物流普及知识.ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,成功经理人,供应链管理,-历史的反思与新挑战,IBM,全球服务部,徐津,供应链管理,TM,Copyright IBM 2002,供应链管理-发展史,TM,Copyright IBM 2002,1900年以学术研究开始-农业产品,军事需求,教科书的出现-60年代初期,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,70年代能源危机,经济全球一体化,IT-,供应链管理的新天地,竞争加强的必然结果-强者生存，产品替代效应增强,利润的挑战-节省$1=?,D,时代的,“,疯狂,”,TM,Copyright IBM 2002,供应链管理-,End-to-End,TM,Copyright IBM 2002,SCM-,凝聚企业的竞争力,Wholesalers,Customers,Logistics,Suppliers,ManufacturingPlants,Supplier,Retailers,Logistics Providers,Wholesalers,TM,Copyright IBM 2002,SCM-,核心所在,买什么，从何买，什么价钱,而不是以最快的方式买错东西,生产什么,何时生产，生产多少,而不是以最低的成本生产非需品,以统一的形象面对客户,而不是仅仅对单个流程自动化,以统一的形象面对供应商,而不是仅仅把每笔交易搬到网上,TM,Copyright IBM 2002,SCM-,对企业的整体效应,收入,成本,流动资产,固定资产,供应链效应,提高顾客服务(,i.e.,优化库存与货架数量比例,更大的市场占有率,更高的利润率,),降低库存,缩短订单-现金周期,股东权益,利润,资产,降低有形资产(,i.e.,卡车，仓库，物资操作机械等,以协作来降低销售成本，运输，仓储物流成本，采购成本,TM,Copyright IBM 2002,SCM,企业所面临的挑战,buy,move,store,sell,replenish,内部优化，以达到,：,提高顾客服务水平,提高供求透明度,采购成本,库存周转,优化商品分类,运用先进的销售技术（,Internet,Kiosk,产品目录，网络电视）,以高效率的供应链竞争,TM,Copyright IBM 2002,SCM-,量化的效益,TM,Copyright IBM 2002,GMROI-,纯利润回收率,CustomerService,(525%),(25%),Throughput,sales,Inventory,(1050%),Avg.inventory at cost,GMROI,(95%),(1050%),Planning Cycle Time,Operating Expenses,cost of goods sold,顾客服务,产出,计划周期,运作成本,销售额,销售成本,平均库存成本,库存,TM,Copyright IBM 2002,SCM-,对症下药,For the Retail Industry,Inventory Management Modules would replace,Production Scheduling,TM,Copyright IBM 2002,供应链管理的应用在跨行业的比较,TM,Copyright IBM 2002,SCM-,最佳应用,I,一般,创意,前沿,优秀应用,Vendor-managed and co-owned inventory,Inventory owned by the supplier or co-owned by the retailer and supplier,Implementation of centrally-managed(within store)electronic shelf tags,Scan-based trading for fast-and slow-moving items,Requires cashiers to accurately scan or enter each item,Inventory and ordering functions tied directly to the point-of-sale(perpetual inventory),Items are registered and re-ordered when the cashier scans an item,Requires accurate scanning for proper SKU ordering,Online private label product production synchronization for vertically integrated retailers,Store-specific inventory based on location,market characteristics,and area demographics,Inventory and ordering functions tied directly to consumer self-scan shelf take-away,Provides out of stock alerts and/or automatically re-orders items,Automated private-label product planning and sourcing(requires intelligent systems),VMI,电子货架条,SBT（scan,based trading）,即时库存,同步生产-本店品牌,因店而异库存,即时库存,自动生产计划-本店品牌,细节,库存管理,TM,Copyright IBM 2002,Scan-based trading benefits both retailers&suppliers by streamlining the delivery of DSD products,DSD supplier delivers inventory to a store,Consumer brings items to the cash register and the cashier scans items,At the end of the billing cycle,the retailer pays the supplier based on actual units sold,Supplier Accounts Receivable,Invoice,for XYZ,$4000.00 per order,$250.00 per case,Invoice,for XYZ,$4000.00 per order1,$250.00 per case,Invoice,for XYZ,$4000.00 per order,$250.00 per case,Invoice,for XYZ,$4000.00 per order1,$250.00 per case,Retailer Accounts Payable,Delivery personnel bypass the traditional process of checking-in inventory and instead go directly to store shelves for stocking,When DSD item is scanned,the relevant product information is transmitted to the supplier and retailer systems,1,2,3,4,5,Commitment from suppliers to support broad-based usage,Deployment of standards-based point-of-sale technology capable of communicating with suppliers,Reduced delivery time(20-25 minutes saved per delivery),Reduced stock-outs and increased sales(up by 3%-5%per supplier),Improved pricing accuracy,Re-allocation of store personnel from check-in to in-store merchandising activities,Improved promotional flow through,Reduced invoice deductions(declined by 70%),Users,2,Retailers:H.E.Butt,Schnuck,Market,Andronicos,Manufacturers:Frito-Lay,Nabisco,Pepperidge Farms,Hallmark,Anheuser-Busch,Vendors,Vialink,(,SyncLink,),Success Factors,Key Results&Metrics,1,Sample Users/Vendors,TM,Copyright IBM 2002,SCM-,最佳应用,II,一般,创意,前沿,Utilization of SKU-level electronic inventory management systems,Includes pallet tracking throughout the distribution center,Fully integrated and operational warehouse management systems(WMS)that automate distribution centers and allow for complex functions such as flow through and cross-docking,Shared 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 processes,Market-level shared distribution assets for consumer packaged goods companies(CPG)and retailers where warehouses and trucks serve area stores from competing and complementing retailers,Warehouse network strategies where market-level“mega”warehouse are built for chain-wide items complemented by regional distribution centers that serve faster moving and perishable items,Utilize systems that count ergonomic wear and tear on each warehouse employee by individual task,dynamically balancing new task assignment to reduce the risk of injury,物流中心管理,Leading Practices,电子库存管理,仓储管理,共享仓库,自动反向物流,区域共享仓库,仓库网络战略,劳保有益型工作管理,Detail,TM,Copyright IBM 2002,Centralized Warehouse Management System,Ability to cross-dock shipments from central facility with perishable goods at regional centers,Availability of trucks to haul shipments longer distances,Deployment of warehouse management system(WMS)to manage products destined for 1,100 stores,Availability of labor to staff central warehouse facility,Success Factors,Improved efficiency for entire distribution system,Lower prices through centralized buying,Faster turnover in facilities,Regional warehouse specialization,Key Results&Metrics,1,Users,Ahold,USA,C&S Wholesale Grocers(potential warehouse owner/partner),Vendors,IBM,Sample Users/Vendors,Aholds,centralized facility will be owned and operated by a third-party distribution specialist,Philadelphia,PA,NY,NJ,CT,RI,MA,NY,PA,OH,The facility will supply all of,Ahold,USAs 1,100 stores,DC,MD,DE,NJ,VA,NY,NJ,PA,WV,AL,GA,TN,NC,SC,Existing centers will be used for cross-docking of perishables,Products will be pre-sorted for each retail outlet at the centralized distribution center,1,2,3,Completed shipments will then be routed to area stores,TM,Copyright IBM 2002,整体战略,流程优化,具体系统实施,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-如何开始？,TM,Copyright IBM 2002,开拓新服务,战略效益,难易程度,低,难,容易,高,一般,电子采购,直接物料,运输管理,仓储管理,简接采购,需求预测管理,库存管理,$,M,$,M,$,M,$,M,$,M,$,M,知己知彼,基本数据分析,现有流程分析,组织结构分析,确定主要问题和改进方向,市场与竞争对手分析,确定改革蓝图,企业改革蓝图,上下一致沟通,明确改革目标-具体化,实施计划,供应链整体战略,?,战略咨询,$,M,SCM,在零售业-整体战略,TM,Copyright IBM 2002,SCM,在零售业：流程优化-成功之关键！,Process,采购流程,寻找供应商,采购操作流程,合同管理,配送物流流程,库存管理,订货流程,仓储管理,运输管理,流程整合,所有环节的考量,流程,整体战略,流程优化,具体系统实施,TM,Copyright IBM 2002,Repeat buys,One off buys,on database,Cumulative,%of Spend,98%,采购额,100%,缩减!,首要供应商,其它供应商,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-成功之关键！,TM,Copyright IBM 2002,整体方案（软件包方案）,系统实施,项目管理,Hosting,与,ERP,及其他有关系统集成,系统维护,系统安全,用户培训,Change Management,知识转移,具体实施,整体战略,流程优化,具体系统实施,SCM,在零售业-具体实施,TM,Copyright IBM 2002,IBM,蓝色方法论,项目启动,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,软件选择,流程优化,系统实施,正式运行,TM,Copyright IBM 2002,适者生存,培养，依靠人才,“,巨人肩膀,”,结束语,亲身经历，蓝色方法论，,IBM,全球资源为中国顾客服务！,