电子商务之供应商管理（英文）.ppt

1、Achieving Competitive Advantage Through Supply Chain ManagementAdvanced Planning andScheduling SystemsMay 25, 2000,Agenda,1.The Evolution of the Supply Chain 2.Advanced Planning and SchedulingSystems 2.1How They Work 2.2The Vendors,The Supply Chain encompasses a number of key business processes invo

2、lved in managing the flow of materials, information, and funds from the initial suppliers to the ultimate consumer., the concept of supply chain managementis relatively simple.,However, in the real world, multiple suppliers, multiple plants, multiple distribution points and multiple customers signif

3、icantly complicate material and information flows., And, given that supply chains cross multiple companies, walls have been builtthat prevent full and timely information flow.,Breaking down these walls and integrating the supply chain is critical. However, to date, most supply chain initiatives have

4、 been inwardly focused. Only recently, manufacturers are beginning to embrace the total supply chain as a means to achieving competitive advantage.,Phase 1 - Process Integration (e.g., reengineering the order-to-cash process). Phase 2 - Intra-Enterprise Integration (e.g., sales strategies coordinate

5、d with supply chain capabilities). Phase 3 - Inter-Enterprise Integration (e.g., collaborativeforecasting & replenishment between retailers and suppliers),Stage 1: Separate best of breed applications dedicated to specific business processes (1970s),Enterprise Resource Planning (ERP),Supply Chain Tec

6、hnology has evolved over the past several decades.,Todays ERP systems are transaction-basedapplications with limited decision-support capability.,Stage 3: Enterprise-wide applications (early to mid 1990s andstill ongoing),Stage 2: Suites of integrated applications for functional processes (1980s),AP

7、S Definition ERP or legacy interfaced decision support technology which uses advanced algorithms, (e.g., LPs, IPs, mixed IPs, heuristics, theory-of-constraints, etc.) to model supply chain constraints and enable intelligent supply chain planning/decision making. APS Characteristics Allows complex su

8、pply chain representation and rapid SC model reconfiguration Enables concurrent, dynamic planning, and “what-if” simulations usingmemory resident processing Possess scaleable object architectures capable of running largedata-intensive models,Advanced Planning and Scheduling Systems (APS) Are the Nex

9、t Step of the Evolution for Providing Decision Support Capabilities.,While we tend to draw all supply chains the same, there are many types of supply chains - each with their own unique challenges.,E.g., Pulp & Paper,E.g., High-Tech,E.g., Consumer Products,How Do You Know If You Have Supply Chain Ma

10、nagement Problems?,Customer Service Concerns - Customer complaints, loss of share, delivery problems, customer surprises Materials Management Difficulties - High inventory buffers/obsolescence, high transportation costs, supplier shortages, lost purchasing discounts Manufacturing Process Problems -

11、Production inefficiencies, overcapacity, undercapacity, cost growth Planning Difficulties - Inaccurate forecasts, high stockouts, growing overhead costs Obsolete Technology - Incompatible systems linkages, inaccurate/inaccessible information Revenue Cycle Concerns - Lengthy time to market, long orde

12、r cycle, distribution delays, conflicting channel demands Vendor Management Problems - Poor response levels, lostgrowth, lack of commitment,The Importance of Supply Chain Management Has Increased Significantly Over the Past Few Years.,The Response: Approximately 60% of Manufacturers Currently Have a

13、 Major Supply Chain Initiative Underway.,However, 42% are “less than satisfied” with theoutcome of their previous improvement efforts.,As the Pace of Business Continues to Increase, a Key Challenge for Todays Supply Chain Managers Is to Make Good Business Decisions, Using All the Information That Is

14、 Available, Within a Short Time Period.,The Supply Planning (SP),Distribution Planning,Master Planning,Factory Planning & Scheduling,Inventory Planning,SP - Inventory Planning,Inventory Planning Goal: Determine optimal inventory levels and location to protect desired customer service goals,Trade off

15、 between inventory and service not understood Limited ability to know how much inventory, when and where Inability to plan at a sufficient level of detail Inability to quantify the impact of demand and supply variability,Challenges,SP Master Planning,Master Planning Goal: Globally optimize productio

16、n plan considering tradeoffs of available capacity, materials, costs, time,Lack of visibility Disjointed planning Inability to reconcile demand priorities with supply constraints Inability to globally optimize production plan considering multiple constraints Planning doesnt support corporate objecti

17、ves,Challenges,Distribution Planning,Master Planning,Factory Planning & Scheduling,Inventory Planning,SP Factory Planning & Scheduling,FP & Scheduling Goal: Optimal execution of the Master Plan to minimize cost and improve quality of the plan,Material and capacity constraints not considered simultan

18、eously Inaccurate representation of real world constraints Slow, inability to react Lack of problem visibility Poor delivery date quoting in build to order,Challenges,SP - Distribution Planning,Distribution Planning Goal: Optimally positioning and deploying inventory to achieve desired customer serv

19、ice,Store & DC replenishment handled independently Limited ability to prioritize demand Predetermined (aka inflexible) distributing rules Inventory distributed in advance of actual sales,Challenges,Distribution Planning,Master Planning,Factory Planning & Scheduling,Inventory Planning,Customer Benefi

20、ts,Growth: Increase revenues Increased margin performance Financial Performance: Reduced inventory costs and obsolescence Optimal use of available capacity and inventory Reduced procurement expense through accurate ordering Improved Customer Service And if you do the aboveincreasedstock price,Select

21、ed APS Implementations by Industry,Aerospace Bell Helicopter U.S. Navy Automotive Ford GM Volvo Chemical Occidental Chemical Novartis MacMillan Bloedel Consumer Goods (Durable) Baker Furniture Black & Decker Bose Herman Miller Consumer Goods (Non-Durable) 3M Ault Foods,Consumer Goods (Non-Durable) C

22、oca Cola E&J Galo Frito Lay High Tech 3COM Dell Digital Gateway Siemens Industrial Case Caterpillar Mercury Marine Medical Johnson & Johnson Bristol-Meyers Squibb Metals Timken,There Are a Number of APS Vendors. According to the Gartner Group, i2 Technologies and Manugistics Are the Leaders Today.,D

23、eloitte currently has established APS relationships with i2, Manugistics, SynQuest and Paragon. D&T has ERP partnerships with PeopleSoft, JDE Numetrix, Baan and SAP.,Source: Gartner Group (03/26/99),Note from S: The Table was deleted due to copyrights constraints. Refer to the Gartner Group database

24、 in S for current information.,1999 Estimated Total SCM Market Share,Source: Benchmarking Partners, Inc.,1999 Estimated % Share of Market Leaders By Vertical,Source: Benchmarking Partners Inc.,1999 Estimated % Growth by Vertical 1998-1999,Source: Benchmarking Partners Inc.,1999 Assessment in the Con

25、sumer Packaged Goods Industry,Source: Benchmarking Partners Inc.,Appendix,Demand Plan,KEY CONCEPTS Truly incorporates knowledge from various levels within and outside the organization Proactively control events and reduce variations in demand forecasting Supports top-down, bottom-up and hybrid plann

26、ing approaches Multi-dimensional, enterprise demand planning that integrates systems, processes and people at multiple levels INPUT Considers strategic goals, inter/intra-company objectives and constrainedsupply information to construct realistic demand plan Considers external economic and events (p

27、romotions, pricing changes, etc.) Multiple scenario comparisons and what-if analysis facilitate appropriateuses to add value OUTPUT Identifies opportunities, formulates strategies, translates theminto action plans and actual execution steps, and analyzes results Produces realistic forecast that driv

28、es inventory, financial andoperational plans Reduces supply chain inventory and costs,Supply Plan,KEY CONCEPTS Facilitates the design of optimal distribution networks, production plans,sourcing decisions, and inventory levels Helps determine the most profitable supply chain strategy for end-to-endor

29、der fulfillment Real time, enterprise wide and cross enterprise visibility and optimizationof constraints Reliable real-time market, product and customer-allocated capable-to-promise and due date quoting INPUT Considers constraints throughout the supply chain at a great level ofdetail, enabling rapi

30、d what-if simulations OUTPUT Manufacturing, distribution and sourcing network optimization: improvecustomer responsiveness and reduce costs at the same time Increased ability to focus on high-value strategy decisions that drivetactical and operational activities, and responsiveness tochanges in busi

31、ness environment Shorter order fulfillment cycle time Lower inventories Optimized asset utilization,Production Plan,KEY CONCEPTS Produces optimized and feasible finite production schedule based onconsideration of dynamic constraints INPUT What-if analysis ATP based on up-to-date material and capacit

32、y constraints Fast re-planning of orders to accommodate demand volatility OUTPUT Resource optimization Utilization improves by 10 to 50% Inventory reduced up to 75% Order Lead Times: 10 to 60% reduction Delivery Performance: 25 to 50% improvement Order Fill Rates: 50 to 90% improvement Reduced planning cycle time from weeks to hours,Transportation Pla