关系商品流通：买卖备货运输储存区域特征渠道特征产品特征促销特征信用特征商流物流物流服务于商流;物流可以与商流分离，独立研究物流和商流的关系商品流通：买卖备货

销售物流内部架构设置按功能分B.按产品类别分C.按销售渠道分物流经理计划和采购主管订单处理和客户服务主管运输和仓储主管………...物流经理甲产品物流主管乙产品物流主管丙产品物流主管………...物流经理批发渠道工程渠道OEM渠道………...销售物流内部架构设置物流经理计划和采购主管订单处理和客户服

1.全球经济衰退及中国成为全球制造中心对中国物流业的影响对制造企业正面影响? 负面影响?对物流企业正面影响? 负面影响?2.汤姆.彼得斯在<<追求卓越>>出版20周年之际,坦陈它的缺失,并意识到:我们正处在一个非理性的时代,商业世界里没有现成的蓝图和路线.在这个多变的商业环境里,企业的CEO,CFO,销售总监是如何看待供应链物流的?你作为物流经理在企业中的地位如何?如何面对机遇和挑战?1.全球经济衰退及中国成为全球制造中心对中国物流业的影响

3.如何理解预测在物流工作中的作用?如何理解预测与“牛鞭效应”的关系?4.贵司采用哪些KPI来评价物流工作?如何与物流企业的物流服务标准相对接.5.货主企业一般通过招标的方式来选择物流企业,请各自从货主企业和物流企业的角度阐明其利弊.6.货主企业与物流企业之间的协议是否应该有标准化格式?与物流服务标准应建立何种联系?

7.如何衡量物流配送质量和效率,使物流配送成为双赢的服务?8.物流企业如何整合你的外部资源,以取得竞争优势?7.如何衡量物流配送质量和效率,使物流配送成为双赢的InventoryandInventoryManagement(1)WhatIsInventory?Thosestocksoritemsusedtosupportproduction(rawmaterialsandwork-in-processitems),supportingactivities(maintenance,repair,andoperatingsuppliers),andcustomerservice(finishedgoodsandspareparts)WhatarePurposesofInventory?Anticipationinventory---forfuturedemand;Fluctuationinventory---commonlycalledsafetystock;Lot-sizeinventory---lot-sizepurchasingormanufacturing;Transportationinventory---goodson-boardshipping;Hedgeinventory---toprotectagainstpricefluctuations.InventoryandInventoryManageDesignPurchaseManufactureAssemble

ShipInventoryManufactureAssemble

ShipManufactureInventoryAssembleShipManufactureAssembleInventoryShipDeliveryleadtimeDeliveryleadtimeDeliveryleadtimeDeliveryleadtimeEngineer-to-OrderMake-to-OrderAssemble-to-OrderMake-to-StockManufacturingStrategiesDesignPurchaseManufactureAssemDemandManagement[Demand]

--Aneedforaparticularproductorcomponent.SourcesofDemand:

CustomersSparepartsPromotionsIntracompanyCharacteristicsofDemand:

TrendSeasonalityRandomvariationCyclicalvariation|Year1|Year2|Year3|DemandManagement[Demand]SoForecastingandforecastingtechniques(1)PrinciplesofForecasting

forecastsarealmostalwayswrong.Shouldincludeanestimateoferror.forecastaremoreaccurateforgroupsofproducts.forecastsaremoreaccuratefornearerperiodoftime.Forecastingtechniques:

Qualitative(定性)techniques

--arebasedonintuition(直觉)

andinformedopinion;theythereforetendtobesubjective(主观的).theyareusedforbusinessplanningandforecasting

fornewproducts,andareusedformedium-tolong-rangeplanning.

Quantitative(定量)techniques

--basedonhistoricaldataandassumefuturewillrepeatpast.Theyareofteninproductionplanning,andthedataareusuallyreadilyavailablefromcompanyrecords.|ForecastingandforecastingteInventoryandInventoryManagement(1)InventoryObjectivesInventorymustbecoordinatedtomeetthreeconflictingobjectives:

bestcustomerservice

low-costplantoperation

minimuminventoryinvestmentInventoryandInventoryManageForecastingandforecastingtechniques(2)Forecastingtechniques:

Extrinsic(外部)techniques(alsocalledcausal因果technique)Intrinsic(内部)techniques

MovingAverage(移动平均)Forecasting

ExponentialSmoothing(指数平滑)

Seasonality(季节性)

PeriodaveragesalesAveragesalesforallperiodsSeasonalindex=Forecastingandforecastingte

预測1.对能够预测的尽量预测准确，不能预测的必须有应急措施；2.应根据生产规模，产品的特点，企业信息化程度和所需的时间选取合适的预测方法。不能偏面强调预测准确度。库存1.在供应链中，选取合适的结点，设置合理的库存；2.对产品寿命周期短，降价快的产品，必须设置较低的库存，反之，可以设置较高的库存。

关键提高效率，缩短交货周期

大规模定制与延迟生产可以降低成品的预测难度和库存预測

物流指标

KPICLIPRLIPICSLInventoryturnsStockbyMAT库存InventoryRunRatePlanningreliability计划准确率Componentmissingrate零件缺货率物流指标KPI

CLIP=numberoforderlinesshippedinwarehousewithinorderbookleadtime/totalnumberoforderlinestobeshippedaccordingtoorderbook*100%CLIP=在后勤手册供货期内进仓的订单数/根据后勤手册应该完成的总订单数*100%

RLIP=numberoforderlinesshippedinwarehousewithincustomerrequireddate/totalnumberoforderlinestobeshippedaccordingtocustomerrequirement*100%RLIP=在客户要求供货期内进仓的订单数/根据客户要求应该完成的总订单数*100%CLIP=numberoforderliness

theagreed

ICSL=numberoforderlinesshippedexwarehousebeforedate/totalnumberoforderlinesagreedtobeshippedatthatdate*100%ICSL=在承诺供货期内出仓的订单数/根据承诺应该完成的总订单数*100%Componentmissingrate=%ofimmediatelycomponentavailability(measuredatthetimewhenreceivedcustomerorder)物料短缺率=客户订单收到时的物料准备率%theagreedICSL=numberofo

Planningreliability=realizedsalespermonth/salesplanforthismonth,made1monthearlier*100%计划准确度每月实际销售/提前1个月的销售计划*100%StockbyMAT=totalvaluestockatmonth’send/totalsalesoflast12months,invalue*100%库存=月底所有库存资金/过去12个月销售金额*100%InventoryRunRateDefinition:=%ofstockvalue/past3monthsales*4InventoryTurns=totalsalesoflast12months/averageValuestockPlanningreliability=realize

现代物流发展方向1.物流管理模式的发展方向—供应链管理2.物流运作方式的发展方向—第三方物流3.电子商务与物流现代物流发展方向

制造企业为什么选择第三方物流企业1.降低成本

3PL只能赚取为制造企业省下来的钱2.3PL自身的特长及资源

3PL需具备很强的整合能力，愿意不断提升信息化水平3.较高的服务水平

坚持以客户为导向，适应灵活多变的环境制造企业为什么选择第三方物流企业

制造企业的困扰

成本显性化，无法体现成本优势整合能力弱，信息化水平低不灵活制造企业的困扰

Supplychaincharacteristics:logisticconcept2ndtiersuppliers1sttiersuppliersFactoryRDCNSOCustomersCustomersOrderDecouplingpointPlanningDrivenOrderDrivenSCOR(SupplyChainOperationsReference)modelSupplychaincharacteristics:

PlanSourceMakeDeliver

9.PerformancemeasurementandBenchmarking10.CompetenceManagementInfrastructurePlanExecutionStrategy/BusinessObj.1.Supplychainarchitecture2.Supplychainplan3Sourceplan7.Deliverplan5.Makeplan4.Sourceexec.an6.Makeexec.8.Deliverexec.9.Performancemeasurementan

1234710InformalOrganizationFunctionalOrganizationIntegratedSupplyChainExtendedEnterprise1234710InformalFunctionalInteElement1SUPPLYCHAINARCHITECTURE

Definition:

P0:Theprocessofphysicalconfiguringthesupplychain.Thiscanincludefor

exampledecisionson:

•thenumberandlocationofmanufacturings