IBM供应链管理的历史反思与新挑战

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1、e-businessTM供应链管理供应链管理-历史的反思与新挑战历史的反思与新挑战IBM全球服务全球服务部部徐津徐津e-business供应链管理供应链管理TMCopyright IBM 2002贸易公司在传统商业中的位置原料供应商制造商批发分销商零售商消费者（产供销一体化的日用消费品生产厂商）可口可乐，宝洁，联合利华，和路雪等进出口公司和贸易公司中土畜，中粮，中化和中机等百货商店，连锁超市和大买场百盛，沃尔玛特，家乐福等e-business供应链管理供应链管理-发展史发展史TMCopyright IBM 20021900年以学术研究开始年以学术研究开始-农业产品农业产品军事需求军事需求教科书

2、的出现教科书的出现-60年代初期年代初期公司内部效率提高的最后一道战线公司内部效率提高的最后一道战线政府对运输行业的放权政府对运输行业的放权70年代能源危机年代能源危机经济全球一体化经济全球一体化IT-供应链管理的新天地供应链管理的新天地竞争加强的必然结果竞争加强的必然结果-强者生存，产品替代效应增强强者生存，产品替代效应增强利润的挑战利润的挑战-节省节省$1=?D 时代的时代的“疯狂疯狂”e-businessTMCopyright IBM 2002供应链管理供应链管理-End-to-EndSupply Chain Management电子采购物流管理-运输生产制造物流管理-仓储采购战略选择供

3、应商供应商管理采购商品战略合同管理流程管理供应商合作衡量标准仓库管理入/出库纪录物料操作流程订单周期管理订单质量管理工时管理衡量监测顾客服务需求管理物流战略运输战略库存管理运输网络设计运输优化设计车队管理信息查询与跟踪计划与排产需求与预测管理生产周期BOM流程与容量生产设计车间管理供应链管理信息框架电子采购系统供应商选择商品目录流程管理合同管理寻价供应商管理连接 ERP界面连接物流系统界面生产计划预测设备资产管理订单管理物流信息系统仓储管理运输管理无线网络方案e-businessTMCopyright IBM 2002SCM-凝聚企业的竞争力凝聚企业的竞争力WholesalersCustome

4、rsLogisticsSuppliersManufacturingPlantsSupplierRetailersLogistics ProvidersWholesalerse-businessTMCopyright IBM 2002SCM-核心所在核心所在 买什么，从何买，什么价钱而不是以而不是以最快的方最快的方式买错东式买错东西西 生产什么,何时生产，生产多少而不是以而不是以最低的成最低的成本生产非本生产非需品需品 以统一的形象面对客户 而不是仅而不是仅仅对单个仅对单个流程自动流程自动化化 以统一的形象面对供应商而不是仅而不是仅仅把每笔仅把每笔交易搬到交易搬到网上网上DesignBuy/So

5、urcePlanFulfillSellServiceCustomerDesignBuy/SourcePlanFulfillSellServiceCustomere-businessTMCopyright IBM 2002SCM-对企业的整体效应对企业的整体效应收入收入成本成本流动资产流动资产固定资产固定资产 供应链效应供应链效应 q 提高顾客服务提高顾客服务(i.e.,优化库存与货优化库存与货架数量比例架数量比例,更大的市场占有率更大的市场占有率,更高的利润率更高的利润率)q 降低库存降低库存q 缩短订单缩短订单-现金周期现金周期股东权益股东权益利润利润资产资产q 降低有形资产降低有形资产(i

6、.e.卡车，仓库，物资操卡车，仓库，物资操作机械等作机械等q 以协作来降低销售成本，运输，仓储以协作来降低销售成本，运输，仓储物流成本，采购成本物流成本，采购成本e-businessTMCopyright IBM 2002SCM 企业所面临的挑战企业所面临的挑战内部优化，以达到内部优化，以达到：提高顾客服务水平提高顾客服务水平提高供求透明度提高供求透明度采购成本采购成本库存周转库存周转优化商品分类优化商品分类运用先进的销售技术运用先进的销售技术（Internet,Kiosk,产品目录，网产品目录，网络电视）络电视）以高效率的供应链竞争以高效率的供应链竞争e-businessTMCopyrigh

7、t IBM 2002SCM-量化的效益量化的效益Source:SCOR Model by Advanced Manufacturing Research,Inc.运运货货质质量量库库存存降降低低率率订订货货周周期期预预测测准准确确率率整整体体工工作作效效率率供供应应链链总总成成本本补补货货率率空空间间面面积积利利用用率率0 10 20 30 40 50 60 70 80 90Percent age I mprovement最最低低最最高高供应链改革项目的效益范围e-businessTMCopyright IBM 2002GMROI-纯利润回收率纯利润回收率nCustomerService(52

8、5%)(25%)nThroughputnInventory(1050%)GMROI(95%)(1050%)nPlanning Cycle Time nOperating Expenses顾客服务顾客服务产出产出计划周期计划周期运作成本运作成本销售额销售额销售成本销售成本平均库存成本平均库存成本库存库存e-businessTMCopyright IBM 2002SCM-对症下药对症下药For the Retail Industry,Inventory Management Modules would replace Production SchedulingSCM指导下的有效手段指导下的有效手段

9、主要供应链管理目标主要供应链管理目标第一有效第一有效第二有效第二有效目标与整体战略目标与整体战略供应链管理咨询供应链管理咨询库存成本库存成本需求计划和预测，电子采购需求计划和预测，电子采购供应链计划供应链计划降低周期降低周期订单管理，电子采购订单管理，电子采购需求计划和预测需求计划和预测提高补货率提高补货率需求计划和预测，电子采购需求计划和预测，电子采购运输与定单管理运输与定单管理为顾客提供供货信息为顾客提供供货信息库存管理库存管理需求计划和预测，订单管理需求计划和预测，订单管理运输成本运输成本运输管理运输管理仓储管理仓储管理仓库运作成本仓库运作成本仓储管理仓储管理供应计划与订单管理供应计划与

10、订单管理采购成本采购成本电子采购电子采购需求计划和预测需求计划和预测e-businessTMCopyright IBM 2002供应链管理的应用在跨行业的比较供应链管理的应用在跨行业的比较e-businessTMCopyright IBM 2002SCM-最佳应用最佳应用 I一般一般创意创意前沿前沿优秀应用优秀应用Vendor-managed and co-owned inventoryInventory owned by the supplier or co-owned by the retailer and supplierImplementation of centrally-manag

11、ed(within store)electronic shelf tagsScan-based trading for fast-and slow-moving items Requires cashiers to accurately scan or enter each itemInventory and ordering functions tied directly to the point-of-sale(perpetual inventory)Items are registered and re-ordered when the cashier scans an itemRequ

12、ires accurate scanning for proper SKU ordering Online private label product production synchronization for vertically integrated retailersStore-specific inventory based on location,market characteristics,and area demographicsInventory and ordering functions tied directly to consumer self-scan shelf

13、take-away Provides out of stock alerts and/or automatically re-orders itemsAutomated private-label product planning and sourcing(requires intelligent systems)VMI 电子货架条电子货架条 SBT（scan based trading）即时库存即时库存 同步生产同步生产-本店品本店品牌牌 因店而异库存因店而异库存 即时库存即时库存 自动生产计划自动生产计划-本本店品牌店品牌细节细节e-businessTMCopyright IBM 2002

14、 Scan-based trading benefits both retailers&suppliers by streamlining the delivery of DSD productsDSD supplier delivers inventory to a store Consumer brings items to the cash register and the cashier scans itemsAt the end of the billing cycle,the retailer pays the supplier based on actual units sold

15、 Supplier Accounts ReceivableInvoice for XYZ$4000.00 per order$250.00 per caseInvoice for XYZ$4000.00 per order1$250.00 per caseInvoice for XYZ$4000.00 per order$250.00 per caseInvoice for XYZ$4000.00 per order1$250.00 per caseRetailer Accounts PayableDelivery personnel bypass the traditional proces

16、s of checking-in inventory and instead go directly to store shelves for stockingWhen DSD item is scanned,the relevant product information is transmitted to the supplier and retailer systems12345Commitment from suppliers to support broad-based usageDeployment of standards-based point-of-sale technolo

17、gy capable of communicating with suppliersReduced delivery time(20-25 minutes saved per delivery)Reduced stock-outs and increased sales(up by 3%-5%per supplier)Improved pricing accuracyRe-allocation of store personnel from check-in to in-store merchandising activitiesImproved promotional flow throug

18、hReduced invoice deductions(declined by 70%)Users2Retailers:H.E.Butt,Schnuck Market,AndronicosManufacturers:Frito-Lay,Nabisco,Pepperidge Farms,Hallmark,Anheuser-BuschVendorsVialink(SyncLink)Success FactorsKey Results&Metrics1Sample Users/Vendorse-businessTMCopyright IBM 2002SCM-最佳应用最佳应用 II一般一般创意创意前沿

19、前沿Utilization of SKU-level electronic inventory management systemsIncludes pallet tracking throughout the distribution centerFully integrated and operational warehouse management systems(WMS)that automate distribution centers and allow for complex functions such as flow through and cross-dockingShar

20、ed distribution centers for retailers offering multiple store formats(e.g.,Wal-Mart with Superstores,Neighborhood Markets,and Sams Club stores)Reverse logistics management integrated into warehouse systems to automate returns processesMarket-level shared distribution assets for consumer packaged goo

21、ds companies(CPG)and retailers where warehouses and trucks serve area stores from competing and complementing retailersWarehouse network strategies where market-level“mega”warehouse are built for chain-wide items complemented by regional distribution centers that serve faster moving and perishable i

22、temsUtilize systems that count ergonomic wear and tear on each warehouse employee by individual task,dynamically balancing new task assignment to reduce the risk of injuryLeading Practices 电子库存管理电子库存管理 仓储管理仓储管理 共享仓库共享仓库 自动反向物流自动反向物流 区域共享仓库区域共享仓库 仓库网络战略仓库网络战略 劳保有益型工作劳保有益型工作管理管理Detaile-businessTMCopyr

23、ight IBM 2002Centralized Warehouse Management SystemAbility to cross-dock shipments from central facility with perishable goods at regional centersAvailability of trucks to haul shipments longer distancesDeployment of warehouse management system(WMS)to manage products destined for 1,100 storesAvaila

24、bility of labor to staff central warehouse facilitySuccess FactorsImproved efficiency for entire distribution systemLower prices through centralized buyingFaster turnover in facilitiesRegional warehouse specializationKey Results&Metrics1UsersAhold USAC&S Wholesale Grocers(potential warehouse owner/p

25、artner)VendorsIBMSample Users/VendorsAholds centralized facility will be owned and operated by a third-party distribution specialistPhiladelphia,PANY,NJ,CT,RI,MANY,PA,OHThe facility will supply all of Ahold USAs 1,100 storesDC,MD,DE,NJ,VANY,NJ,PA,WVAL,GA,TN,NC,SCExisting centers will be used for cro

26、ss-docking of perishablesProducts will be pre-sorted for each retail outlet at the centralized distribution center 123Completed shipments will then be routed to area storese-businessTMCopyright IBM 2002整体战略整体战略流程优化流程优化具体系统实施具体系统实施零售业竞争力：零售业竞争力：做同样的事但比竟争对手做得更好！SCM在零售业在零售业-如何开始？如何开始？e-businessTMCopyri

27、ght IBM 2002开拓新服务开拓新服务 战略效益战略效益难易程度难易程度低低难难容易容易高高一般一般电子采购电子采购直接物料直接物料运输管理运输管理仓储管理仓储管理简接采购简接采购需求预测管理需求预测管理 库存管理库存管理$M$M$M$M$M$M 知己知彼知己知彼基本数据分析现有流程分析组织结构分析确定主要问题和改进方向市场与竞争对手分析 确定改革蓝图确定改革蓝图企业改革蓝图企业改革蓝图上下一致沟通上下一致沟通明确改革目标-具体化实施计划供应链整体战略供应链整体战略?战略咨询战略咨询$MSCM在零售业在零售业-整体战略整体战略e-businessTMCopyright IBM 2002

28、SCM在零售业：流程优化在零售业：流程优化-成功之关键！成功之关键！Process 采购流程采购流程 寻找供应商寻找供应商 采购操作流程采购操作流程 合同管理合同管理 配送物流流程配送物流流程 库存管理库存管理 订货流程订货流程 仓储管理仓储管理 运输管理运输管理 流程整合流程整合 所有环节的考量所有环节的考量流程流程Consult/EducateManagement ConsultingEducationServicesHowFunctional ConsultingWhat PerformSystems&Application Design/Development ServicesMain

29、tenanceServicesOperational Support ServicesSystems Integration ServicesFacilities Management ServicesBusinessOperationsStrategyManagementandOperationsITStrategyPlanningandDesignImplementation-Perform/ManageCorporate Strategy整体战略整体战略流程优化流程优化具体系统实施具体系统实施e-businessTMCopyright IBM 2002Repeat buysOne off

30、 buyson databaseCumulative%of Spend98%采购额采购额100%缩减缩减!首要供应商首要供应商其它供应商其它供应商呆滞供应商呆滞供应商 Effective strategic sourcing enabled us to consolidate suppliers to.achieve savings and leverage spend Daily transactions must be routed to strategic sources 战略性的选择供应商+严格执行=增加利润Process SCM在零售业：流程优化在零售业：流程优化-成功之关键！成功之

31、关键！e-businessTMCopyright IBM 2002 整体方案（软件包方案）整体方案（软件包方案）系统实施系统实施 项目管理项目管理 Hosting 与与ERP及其他有关系统集成及其他有关系统集成 系统维护系统维护 系统安全系统安全 用户培训用户培训 Change Management 知识转移知识转移具体实施具体实施SAP整体战略整体战略流程优化流程优化具体系统实施具体系统实施 SCM在零售业在零售业-具体实施具体实施e-businessTMCopyright IBM 2002IBM蓝色方法论蓝色方法论项目启动项目启动 全面分析全面分析沟通项目管理/质量控制/风险管理知识转移/改革推动IT基础设施建设系统集成 流程优化流程优化 软件选择软件选择 流程优化流程优化 系统实施系统实施 正式运行正式运行e-businessTMCopyright IBM 2002适者生存适者生存培养，依靠人才培养，依靠人才“巨人肩膀巨人肩膀”结束语结束语亲身经历，蓝色方法论，亲身经历，蓝色方法论，IBM全球资源为中国顾客服务全球资源为中国顾客服务！演讲完毕，谢谢观看！