向候总匡中期汇报文件

物流整合项目中期回顾汇报ProgrammeReview康佳多媒体事业部Multi-mediaDivision侯总、匡总、叶明,林洪藩2003年8月3号HouZhong;KuangZhongYeMing;LingHong-fanSundayAugust32003沈德森RogerSandersonAgendaItems:PilotImplementationStatusofKeyProcesses/TasksOrganisation/PeopleCFTCharter/CPCEntitledProcesses&ITSummaryofTrainingROP/ForecastingDCNetwork3PLModelImplementation3PLManagementSuggestedNextStepsAfterLogistics?……S.C.M.?AMulti-userLogisticsPlatform?议程项目:试运行主要流程/任务现状组织/人员CFT章程/CPC机舱图目标流程,IT支持培训情况总结ROP补货点/预测DC配送网络

3PL管理建议下一步行动物流完成后?……S.C.M.供应链?多产品共用的物流平台?战略STRATEGY结构STRUCTURE系统(&流程)SYSTEMS(&Processes)战略STRATEGY结构STRUCTURE很清楚……开发一个业界一流、成本合理，能为多媒体事业部及其客户能提供优质服务的物流平台;并确保这个物流平台从长远来说具有为康佳内部和外部客户的多个产品提供服务的潜力。VeryClear……TodevelopaLogisticsPlatformthatprovidesaBest-in-Class,Cost&Service-effectivesupporttoMMD&itsCustomers;andwiththepotentialtosupportmultipleproducttypesandCustomerswithinandoutsideKonka.系统

SYSTEMS系统

SYSTEMSTheLBUOrganisationModelisagreed“inprinciple”BothatHQandaRegionallevelKeyimplementationissueis“rightpersonfortherightjob”结构STRUCTURE

区域物流组织模型获得原则通过

同时在总部和片区两个层面上

实施过程中关键的问题是“为各岗位挑选合适人选”战略STRATEGY系统(&流程)

SYSTEMS(&Processes)TheLogisticsBUfoundationsareinplace–inPilotRegionEntitledProcesses–bothoperations&ITCross-functionalManagement–CFTMeasurements–CockpitChartInventoryManagement–ROP,Forecasting3PLManagement–Measurements+HandbookDCNetworkmendations–PilotRegion

物流业务部基础工作在进行当中–在试点地区

目标流程–运营和IT

跨功能小组–CFT

衡量指标–机舱图

库存管理–ROP补货点,预测3PL管理–衡量指标+操作手册DC网络建议–试点地区结构STRUCTURE

战略STRATEGY组织/人员Organisation/PeopleAgenericRegionalLBUstructureagreed–consistentwithBUScopeARegionalLBUstructurespecifictoNERegionalsoagreedScopeoftheRegionalLogisticsBUagreedwithCoreTeam(referRLBUCharterdocument)Identification/evaluationofpotentialcandidatesinNERegionhascommencedSelection/appointmentcanproceedatKonka’sdiscretion……butthisobviouslydrivesthetimingofOrganisationChange!!KeyJobDescriptionsforRegionalLBUHead+RegionalPlannercompleted

认定了区域物流业务部总体架构–与业务部的业务范围保持一致

认定了东北片区具体的区域物流业务部架构

就区域物流业务部的业务范围与核心小组达成一致(参见区域物流业务部章程)

实施了东北地区潜在物流领导的筛选和评估

最后筛选和任命决定应由康佳作出……但这将加速组织架构变革的进程!!

完成了区域物流业务部总经理和片区计划员的岗位描述RefertoBook3fordetailOrganisationChartsAteamrepresentingthevariousfunctionalareasMissionoftheteamistoachieveanagreedupon,specificobjectiveTheobjectiveisultimatelyaimedat:EstablishingaProcess-basedmindsetDrivingcontinuousimprovementinkeybusinessprocessesRadicallyimprovingtheorganization’scompetitiveness什么是跨功能小组？WhatisaCross-functionalTeam?一个成员代表各职能领域的团队这个团队的使命是就一系列具体事项达成一致意见这个目标最终是为了:建立一种流程为基础的观念在各关键业务领域中推动持续的改善极大地提高企业的竞争力ProblemsandsolutionsdonotcompletelyresidewithinonedepartmentAllfunctionalelementsinvolvedinaprocessneedtocontributeSolutionsmustimproveoverallperformanceoftheprocessSuccessfulteamsbringknowledge,objectivityandnewviewpointstoproblemsolving为什么需要跨功能小组?WhyareCross-functionalTeamsNeeded?很多时候问题和解决方案不同时存在于同一个部门一个流程中涉及的每一个要素都应对整个流程具有贡献解决方案必须提高整个流程的总体表现成功的团队会为解决问题带来知识、客观性和新视点在东北片区…这个团队要按时召开例会，客观的审视流程以确保销售和物流沟通顺畅并共同推动康佳业绩的提升(参见CFT小组章程)AndinNERegion…tobeadrumbeat,objectivereviewprocesstoensureSales&LogisticscommunicateonissuesandjointlydriveimprovementsinKonka’sPerformance(referCFTCharter)为什么需要跨功能小组?WhyareCross-functionalTeamsNeeded?RefertoBook3forNEPilotCFTCharterandCockpitChartRefertoBook1forEntitledProcessMapsAgendaItems:PilotImplementationStatusofKeyProcesses/TasksOrganisation/PeopleCFTCharter/CPCEntitledProcesses&ITSummaryofTrainingROP/ForecastingDCNetwork3PLModelImplementation3PLManagementSuggestedNextStepsAfterLogistics?……S.C.M.?AMulti-userLogisticsPlatform?议程项目:试运行主要流程/任务现状组织/人员CFT章程/CPC机舱图目标流程,IT支持培训情况总结ROP补货点/预测DC配送网络

3PL管理建议下一步行动物流完成后?……S.C.M.供应链?多产品共用的物流平台?SummaryofTrainingtodate:CFT/CoreTeam–ShenzhenCFTProcessProcessMappingMeasurements–CT&FPY,CockpitCharts,BFM’sBarrierIdentification&RemovalMeetingManagement,TeamDevelopmentChangeManagement,ChangingParadigms(video)S&OPForecasting–Concepts&ProcessInventory–ABC,ROP,InventoryAccuracyCFT/核心团队–深圳CFT流程

画流程图

衡量指标–周期时间和首次通过率,指标定义

障碍识别和排除

会议管理,团队建设

变革管理,改变思维(录像)

销售运营机制

预测–概念和流程

库存–ABC,ROP,库存准确率到目前为止的培训小姐SummaryofTrainingtodate:Shenyang&Harbin

3PLMeasurements(referSection1.a.viii.–3PLManagement)ROP&Forecasting(referSection1.a.v.–ROP/Forecasting)沈阳

和哈尔滨

3PL衡量指标(参见第一部分a.viii.–3PL管理)

ROP&预测(参见第一部分1.a.vi.–ROP/预测)RefertoBook3forInventoryManagementTrainingDetailsAgendaItems:PilotImplementationStatusofKeyProcesses/TasksOrganisation/PeopleCFTCharter/CPCEntitledProcesses&ITSummaryofTrainingROP/ForecastingDCNetwork3PLModelImplementation3PLManagementSuggestedNextStepsAfterLogistics?……S.C.M.?AMulti-userLogisticsPlatform?议程项目:试运行主要流程/任务现状组织/人员CFT章程/CPC机舱图目标流程,IT支持培训情况总结ROP补货点/预测DC配送网络

3PL管理建议下一步行动物流完成后?……S.C.M.供应链?多产品共用的物流平台?RefertoBook3forDCNetworkAnalysisdetailAgendaItems:PilotImplementationStatusofKeyProcesses/TasksOrganisation/PeopleCFTCharter/CPCEntitledProcesses&ITSummaryofTrainingROP/ForecastingDCNetwork3PLModelImplementation3PLManagementSuggestedNextStepsAfterLogistics?……S.C.M.?AMulti-userLogisticsPlatform?议程项目:试运行主要流程/任务现状组织/人员CFT章程/CPC机舱图目标流程,IT支持培训情况总结ROP补货点/预测DC配送网络

3PL管理建议下一步行动物流完成后?……S.C.M.供应链?多产品共用的物流平台?3PL实施——东北地区试点3PLImplementation–NERegionPilot现有模式——“小而全”CurrentModel–“somethingofeverything”EachLogisticsActivitybyseparateorganisationse.g.Warehousing–WarehousingCompanyS.B.DeliveriestoCustomers–KonkaFleet&StaffDeliveriesS.B.toS.O.–3PLCompanyS.O.Deliveries–adifferent3PLCompany

物流的各项活动由不同的组织承担

例如：

仓储 –仓储公司公司至客户 –康佳车队和员工

支线运输 –3PL物流公司

经营部至客户 –不同的3PL物流公司沈阳试点模型——保留了仓储和配送的分离ShenyangPilotModel–MaintainSeparationbetweenW’housing&DistributionChoosingtheBestCompanyforspecialisedtasksi.e.Warehousing–WarehousingCompanyRDCDeliveriestoCustomer–one3PLCompanyDeliveriesRDCtoLDCLDCDeliveriestoCustomer

为专业化的任务选择最好的公司

例如：

仓储 –仓储公司RDC运输 –一家3PL公司DeliveriesRDCtoLDCLDCDeliveries3PL实施——东北地区试点3PLImplementation–NERegionPilot哈尔滨试点模式——一家3PL提供所有服务HarbinPilotModel–FullServicefrom1x3PLAllServicesforaCity/LDCfromone3PLi.e.Warehousing&StaffingInnerCityDeliveries1x3PLCompanyOuterCityDeliveries好处:

行政管理更加容易

谈判砝码增加

规模经济

无法推委责任HasPotentialtoEvolveto….

一个3PL负责某一城市/LDC的所有服务

例如：仓储及其员工

市内配送 1x3PLCompany

市外配送Benefits:AdministrativelyEasierIncreasedLeverageScaleEconomiesSingleAccountability具有向…..演化的潜力3PL实施——东北地区试点3PLImplementation–NERegionPilot全国模式——“顶尖物流供应商”提供所有服务NationwideModel–FullService“LeadLogisticsProviders”(LLP’s)5to6Master3PL’sFullServiceResponsibilityforaRegioni.e…..MainstreamTransportexFactorytoagreedRegionRDCWarehousing&StaffingLocalInner&OuterCityDeliveriesexRDCRDCtoLDCMainstreamTransportLDCWarehousing&Deliveries(byLocalfirmsundercontracttoMaster3PL?)5到6个主要3PL

对一个地区所有服务负有责任

即…..从工厂到各片区的干线运输RDC仓储及其员工

从RDC到各地市内、市外的配送RDC到LDC支线运输LDC仓储和配送(由当地物流公司操作但和主要3PL签有合同?)3PL实施——东北地区试点3PLImplementation–NERegionPilotCharacteristics:StrategicL.T.partnershipsInformationSharing&ConnectedSystemsKKisaMarketer/Seller,TechnologicalInnovator,&SupplyChainManagerMaster3PL’sareasset-basedLogisticsServiceProvidersservicingKK’sSalesChannelsaccordingtoagreedServiceStandardsandGeographiccoverage.特点:

战略性L.T.合作伙伴

信息共享和相互联系的系统

康佳负责市场拓展/销售,创新科技,和管理供应链

主要3PL是指根据相互认可的服务标准和地域覆盖范围为康佳的销售渠道提供基于资产的物流供应商.全国模式——“顶尖物流供应商”提供所有服务NationwideModel–FullService“LeadLogisticsProviders”(LLP’s)3PL实施——东北地区试点3PLImplementation–NERegionPilotRefertoBook3for3PLManagementdetailAgendaItems:PilotImplementationStatusofKeyProcesses/TasksOrganisation/PeopleCFTCharter/CPCEntitledProcesses&ITSummaryofTrainingROP/ForecastingDCNetwork3PLModelImplementation3PLManagementSuggestedNextStepsAfterLogistics?……S.C.M.?AMulti-userLogisticsPlatform?议程项目:试运行主要流程/任务现状组织/人员CFT章程/CPC机舱图目标流程,IT支持培训情况总结ROP补货点/预测DC配送网络

3PL管理建议下一步行动物流完成后?……S.C.M.供应链?多产品共用的物流平台?东北地区试点——下一步

NERegionPilot–NextSteps短期（比如接下来2至4周）ShortTerm(i.e.withinthenext2-4weeks??):-ConfirmKeyAppointmentsofRLBUHead,ReplenishmentPlanner&3PLCoordinator…andrelocatetoShenyang(ifrequired)ResolveInventory“handover”issuesMakeOrganisationChangeCommencecross-functionalmanagementprocesses(CFT,CPC,ISA)CommenceRDC/LDCinventoryreplenishmentprocesses(ROP,Forecasting)ConfirmCustomerServiceStandardsexRDC,byCity,implementLDCChangesImplement3PLPerformanceMeasurements;monitor3PLModelseffectivenessWHOKKKKKKKK(&TG?)KK(&TG?)KK(&TG?)KK/3PL(&TG?)确定RLBU总经理、补货计划员和3PL协调员等关键职位的任命(如有必要调至沈阳)解决库存移交工作完成架构改变实施跨功能管理流程(CFT,CPC,ISA)实施RDC/LDC库存补货流程(ROP,Forecasting)按不同城市确认支线运输的客户服务标准，实施LDC变革实施3PL业绩考评衡量指标;监控3PL运营模式的效率谁康佳康佳康佳康佳(和TG?)康佳(和TG?)康佳(和TG?)康佳/3PL(和TG?)东北地区试点——下一步行动NERegionPilot–NextSteps中期计划(比如在接下来的2－4个月内)MediumTerm(i.e.withinthenext2-4months??):-EvaluatePilotregionresultsmonthlyfor3monthsUndertakeLogisticsNetworkOptimisationAnalysisUseresultsof2.toestablish“LogisticsRegions”andcommenceMaster3PLIdentification&EvaluationProcessDevelopacomprehensive,costed,ITEnhancementPlantosupportnationwideInventoryManagement,ForecastingandLogisticsInformationflowprocessesDevelopRLBUroll-outplanandestablishProjectTeam(usingPilotRegionstaffasmuchaspractical);obtainSeniorManagement“goahead”谁KK(HQCFT)KK(&TG?)KK(&TG?)KK(&TG?)KK(&TG?)连续3个月每月评估试点地区实施结果进行物流网络优化分析利用第二点的成果建立“物流区域”并进行主要3PL物流供应商的认定和评估流程启动一个综合的IT扩展行动计划用以在全国范围内支持库存管理、预测和物流信息流动制定RLBU全国推广计划并建立项目小组(尽可能利用好试点地区的员工);获得高层领导的批准和通过谁康佳(HQCFT)康佳(和TG?)康佳(和TG?)康佳(和TG?)康佳(和TG?)AgendaItems:PilotImplementationStatusofKeyProcesses/TasksOrganisation/PeopleCFTCharter/CPCEntitledProcesses&ITSummaryofTrainingROP/Forecasti