制造业物流管理技巧与评估体系

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

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

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:

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

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………...

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?

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?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.DesignPurchaseManufactureAssemble

ShipInventoryManufactureAssemble

ShipManufactureInventoryAssembleShipManufactureAssembleInventoryShipDeliveryleadtimeDeliveryleadtimeDeliveryleadtimeDeliveryleadtimeEngineer-to-OrderMake-to-OrderAssemble-to-OrderMake-to-StockManufacturingStrategiesDemandManagement[Demand]--Aneedforaparticularproductorcomponent.SourcesofDemand:CustomersSparepartsPromotionsIntracompanyCharacteristicsofDemand:TrendSeasonalityRandomvariationCyclicalvariation|Year1|Year2|Year3|Forecastingandforecastingtechniques(1)PrinciplesofForecastingforecastsarealmostalwayswrong.Shouldincludeanestimateoferror.forecastaremoreaccurateforgroupsofproducts.forecastsaremoreaccuratefornearerperiodoftime.Forecastingtechniques:Qualitative(定性)techniques--arebasedonintuition(直觉)andinformedopinion;theythereforetendtobesubjective(主观的).theyareusedforbusinessplanningandforecastingfornewproducts,andareusedformedium-tolong-rangeplanning.Quantitative(定量)techniques--basedonhistoricaldataandassumefuturewillrepeatpast.Theyareofteninproductionplanning,andthedataareusuallyreadilyavailablefromcompanyrecords.|InventoryandInventoryManagement(1)InventoryObjectivesInventorymustbecoordinatedtomeetthreeconflictingobjectives:bestcustomerservicelow-costplantoperationminimuminventoryinvestmentForecastingandforecastingtechniques(2)Forecastingtechniques:Extrinsic(外部)techniques(alsocalledcausal因果technique)Intrinsic(内部)techniquesMovingAverage(移动平平均)ForecastingExponentialSmoothing(指数平平滑)Seasonality(季节性性)PeriodaveragesalesAveragesalesforallperiodsSeasonalindex=预測1.对对能够够预测测的尽尽量预预测准准确，，不能能预测测的必必须有有应急急措施施；2.应应根据据生产产规模模，产产品的的特点点，企企业信信息化化程度度和所所需的的时间间选取合合适的的预测测方法法。不不能偏偏面强强调预预测准准确度度。库存1.在供应应链中中，选选取合合适的的结点点，设设置合合理的的库存存；2.对对产品品寿命命周期期短，，降价价快的的产品品，必必须设设置较较低的的库存存，反之，，可以以设置置较高高的库库存。。关键提提高高效率率，缩短交交货周周期大规模模定制制与延延迟生生产可可以降降低成成品的的预测测难度度和库库存物流指指标KPICLIPRLIPICSLInventoryturnsStockbyMAT库库存InventoryRunRatePlanningreliability计计划准准确率率Componentmissingrate零零件件缺货货率CLIP=numberoforderlinesshippedinwarehousewithinorderbookleadtime/totalnumberoforderlinestobeshippedaccordingtoorderbook*100%CLIP=在后勤勤手册册供货货期内内进仓仓的订订单数数/根根据后后勤手手册应应该完成的的总订订单数数*100%RLIP=numberoforderlinesshippedinwarehousewithincustomerrequireddate/totalnumberoforderlinestobeshippedaccordingtocustomerrequirement*100%RLIP=在客户户要求求供货货期内内进仓仓的订订单数数/根根据客客户要要求应应该完完成的总总订单单数*100%theagreedICSL=numberoforderlinesshippedexwarehousebeforedate/totalnumberoforderlinesagreedtobeshippedatthatdate*100%ICSL=在承诺诺供货货期内内出仓仓的订订单数数/根根据承承诺应应该完完成的的总订订单数*100%Componentmissingrate=%ofimmediatelycomponentavailability(measuredatthetimewhenreceivedcustomerorder)物料短短缺率率=客客户订订单收收到时时的物物料准准备率率%Planningreliability=realizedsalespermonth/salesplanforthismonth,made1monthearlier*100%计划准准确度度每月月实际际销售售/提提前1个月月的销销售计计划*100%StockbyMAT=totalvaluestockatmonth’send/totalsalesoflast12months,invalue*100%库存=月底底所有有库存存资金金/过过去12个个月销销售金金额*100%InventoryRunRateDefinition:=%ofstockvalue/past3monthsales*4InventoryTurns=totalsalesoflast12months/averageValuestock现代物物流发发展方方向1.物物流管管理模模式的的发展展方向向—供供应链链管理理2.物物流运运作方方式的的发展展方向向—第第三方方物流流3.电子商商务与与物流流制造企企业为为什么么选择择第三三方物物流企企业1.降降低成成本3PL只能赚赚取为为制造造企业业省下下来的的钱2.3PL自身的的特长长及资资源3PL需具备备很强强的整整合能能力，，愿意意不断断提升升信息化水水平3.较较高的的服务务水平平坚持以以客户户为导导向，，适应应灵活活多变变的环环境制造企企业的的困扰扰成本显显性化化，无无法体体现成成本优优势整合能能力弱弱，信信息化化水平平低不灵活活Supplychaincharacteristics:logisticconcept2ndtiersuppliers1sttiersuppliersFactoryRDCNSOCustomersCustomersOrderDecouplingpointPlanningDrivenOrderDrivenSCOR(SupplyChainOperationsReference)modelPlanSourceMakeDeliver9.PerformancemeasurementandBenchmarking10.CompetenceManagementInfrastructurePlanExecutionStrategy/BusinessObj.1.Supplychainarchitecture2.Supplychainplan3Sourceplan7.Deliverplan5.Makeplan4.Sourceexec.an6.Makeexec.8.Deliverexec.1234710InformalOrganizationFunctionalOrganizationIntegratedSupplyChainExtendedEnterpriseElement1SUPPLYCHAINARCHITECTUREDefinition:P0:Theprocessofphysicalconfiguringthesupplychain.Thiscanincludeforexampledecisionson:••thenumberandlocationofmanufacturingsites••numberofandlocationofdistributioncentres••selectionandlocationofkey-suppliers••introductionofdirectshipmentsfromfactoriestocustomers1Informal••Supply-Chainconfigurationisnotdesignedormanagedbuthasevolvedwithoutformalplanprocessesorstrategyorthelinkingofprocessestogether,noclearlogisticsconcept.2Transitional••SupplyChainactionsaredrivenbytheannualbudgetcycle.3Transitional••SomecostdrivenSupplyChainconfigurationactionsarecarriedout.4Functional••OverallSupply-Chainconfigurationisbasedonacost-basedmanufacturingstrategy.ChangesoptimisefunctionalperformancewithoutregardtooverallSupply-Chainimpact.Decouplingpointsaredefined.5Transitional••OverallSupplyChainconfigurationalsoconsidersSourceandDelivercostoptimisation.6Transitional••StartingfromtheBusinessStrategyaclearlydefinedSupply-ChainExecutionStrategyisdeveloped(whichincludesacleardefinitionofthedecouplingpointandanunderstandingofStackedLead-Time).7IntegratedSupply-Chain••Supply-Chainconfigurationisnotonlycostdrivenbutalsofocusesonresponsiveness,flexibilityandmeetingmarketneeds.SomemajorsuppliersandcustomersareinvolvedintheSupplychainconfigurationprocess.8Transitional••Supply-ChainconfigurationalsoconsidersintegralcostsforkeypartnersintheSupply-Chain.9Transitional••Supply-ChainconfigurationalsoconsidersresponsivenessforkeypartnersintheSupplyChain.10TheExtendedEnterprise••Supply-ChainconfigurationisadynamicprocessoptimisingcostsandresponsivenessforallpartnersintheSupplyChain.ThankYou9、静静夜夜四四无无邻邻，，荒荒居居旧旧业业贫贫。。。。1月-231月-23Saturday,January7,202310、雨中中黄叶叶树，，灯下下白头头人。。。19:38:5119:38:5119:381/7/20237:38:51PM11、以我独沈久久，愧君相见见频。。1月-2319:38:5119:38Jan-2307-Jan-2312、故故人人江江海海别别，，几几度度隔隔山山川川。。。。19:38:5119:38:5119:38Saturday,January7,202313、乍见翻翻疑梦，，相悲各各问年。。。1月-231月-2319:38:5119:38:51January7,202314、他乡生白发发，旧国见青青山。。07一月20237:38:51下午19:38:511月-2315、比不了得就就不比，得不不到的就不要要。。。一月237:38下下午1月-2319:38January7,202316、行动出成果果，工作出财财富。。2023/1/719:38:5219:38:5207January202317、做前，能够够环视四周；；做时，你只只能或者最好好沿着以脚为为起点的射线线向前。。7:38:52下午7:38下下午19:38:521月-239、没有失失败，只只有暂时时停止成成功！。。1月-231月-23Saturday,January7,202310、很多事事情努力力了未必必有结果果，但是是不努力力却什么么改变也也没有。。。19:38:5219:38:5219:381/7/20237:38:52PM11、成功功就是是日复复一日日那一一点点点小小小努力力的积积累。。。1月-2319:38:5219:38Jan-2307-Jan-2312、世间成事事，不求其其绝对圆满满，留一份份不足，可可得无限完完美。。19:38:5219:38:5219:38Saturday,January7,202313、不知香香积寺，，数里入入云峰。。。1月-231月-2319:38:5219:38:52January7,202314、意志坚坚强的人人能把世世界放在在手中像像泥块一一样任意意揉捏。。07一一月20237:38:52下午午19:38:521月-2315、楚塞塞三湘湘接，，荆门门九派派通。。。。一月237:38下下午午1月-2319:38January7,20231