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汽车制造行业的物流和供应链管理PPT课件

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汽车制造行业的物流和供应链管理PPT课件AutoLogisticsandSupplyChainManagementSummit2003ThePracticeofVMIinChina陈晖中国物流公司执行总裁本文档后面有精心整理的常用PPT编辑图标,以提高工作效率AgendaOurunderstandingoftheautomotivelogisticsneedsWhatisVMI–definition,proceduresandbenefitsChallengesofVMIinChinaCasestudyBriefintroductiontoChinaLo...

汽车制造行业的物流和供应链管理PPT课件
AutoLogisticsandSupplyChainManagementSummit2003ThePracticeofVMIinChina陈晖中国物流公司执行总裁本文档后面有精心整理的常用PPT编辑图标,以提高工作效率AgendaOurunderstandingoftheautomotivelogisticsneedsWhatisVMI–definition,proceduresandbenefitsChallengesofVMIinChinaCasestudyBriefintroductiontoChinaLogisticsCompanyAnautomotiveOEM’slogisticsneedscoverbothinboundandoutboundoperationsofpartsandfinishedvehiclesPlantSuppliersConsolidationandLoadingCenterServicePartsDistributionCenterLogisticsforProductionPartsLogisticsforServicePartsLogisticsforCompleteVehiclesDealerDealer/ServiceStationBondedWarehouseforImportPartsOurunderstandingoftheautomotivelogisticsneedsSupplychainmanagement(SCM)isthestrategicmanagementtoolthatcoordinatesthematerialandinformationflowsacrossthevaluechaintosupportadaptiveness                                                                        “Demand-pull”valuechainrequiresthecompaniestobeflexibleandableto“control”alargepartortheentiresupplychainSuppliersManufacturingDemandindirectlydrivesmanufacturingvolumethroughforecastsWarehouseWholesale/Retail“Supply-push”LogisticsChainSuppliersB2BExchangeManufacturingDirectDelivery“Demand-pull”LogisticsChainManufacturingdrivenbyactualdemandTherateofsupplywassetbythemanufacturerinadvance,basedonexpecteddemandItwastheroleofthelogisticsproviderstoensureajust-in-timesupplyofcomponentsTherateofmanufactureisdeterminedonareal-timebasisbytherateofdemandWhilethismodelismoreefficient,itrequiresperfectintegrationofalllogisticsoperationswithinoneprocessSource:LehmanBrothers,A.T.KearneyAnalysisThird-partylogisticsproviders(3PLs)candirectly,orthroughapartnernetwork,providearangeofservicesProcurementPayablesmanagementSupplierpaymentandconsolidatedinvoicingVendorperformancemonitoringandexceptionreportingJointprocessimprovementwithvendorsOverallfreightcoordinationFullloadtruckcarryingLess-than-loadtruckcarryingSmalllot(lessthan150pounds)carryingOrderconsolidationDeliveryschedulingExpeditingspecial/rushordersReturningandreprocessingundeliverableordersDeliverytracingPerformanceandexceptionmonitoringandreportingOverallinventorymanagementOptimizingsupplierorderschedulesOptimizingdealerorderschedulesCertificationofincomingshipmentsBarcodingPerformanceandexceptionmonitoringandreportingTrackingandReportingSystemsaccessibleviaInternetMaterialResourcePlanningOrderpreparation/assembly/consolidationSourcingofpackagingmaterialsPrintingofcorrugateand/orlinerboardmaterialsLabelingShrinkwrappingofcasesandpalletsFreightandDistributionCoordinationWarehousingandInventoryManagementMinorAssemblyandPackagingProcurementDifferencebetweentraditionalbusinessmodelandVMImodelTraditionalVMIPurchaseOrderPlacementWhenacustomerneedsproduct,theyplaceanorderagainstamanufacturer.UnderVMI,thevendorgeneratestheorder,notthecustomer.InventoryTransparencyOnlyorderistransmittedtosupplierwhenproductisneeded.Thevendorcanviewthe“real-time”stocklevelofeveryitemthatthecustomercarriesaswellastruepointofconsumptiondata.InventoryReplenishmentThecustomerisintotalcontrolofthetimingandsizeoftheorderbeingplaced.Thevendorisintotalcontrolofthetimingandsizeoftheorderbeingplaced.InventoryPlanThecustomermaintainstheinventoryplan.Thevendorisresponsibleforcreatingandmaintainingtheinventoryplan.SimplestVMIworkflowManufacturerSuppliers2341Themanufacturerapprovesthepurchasingtermswithsuppliers,includingthecommonlyagreedinventoryresponsibilityandmaintenancescheme.Themanufacturersendsproductactivitydatatothesupplier.Thisproductactivityisbasedonwarehousemovementofproductconsumedattheassemblylinelevel.Basedontheagreedinventorymaintenancescheme,thesupplieredits,approvesandreleasesthesuggestedpurchaseorder.Themanufacturerapprovesthispurchaseorderandsendittothesupplier.ConsolidationandLoadingCenteriscommonlyusedtoreducethecomplexityincoordinatingmultiplevendorsQualityofdeliveryservicesfromvendorstoline-sidemightbedifferentVendors’shippingvolumemightbeverysmallgivenmorefrequent“demand-pull”ordersVendorsmightneedalargeline-sidebuffertocompriseafull-truckloadandmake-upasafetystockLargeline-sideareaisneededtoaccomplishunpacking,kitting,andpossiblysequencingofpartsbeforefeedingtoassemblylineIndividualvendorsmightrentwarehousesforthemselves,withlimitedscaletosharewithothervendorsConsistentdeliveryservicetoline-sideOptimalshippingvolumetoreducetransportationcostandinventorycostReducedrequirementonline-sidewarehousespaceCoordinationbetweensuppliersandproductionlinepossibletopromotesynchronizationandJITHowConsolidationandLoadingCenterApproachHelpsPotentialIssuesinSimplestVMIModelWin-winsituationcanbeachievedforbothmanufacturers…PlanningandorderingcostsforthemanufacturergodownduetotheresponsibilitybeingshiftedtothevendorImprovedcustomerservice–vendorscanbetterrespondtocustomers’inventoryneedsintermsofbothquantityandlocationReduceddemanduncertainty–byconstantlymonitoringcustomers’inventoryanddemandstream,thenumberoflarge,unexpectedcustomerorderswilldwindle,ordisappearThemanufacturerismorefocusedthaneverinprovidinggoodserviceandtheoverallservicelevelisimprovedbyhavingtherightproductattherighttimeSpeedandaccuracyofdataprocessingareimprovedduetocomputer-to-computercommunicationsReducedtotallogisticscostandimprovedcash-flow…andvendorsSmoothingdemand–thesupplierisabletosmooththepeaksandvalleysintheflowofgoods,andthereforetokeepsmallerbuffersofcapacityandinventory.Bettercoordination–thesupplierhasbetteropportunitiestoco-ordinatetheshipmentstodifferentcustomers,suchasscheduling-eitherpostponingoradvancing-shipmentsaccordingtoproductionschedules,customerinventorysituationsandtransportationcapacityReducedinventoryrequirements–byknowingexactlyhowmuchinventorythecustomeriscarrying,avendor’sowninventoryrequirementsarereducedsincetheneedforexcessstocktobufferagainstuncertaintyisreducedoreliminatedSpeedandaccuracyofdataprocessingareimprovedduetocomputer-to-computercommunicationsReducedtotallogisticscostandimprovedcash-flowThebindingofcustomerstovendors–oncerelationshipisestablished,customerswillbereluctanttoenduretheamountofworkneededtoswitchvendorsCurrently,mostautomotivemanufacturersinChinaconsiderConsignmentInventoryasVMIVMIareusuallyusedasamethodtorealize“zeroinventory”–whilethepartsaresittinginmanufacturer’swarehouse,vendorsareforcedtofinishthetransferifpartsownershipuntilassemblyisdoneConsignmentInventory,ontheotherhand,aretheexactpracticeofmostvendorsandmanufacturers–vendorsarenotinvolvedininventoryandlogisticsdecisionsChallengesofVMIinChinaThisconcept/beliefrevealsthetransactionalrelationbetweensuppliersandmanufacturersPrice-drivensourcingdecisionwithoutin-depthunderstandingofcoststructureLogisticscostandmaterialcostarecommonlyaddedupasalump-sum“CIFprice”Fewsuppliersarewillingto“opencost”totheircustomersunlessmarginisverythinSupplychainmanagementtargetsforcefullydrivesupplierstoreducepricetomaintainbusinessrelationPaymenttermsandpaymentsituationconstrainsuppliersfromgettinginventoryinformationunderconsignmentinventoryInventorymovementmeansactualconsumptionofproducts,immediatelystartingthemanufacturerpaymentcycleNeithermanufacturersandsuppliersmakesignificantinvestmentinbuildingEDItofacilitatedatasharingWithouttransparentdatasharingandcollaborativesupplychainplanning,lose-losesituationarisesduetohigheroperation(transaction)costToavoidthepotentialconflictbetweenmanufacturersandsuppliers,anindependentthirdpartycanbeemployedtohelpmanagetheVMIinitiativeThird-partyconsolidatestheshipmentfromvarioussuppliersThirdpartyfacilitatetheinformationexchangebetweenmanufacturer,consolidationandloadingcenter,andthesuppliersInformationisneutraltobothsuppliersandmanufacturers,signalingtransferofownershipaccordingtopre-agreedtermsThird-partycanhelpmanageinventory,unpacking,kitting,sequencinganddeliverytoline,milk-runningtheinboundpartsandpotentiallyplacingpurchaseorderonmanufacturers’andsuppliers’behalfOwnershipremainsunchangedbeforeorafterVMIisimplementedHowever,internalresistanceagainstoutsourcingtheVMIserviceremainsgenerallyverystrongNocommonunderstandingofhowthird-partycanhelpsmooththeVMIoperationStaffcurrentlyinchargeofinboundlogisticsareafraidoflosingjobsGeneralbelieftoholdpotential“profit”withinthecompanyNocostbenchmarktocomparetheoverallcostunderthird-partymanagementResistancetoshareinventorydatawiththird-partyAculturaladjustmentaswellasasignificantreorganizationofeverydayjobdutiesisrequiredtoaccomplishamajorchangeofcompanyoperationsVMIwillachieveitsacceptancegradually,especiallyaftertheanticipatedcompetitiveenvironmentin2-3yearsAChineseOEMoutsourceditsinboundlogisticstoChinaLogisticsforoperatingassets,skillsandbettermanagementOEM—InboundLogisticsTheOEMwaspreparingformassproductionofanewpassengercarmodelonatotallynewplantInthepast,thesupplierswereaskedtodeliverallcomponentstothelinesidewarehouseTherearenotenoughin-houseoperationstaffandspacetocopewithexpansionofproductionThemanagementoftheOEMwouldliketofocusonmanufacturingofvehicles,whileoutsourcemostofitslogisticstothirdpartyChinaLogisticsrefurbisheda4,500Sq.M.warehousesituated8kmfromtheassemblylineInaddition,emergencyorderscanbedispatchedwithintenminutesofnotificationanddeliveredtolinesidewithin30minutesPartsarestored,pickedandmarshalledaccordingtowheretheyareusedontheassemblyline,withloadsconfiguredindirect-to-lineorderScalerampedupfrom40unitsperdayinNovember2002to180unitsinMarch2003Inatypicalweek,theChinaLogisticsteamhandlesmorethan3,000differentproductlinesandmakessome250just-in-timedeliveriestolinesidereceivingpointsChinaLogistics’ApproachSituationSelectedCaseStudiesThereareseveraldifferentfactorstoconsiderindesigninganappropriateinventorylevelOrder—to-deliveryleadtimeOrdersizeandfrequencyAnnualthroughputPerSKUdemandCompletevehiclesalesvolumeCarparc(penetrationrate)TotalnumberofSKUsKittingorotherneedsPurchasingleadtimeTransportationleadtimePurchasingordersizeandfrequencyCustomerNeedsVolumeForecastSKUComplexityInboundProcessSolutionSelectionTotalCostTransportationcostWarehousingcostLaborcostLevelofIntegrationSourceofmaterials(externalsuppliersorOEMfactory)LocationofsuppliersOEM—InboundLogisticsCurrentOperationalCharacteristicsrelatedtoMaterialsManagement20+domesticand50+overseassuppliersSupplier1Customerinvolving:LogisticsDeptQualityDeptPlanningDeptSupplierXSupplier2Supplier3Supplier22……Operationalcharacteristics:ComponentSupplier—InboundLogisticsAtpresent,CustomerXdirectlycontactamultitudeofsuppliers,toPlaceP/O;MonitorP/Ostatus,changeP/Oifnecessary;Receiveandunpackparts,storeandpickingInspectandsortparts;Delivertoassemblyline;Checkdocumentationandfinallypayinvoice.Itinvolvesfunctionsacrossthecustomer:ProductionPlanningQualityControlLogisticsandMaterialsManagementITFinanceMajorcapacityandqualityissuesariseswhen50%annualgrowthisanticipatedUnder-capacityforwarehousingspaceThereareconstraintsasproductioncapacityneedstobeboomedtomeetincreasingcustomerdemandsManufacturingflexibilityislowWhenpartsorderedbeforearealreadyontheirwaywhileproductionplanneedstobechanged,eitherthepartshavetogobackortheproductionplanhastoremainunchangedsincethereisnospacefortheunwantedpartsWhenpartsreceivedarefounddefectedproductionhasnotbeenabletoswifttoalternativeplanasthereislittleotherstockinthefactoryQualityhasbeencompromised:Asthereislittlestockonhandsomepartswithdefectshavetoberepairedandused,hencequalityisnotatitsbestfromtimetotimeCommunicationsconsumeplentyoftimeEachfunctionmayhavetocontactsuppliersfortheirownresponsibilitiestoconductthepreviouslymentionedactivitiesmakingtheoperationlesssmoothComponentSupplier—InboundLogisticsProjectRoll-outScheduleContractnegotiationSupplieragreementnegotiationSetupGoliveJulyAugSeptMaintasksWarehousedecorationOfficeset-upWMSSystemfinetuningStafftrainingProcurementofequipmentsInternalSOPQualityinspectioncapabilitiesimprovementMaintasksPriceProcessSOPKPIMaintasksInventorylevelPriceandPaymentSOP&KPINegotiatingcontracts,i.e.warehouse,equipmentsetc.StartingrecruitmentMaintasksSOPinplaceStaffinplaceQualitycontrolprocedureinplaceITsysteminplaceFacilitiesandequipmentinplaceSeptComponentSupplier—InboundLogistics后面附件PPT常用图标,方便大家提高工作效率生活图标元素生活图标元素医疗图标元素
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