物流普及知识
- 1. 供应链管理 -- 历史的反思与新挑战 IBM全球服务部 徐津
- 2. 供应链管理TMCopyright IBM 2002
- 3. 供应链管理 - 发展史TMCopyright IBM 20021900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 = ? Dot.com 时代的“疯狂”
- 4. TMCopyright IBM 2002供应链管理 - End-to-End
- 5. TMCopyright IBM 2002SCM - 凝聚企业的竞争力WholesalersCustomersLogisticsSuppliersManufacturing PlantsSupplierRetailersLogistics ProvidersWholesalers
- 6. TMCopyright IBM 2002SCM - 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
- 7. TMCopyright IBM 2002SCM - 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
- 8. TMCopyright IBM 2002SCM – 企业所面临的挑战buymovestoresellreplenish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
- 9. TMCopyright IBM 2002SCM - 量化的效益
- 10. TMCopyright IBM 2002GMROI - 纯利润回收率Customer Service(5–25%)(2–5%)ThroughputsalesInventory(10–50%)Avg. inventory at costGMROI(95%)(10–50%)Planning Cycle Time Operating Expensescost 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
- 11. TMCopyright IBM 2002SCM - 对症下药For the Retail Industry, Inventory Management Modules would replace Production Scheduling
- 12. TMCopyright IBM 2002供应链管理的应用在跨行业的比较
- 13. TMCopyright IBM 2002SCM - 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 tagsScan-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 retailersStore-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
- 14. TMCopyright IBM 2002 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 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 process 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 usage Deployment of standards-based point-of-sale technology 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 accuracy Re-allocation of store personnel from check-in to in-store merchandising activities Improved promotional flow through Reduced invoice deductions (declined by 70%)Users2 Retailers: H.E. Butt, Schnuck Market, Andronico’s Manufacturers: Frito-Lay, Nabisco, Pepperidge Farms, Hallmark, Anheuser-Busch Vendors Vialink (SyncLink)Success FactorsKey Results & Metrics1Sample Users/Vendors
- 15. TMCopyright IBM 2002SCM - 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 centerFully 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 Sam’s Club stores) Reverse logistics management integrated into warehouse systems to automate returns processesMarket-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
- 16. TMCopyright IBM 2002Centralized Warehouse Management SystemAbility 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 facilitySuccess FactorsImproved efficiency for entire distribution system Lower prices through centralized buying Faster turnover in facilities Regional warehouse specializationKey Results & Metrics1Users Ahold USA C&S Wholesale Grocers (potential warehouse owner/partner) Vendors IBM Sample Users/VendorsAhold’s 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 USA’s 1,100 storesDC, MD, DE, NJ, VANY, NJ,PA, WVAL, GA, TN, NC, SCExisting centers will be used for cross-docking of perishablesProducts will be pre-sorted for each retail outlet at the centralized distribution center 123Completed shipments will then be routed to area stores
- 17. TMCopyright 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？
- 18. TMCopyright 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$M知己知彼 基本数据分析 现有流程分析 组织结构分析 确定主要问题和改进方向 市场与竞争对手分析 确定改革蓝图 企业改革蓝图 上下一致沟通 明确改革目标-具体化 实施计划供应链整体战略??战略咨询$MSCM在零售业 - 整体战略
- 19. TMCopyright 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
- 20. TMCopyright IBM 2002Repeat buys One off buyson databaseCumulative % of Spend98% 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！
- 21. TMCopyright 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
- 22. TMCopyright IBM 2002IBM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
- 23. TMCopyright 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！
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