XX公司内部绝密资料

DELIVER

in

AsiaRegional

Supply

Chain

courseOctober

3rd,

2001Today

...z

Contextz

The

basicsz

The

opportunitiesy

Visiony

Outsourcing,

VMI,

inventory

planningz

DELIVER

CoPz

The

future??First,

some

pictures

of

a

supplychainSupply

ManagementIngredients

&packagingsuppliersManufacturerproductionlinesManufacturerdistributioncenterRetail

storeroom)Retailerdistribution

(shelf

+

backcenterConsumersDemand

ManagementPlanSourceMakeDeliverLeadership

&

StrategyBrand

DevelopmentChannel

&CustomerDevelopmentSuppliersConsumers&CustomersInformationHuman

ResourcesFinanceTechnologyDistributionManagementPlanSourceMakeDeliverSupplyPlanningDemandPlanningProcessingPackingCustomer

ServiceManagementCustomer

ServiceManagementis

the

satisfaction

of

customers’

requirementsof

the

Supply

Chain.

This

includes

ordermanagement

from

capture/creation

throughinvoicing

and

collection,

the

implementation

ofa

differentiated

customer

service

policy

andcustomer

integration

activities

that

improveservice

and

reduce

extended

supply

chain

costs.SupplierManagementIn-boundLogisticsCustomer

ServiceManagementPlanSourceMakeDeliverSupplyPlanningDemandPlanningProcessingDistributionManagementPackingDistribution

Managementis

the

movement

andcare

of

finished

productfrom

manufacturing,

usually

through

intermediatewarehousing

to

customers/consumers.SupplierManagementIn-boundLogisticsAdvice

on

DELIVERz

Get

the

basics

righty

Ordering,

Delivery,

Billingz

Do

the

sexy

stuffy

Integration

and

synchronisationx

VMI,

e-Business,

CPFRThe

basics

have

to

be

in

placez

Customer

Servicey

Cost:

%Overduey

Service:

lead

time,

ease

of

orderingy

Quality:#CNs

due

to

error,

invoicing

accuracyz

Warehousing/Distributiony

Cost:

%NPSyService:%case

fill,

%order

fill,

IRAyQuality:%rejects,

%returns,

%damagesKPIs

are

the

keyKPIs

are

the

keyThe

Opportunities

in

DELIVERThe

SEA

VCA

2000

study

-LaundryCost

saving4

M

EuroThe

SEA

VCA

2000

study

-LaundryInventory

reduction8

M

EuroWorld

Class

Supply

ChainFunctional

ExcellenceKey

:Red

Arrow

=

Product

Flow

BlueArrow

=

Information

FlowRDC

=

Regional

Distribution

Centresz

Organisation

focused

on

functional

excellencez

Information

optimised

to

facilitate

functional

excellencez

Many

small

customers

and

suppliersPlanSourceMakeDeliverFactoryConsumerRDCRDCRDCSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierCustomerCustomerCustomerCustomerSupplierSupplierSupplierSupplierCopyright@2000.

Corporate

MaST

Group,

Unilever

Research

plc.

All

rights

reserved.Service

and

Integrationz

Organisation

manages

business

through

multi-functionalteams,exploiting

functional

excellence

whilst

focusing

on

immediateupstream

and

downstream

customersz

Information

requirements

optimised

for

management

of

internalorganisationz

Customer

base

predominantly

key

account

(>60%

Volume

weighted)z

Key

supplier

consolidation

-

relationship

managementPlanSource

Make

DeliverSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierSupplierSupplierSupplierFactoryRDCRDCKeyAccountWholesalerRetailerConsumerCopyright@2000.

Corporate

MaST

Group,

Unilever

Research

plc.

All

rights

reserved.Integrated

Network

and

Collaborationz

Organisation

focus

on

extendedSupply

Chain

(Customers

andSuppliers)z

Information

shared

with

all

parties

in

the

extended

Supply

Chainz

High

percentage

of

business

in

a

few

key

accountsz

Supplier

base

consolidated

-

partnership

managementPlanSource

Make

DeliverSupplier’sSupplierSupplier’sSupplierFactorySupplierSupplierKeyAccountWholesalerRetailerConsumerStockHoldingLocationCopyright@2000.

Corporate

MaST

Group,

Unilever

Research

plc.

All

rights

reserved.199619982000Phase

III

(Integrated

Networkand

Collaboration)IFocus

onInternalintegration

&improvementIIFocus

onOutboundimprovementIIIFocus

onexternal

integrationandimprovementPLANDELIVERMAKESOURCEDELIVERMAKEDELIVER

SOURCESOURCEMAKE

DELIVER

SOURCEECRSome

quoted

benefitsz

Cisco,

Intel,

TNT,

Kodak,

Nestle,

P&G:z

Cost

savings:y

"75%

reduction

in

errors”y

"12,000

engineers

saved”y

"45%

inventory

reductions”z

Growth

opportunities:y

"40%

more

orders

in

same

time”y

"1

week

product

development

cycle

reduction”y

"reduce

product

lead

times

by

50-70%”y

"order

cycle

times

cut

from

6-8

weeks

to

1-3

weeks"Source:

Logicon

2001One

way

of

looking

at

DELIVERWays

of

workingProcessInfrastructureSynchronisedProductionCRPOptimumInventoryCRPSMIS&OPMPSInventoryVMICPFRRDSMRPplanningDemandWPSWMSPlanningEDIXMLInventorytarget

modelsEDIXMLEFTAPS

(SAPAPO)

and

ERP

(BPCS)Reliable

operations,

palletsKPIsIngredients

&packagingsuppliersManufacturerproductionlinesManufacturerdistributioncenterRetail

store(shelf

+backroom)RetailerdistributioncenterConsumersDifferent

categories,different

demand

strategiesDELIVER

focusz

Outsourcing

warehousesz

Inventory

target

planningz

VMIOutsourcingz

Third

party

logistics

providers

haveability

to

accelerate

and

drive

changey

Focus

-

It

is

their

core

businessy

Resources

-

Availability

of

“resource

pool”y

Expertise

-

Core

competencyy

Experience

-

Did

it

beforey

Funds

-

Willingness

to

investSupply

chain

outsourcingcriteria

for

choosingSupply

chain

outsourcingactions

for

choosingSupply

Chain

outsourcingz

Advantagesy

Allows

you

to

concentrateon

core

competenciesy

Allows

experts

to

manageand

develop

processes,technology

and

peoplex

accelerate

changey

Allows

experts

toleverage

synergies

withintheir

industryy

Provides

improvedcustomer

servicey

Free

up/generate

capitalz

Disadvantagesy

hand-over

can

bemismanagedy

potential

for

cultureclashy

unlikely

to

save

youmoney

in

the

short-termy

potential

for

‘us

andthem’Outsourcing

-

the

milestonesDeterminestrategyLearn

frompreviousexperiencesSelectpartnerProjectkick-offTeamplanCommunicateNegotiatedetailsTransferoperationsTransferpeopleManageperformanceOutsourcing

lessons

learntz

Partnership

essentialz

Communicate

at

all

levelsz

HR

Issues

by

far

the

mostz

Contract

issuesOutsourcing

partnershipz

DOy

encourage

an

open

environment,

sharing

risks

and

rewardsy

understand

YOUR

performance

BEFORE

you

hand

overy

continue

to

measure

cost,

service,

qualityy

COMMUNICATE:

treat

them

as

a

departmentz

DON’Ty

move

the

goal-postsy

do

their

job

for

themy

expect

them

to

do

things

they

do

not

have

as

their

corecompetencey

expect

the

3PL

to

tell

you

when

you’re

wrongInventory

target

planningSupply

Chain

Variablesz

Supplier

Reliabilityy

SSQR

programz

Delivery

frequencyz

Production

Reliablilityy

TPM

/

5Sz

Forecast

Reliabilityy

Demand

Plan

Forecastingz

Understand

Safety

StockSC

Variable

-

Safety

Stockz

Used

for

hedging

against

uncertainty

iny

Supplier

Reliabilityy

Production

Breakdowny

Stock

Inaccuracyy

Forecasting

Errorto

achieve

Stock

Availability

targetz

Systematic

understanding

of

how

muchSafety

Stock

is

requiredInventory

Planningz

Understand

the

Inventory

Componentsy

Forecast

Accuracyy

Sale

Fluctuationy

Production

Cycley

Production

Reliabilityy

Supplier

Reliabilityy

Service

Level

targetz

Understand

the

nature

of

each

productsandhow

to

set

appropriateInventory

policyz

Use

simulation

tool

to

model

the

effect

each

component

has

on

theinventory

level

and

service

levelz

Set

inventory

level

accordinglyVMIWhy

bother

doing

VMI?z

Objective

is

to

efficiently

replenishshelvesz

Forecasting

is

ALWAYS

wrongz

Buyers

can

get

in

the

wayy

Bull-whip

effectz

Poor

data

gets

in

the

wayUnileversupplierCustomerDCCustomerStoreUnileverfactoryIntegratedsuppliersSynchronisedProductionAutomatedStore

OrderingCrossDockingContinuousReplenishmentUnileverDCReliableOperationSupply

Chain

improvementsContinuous

ReplenishmentMembers

of

the

supply

chain

working

together

toreplenish

products

based

on

actual

sales

andforecasted

product

demandy

VMI

(VendorManaged

Inventory)

is

one

of

the

meansto

continuous

replenishmentx

vendor

maintaining

customer’s

stock

according

to

targetlevels

and

service

levelx

transfer

of

ownership

in

ordering

process

so

to

vendorE-

INFORMATIONUnileversupplierzUnileverDCCustomerDCCustomerStoreUnileverfactoryVMI

Daily

Process

FlowCustomer

DCOrderproposalStock

ReplenishmentData

sent

to

ULT

at

6amULT

to

generate

orderULT

to

sent

Order

Proposal

by

afternoonProduct

Delivery

that

nightInventory

data

/DC

offtakeDespatchAdviceEDI

MessagesCust3

promotional

itemForecast

AccuracyStock

reduction

of

10

Million

BahtApril

01:

Build

up

stock

for

Songkran

holidayCust1

scorecardCust1

scorecardFeb-Mar

01:

Capped

demand

and

capped

supplyCust1

scorecardDemand

-

the

Bullwhip

effectDemand

-

reduce

the

bullwhipDELIVER

CoPRCSEstablishing

RCS

organisation,

Roles

and

responsibilities

and

KPIsEnsuring

operation

matches

ECR

requirements

as

much

as

possibleTHAILANDz

Prioritiesy

Building

new

warehousey

CRP/VMI

roll-outy

CPFR

pilot/sy

EFT

roll-outy

Regional

Planning/SAP

APOy

‘Phoenix’

replacement

for

distributor

systemz

Opportunitiesy

Regional

Customer

Servicey

Regional

DELIVER

best

practiceINDONESIAz

Prioritiesy

Outsourcing

and

building

warehouse

with

MNL

y

Balanced

KPI

scorecardy

VMI

with

distributorsy

Working

capitalreductionz

Opportunitiesy

Regional

Customer

Servicey

Regional

DELIVER

best

practicey

SCD,

CD,

TD,

SD

organisation

complexityOUTSOURCINGNewCDC

to

be

built

in

9-12

m,

to

include

BestFoods.MOA

signedNow

in

details

of

contractOwn

CDC

will

Xferto

LFDby

Q3,

‘to

practice’ECRSc

Diagnostics

-

DIFOT

and

drill

down

to

root

cause,

on

weekly

basisSAP

-

focuson

demand

planning.

Wil

lhaveto

change

way

workat

present.

Issue

on

whether

use

secondary

sales(as

at

present)

or

primarysales

for

demand

pullVMI

-

taking

experience

from

Thailand

VMI

workshopSynchronised

production

-

all

NSD

and

hairCash

flow

-

pioneered

EFT,

using

‘Citibank’

model

with

local

bank

(UnionBank

Philippines)PHILIPPINESz

Prioritiesy

Outsourcing

and

building

warehousewith

Li

&

Fung

Distributiony

SDIS

for

GT/

Electronic

Call

Sheet

for

SST

--

Secondary

SalesCapture

for

Demand

Signaly

ECR

SC

Diagnostics

tooly

ECR

VMI

pilotsy

ECR

EDI

leadershipy

ECR

Synchronised

production

(“Everything,

Everyweek”)y

ECR

Cash

flow/EFTy

Regional

Planning

(SAP

APO)y

Customer

Service

Help

Deskz

Opportunitiesy

Regional

customer

servicey

Regional

SC

organisationx

MUs

separate

from

profit

responsible

SUsRegional

CoP