EDS+汽车行业超级供应链资料

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1、Supply Chain Management/e-Procurement/cMfg WorkshopDate:April 27,2001Time:9:00 A.M-3:00 P.MAgenda9:00-9:15-Introductions9:15-10:00-Supply Chain Management10:00-11:00 -e-Procurement Overview11:00-11:15-Break11:15 -12:00-c-Manufacturing12:00-1:00-Lunch 1:00 -2:30-Workshop2:30-3:00-Implementation Consi

2、derations,Case Studies3:00 -Summary and ConclusionSupply Chain ManagementSupply Chain Management“Planning,implementing and controlling the efficient and effective sourcing,production and delivery processes for a final product,services and related information from the point of origin to the point of

3、consumption for the purpose of conforming to customer requirements.Supply Chain Management Goal“To create a real-time,virtual marketplace where all the people connected to SAIC are engaged in informed decision making and customer fulfillment.Evidenced by:Lead time-response time is reduced,revenue op

4、portunities are generated,costs are cut,customer satisfaction is increased.The 5 major strategic concepts of Supply Chain ManagementCustomizationCompanies have a choice and ability to adapt their operational environment to changing market demandCollaborationAll partners in the supply chain do not on

5、ly optimize their operations but jointly plan,optimize,monitor and execute.VisibilityAll partners have real time information about status and performance of each element in the supply chain from customers to suppliers.OptimizationBest practices and most advanced tools bring the partners in the suppl

6、y chain and its total result closer to its optimum.SynchronizationThe end result is a totally synchronized supply chain that is entirely driven by the customers demand.Supply Chain Value PrinciplesProvide Visibility of InformationInventories,Forecasts,Orders,Plans,Engineering Changes,KPIsSynchronize

7、 ActivitiesOptimized feasible sourcing/planning,pull-based triggersPromote Responsiveness Reduce time to detect demand,commit,produce,fulfillLeverage Market Mechanisms Aggregated buying power,auction-based buying/sellingAchieve Process Simplification Automated steps,One-step businessSourcingOperatio

8、nsLogisticsSource:Supply Chain Faculty,Michigan State UniversityTHE INTEGRATED SUPPLY CHAINChallenges for Supply ChainsTake orders over the web,or automatically via B2BOffer rich product selection and/or the ability to customizeSource the order and commit to delivery,immediately,onlineService the or

9、der online,including changes and inquiriesDeliver product quickly,efficiently,profitablyBe in constant communication with customers and suppliers to respond quickly to“pull signals”to manage inventories adapt quickly and economically to changes in demand/supply operate with low inventoriesInternet S

10、ellingCollaborative Planning,Forecasting and Replenishment CPFRInternet Vendor Managed Inventory iVMICollaborative Supply Planning CSUPCollaborative Production PlanningCapable to Promise CTPe-Procurement(auctioning,bidding)Internet-based TenderingInternet-based Kanbane-FulfillmentCollaborative Busin

11、ess ScenariosDrivers of High Performance Achievement(Rated by Priority)Customer IntegrationSegmental FocusRelevancyResponsivenessFlexibilityMaterial/Service Supplier IntegrationFusionFinancial LinkageStrategic AlignmentOperational Supplier Relationship ManagementE.Dashboard-Key Performance Indicator

12、sMaximize Economic ValueOn-Time DeliveryLead TimeCash-to-Cash CycleInventory TurnsOrder Management CostPerfect Order FulfillmentOrder Fill RatesInventory Carrying CostSG&AIncrease RevenueDecrease CostImprove Asset UtilizationThe E-Dashboard.Is a web-based tool that allows dynamic monitoring of the S

13、upply Chain SolutionMonitors Key Performance Indicators to optimize important business processesMeasures Return on InvestmentAllows decision makers at all levels of an organization to navigate,organize,record,and analyze strategic business information to develop insights and understand possible scen

14、arios which would lead to improved decision makingDigital Order Fulfillment Process ExampleERPATPERPATPERPATPWEBATPERPOrder/ProductConfigurationDSSMESWEBPCSQId like Product A,with Features B,C and D,by Date E.QDo we have all the material?QWhat is the priority?QBuildable?QCost?QWhen can we deliver?QS

15、pecial handling required?Q1st Supplier:Yes,Ill reserve it.Q2nd Supplier:No.Q3rd Supplier:Ill need a confirmation signal from my suppliers.123CustomerManufacturerSuppliersDigital Order Fulfillment Process ExampleQWe can have your product by this dateQYes,we can684QConfirmed57QOrder it!QConfirm the or

16、ders to suppliersQAllocate the materialQSchedule productionERPATPERPATPERPATPWEBATPERPOrder/ProductConfigurationDSSMESWEBPCSCustomerManufacturerSuppliersIndustry Specific Value ChainIssues/Challenges/SolutionsBetter,Faster Decisions Drive Velocity.Receive Material Release DataProcess OrdersPlan Prod

17、uction&Make Intelligent DecisionsSend Material Release DataAIAG Worst Case*AIAG Benchmark*Plant w/o i2BR1:Plant w/i2 Line Scheduling Decision SupportBR2:Plant w/i2 Material&Capacity Planning Decision SupportTotal2 days4 days5.5 days30 min11.5 days*Source:AIAG Manufacturing Assembly Pilot Project Fin

18、al Report10 min1 hour5 hours30 min6.5 hours1 hour1 hour7 days30 min7.1 days1 hour1 hour1 day30 min1.1 days1 hour1 hour4 hours30 min6.5 hoursTime delays result in additional mix and volume buffering Legacy Automotive CommunicationsMultiple ProtocolsComplex,Costly,Ad Hoc,InflexibleDesignMfg$Customer#1

19、Customer#3Customer#2Supplier#3Supplier#2Supplier#1Inconsistentservice,securityEDIVANs*EDIVANs*VAN=Value-Added NetworkMultiple LinksANX Value:Network Consolidation-Single link,protocol-Consistent,high service quality&security-Multiple -companies -traffic types -sectors,continents Simpler,Lower Cost,M

20、anaged,AdaptableCustomer#1Customer#3Customer#2Supplier#3Supplier#2Supplier#1ANX“The Business Internet”*Revised April 4 20011 ANX-Certified Exchange Point(1 more underway in Europe)AmeritechANX-Certified IPSec security gatewaysavailable from 10 vendors7 ANX-Certified Service Providers(CSPs)EquantAT&T

21、Bell NexxiaWorldComAmeritechIdeal TechnologySolutionsipulsys700+production Trading Partners(TPs)(160 more underway)TradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersTradingPartnersANX StakeholdersANX Usable in any sector:Business,government,academic,non-profit

22、Based on Internet technologies:Standards-based,off-the-shelf products No proprietary solutionsVariety of connectivity,speed:Dial,DSL,ISDN,and 56 KB T3Available globally:North America:Canada,Mexico,U.S.Africa,Asia,Australia,Europe,South AmericaANX CharacteristicsANX Covisint RelationshipSimilarities:

23、Funded,endorsed,guided by Big 3 OEMs Spun-off as separate for-profit companies But different meanings of“exchange”Complementary Roles:ANX network service infrastructure Covisint e-business processes,applicationsSynergy:ANX enables faster Covisint roll-out to 700+TPs Covisint is an ANX customer,with

24、2 connectionsE.Procurement Common TermsE Business-Buying,selling transacting or exchanging information via Internet with customers,suppliers,employees Reaches beyond advertising and marketing,includes core business processes of order entry,purchasing,supply chain,CRME Commerce-Transaction-oriented W

25、eb based functions such as placing orders,order entry,paymentsE Procurement-Requesting,Approving,Ordering,Receiving,and Payment of goods and services via the InternetTrading Exchanges,Virtual Marketplaces,Portals-Vertical industry focused Web sites for buyers and sellers to make offers to buy and se

26、ll,conduct transactions.Dot ComsMarketplace TrendsElectronic CommerceSuppliersBombarded with infoWhy companies are considering e-procurementBuyerslSoftware vendors push their productslMagazine and news coverage aboundsCosts too highlVolume not leveragedlSignificant accounts payable effortlUsers buyi

27、ng at retailProcesses are inefficientlApprovals take days or weekslUsers are wasting timel85%of purchasing time spent managing orderslToo much re-keying and errorsNot leveraging new technologieslTheir competition is doing itlTheir intranet is under-utilizedlThey have multiple home-grown systemslERP

28、implementations are winding downInformation unavailablelDont know what they spendlUsers dont know about dealslNo audit trailThe Business ChallengeThe Procurement Process of TodayConfusing and Slow:Multiple communication channels and processes,internal and externalTime and Labor Intensive:Many suppli

29、ers,many different types of transactions to manage.Inaccurate:Information spread across many systemsmust leverage product spending,reduce costs,and drive profit to the bottom line.Fragmented Spend Pattern386151363010212315265938643381324610M+1M10M11M5M500K 1M250K500K100K250K50K100K25K50K15K25K10K15K

30、4,0003,5003,0002,5002,0001,5001,0005000$1.2 B$1 B$800 M$600 M$400 M$200 M$0Number of SuppliersTotal$/Supplier GroupPurchasesNumber of suppliersTotal$per supplier group$3.8 billion with 17,700+suppliersLack of Enterprise Leverage16,773 suppliers used only in 1 business unit.Only 1 supplier used by al

31、l.16,773704 14854319531123456789181614121086420Number of Suppliers(Thousands)Business Units CrossedAcross business unitsE Procurement PracticesTraditional EDI,Electronic Catalog Ordering Systems,Internet Reverse Auctions,E RFQ/RFP.BuyersImplementation and integration of end-to-end Web-based self-ser

32、vice procurement systemObjective:Cost ReductionSuppliersDevelopment and management of electronic catalog and system for order-takingObjective:Revenue EnhancementMarketMakersCreation and hosting of infrastructure that connects buyers and sellers in a vertical or horizontal marketplaceObjectives:Cost

33、Reduction+Revenue EnhancementInternet ProcurementInternet offers a breakthrough communications channel,New software applications bring simple user interfaces,electronic catalogs,secure channel for collaboration to do vendor managed inventory and document exchange.CatalogsMultiple items which are sea

34、rchable by item number,description,category,or brand which can be ordered,acknowledged,tracked,invoiced and paid for on-line.Objective:Cost ReductionAuctionsReverse or downward auction in which buyer invites qualified suppliers to beat the lowest price.Bidders see their bid in relation to lowest bid

35、 in real timeObjective:Lowest possible price Internet Reverse Auction CompaqHPDellSourcing teamAuctioneerHosted serverIBMSuppliersBuying OrganizationCategory selection considerations Categories for Auction Does the value per buy exceed$1.0 millionEvent Auction Criteria Is the same good or service ro

36、utinely purchased Is the value per buy above$30,000Recurring Auction CriteriaGeneral Criteria Is the market competitive(i.e.more than 4 suppliers)Is the good or service fairly well defined Line items for a sub-category exceeding 25 can be put into a market basket Lack of supplier constraints(e.g.swi

37、tching cost)Can suppliers access the Internet“Dont Auction”Criteria Categories involving joint process improvement with suppliers Highly strategic suppliers offering truly unique itemsSteps in an Auction Process Potential Steps in the Auction CycleProfileCategory&SupplyMarketIdentifyPotentialSourcin

38、gStrategies 1st RoundSupplierQualificationSetupAuctionSourcing Strategy Auction Event Final SelectionConductAuctionReport&AnalyzeNegotiatewith andselectsupplier(s)Customized auction environmentSupplier and buyer trainingOne time auction environment setupAuction eventPost-Auction reporting and analys

39、isBid confirmation from suppliers Event Auction Deliverables1Recurring AuctionRecurring auctionNote:(1)Deliverables are the same for the event auction and 1st recurring auctionInternet ProcurementOBI Open Buying on the Internet.An industry standard that enables buyers to access product,pricing,and a

40、vailability information directly from a suppliers Web site,providing increased control over the presentation of product and other information.IntelesysNetscape Buyer XpertSupplier has the dataEach has unique ordering screens and processesBuyer forced to find suppliersLow risk e-procurement entryQuic

41、k implementationAdvanced ordering techniques(product configurators)PharmaCoAutoCoServiceCoSupplier Centric SolutionCatCatCatDellStaplesGraingerBenefitsExamplesRisksDSGManaging catalogRun technologySupplier integrationSecurityControl over catalogCustomized environmentCatCatCatBuyer Centric SolutionDe

42、llOffice DepotGraingerPharmaCoAutoCoServiceCoBenefitsRisksExamplesAriba ORMSOracle Web ReqCommOne BuySite Access to new markets,customers Eliminates regional barriers Streamline sales process Reduced cost of sales Centralizes catalog content requirementsLeveraged catalog managementAvailability of ma

43、ny suppliersFaster implementationEnables personalized catalog viewLower cost of entryPay as you goPharmaCoAutoCoServiceCoWhat is a MarketMaker?PC Co.Office Co.MRO Co.E-ProcurementMarketplaceSeller BenefitsBuyer BenefitsE.procurement TomorrowSuppliersMarketplaceBSBBSSCovisintMarketplaceBSBBSSSAICMark

44、etplaceBSBBSSHorizontalMarketplaceBSBBSSThe Key to SuccessE.Procurement is not about technology alone.Savings are never automatic.Centralized procurement will need to negotiate the required agreementsg Streamlining processesg Enabling processes with technologyg Simplify payment processg Optimizing t

45、he supplier baseSupplier ReadinessE.Procurement requires Supplier capabilitiesAt a minimum:1.Electronic catalog content files2.Internet accessDesired:3.Inventory availability4.Order Status5.Shipping details6.Order entry integration via XMLTwo Categories of ProcurementProcurement of Indirect and Dire

46、ct goods and services are usually the responsibility of two separate organizations and have different business objectives and strategies such as long term contracts versus spot buys.IndirectOffice Equipment and supplies,Computer&IT equipment,MRO,Services,Expensed goods and services not consumed in t

47、he manufacturing of a productDirectRaw materials and packaging materials used in the manufacture and assembly of products.BenefitslLeverages corporate spending power for lower priceslEnables increased use of price agreements and approved supplierslReduces total lead time by 5080%lImproves buyers rol

48、e as negotiatorlReduces transaction processing time and manpowerAcquisitionInventoryCarryingTransactionCost reduction in three major areasBenefitsExamples of electronic procurement resultsTransactionCostsAdditionalDiscountsCycleTimeComplianceAgreementsCosts perTransaction-90%-10%-75%+30%PriceTimeCom

49、pliance100%100%20Days60%90%10%5Days90%BenefitsIntangiblesBenefitSourcePurchased UnitCost ReductionProcess EfficiencyBenefits=software solution+process changeAs a percentage of total purchase cost plus process cost for a catalogued item Software-relatedBenefitslIncreased use of price agreementslTrans

50、action costs reductionlAccounts payable cost reductionlLead time reductionlProcurement data availabilitylSystems harmon-izationlUser interface simplification25%*Process ChangeBenefitslStrategic sourcing leveragelCompliance enforcementlDemand managedlLogistics/inventory cost reductionlBuyer efficienc

51、ylControl system simplificationlEnd-user efficiencylAutomated controls and audit trailslIncreased customer satisfaction1015%*Purchasing EfficiencySupplier IntegrationSAP,Global Chemical&Pharmaceutical Marketplace Business Challenge:Chemical industrys online sales increasing to 40%by 2005)Disintermed

52、iation of chemical producers Lower overall supply chain costs Increase overall service efficiency Deeper penetration of strategic accounts Capture wealth in the new economyEDS Role:Technology and Integration support A.T.Kearney Leveraged Sourcing Networks corporate buyers and strategic suppliersCust

53、omersCustomersDistributorsDistributorsSuppliersSuppliersInitial Members:BASF AG Bayer AG Degussa-Huls AG Henkel KgaA KSB AG Linde AGSartorius AGSiemens AG Heinz Wollschlager GmbHCase Study TruckBayBusiness Challenge:Create B2B Marketplace for the trucking and trucking maintenance industry.Corporate

54、startup:No business processes,no infrastructure architecture,and no existing systems are in place for thisEDS Solution:Deployed the initial marketplace within 90 days Adopted 30 suppliers Normalized 60,000 catalog items Implemented Marketplace in five months Will add further customizations and rever

55、se auctionsClient Value:Lower buying/selling transaction costs Provide alternate parts catalogs Reduce buyers inventory carrying costs Increase productivity of procurement processes Cut layers from existing distribution channels Consolidation of procurement activitiesTrading Exchanges:The Executive

56、Dilemmas Do We Join an Existing Exchange?If So,How Do We Prevent Our Products From Becoming Commodities?Do We Form An Exchange With One or More of Our Competitors?How?Weve Hated Them for Decades?Do We Start Our Own?Will Anyone Join?The Engines that will Power CovisintIntegration EngineCommunication

57、EngineCollaboration EngineProcurement EngineCovisint is still a novelty,but it will become a critical component in every suppliers e-business strategyProblem SummaryLack of connectivity to all suppliers/all customersPush vs.PullBatch vs.Real timeCost of communication/EDI MapsRequires Personnel Inter

58、ventionBuilds InventoryProblem SummaryReal-time Visibility of Inventory,Consumption,Shipments,and ForecastsInternet/ANXTodays Solutions:Provide real time data flowWeb Browser VisibleSystem to System XMLCompatible with EDIMultiple fulfillment processesAble to connect with emerging exchangesDelivering

59、 big results quicklyWIN WIN for both sides of the supply chainTodays Solutions:Collaborative Manufacturing WorkshopHow close are we to a 5-day car?63 days away!Source:AMR ResearchModule and ComponentWarehouseModule and ComponentSupplier(3 day Production)Assembly Plant(6 days to assemble)Distribution

60、 Centerand Outbound LogisticsOEM RegionalOfficeDealerConsumerOrder=1 daySales Order to Region =5 daysOrder to DC=N/AOrder to Production Sequence =25 daysCheck Component Inventory=2 daysOrder Module=2 daysDeliver Component=2 dayDeliver Compoent=1 dayDeliver to DC=8 daysDC to Dealer=11 daysRegion to D

61、ealer=N/ADeliver Vehicle=2 daysOrder to Component=35 days Component to Consumer =33 days Todays Order to Delivery=68 days(and thats without ordering steel)Todays Delivery Date Accuracy 20%Accelerated OTD is Enabled by Information VisibilitySource:AMR ResearchDo you have a lime-green 2-door,manual,no

62、 A/C?Vehicle Tracking SystemDealer InventoryDC InventorySales Incentive SystemProduction Sequencing SystemCRM SystemHow about lime-green,2-door,manual with A/Cwith$100 off?Information Visibility Is it on the lot?Is it on a truck?Is it in DC inventoryIs there a fleet vehicle being held for future del

63、ivery?Is scheduled for production?Is there similar a fleet car scheduled?Is it a loyal customer?Are pushing the model Special option packages Are there dealer incentives?Is there something close?Impact of re-engineered OTD on SuppliersTypical impact on commodity suppliers faster/cheaperIn-sequence p

64、roduction will become mandatory for critical system suppliersLess pressure on component inventoryLittle impact on material suppliersCo-location will become deciding factor for choosing key system supplierse-Manufacturing SolutionsEnables manufacturers to deliver on promisesAddresses order fulfillmen

65、t issues created by the e-business model to conduct business through effective integration Ensures manufacturing people,processes,and technology are aligned with e-business goalse.Manufacturing Defined Enabling Manufacturing Operations for e-businessResult:Demand fulfillment synchronizedwith demand

66、generationFinished Goods StorageMaintenance/RepairsScrap/ReworkProduction LinesShipping/ReceivingBar Code PrintingBar Code ShippingFaster shippinginterfaced to ERP systemsMaintenanceIntegrated life cyclemanagement of assetsError ProofingProduct correctly labeledand shipped error freeQualityImprovementFirst time quality isfaster and cheaperTracking&TraceabilityProduct recallcapabilityLeanManufacturingIncreasingthroughputInventoryManagementIncreasinginventory turnse-Manufacturing SolutionsEnterpri