物流普及知识

供应链管理 --历史的反思与新挑战IBM全球服务部徐津供应链管理TMCopyrightIBM2002供应链管理-发展史TMCopyrightIBM20021900年以学术研究开始-农业产品军事需求教科书的出现-60年代初期公司内部效率提高的最后一道战线政府对运输行业的放权70年代能源危机经济全球一体化IT--供应链管理的新天地竞争加强的必然结果-强者生存，产品替代效应增强利润的挑战-节省$1=?D时代的“疯狂”TMCopyrightIBM2002供应链管理-End-to-EndTMCopyrightIBM2002SCM-凝聚企业的竞争力WholesalersCustomersLogisticsSuppliersManufacturing

PlantsSupplierRetailersLogisticsProvidersWholesalersTMCopyrightIBM2002SCM-核心所在买什么，从何买，什么价钱而不是以最快的方式买错东西生产什么,何时生产，生产多少而不是以最低的成本生产非需品以统一的形象面对客户而不是仅仅对单个流程自动化以统一的形象面对供应商而不是仅仅把每笔交易搬到网上TMCopyrightIBM2002SCM-对企业的整体效应收入成本流动资产固定资产—供应链效应—提高顾客服务(i.e.,优化库存与货架数量比例,更大的市场占有率,更高的利润率)降低库存缩短订单-现金周期股东权益利润资产降低有形资产(i.e.卡车，仓库，物资操作机械等以协作来降低销售成本，运输，仓储物流成本，采购成本TMCopyrightIBM2002SCM–企业所面临的挑战buymovestoresellreplenish内部优化，以达到：提高顾客服务水平提高供求透明度采购成本库存周转优化商品分类运用先进的销售技术（Internet,Kiosk,产品目录，网络电视）以高效率的供应链竞争TMCopyrightIBM2002SCM-量化的效益TMCopyrightIBM2002GMROI-纯利润回收率Customer

Service(5–25%)(2–5%)ThroughputsalesInventory(10–50%)Avg.inventoryatcostGMROI(95%)(10–50%)PlanningCycleTimeOperatingExpensescostofgoodssold顾客服务产出计划周期运作成本销售额销售成本平均库存成本库存TMCopyrightIBM2002SCM-对症下下药FortheRetailIndustry,InventoryManagementModuleswouldreplaceProductionSchedulingTMCopyrightIBM2002供应链链管理理的应应用在在跨行行业的的比较较TMCopyrightIBM2002SCM-最佳应应用I一般创意前沿优秀应应用Vendor-managedandco-ownedinventoryInventoryownedbythesupplierorco-ownedbytheretailerandsupplierImplementationofcentrally-managed(withinstore)electronicshelftagsScan-basedtradingforfast-andslow-movingitemsRequirescashierstoaccuratelyscanorentereachitemInventoryandorderingfunctionstieddirectlytothepoint-of-sale(perpetualinventory)Itemsareregisteredandre-orderedwhenthecashierscansanitemRequiresaccuratescanningforproperSKUorderingOnlineprivatelabelproductproductionsynchronizationforverticallyintegratedretailersStore-specificinventorybasedonlocation,marketcharacteristics,andareademographicsInventoryandorderingfunctionstieddirectlytoconsumerself-scanshelftake-awayProvidesoutofstockalertsand/orautomaticallyre-ordersitemsAutomatedprivate-labelproductplanningandsourcing(requiresintelligentsystems)VMI电子货货架条条SBT（scanbasedtrading））即时库库存同步生生产-本本店店品牌牌因店而而异库库存即时库库存自动生生产计计划-本本店品品牌细节库存管管理TMCopyrightIBM2002Scan-basedtradingbenefitsbothretailers&suppliersbystreamliningthedeliveryofDSDproductsDSDsupplierdeliversinventorytoastoreConsumerbringsitemstothecashregisterandthecashierscansitemsAttheendofthebillingcycle,theretailerpaysthesupplierbasedonactualunitssoldSupplierAccountsReceivableInvoiceforXYZ$4000.00perorder$250.00percaseInvoiceforXYZ$4000.00perorder1$250.00percaseInvoiceforXYZ$4000.00perorder$250.00percaseInvoiceforXYZ$4000.00perorder1$250.00percaseRetailerAccountsPayableDeliverypersonnelbypassthetraditionalprocessofchecking-ininventoryandinsteadgodirectlytostoreshelvesforstockingWhenDSDitemisscanned,therelevantproductinformationistransmittedtothesupplierandretailersystems12345Commitmentfromsupplierstosupportbroad-basedusageDeploymentofstandards-basedpoint-of-saletechnologycapableofcommunicatingwithsuppliersReduceddeliverytime(20-25minutessavedperdelivery)Reducedstock-outsandincreasedsales(upby3%-5%persupplier)ImprovedpricingaccuracyRe-allocationofstorepersonnelfromcheck-intoin-storemerchandisingactivitiesImprovedpromotionalflowthroughReducedinvoicedeductions(declinedby70%)Users2Retailers:H.E.Butt,SchnuckMarket,Andronico’’sManufacturers:Frito-Lay,Nabisco,PepperidgeFarms,Hallmark,Anheuser-BuschVendorsVialink(SyncLink)SuccessFactorsKeyResults&Metrics1SampleUsers/VendorsTMCopyrightIBM2002SCM-最佳应应用II一般创意前沿UtilizationofSKU-levelelectronicinventorymanagementsystemsIncludespallettrackingthroughoutthedistributioncenterFullyintegratedandoperationalwarehousemanagementsystems(WMS)thatautomatedistributioncentersandallowforcomplexfunctionssuchasflowthroughandcross-dockingShareddistributioncentersforretailersofferingmultiplestoreformats(e.g.,Wal-MartwithSuperstores,NeighborhoodMarkets,andSam’sClubstores)ReverselogisticsmanagementintegratedintowarehousesystemstoautomatereturnsprocessesMarket-levelshareddistributionassetsforconsumerpackagedgoodscompanies(CPG)andretailerswherewarehousesandtrucksserveareastoresfromcompetingandcomplementingretailersWarehousenetworkstrategieswheremarket-level““mega”warehousearebuiltforchain-wideitemscomplementedbyregionaldistributioncentersthatservefastermovingandperishableitemsUtilizesystemsthatcountergonomicwearandtearoneachwarehouseemployeebyindividualtask,dynamicallybalancingnewtaskassignmenttoreducetheriskofinjury物流中心管管理LeadingPractices电子库存管管理仓储管理共享仓库自动反向物物流区域共享仓仓库仓库网络战战略劳保有益型型工作管理理DetailTMCopyrightIBM2002CentralizedWarehouseManagementSystemAbilitytocross-dockshipmentsfromcentralfacilitywithperishablegoodsatregionalcentersAvailabilityoftruckstohaulshipmentslongerdistancesDeploymentofwarehousemanagementsystem(WMS)tomanageproductsdestinedfor1,100storesAvailabilityoflabortostaffcentralwarehousefacilitySuccessFactorsImprovedefficiencyforentiredistributionsystemLowerpricesthroughcentralizedbuyingFasterturnoverinfacilitiesRegionalwarehousespecializationKeyResults&Metrics1UsersAholdUSAC&SWholesaleGrocers(potentialwarehouseowner/partner)VendorsIBMSampleUsers/VendorsAhold’scentralizedfacilitywillbeownedandoperatedbyathird-partydistributionspecialistPhiladelphia,PANY,NJ,CT,RI,MANY,PA,OHThefacilitywillsupplyallofAholdUSA’s1,100storesDC,MD,DE,NJ,VANY,NJ,PA,WVAL,GA,TN,NC,SCExistingcenterswillbeusedforcross-dockingofperishablesProductswillbepre-sortedforeachretailoutletatthecentralizeddistributioncenter123CompletedshipmentswillthenberoutedtoareastoresTMCopyrightIBM2002整体战略流程优化具体系统实实施零售业竞争争力：做同样的事事但比竟争对对手做得更更好！！SCM在零售业-如何何开始？TMCopyrightIBM2002开拓新服务务战略效益难易程度低难容易高一般电子采购直接物料运输管理仓储管理简接采购需求预测管管理库存管理$M$M$M$M$M$M知己知彼基本数据分分析现有流程分分析组织结构分分析确定主要问问题和改进进方向市场与竞争争对手分析析确定改革蓝蓝图企业改革蓝蓝图上下一致沟沟通明确改革目目标-具体体化实施计划供应链整体体战略??战略咨询$MSCM在零售业-整体体战略TMCopyrightIBM2002SCM在零售业：：流程优化化-成成功之关键键！Process采购流程寻找供应商商采购操作流流程合同管理配送物流流流程库存管理订货流程仓储管理运输管理流程整合所有环节的的考量流程整体战略流程优化具体系统实实施TMCo