1、scm供應鏈管理的發展史e-business供應鏈管理供應鏈管理TMCopyright IBM 2002貿易公司在傳統商業中的位置原料供應商制造商批發分銷商零售商消費者（產供銷一體化的日用消費品生產廠商）可口可樂，寶潔，聯合利華，和路雪等進出口公司和貿易公司中土畜，中糧，中化和中機等百貨商店，連鎖超市和大買場百盛，沃爾瑪特，家樂福等e-business供應鏈管理供應鏈管理 - 發展史發展史TMCopyright IBM 20021900年以學術研究開始年以學術研究開始 - 農業產品農業產品軍事需求軍事需求教科書的出現教科書的出現 - 60年代初期年代初期公司內部效率提高的最后一道戰線公司內部效

2、率提高的最后一道戰線政府對運輸行業的放權政府對運輸行業的放權70年代能源危機年代能源危機經濟全球一體化經濟全球一體化IT - 供應鏈管理的新天地供應鏈管理的新天地競爭加強的必然結果競爭加強的必然結果 - 強者生存，產品替代效應增強強者生存，產品替代效應增強利潤的挑戰利潤的挑戰 - 節省節省$1 = ?D 時代的時代的“瘋狂瘋狂”e-businessTMCopyright IBM 2002供應鏈管理供應鏈管理 - End-to-EndSupply Chain Management電子采購物流管理 - 運輸生產制造物流管理 - 倉儲采購戰略選擇供應商供應商管理采購商品戰略合同管理流程管理供應商合作

3、衡量標準倉庫管理入/出庫紀錄物料操作流程訂單周期管理訂單質量管理工時管理衡量監測顧客服務需求管理物流戰略運輸戰略庫存管理運輸網絡設計運輸優化設計車隊管理信息查詢與跟蹤計劃與排產需求與預測管理生產周期BOM流程與容量生產設計車間管理供應鏈管理信息框架電子采購系統供應商選擇商品目錄流程管理合同管理尋價供應商管理連接 ERP界面連接物流系統界面生產計劃預測設備資產管理訂單管理物流信息系統倉儲管理運輸管理無線網絡方案e-businessTMCopyright IBM 2002SCM - 凝聚企業的競爭力凝聚企業的競爭力WholesalersCustomersLogisticsSuppliersManu

4、facturingPlantsSupplierRetailersLogistics ProvidersWe-businessTMCopyright IBM 2002SCM - 核心所在核心所在 買什么，從何買，什么價錢而不是以而不是以最快的方最快的方式買錯東式買錯東西西 生產什么, 何時生產，生產多少而不是以而不是以最低的成最低的成本生產非本生產非需品需品 以統一的形象面對客戶 而不是僅而不是僅僅對單個僅對單個流程自動流程自動化化 以統一的形象面對供應商而不是僅而不是僅僅把每筆僅把每筆交易搬到交易搬到網上網上DesignBuy/SourcePlanFulfillSellServiceCusto

5、merDesignBuy/SourcePlanFulfillSellServiceCe-businessTMCopyright IBM 2002SCM - 對企業的整體效應對企業的整體效應收入收入成本成本流動資產流動資產固定資產固定資產 供應鏈效應供應鏈效應 q提高顧客服務提高顧客服務 (i.e., 優化庫存與貨架優化庫存與貨架數量比例數量比例, 更大的市場占有率更大的市場占有率, 更高更高的利潤率的利潤率)q降低庫存降低庫存q縮短訂單縮短訂單-現金周期現金周期股東權益股東權益利潤利潤資產資產q降低有形資產降低有形資產 (i.e.卡車，倉庫，物資操作卡車，倉庫，物資操作機械等機械等q以協作來降

6、低銷售成本，運輸，倉儲物以協作來降低銷售成本，運輸，倉儲物流成本，采購成本流成本，采購成本e-businessTMCopyright IBM 2002SCM 企業所面臨的挑戰企業所面臨的挑戰內部優化，以達到內部優化，以達到：提高顧客服務水平提高顧客服務水平提高供求透明度提高供求透明度采購成本采購成本庫存周轉庫存周轉優化商品分類優化商品分類運用先進的銷售技術運用先進的銷售技術（Internet,Kiosk,產品目錄，網產品目錄，網絡電視）絡電視）以高效率的供應鏈競爭以高效率的供應鏈競爭e-businessTMCopyright IBM 2002SCM - 量化的效益量化的效益Source: SC

7、OR Model by Advanced Manufacturing Research, Inc.運運貨貨質質量量庫庫存存降降低低率率訂訂貨貨周周期期預預測測準準確確率率整整體體工工作作效效率率供供應應鏈鏈總總成成本本補補貨貨率率空空間間面面積積利利用用率率0 10 20 30 40 50 60 70 80 90Percent age I mprovement最最低低最最高高供應鏈改革項目的效益范圍e-businessTMCopyright IBM 2002GMROI - 純利潤回收率純利潤回收率nCustomerService(525%)(25%)nThroughputnInventory(

8、1050%)GMROI顧客服務顧客服務產出產出計劃周期計劃周期運作成本運作成本銷售額銷售額銷售成本銷售成本平均庫存成本平均庫存成本庫存庫存e-businessTMCopyright IBM 2002SCM - 對癥下藥對癥下藥For the Retail Industry, Inventory Management Modules would replace Production SchedulingSCM指導下的有效手段指導下的有效手段主要供應鏈管理目標主要供應鏈管理目標第一有效第一有效第二有效第二有效目標與整體戰略目標與整體戰略供應鏈管理咨詢供應鏈管理咨詢庫存成本庫存成本需求計劃和預測，電

9、子采購需求計劃和預測，電子采購供應鏈計劃供應鏈計劃降低周期降低周期訂單管理，電子采購訂單管理，電子采購需求計劃和預測需求計劃和預測提高補貨率提高補貨率需求計劃和預測，電子采購需求計劃和預測，電子采購運輸與定單管理運輸與定單管理為顧客提供供貨信息為顧客提供供貨信息庫存管理庫存管理需求計劃和預測，訂單管理需求計劃和預測，訂單管理運輸成本運輸成本運輸管理運輸管理倉儲管理倉儲管理倉庫運作成本倉庫運作成本倉儲管理倉儲管理供應計劃與訂單管理供應計劃與訂單管理采購成本采購成本電子采購電子采購需求計劃和預測需求計劃和預測e-businessTMCopyright IBM 2002供應鏈管理的應用在跨行業的比較

10、供應鏈管理的應用在跨行業的比較零售家電汽車鋼鐵電子采購需求與預測管理Order Fulfillment配送中心管理生產計劃管理運輸管理N ote: Thi s com pari son i s based on a qual i tati ve study, not based on quanti tati ve e-businessTMCopyright IBM 2002SCM - 最佳應用最佳應用 I一般一般創意創意前沿前沿優秀應用優秀應用Vendor-managed and co-owned inventoryInventory owned by the supplier or co-o

11、wned by the retailer and supplierImplementation of centrally-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)

12、Items are registered and re-ordered when the cashier scans an 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 demographicsInv

13、entory and ordering functions tied directly to consumer self-scan shelf take-away Provides out of stock alerts and/or automatically re-orders itemsAutomated private-label product planning and sourcing (requires intelligent systems) VMI 電子貨架條電子貨架條 SBT（scan based trading） 即時庫存即時庫存 同步生產同步生產 - 本店品本店品牌牌

14、因店而異庫存因店而異庫存 即時庫存即時庫存 自動生產計劃自動生產計劃 -本本店品牌店品牌細節細節e-businessTMCopyright 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 th

15、e 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

16、.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 supp

17、liers to support broad-based usageDeployment 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 accuracyRe-allocation of store per

18、sonnel from check-in to in-store merchandising activitiesImproved promotional flow throughReduced invoice deductions (declined by 70%)Users2Retailers: H.E. Butt, Schnuck Market, AndronicosManufacturers: Frito-Lay, Nabisco, Pepperidge Farms, Hallmark, Anheuser-BuschVendorsVialink (SyncLink)Success Fa

19、ctorsKey Results & Metrics1Sample Users/Ve-businessTMCopyright IBM 2002SCM - 最佳應用最佳應用 II一般一般創意創意前沿前沿Utilization of SKU-level electronic inventory management systemsIncludes pallet tracking throughout the distribution centerFully integrated and operational warehouse management systems (WMS) that

20、automate distribution centers and allow for complex functions such as flow through and cross-dockingShared distribution centers for retailers offering multiple store formats (e.g., Wal-Mart with Superstores, Neighborhood Markets, and Sams Club stores)Reverse logistics management integrated into ware

21、house 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 retailersWarehouse network strategies where market-level “mega” warehouse are bu

22、ilt for chain-wide items complemented by regional distribution centers that serve faster moving and perishable itemsUtilize systems that count ergonomic wear and tear on each warehouse employee by individual task, dynamically balancing new task assignment to reduce the risk of injuryLeading Practice

23、s 電子庫存管理電子庫存管理 倉儲管理倉儲管理 共享倉庫共享倉庫 自動反向物流自動反向物流 區域共享倉庫區域共享倉庫 倉庫網絡戰略倉庫網絡戰略 勞保有益型工作勞保有益型工作管理管理De-businessTMCopyright IBM 2002Centralized Warehouse Management SystemAbility to cross-dock shipments from central facility with perishable goods at regional centersAvailability of trucks to haul shipments long

24、er distancesDeployment of warehouse management system (WMS) to manage products destined for 1,100 storesAvailability of labor to staff central warehouse facilitySuccess FactorsImproved efficiency for entire distribution systemLower prices through centralized buyingFaster turnover in facilitiesRegion

25、al warehouse specializationKey Results & Metrics1UsersAhold USAC&S Wholesale Grocers (potential warehouse owner/partner)VendorsIBMSample Users/VendorsAholds centralized facility will be owned and operated by a third-party distribution specialistPhiladelphia, PANY, NJ, CT, RI, MANY, PA, OHThe

26、 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 a

27、rea e-businessTMCopyright IBM 2002整體戰略整體戰略流程優化流程優化具體系統實施具體系統實施零售業競爭力：零售業競爭力：做同樣的事但比竟爭對手做得更好！SCM在零售業在零售業 - 如何開始？如何開始？e-businessTMCopyright IBM 2002開拓新服務開拓新服務 戰略效益戰略效益難易程度難易程度低低難難容易容易高高一般一般電子采購電子采購直接物料直接物料運輸管理運輸管理倉儲管理倉儲管理簡接采購簡接采購需求預測管理需求預測管理 庫存管理庫存管理$M$M$M$M$M$M 知己知彼知己知彼基本數據分析現有流程分析組織結構分析確定主要問題和改進方向市場

28、與競爭對手分析 確定改革藍圖確定改革藍圖企業改革藍圖企業改革藍圖上下一致溝通上下一致溝通明確改革目標-具體化實施計劃供應鏈整體戰略供應鏈整體戰略?戰略咨詢戰略咨詢$MSCM在零售業在零售業 - 整體戰略整體戰略e-businessTMCopyright IBM 2002 SCM在零售業：流程優化在零售業：流程優化 - 成功之關鍵！成功之關鍵！Process 采購流程采購流程 尋找供應商尋找供應商 采購操作流程采購操作流程 合同管理合同管理 配送物流流程配送物流流程 庫存管理庫存管理 訂貨流程訂貨流程 倉儲管理倉儲管理 運輸管理運輸管理 流程整合流程整合 所有環節的考量所有環節的考量流程流程Consult/EducateManagement ConsultingEduc