制造业物流管理技巧与评估体系课程(ppt 30页).ppt

1、,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

2、,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

3、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

4、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?,Inventory and Inventory Management (1),What Is Inventory ? Those stocks or items used to support production ( raw materials and work-in-process items), supporting activities (maintenanc

5、e, repair, and operating suppliers ), and customer service ( finished goods and spare parts ),What are Purposes of Inventory ? Anticipation inventory - for future demand ; Fluctuation inventory - commonly called safety stock ; Lot-size inventory - lot-size purchasing or manufacturing ; Transportatio

6、n inventory - goods on-board shipping ; Hedge inventory - to protect against price fluctuations .,Delivery lead time,Delivery lead time,Delivery lead time,Delivery lead time,Engineer-to-Order,Make - to-Order,Assemble-to-Order,Make-to-Stock,Manufacturing Strategies,Demand Management, Demand - - A nee

7、d for a particular product or component.,Sources of Demand : Customers Spare parts Promotions Intracompany,Characteristics of Demand : Trend Seasonality Random variation Cyclical variation,| Year 1 | Year 2 | Year 3 |,Forecasting and forecasting techniques (1),Principles of Forecasting forecasts are

8、 almost always wrong . Should include an estimate of error. forecast are more accurate for groups of products . forecasts are more accurate for nearer period of time.,Forecasting techniques : Qualitative( 定性) techniques - are based on intuition(直觉) and informed opinion; they therefore tend to be sub

9、jective(主观的).they are used for business planning and forecasting for new products , and are used for medium- to long-range planning. Quantitative( 定量) techniques - based on historical data and assume future will repeat past. They are often in production planning , and the data are usually readily av

10、ailable from company records.,|,Inventory and Inventory Management (1),Inventory Objectives Inventory must be coordinated to meet three conflicting objectives:,best customer service,low-cost plant operation,minimum inventory investment,Forecasting and forecasting techniques (2),Forecasting technique

11、s : Extrinsic ( 外部 ) techniques ( also called causal 因果 technique ) Intrinsic ( 内部) techniques,Moving Average ( 移动平均) Forecasting Exponential Smoothing ( 指数平滑) Seasonality ( 季节性) Period average sales Average sales for all periods,Seasonal index=,预測 1.对能够预测的尽量预测准确，不能预测的必须有应急措施； 2.应根据生产规模，产品的特点，企业信息化程

12、度和所需的时间 选取合适的预测方法。不能偏面强调预测准确度。 库存 1.在供应链中，选取合适的结点，设置合理的库存； 2.对产品寿命周期短，降价快的产品，必须设置较低的库存， 反之，可以设置较高的库存。 关键 提高效率，缩短交货周期 大规模定制与延迟生产可以降低成品的预测难度和库存,物流指标 KPI CLIP RLIP ICSL Inventory turns Stock by MAT 库存 Inventory Run Rate Planning reliability 计划准确率 Component missing rate 零件缺货率,CLIP=number of order lines

13、shipped in warehouse within order book lead time/total number of order lines to be shipped according to order book*100% CLIP=在后勤手册供货期内进仓的订单数/根据后勤手册应该 完成的总订单数*100% RLIP=number of order lines shipped in warehouse within customer required date/total number of order lines to be shipped according to cust

14、omer requirement *100% RLIP=在客户要求供货期内进仓的订单数/根据客户要求应该完 成的总订单数*100%,the agreed ICSL=number of order lines shipped ex warehouse before date/total number of order lines agreed to be shipped at that date*100% ICSL=在承诺供货期内出仓的订单数/根据承诺应该完成的总订 单数*100% Component missing rate=% of immediately component availab

15、ility(measured at the time when received customer order) 物料短缺率=客户订单收到时的物料准备率%,Planning reliability=realized sales per month/sales plan for this month, made 1 month earlier*100% 计划准确度每月实际销售/提前1个月的销售计划*100% Stock by MAT=total value stock at months end/total sales of last 12 months, in value*100% 库存=月底

16、所有库存资金/过去12个月销售金额*100% Inventory Run Rate Definition:= % of stock value/past 3 month sales*4 Inventory Turns=total sales of last 12 months/average Value stock,现代物流发展方向 1.物流管理模式的发展方向供应链管理 2.物流运作方式的发展方向第三方物流 3.电子商务与物流,制造企业为什么选择第三方物流企业 1.降低成本 3PL只能赚取为制造企业省下来的钱 2.3PL自身的特长及资源 3PL需具备很强的整合能力，愿意不断提升信 息化水平 3

17、.较高的服务水平 坚持以客户为导向，适应灵活多变的环境,制造企业的困扰 成本显性化，无法体现成本优势 整合能力弱，信息化水平低 不灵活,Supply chain characteristics: logistic concept,2nd tier suppliers,1st tier suppliers,Factory,RDC,NSO,Customers,Customers Order Decoupling point,Planning Driven,Order Driven,SCOR(Supply Chain Operations Reference) model,Plan,Source,M

18、ake,Deliver,9. Performance measurement and Benchmarking,10. Competence Management,Infrastructure,Plan,Execution,Strategy/ Business Obj.,1.Supply chain architecture,2.Supply chain plan,3 Source plan,7.Deliver plan,5.Make plan,4.Source exec.an,6.Make exec.,8.Deliver exec.,1,2,3,4,7,10,Informal Organiz

19、ation,Functional Organization,Integrated Supply Chain,Extended Enterprise,Element 1 SUPPLY CHAIN ARCHITECTUREDefinition:P0: The process of physical configuring the supply chain. This can include forexample decisions on: the number and location of manufacturing sites number of and location of distrib

20、ution centres selection and location of key-suppliers introduction of direct shipments from factories to customers1 Informal Supply-Chain configuration is not designed or managed but has evolved without formal plan processes or strategy or the linking of processes together , no clear logistics conce

21、pt.2 Transitional Supply Chain actions are driven by the annual budget cycle.3 Transitional Some cost driven Supply Chain configuration actions are carried out.4 Functional Overall Supply-Chain configuration is based on a cost-based manufacturing strategy. Changes optimise functional performance without regard to overall Supply-Chain impact. Decoupling points are defined.5 Transitional Overall Supply Chain configuration also considers Source and Deliver cost optimisation.6 Transitional Starting from the Business Strategy a clearly defined Supply-Chain Execution St