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1、供供应链管理管理-历史的反思与新挑史的反思与新挑战IBM全球服全球服务部部徐津徐津供供应链管理管理TMCopyright IBM 2002供供应链管理管理-发展史展史TMCopyright IBM 20021900年以学年以学术研究开始研究开始-农业产品品军事需求事需求教科教科书的出的出现-60年代初期年代初期公司内部效率提高的最后一道公司内部效率提高的最后一道战线政府政府对运运输行行业的放的放权70年代能源危机年代能源危机经济全球一体化全球一体化IT-供供应链管理的新天地管理的新天地竞争加争加强的必然的必然结果果-强者生存，者生存，产品替代效品替代效应增增强利利润的挑的挑战-节省省$1=?D
2、 时代的代的“疯狂狂”TMCopyright IBM 2002供供应链管理管理-End-to-EndTMCopyright IBM 2002SCM-凝聚企凝聚企业的的竞争力争力WholesalersCustomersLogisticsSuppliersManufacturingPlantsSupplierRetailersLogistics ProvidersWholesalersTMCopyright 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
3、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TMCopyright IBM 2002SCM-对企企业的整体效的整体效应收入收入成本成本流流动资产固定固定资产 供供应链效效应 提高提高顾客服客服务(i.e.,优化化库存与存与货架架数量比例数量比例,更大的市更大的市场占有率占有率,更高更高的利的利润率率)降低降低库存存缩短短订单-现金周期金周期股股东权益益利利润资产降低有形降低有形资产(i.e.卡卡车，仓库，物，物资操作操作机械等机械等以以协作来降低作来降低销售成本，运售成本，运输，仓
4、储物物流成本，采流成本，采购成本成本TMCopyright IBM 2002SCM 企企业所面所面临的挑的挑战buybuymovemovestorestoresellsellreplenishreplenish内部内部优化，以达到化，以达到：提高提高顾客服客服务水平水平提高供求透明度提高供求透明度采采购成本成本库存周存周转优化商品分化商品分类运用先运用先进的的销售技售技术（Internet,Kiosk,产品目品目录，网，网络电视）以高效率的供以高效率的供应链竞争争TMCopyright IBM 2002SCM-量化的效益量化的效益TMCopyright IBM 2002GMROI-纯利利润回收
5、率回收率nCustomerService(525%)(25%)nThroughputsalessalesnInventory(1050%)Avg.inventory at costAvg.inventory at costGMROI(95%)(1050%)nPlanning Cycle Time nOperating Expensescost of goods soldcost of goods sold顾客服客服务产出出计划周期划周期运作成本运作成本销售售额销售成本售成本平均平均库存成本存成本库存存TMCopyright IBM 2002SCM-对症下症下药For the Retail In
6、dustry,Inventory Management Modules would replace Production SchedulingTMCopyright IBM 2002供供应链管理的管理的应用在跨行用在跨行业的比的比较TMCopyright IBM 2002SCM-最佳最佳应用用 I一般一般创意意前沿前沿优秀秀应用用Vendor-managed and co-owned inventoryInventory owned by the supplier or co-owned by the retailer and supplierImplementation of central
7、ly-managed(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
8、itemRequires 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-sca
9、n shelf take-away Provides out of stock alerts and/or automatically re-orders itemsAutomated private-label product planning and sourcing(requires intelligent systems)VMI电子子货架条架条SBT（scan based trading）即即时库存存同步生同步生产-本店品本店品牌牌因店而异因店而异库存存即即时库存存自自动生生产计划划-本本店品牌店品牌细节库库存管理存管理存管理存管理TMCopyright IBM 2002 Scan-b
10、ased 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 Suppli
11、er 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 ch
12、ecking-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 technology capa
13、ble 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 throughReduce
14、d 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/VendorsTMCopyright IBM 2002SCM-最佳最佳应用用 II一般一般创意意前沿前沿Utilization of SK
15、U-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-dockingShared distribution cen
16、ters 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 goods companies(CPG)an
17、d 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 itemsUtilize systems
18、 that count ergonomic wear and tear on each warehouse employee by individual task,dynamically balancing new task assignment to reduce the risk of injury物流中心管理物流中心管理物流中心管理物流中心管理Leading Practices电子子库存管理存管理仓储管理管理共享共享仓库自自动反向物流反向物流区域共享区域共享仓库仓库网网络战略略劳保有益型工作保有益型工作管理管理DetailTMCopyright IBM 2002Centralized W
19、arehouse 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 storesAvailability of labor to staff c
20、entral 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/partner)VendorsIBMSample Us
21、ers/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 cross-docking of perishablesP
22、roducts will be pre-sorted for each retail outlet at the centralized distribution center 123Completed shipments will then be routed to area storesTMCopyright IBM 2002整体整体战略略流程流程优化化具体系具体系统实施施零售零售业竞争力：争力：做同样的事但比竟争对手做得更好！SCM在零售在零售业-如何开始？如何开始？TMCopyright IBM 2002开拓新服开拓新服务 战略效益略效益难易程度易程度低低难容易容易高高一般一般电子采子
23、采购直接物料直接物料运运输管理管理仓储管理管理简接采接采购需求需求预测管理管理 库存管理存管理$M$M$M$M$M$M知己知彼知己知彼基本数据分析现有流程分析组织结构分析确定主要问题和改进方向市场与竞争对手分析确定改革确定改革蓝图企企业改革改革蓝图上下一致沟通上下一致沟通明确改革目标-具体化实施计划供供应链整体整体战略略?战略咨略咨询$MSCM在零售在零售业-整体整体战略略TMCopyright IBM 2002 SCM在零售在零售业：流程：流程优化化-成功之关成功之关键！Process采采购流程流程寻找供找供应商商采采购操作流程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存管理订
24、货流程流程仓储管理管理运运输管理管理流程整合流程整合所有所有环节的考量的考量流程流程整体整体战略略流程流程优化化具体系具体系统实施施TMCopyright IBM 2002Repeat buysOne off buyson databaseCumulative%of Spend98%采采购额100%缩减减!首要供首要供应商商其它供其它供应商商呆滞供呆滞供应商商 Effective strategic sourcing enabled us to consolidate suppliers to.achieve savings and leverage spend Daily transacti
25、ons 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在零售在零售业：流程：流程优化化-成功之关成功之关键！TMCopyright IBM 2002整体方案（整体方案（软件包方案）件包方案）系系统实施施项目管理目管理Hosting与与ERP及其他有关系及其他有关系统集成集成系系统维护系系统安全安全用用户培培训Change Management知知识转移移具体具体实施施整体整体战略略流程流程优化化具体系具体系统实施施 SCM在零售在零售业-具体具体实施施TMCopyright IBM 2002IBM蓝色方法色方法论项目启目启动 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 流程流程优化化 软件件选择 流程流程优化化 系系统实施施 正式运行正式运行演讲完毕，谢谢观看！