《Achieving Competitive an gehrough Supply in Management》PPT课件

AddtheauthorandtheaccompanyingtitleAchievingCompetitiveangehroughSupplyinManagementAgenda1.TheEvolutionoftheSupplyChain2.AdvancedPlanningandSchedulingSystems2.1HowTheyWork2.2TheVendorsTheSupplyChainencompassesanumberofkeybusinessprocessesinvolvedinmanagingtheflowofmaterials,information,andfundsfromtheinitialsupplierstotheultimateconsumer.RetailingDeliveringDistributingProducingSupplying…theconceptofsupplychainmanagementisrelativelysimple.MaterialsInformation&FundsMaterialsInformation&FundsMaterialsInformation&FundsHowever,intherealworld,multiplesuppliers,multipleplants,multipledistributionpointsandmultiplecustomerssignificantlycomplicatematerialandinformationflows...RetailingDeliveringDistributingProducingSupplying…And,giventhatsupplychainscrossmultiplecompanies,wallshavebeenbuiltthatpreventfullandtimelyinformationflow.RetailingDeliveringDistributingProducingSupplyingBreakingdownthesewallsandintegratingthesupplychainiscritical.However,todate,mostsupplychaininitiativeshavebeeninwardlyfocused.Onlyrecently,manufacturersarebeginningtoembracethetotalsupplychainasameanstoachievingcompetitiveadvantage.Phase1-ProcessIntegration(e.g.,reengineeringtheorder-to-cashprocess).Phase2-Intra-EnterpriseIntegration(e.g.,salesstrategiescoordinatedwithsupplychaincapabilities).Phase3-Inter-EnterpriseIntegration(e.g.,collaborativeforecasting&replenishmentbetweenretailersandsuppliers)Stage1:Separatebestofbreedapplicationsdedicatedtospecificbusinessprocesses(1970s)G/LPayrollA/PPurchaseOrderMgmt.OrderEntryInventoryMgmt.FinancialsManufacturingDistributionEnterpriseResourcePlanning(ERP)SupplyChainTechnologyhasevolvedoverthepastseveraldecades.Today’sERPsystemsaretransaction-basedapplicationswithlimiteddecision-supportcapability.Stage3:Enterprise-wideapplications(earlytomid1990sandstillongoing)Stage2:Suitesofintegratedapplicationsforfunctionalprocesses(1980s)ERPorLegacySystemsDemandPlanningProductionPlanning&SchedulingDistribution/SupplyPlanningTransportationPlanning/ManagementAPSDefinitionERPorlegacyinterfaceddecisionsupporttechnologywhichusesadvancedalgorithms,(e.g.,LPs,IPs,mixed–IPs,heuristics,theory-of-constraints,etc.)tomodelsupplychainconstraintsandenableintelligentsupplychainplanning/decisionmaking.APSCharacteristicsAllowscomplexsupplychainrepresentationandrapidSCmodelreconfigurationEnablesconcurrent,dynamicplanning,and“what-if”simulationsusingmemoryresidentprocessingPossessscaleableobjectarchitecturescapableofrunninglargedata-intensivemodelsAdvancedPlanningandSchedulingSystems(APS)AretheNextStepoftheEvolutionforProvidingDecisionSupportCapabilities.AssetIntensiveSupplyChainSetup/sequencedependenciesCapabletopromiseCapacityutilizationBottleneckutilizationMaterialIntensiveSupplyChainCapable-to-promiserequirementsExcessinventoryObsolescenceChangestoordersEngineeringchangeDistributionIntensiveSupplyChainLargenumberofSKUsComplexdistribution/transportationrequirementsExcessiveinventoryCustomerserviceWhilewetendtodrawallsupplychainsthesame,therearemanytypesofsupplychains-eachwiththeirownuniquechallenges.E.g.,Pulp&PaperE.g.,High-TechE.g.,ConsumerProductsHowDoYouKnowIfYouHaveSupplyChainManagementProblems?CustomerServiceConcerns-Customercomplaints,lossofshare,deliveryproblems,customersurprisesMaterialsManagementDifficulties-Highinventorybuffers/obsolescence,hightransportationcosts,suppliershortages,lostpurchasingdiscountsManufacturingProcessProblems-Productioninefficiencies,overcapacity,undercapacity,costgrowthPlanningDifficulties-Inaccurateforecasts,highstockouts,growingoverheadcostsObsoleteTechnology-Incompatiblesystemslinkages,inaccurate/inaccessibleinformationRevenueCycleConcerns-Lengthytimetomarket,longordercycle,distributiondelays,conflictingchanneldemandsVendorManagementProblems-Poorresponselevels,lostgrowth,lackofcommitmentTheImportanceofSupplyChainManagementHasIncreasedSignificantlyOverthePastFewYears.Past(1995-1998)Present(1999)Future(2000+)%SurveyRespondentsRatingSupplyChainCriticaltoSuccessSupplyChainManagementisIncreasinglyImportant25%70%91%TheResponse:Approximately60%ofManufacturersCurrentlyHaveaMajorSupplyChainInitiativeUnderway.However,42%are“lessthansatisfied”withtheoutcomeoftheirpreviousimprovementefforts.%SurveyRespondentsMajorSupplyChainImprovementsareUnderwayorPlannedWithin2YearsAlreadydoneWithin3-5years10%2%6%Within199913%CurrentlyUnderway59%NoPlans10%AbilitytoRespondAbilitytoPredict12-18MonthsSupplyPlanDemandPlanSupplyChainDesignStrategicPlanIncreasingTimeIncreasingDetailofDataTodayTransportationPlanProductionPlan}ExcessInventory}MissedOrdersAsthePaceofBusinessContinuestoIncrease,aKeyChallengeforToday’sSupplyChainManagersIstoMakeGoodBusinessDecisions,UsingAlltheInformationThatIsAvailable,WithinaShortTimePeriod.TheSupplyPlanning(SP)DistributionPlanningMasterPlanningFactoryPlanning&SchedulingInventoryPlanningDPSP-InventoryPlanningInventoryPlanningGoal:DetermineoptimalinventorylevelsandlocationtoprotectdesiredcustomerservicegoalsTradeoffbetweeninventoryandservicenotunderstoodLimitedabilitytoknowhowmuchinventory,whenandwhereInabilitytoplanatasufficientlevelofdetailInabilitytoquantifytheimpactofdemandandsupplyvariabilityChallengesDistributionPlanningMasterPlanningFactoryPlanning&SchedulingInventoryPlanningDPSPMasterPlanningMasterPlanningGoal:Globallyoptimizeproductionplanconsideringtradeoffsofavailablecapacity,materials,costs,timeLackofvisibilityDisjointedplanningInabilitytoreconciledemandprioritieswithsupplyconstraintsInabilitytogloballyoptimizeproductionplanconsideringmultipleconstraintsPlanningdoesn’tsupportcorporateobjectivesChallengesDistributionPlanningMasterPlanningFactoryPlanning&SchedulingInventoryPlanningDPSPFactoryPlanning&SchedulingFP&SchedulingGoal:OptimalexecutionoftheMasterPlantominimizecostandimprovequalityoftheplanMaterialandcapacityconstraintsnotconsideredsimultaneouslyInaccuraterepresentationofrealworldconstraintsSlow,inabilitytoreactLackofproblemvisibilityPoordeliverydatequotinginbuildtoorderChallengesDistributionPlanningMasterPlanningFactoryPlanning&SchedulingInventoryPlanningDPSP-DistributionPlanningDistributionPlanningGoal:OptimallypositioninganddeployinginventorytoachievedesiredcustomerserviceStore&DCreplenishmenthandledindependentlyLimitedabilitytoprioritizedemandPredetermined(akainflexible)distributingrulesInventorydistributedinadvanceofactualsalesChallengesDistributionPlanningMasterPlanningFactoryPlanning&SchedulingInventoryPlanningDPCustomerBenefitsGrowth:IncreaserevenuesIncreasedmarginperformanceFinancialPerformance:ReducedinventorycostsandobsolescenceOptimaluseofavailablecapacityandinventoryReducedprocurementexpensethroughaccurateorderingImprovedCustomerServiceAndifyoudotheabove…increasedstockpriceSelectedAPSImplementationsbyIndustryAerospaceBellHelicopterU.S.NavyAutomotiveFordGMVolvoChemicalOccidentalChemicalNovartisMacMillanBloedelConsumerGoods(Durable)BakerFurnitureBlack&DeckerBoseHermanMillerConsumerGoods(Non-Durable)3MAultFoodsConsumerGoods(Non-Durable)CocaColaE&JGaloFritoLayHighTech3COMDellDigitalGatewaySiemensIndustrialCaseCaterpillarMercuryMarineMedicalJohnson&JohnsonBristol-MeyersSquibbMetalsTimkenThereAreaNumberofAPSVendors.AccordingtotheGartnerGroup,i2TechnologiesandManugisticsAretheLeadersToday.DeloittecurrentlyhasestablishedAPSrelationshipswithi2,Manugistics,SynQuestandParagon.D&ThasERPpartnershipswithPeopleSoft,JDENumetrix,BaanandSAP.Source:GartnerGroup(03/26/99)NotefromSol.net:TheTablewasdeletedduetocopyrightsconstraints.RefertotheGartnerGroupdatabaseinSol.netforcurrentinformation.1999EstimatedTotalSCMMarketShareSource:BenchmarkingPartners,Inc.1999Estimated%ShareofMarketLeadersByVerticalSource:BenchmarkingPartnersInc.1999Estimated%GrowthbyVertical1998-1999Source:BenchmarkingPartnersInc.1999AssessmentintheConsumerPackagedGoodsIndustrySource:BenchmarkingPartnersInc.AppendixDemandPlanKEYCONCEPTSTrulyincorporatesknowledgefromvariouslevelswithinandoutsidetheorganizationProactivelycontroleventsandreducevariationsindemandforecastingSupportstop-down,bottom-upandhybridplanningapproachesMulti-dimensional,enterprisedemandplanningthatintegratessystems,processesandpeopleatmultiplelevelsINPUTConsidersstrategicgoals,inter/intra-companyobjectivesandconstrainedsupplyinformationtoconstructrealisticdemandplanConsidersexternaleconomicandevents(promotions,pricingchanges,etc.)Multiplescenariocomparisonsandwhat-ifanalysisfacilitateappropriateusestoaddvalueOUTPUTIdentifiesopportunities,formulatesstrategies,translatesthemintoactionplansandactualexecutionsteps,andanalyzesresultsProducesrealisticforecastthatdrivesinventory,financialandoperationalplansReducessupplychaininventoryandcostsSupplyPlanKEYCONCEPTSFacilitatesthedesignofoptimaldistributionnetworks,productionplans,sourcingdecisions,andinventorylevelsHelpsdeterminethemostprofitablesupplychainstrategyforend-to-endorderfulfillmentRealtime,enterprisewideandcrossenterprisevisibilityandoptimizationofconstraintsReliablereal-timemarket,productandcustomer-allocatedcapable-to-promiseandduedatequotingINPUTConsidersconstraintsthroughoutthesupplychainatagreatlevelofdetail,enablingrapidwhat-ifsimulationsOUTPUTManufacturing,distributionandsourcingnetworkoptimization:improvecustomerresponsivenessandreducecostsatthesametimeIncreasedabilitytofocusonhigh-valuestrategydecisionsthatdrivetacticalandoperationalactivities,andresponsivenesstochangesinbusinessenvironmentShorterorderfulfillmentcycletimeLowerinventoriesOptimizedassetutilizationProductionPlanKEYCONCEPTSProducesoptimizedandfeasiblefiniteproductionschedulebasedonconsiderationofdynamicconstraintsINPUTWhat-ifanalysisATPbasedonup-to-datematerialandcapacityconstraintsFastre-planningoforderstoaccommodatedemandvolatilityOUTPUTResourceoptimizationUtilizationimprovesby10to50%Inventoryreducedupto75%OrderLeadTimes:10to60%reductionDeliveryPerformance:25to50%improvementOrderFillRates:50to90%improvementReducedplanningcycletimefromweekstohoursTransportationPlanKEYCONCEPTSDeterminestheoptimalquantitiesofproductsallocatedtoeachdistributionwarehouseDeterminesthemosteconomicalmeansoftransportinginbound,outboundandinter-companyproductswhilemeetingservicegoalsINPUTAdjuststorequirementsforpromotions,unanticipateddemandSimultaneouslyplansfortransportation,factoryandwarehousesourcing,manufacturingandpurchasingOUTPUTAttainsoptimal,leastcostsolutionformaterialflowGeneratesfeasibleandcustomercentricenterprisedistributionplanAchievesclosecommunicationwithtradingpartnersonshipmentandavailabilitychangesFeasibleenterprise-widetransportationplanReal-timein-transitvisibility1999AssessmentintheHighTech&ConsumerElectronicsIndustrySource:BenchmarkingPartnersInc.1999AssessmentintheIndustrialDiscreteManufacturingIndustrySource:BenchmarkingPartnersInc.1999AssessmentintheAutomotiveIndustrySource:BenchmarkingPartnersInc.Addtheauthorandtheaccompanyingtitle生活图标元素商务图标元素商务图标元素商务图标元素商务图标元素