物流普及知识重点.ppt

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 TM Copyright IBM 2002 供应链管理 - 发展史 TM Copyright IBM 2002 1900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” TM Copyright IBM 2002 供应链管理 - End-to-End TM Copyright IBM 2002 SCM - 凝聚企业的竞争力 Wholesalers Customers Logistics Suppliers Manufacturing Plants Supplier Retailers Logistics Providers Wholesalers TM Copyright IBM 2002 SCM - 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 TM Copyright IBM 2002 SCM - 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 TM Copyright IBM 2002 SCM – 企业所面临的挑战 buybuy movemove storestore sellsell replenishreplenish 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 TM Copyright IBM 2002 SCM - 量化的效益 TM Copyright IBM 2002 GMROI - 纯利润回收率 nCustomer Service (5–25%) (2–5%)nThroughput salessales nInventory(10–50%) Avg. inventory at costAvg. inventory at cost GMROI (95%) (10–50%) nPlanning Cycle Time nOperating Expenses cost of goods soldcost 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 TM Copyright IBM 2002 SCM - 对症下药 For the Retail Industry, Inventory Management Modules would replace Production Scheduling TM Copyright IBM 2002 供应链管理的应用在跨行业的比较 TM Copyright IBM 2002 SCM - 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 items •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 production 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 •Automated 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 库存管理库存管理 TM Copyright IBM 2002 Scan-based trading benefits both retailers & suppliers by streamlining the delivery of DSD products DSD supplier delivers inventory to a store Consumer brings items to the cash register and the cashier scans items At the end of the billing cycle, the retailer pays the supplier based on actual units sold Supplier Accounts Receivable I n v o i c e f o r X Y Z $ 4 0 0 0 . 0 0 p e r o r d e r $ 2 5 0 . 0 0 p e r c a s e I n v o i c e f o r X Y Z $ 4 0 0 0 . 0 0 p e r o r d e r 1 $ 2 5 0 . 0 0 p e r c a s e I n v o i c e f o r X Y Z $ 4 0 0 0 . 0 0 p e r o r d e r $ 2 5 0 . 0 0 p e r c a s e I n v o i c e f o r X Y Z $ 4 0 0 0 . 0 0 p e r o r d e r 1 $ 2 5 0 . 0 0 p e r c a s e Retailer Accounts Payable Delivery personnel bypass the traditional process of checking-in inventory and instead go directly to store shelves for stocking When DSD item is scanned, the relevant product information is transmitted to the supplier and retailer systems 1 2 3 4 5 •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 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, Andronico’s •Manufacturers: Frito-Lay, Nabisco, Pepperidge Farms, Hallmark, Anheuser-Busch •Vendors •Vialink (SyncLink) Success Factors Key Results & Metrics1 Sample Users/Vendors TM Copyright IBM 2002 SCM - 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 •Fully 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 Sam’s Club stores) •Reverse logistics management integrated into warehouse systems to automate returns processes •Market-level shared distribution assets for consumer p。