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1、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TMCopyright IBM 2002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=?D 时代的“疯狂”TMCopyright IBM 2002供应链管理-End-to-EndTMCopyright IBM 2002SCM-凝聚企业的竞争力WholesalersCustomersLog
2、isticsSuppliersManufacturingPlantsSupplierRetailersLogistics ProvidersWholesalersTMCopyright 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 q 提高顾客服务(i.e.,优化库存与货架数量比例,更大的市场
3、占有率,更高的利润率)q 降低库存q 缩短订单-现金周期股东权益利润资产q 降低有形资产(i.e.卡车，仓库，物资操作机械等q 以协作来降低销售成本，运输，仓储物流成本，采购成本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TMCopyright IBM 2002SCM-量化的效益TMCopyright IBM 2002GMROI-纯利润回收率n Customer
4、Service(525%)(25%)n Throughputsalesn Inventory(1050%)Avg.inventory at costGMROI(95%)(1050%)n Planning Cycle Time n 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TMCopyright IBM 2002SCM-对症下药For the Retail Industry,Inventory Management Modules would replace Production SchedulingTMC
5、opyright IBM 2002供应链管理的应用在跨行业的比较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 tags Scan-based trading for fast-and slow-moving i
6、tems 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 prod
7、uction 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 Au
8、tomated 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TMCopyright IBM 2002 Scan-based trading benefits both retailers&suppliers by streamlining the delivery of DSD productsDSD supplier delivers in
9、ventory 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 pe
10、r 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 prod
11、uct information is transmitted to the supplier and retailer systems12345 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
12、 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,Andronicos Manufacturers:Frito-
13、Lay,Nabisco,Pepperidge Farms,Hallmark,Anheuser-Busch Vendors Vialink(SyncLink)Success FactorsKey Results&Metrics1Sample Users/VendorsTMCopyright 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 center Full
14、y 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 Sa
15、ms 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 Warehou
16、se 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 ne
17、w 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DetailTMCopyright IBM 2002Centralized Warehouse Management System Ability to cross-dock shipments from central facility with perishable goods at regional centers Availability of truck
18、s 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 Factors Improved efficiency for entire distribution system Lower prices through centralized buying Faster t
19、urnover in facilities Regional warehouse specializationKey Results&Metrics1 Users Ahold USA C&S Wholesale Grocers(potential warehouse owner/partner)Vendors IBMSample Users/VendorsAholds centralized facility will be owned and operated by a third-party distribution specialistPhiladelphia,PANY,NJ,CT,RI
20、,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 perishablesProducts 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？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