汽车制造行业的物流和供应链管理PPT课件.ppt

Auto Logistics and Supply Chain Management Summit 2003ThePracticeofVMIinChina陈 晖中国物流公司 执行总裁1AgendanOurunderstandingoftheautomotivelogisticsneedsnWhatisVMIdefinition,proceduresandbenefitsnChallengesofVMIinChinanCasestudynBriefintroductiontoChinaLogisticsCompany2An automotive OEMs logistics needs cover both inbound and outbound operations of parts and finished vehiclesPlantSuppliersConsolidationandLoadingCenterServicePartsDistributionCenterLogisticsforProductionPartsLogisticsforServicePartsLogisticsforCompleteVehiclesDealerDealer/ServiceStationBondedWarehouseforImportPartsOur understanding of the automotive logistics needs3Supply chain management(SCM)is the strategic management tool that coordinates the material and information flows across the value chain to support adaptiveness4“Demand-pull”value chain requires the companies to be flexible and able to“control”a large part or the entire supply chainSuppliersManufacturingDemand indirectly drives manufacturing volume through forecastsWarehouseWholesale/Retail“Supply-push”Logistics ChainSuppliersB2BExchangeManufacturingDirectDelivery“Demand-pull”Logistics ChainManufacturing driven by actual demandTherateofsupplywassetbythemanufacturerinadvance,basedonexpecteddemandItwastheroleofthelogisticsproviderstoensureajust-in-timesupplyofcomponentsTherateofmanufactureisdeterminedonareal-timebasisbytherateofdemandWhilethismodelismoreefficient,itrequiresperfectintegrationofalllogisticsoperationswithinoneprocessSource:LehmanBrothers,A.T.KearneyAnalysis5Third-party logistics providers(3PLs)can directly,or through a partner network,provide a range of servicesProcurementPayablesmanagementSupplierpaymentandconsolidatedinvoicingVendorperformancemonitoringandexceptionreportingJointprocessimprovementwithvendorsOverallfreightcoordinationFullloadtruckcarryingLess-than-loadtruckcarryingSmalllot(lessthan150pounds)carryingOrderconsolidationDeliveryschedulingExpeditingspecial/rushordersReturningandreprocessingundeliverableordersDeliverytracingPerformanceandexceptionmonitoringandreportingOverallinventorymanagementOptimizingsupplierorderschedulesOptimizingdealerorderschedulesCertificationofincomingshipmentsBarcodingPerformanceandexceptionmonitoringandreportingTrackingandReportingSystemsaccessibleviaInternetMaterialResourcePlanningOrderpreparation/assembly/consolidationSourcingofpackagingmaterialsPrintingofcorrugateand/orlinerboardmaterialsLabelingShrinkwrappingofcasesandpalletsFreight and Distribution CoordinationWarehousing and Inventory ManagementMinor Assembly and PackagingProcurement6Difference between traditional business model and VMI modelTraditionalVMIPurchaseOrderPlacementWhenacustomerneedsproduct,theyplaceanorderagainstamanufacturer.UnderVMI,thevendorgeneratestheorder,notthecustomer.InventoryTransparencyOnlyorderistransmittedtosupplierwhenproductisneeded.Thevendorcanviewthe“real-time”stocklevelofeveryitemthatthecustomercarriesaswellastruepointofconsumptiondata.InventoryReplenishmentThecustomerisintotalcontrolofthetimingandsizeoftheorderbeingplaced.Thevendorisintotalcontrolofthetimingandsizeoftheorderbeingplaced.InventoryPlanThecustomermaintainstheinventoryplan.Thevendorisresponsibleforcreatingandmaintainingtheinventoryplan.7Simplest VMI workflowManufacturerSuppliers23411.The manufacturer approves the purchasing terms with suppliers,including the commonly agreed inventory responsibility and maintenance scheme.2.The manufacturer sends product activity data to the supplier.This product activity is based on warehouse movement of product consumed at the assembly line level.3.Based on the agreed inventory maintenance scheme,the supplier edits,approves and releases the suggested purchase order.4.The manufacturer approves this purchase order and send it to the supplier.8Consolidation and Loading Center is commonly used to reduce the complexity in coordinating multiple vendorsnQualityofdeliveryservicesfromvendorstoline-sidemightbedifferentnVendorsshippingvolumemightbeverysmallgivenmorefrequent“demand-pull”ordersnVendorsmightneedalargeline-sidebuffertocompriseafull-truckloadandmake-upasafetystocknLargeline-sideareaisneededtoaccomplishunpacking,kitting,andpossiblysequencingofpartsbeforefeedingtoassemblylinenIndividualvendorsmightrentwarehousesforthemselves,withlimitedscaletosharewithothervendorsnConsistentdeliveryservicetoline-sidenOptimalshippingvolumetoreducetransportationcostandinventorycostnReducedrequirementonline-sidewarehousespacenCoordinationbetweensuppliersandproductionlinepossibletopromotesynchronizationandJITHow Consolidation and Loading Center Approach HelpsPotential Issues in Simplest VMI Model9Win-win situation can be achieved for both manufacturers nPlanningandorderingcostsforthemanufacturergodownduetotheresponsibilitybeingshiftedtothevendornImprovedcustomerservicevendorscanbetterrespondtocustomersinventoryneedsintermsofbothquantityandlocationnReduceddemanduncertaintybyconstantlymonitoringcustomersinventoryanddemandstream,thenumberoflarge,unexpectedcustomerorderswilldwindle,ordisappearnThemanufacturerismorefocusedthaneverinprovidinggoodserviceandtheoverallservicelevelisimprovedbyhavingtherightproductattherighttimenSpeedandaccuracyofdataprocessingareimprovedduetocomputer-to-computercommunicationsnReducedtotallogisticscostandimprovedcash-flow10 and vendorsnSmoothingdemandthesupplierisabletosmooththepeaksandvalleysintheflowofgoods,andthereforetokeepsmallerbuffersofcapacityandinventory.nBettercoordinationthesupplierhasbetteropportunitiestoco-ordinatetheshipmentstodifferentcustomers,suchasscheduling-eitherpostponingoradvancing-shipmentsaccordingtoproductionschedules,customerinventorysituationsandtransportationcapacitynReducedinventoryrequirementsbyknowingexactlyhowmuchinventorythecustomeriscarrying,avendorsowninventoryrequirementsarereducedsincetheneedforexcessstocktobufferagainstuncertaintyisreducedoreliminatednSpeedandaccuracyofdataprocessingareimprovedduetocomputer-to-computercommunicationsnReducedtotallogisticscostandimprovedcash-flowThe binding of customers to vendors once relationship is established,customers will be reluctant to endure the amount of work needed to switch vendors11Currently,most automotive manufacturers in China consider Consignment Inventory as VMInVMIareusuallyusedasamethodtorealize“zeroinventory”whilethepartsaresittinginmanufacturerswarehouse,vendorsareforcedtofinishthetransferifpartsownershipuntilassemblyisdonenConsignmentInventory,ontheotherhand,aretheexactpracticeofmostvendorsandmanufacturersvendorsarenotinvolvedininventoryandlogisticsdecisionsChallenges of VMI in China12This concept/belief reveals the transactional relation between suppliers and manufacturersnPrice-drivensourcingdecisionwithoutin-depthunderstandingofcoststructureLogisticscostandmaterialcostarecommonlyaddedupasalump-sum“CIFprice”Fewsuppliersarewillingto“opencost”totheircustomersunlessmarginisverythinSupplychainmanagementtargetsforcefullydrivesupplierstoreducepricetomaintainbusinessrelationnPaymenttermsandpaymentsituationconstrainsuppliersfromgettinginventoryinformationunderconsignmentinventoryInventorymovementmeansactualconsumptionofproducts,immediatelystartingthemanufacturerpaymentcyclenNeithermanufacturersandsuppliersmakesignificantinvestmentinbuildingEDItofacilitatedatasharingWithout transparent data sharing and collaborative supply chain planning,lose-lose situation arises due to higher operation(transaction)cost 13To avoid the potential conflict between manufacturers and suppliers,an independent third party can be employed to help manage the VMI initiativenThird-partyconsolidatestheshipmentfromvarioussuppliersnThirdpartyfacilitatetheinformationexchangebetweenmanufacturer,consolidationandloadingcenter,andthesuppliersnInformationisneutraltobothsuppliersandmanufacturers,signalingtransferofownershipaccordingtopre-agreedtermsnThird-partycanhelpmanageinventory,unpacking,kitting,sequencinganddeliverytoline,milk-runningtheinboundpartsandpotentiallyplacingpurchaseorderonmanufacturersandsuppliersbehalfnOwnershipremainsunchangedbeforeorafterVMIisimplemented14However,internal resistance against outsourcing the VMI service remains generally very strong nNocommonunderstandingofhowthird-partycanhelpsmooththeVMIoperationnStaffcurrentlyinchargeofinboundlogisticsareafraidoflosingjobsnGeneralbelieftoholdpotential“profit”withinthecompanynNocostbenchmarktocomparetheoverallcostunderthird-partymanagementnResistancetoshareinventorydatawiththird-partynA cultural adjustment as well as a significant reorganization of everyday job duties is required to accomplish a major change of company operationsVMI will achieve its acceptance gradually,especially after the anticipated competitive environment in 2-3 years15A Chinese OEM outsourced its inbound logistics to China Logistics for operating assets,skills and better managementOEM Inbound LogisticsnTheOEMwaspreparingformassproductionofanewpassengercarmodelonatotallynewplantnInthepast,thesupplierswereaskedtodeliverallcomponentstothelinesidewarehousenTherearenotenoughin-houseoperationstaffandspacetocopewithexpansionofproductionnThemanagementoftheOEMwouldliketofocusonmanufacturingofvehicles,whileoutsourcemostofitslogisticstothirdpartynChinaLogisticsrefurbisheda4,500Sq.M.warehousesituated8kmfromtheassemblylinenInaddition,emergencyorderscanbedispatchedwithintenminutesofnotificationanddeliveredtolinesidewithin30minutesnPartsarestored,pickedandmarshalledaccordingtowheretheyareusedontheassemblyline,withloadsconfiguredindirect-to-lineordernScalerampedupfrom40unitsperdayinNovember2002to180unitsinMarch2003nInatypicalweek,theChinaLogisticsteamhandlesmorethan3,000differentproductlinesandmakessome250just-in-timedeliveriestolinesidereceivingpointsChina Logistics ApproachSituationSelected Case Studies16There are several different factors to consider in designing an appropriate inventory levelOrderto-deliveryleadtimeOrdersizeandfrequencyAnnualthroughputPerSKUdemandCompletevehiclesalesvolumeCarparc(penetrationrate)TotalnumberofSKUsKittingorotherneedsPurchasingleadtimeTransportationleadtimePurchasingordersizeandfrequencyCustomer NeedsVolume ForecastSKU ComplexityInbound ProcessSolution SelectionTotal CostTransportationcostWarehousingcostLaborcostLevel of IntegrationSourceofmaterials(externalsuppliersorOEMfactory)LocationofsuppliersOEM Inbound Logistics17Current Operational Characteristics related to Materials Management20+domestic and 50+overseas suppliers SupplierSupplier1 1Customer involving:nLogistics DeptnQuality DeptnPlanning DeptSupplierSupplierX XSupplierSupplier2 2SupplierSupplier3 3SupplierSupplier2222nnOperational characteristics:Component Supplier Inbound LogisticsAt present,Customer X directly contact a multitude of suppliers,to PlaceP/O;MonitorP/Ostatus,changeP/Oifnecessary;Receiveandunpackparts,storeandpickingInspectandsortparts;Delivertoassemblyline;Checkdocumentationandfinallypayinvoice.It involves functions across the customer:ProductionPlanningQualityControlLogisticsandMaterialsManagementITFinance18Major capacity and quality issues arises when 50%annual growth is anticipatednUnder-capacityforwarehousingspaceThereareconstraintsasproductioncapacityneedstobeboomedtomeetincreasingcustomerdemandsnManufacturingflexibilityislowWhenpartsorderedbeforearealreadyontheirwaywhileproductionplanneedstobechanged,eitherthepartshavetogobackortheproductionplanhastoremainunchangedsincethereisnospacefortheunwantedpartsWhenpartsreceivedarefounddefectedproductionhasnotbeenabletoswifttoalternativeplanasthereislittleotherstockinthefactorynQualityhasbeencompromised:Asthereislittlestockonhandsomepartswithdefectshavetoberepairedandused,hencequalityisnotatitsbestfromtimetotimenCommunicationsconsumeplentyoftimeEachfunctionmayhavetocontactsuppliersfortheirownresponsibilitiestoconductthepreviouslymentionedactivitiesmakingtheoperationlesssmoothComponent Supplier Inbound Logistics19Project Roll-out ScheduleContract negotiation Supplier agreement negotiation SetupGo liveJulyJulyAugAugSeptSeptMain tasksWarehousedecorationOfficeset-upWMSSystemfinetuningStafftrainingProcurementofequipmentsInternalSOPQualityinspectioncapabilitiesimprovementMain tasksMain tasks PricePrice ProcessProcess SOPSOP KPIKPIMain tasksMain tasks InventoryInventorylevellevel PriceandPriceandPaymentPayment SOP&KPISOP&KPI NegotiatingNegotiatingcontracts,i.e.contracts,i.e.warehouse,warehouse,equipmentsequipments etc.etc.StartingStartingrecruitmentrecruitmentMain tasksMain tasks SOPinplaceSOPinplace StaffinplaceStaffinplace QualitycontrolQualitycontrolprocedureinplaceprocedureinplace ITsysteminplaceITsysteminplace FacilitiesandFacilitiesandequipmentinplaceequipmentinplaceSeptSeptComponent Supplier Inbound Logistics20