IBM供应链管理的历史反思与新挑战课件

IBM供应链管理的历史反思与新挑战2022/12/19IBM供应链管理的历史反思与新挑战IBM供应链管理的历史反思与新挑战2022/12/16IBM1供应链管理TMCopyrightIBM2002IBM供应链管理的历史反思与新挑战供应链管理TMCopyrightIBM2002IBM供应2供应链管理-发展史TMCopyrightIBM20021900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”IBM供应链管理的历史反思与新挑战供应链管理-发展史TMCopyrightIBM2003TMCopyrightIBM2002供应链管理-End-to-EndIBM供应链管理的历史反思与新挑战TMCopyrightIBM2002供应链管理-En4TMCopyrightIBM2002SCM-凝聚企业的竞争力WholesalersCustomersLogisticsSuppliersManufacturing

PlantsSupplierRetailersLogisticsProvidersWholesalersIBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-凝聚企业5TMCopyrightIBM2002SCM-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IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-核心所在6TMCopyrightIBM2002SCM-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—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)降低库存缩短订单-现金周期股东权益利润资产降低有形资产(i.e.卡车，仓库，物资操作机械等以协作来降低销售成本，运输，仓储物流成本，采购成本IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-对企业的7TMCopyrightIBM2002SCM–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IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM–企业所面8TMCopyrightIBM2002SCM-量化的效益IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-量化的效9TMCopyrightIBM2002GMROI-纯利润回收率Customer

Service(5–25%)(2–5%)ThroughputsalesInventory(10–50%)Avg.inventoryatcostGMROI(95%)(10–50%)PlanningCycleTimeOperatingExpensescostofgoodssold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IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002GMROI-纯利10TMCopyrightIBM2002SCM-对症下药FortheRetailIndustry,InventoryManagementModuleswouldreplaceProductionSchedulingIBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-对症下药11TMCopyrightIBM2002供应链管理的应用在跨行业的比较IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002供应链管理的应用在跨12TMCopyrightIBM2002SCM-最佳应用I一般创意前沿优秀应用Vendor-managedandco-ownedinventoryInventoryownedbythesupplierorco-ownedbytheretailerandsupplier

Implementationofcentrally-managed(withinstore)electronicshelftagsScan-basedtradingforfast-andslow-movingitemsRequirescashierstoaccuratelyscanorentereachitem

Inventoryandorderingfunctionstieddirectlytothepoint-of-sale(perpetualinventory)Itemsareregisteredandre-orderedwhenthecashierscansanitemRequiresaccuratescanningforproperSKUordering

OnlineprivatelabelproductproductionsynchronizationforverticallyintegratedretailersStore-specificinventorybasedonlocation,marketcharacteristics,andareademographics

Inventoryandorderingfunctionstieddirectlytoconsumerself-scanshelftake-awayProvidesoutofstockalertsand/orautomaticallyre-ordersitems

Automatedprivate-labelproductplanningandsourcing(requiresintelligentsystems)VMI

电子货架条SBT（scanbasedtrading）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IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-最佳应用13TMCopyrightIBM2002Scan-basedtradingbenefitsbothretailers&suppliersbystreamliningthedeliveryofDSDproductsDSDsupplierdeliversinventorytoastoreConsumerbringsitemstothecashregisterandthecashierscansitemsAttheendofthebillingcycle,theretailerpaysthesupplierbasedonactualunitssoldSupplierAccountsReceivableInvoiceforXYZ$4000.00perorder$250.00percaseInvoiceforXYZ$4000.00perorder1$250.00percaseInvoiceforXYZ$4000.00perorder$250.00percaseInvoiceforXYZ$4000.00perorder1$250.00percaseRetailerAccountsPayableDeliverypersonnelbypassthetraditionalprocessofchecking-ininventoryandinsteadgodirectlytostoreshelvesforstockingWhenDSDitemisscanned,therelevantproductinformationistransmittedtothesupplierandretailersystems12345Commitmentfromsupplierstosupportbroad-basedusageDeploymentofstandards-basedpoint-of-saletechnologycapableofcommunicatingwithsuppliersReduceddeliverytime(20-25minutessavedperdelivery)Reducedstock-outsandincreasedsales(upby3%-5%persupplier)ImprovedpricingaccuracyRe-allocationofstorepersonnelfromcheck-intoin-storemerchandisingactivitiesImprovedpromotionalflowthroughReducedinvoicedeductions(declinedby70%)Users2Retailers:H.E.Butt,SchnuckMarket,Andronico’sManufacturers:Frito-Lay,Nabisco,PepperidgeFarms,Hallmark,Anheuser-BuschVendorsVialink(SyncLink)SuccessFactorsKeyResults&Metrics1SampleUsers/VendorsIBM供应链管理的历史反思与新挑战TMCopyrightIBM2002Scan-base14TMCopyrightIBM2002SCM-最佳应用II一般创意前沿UtilizationofSKU-levelelectronicinventorymanagementsystemsIncludespallettrackingthroughoutthedistributioncenterFullyintegratedandoperationalwarehousemanagementsystems(WMS)thatautomatedistributioncentersandallowforcomplexfunctionssuchasflowthroughandcross-docking

Shareddistributioncentersforretailersofferingmultiplestoreformats(e.g.,Wal-MartwithSuperstores,NeighborhoodMarkets,andSam’sClubstores)

ReverselogisticsmanagementintegratedintowarehousesystemstoautomatereturnsprocessesMarket-levelshareddistributionassetsforconsumerpackagedgoodscompanies(CPG)andretailerswherewarehousesandtrucksserveareastoresfromcompetingandcomplementingretailers

Warehousenetworkstrategieswheremarket-level“mega”warehousearebuiltforchain-wideitemscomplementedbyregionaldistributioncentersthatservefastermovingandperishableitemsUtilizesystemsthatcountergonomicwearandtearoneachwarehouseemployeebyindividualtask,dynamicallybalancingnewtaskassignmenttoreducetheriskofinjury物流中心管理LeadingPractices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DetailIBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-最佳应用15TMCopyrightIBM2002CentralizedWarehouseManagementSystemAbilitytocross-dockshipmentsfromcentralfacilitywithperishablegoodsatregionalcentersAvailabilityoftruckstohaulshipmentslongerdistancesDeploymentofwarehousemanagementsystem(WMS)tomanageproductsdestinedfor1,100storesAvailabilityoflabortostaffcentralwarehousefacilitySuccessFactorsImprovedefficiencyforentiredistributionsystemLowerpricesthroughcentralizedbuyingFasterturnoverinfacilitiesRegionalwarehousespecializationKeyResults&Metrics1UsersAholdUSAC&SWholesaleGrocers(potentialwarehouseowner/partner)VendorsIBMSampleUsers/VendorsAhold’scentralizedfacilitywillbeownedandoperatedbyathird-partydistributionspecialistPhiladelphia,PANY,NJ,CT,RI,MANY,PA,OHThefacilitywillsupplyallofAholdUSA’s1,100storesDC,MD,DE,NJ,VANY,NJ,PA,WVAL,GA,TN,NC,SCExistingcenterswillbeusedforcross-dockingofperishablesProductswillbepre-sortedforeachretailoutletatthecentralizeddistributioncenter123CompletedshipmentswillthenberoutedtoareastoresIBM供应链管理的历史反思与新挑战TMCopyrightIBM2002Centralize16TMCopyrightIBM2002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？IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002整体战略流程优化具体17TMCopyrightIBM2002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IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002开拓新服务18TMCopyrightIBM2002SCM在零售业：流程优化-成功之关键！Process采购流程寻找供应商采购操作流程合同管理配送物流流程库存管理订货流程仓储管理 运输管理流程整合所有环节的考量流程整体战略流程优化具体系统实施IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM在零售业：流19TMCopyrightIBM2002RepeatbuysOneoffbuysondatabaseCumulative%ofSpend98%采购额100%缩减!!首要供应商其它供应商呆滞供应商Effectivestrategicsourcingenabledustoconsolidatesuppliersto.achievesavingsandleveragespendDailytransactionsmustberoutedtostrategicsources战略性的选择供应商+严格执行=增加利润ProcessSCM在零售业：流程优化-成功之关键！IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002Repeatbuy20TMCopyrightIBM2002整体方案（软件包方案）系统实施项目管理Hosting与ERP及其他有关系统集成系统维护系统安全用户培训ChangeManagement知识转移具体实施整体战略流程优化具体系统实施SCM在零售业-具体实施IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002整体方案（软件包方案21TMCopyrightIBM2002IBM蓝色方法论项目启动全面分析沟通项目管理/质量控制/风险管理知识转移/改革推动IT基础设施建设系统集成流程优化软件选择流程优化系统实施正式运行IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002IBM蓝色方法论项目22演讲完毕，谢谢听讲!再见，seeyouagain2022/12/19IBM供应链管理的历史反思与新挑战演讲完毕，谢谢听讲!再见，seeyouagain202223IBM供应链管理的历史反思与新挑战2022/12/19IBM供应链管理的历史反思与新挑战IBM供应链管理的历史反思与新挑战2022/12/16IBM24供应链管理TMCopyrightIBM2002IBM供应链管理的历史反思与新挑战供应链管理TMCopyrightIBM2002IBM供应25供应链管理-发展史TMCopyrightIBM20021900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”IBM供应链管理的历史反思与新挑战供应链管理-发展史TMCopyrightIBM20026TMCopyrightIBM2002供应链管理-End-to-EndIBM供应链管理的历史反思与新挑战TMCopyrightIBM2002供应链管理-En27TMCopyrightIBM2002SCM-凝聚企业的竞争力WholesalersCustomersLogisticsSuppliersManufacturing

PlantsSupplierRetailersLogisticsProvidersWholesalersIBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-凝聚企业28TMCopyrightIBM2002SCM-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IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-核心所在29TMCopyrightIBM2002SCM-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—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)降低库存缩短订单-现金周期股东权益利润资产降低有形资产(i.e.卡车，仓库，物资操作机械等以协作来降低销售成本，运输，仓储物流成本，采购成本IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-对企业的30TMCopyrightIBM2002SCM–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IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM–企业所面31TMCopyrightIBM2002SCM-量化的效益IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-量化的效32TMCopyrightIBM2002GMROI-纯利润回收率Customer

Service(5–25%)(2–5%)ThroughputsalesInventory(10–50%)Avg.inventoryatcostGMROI(95%)(10–50%)PlanningCycleTimeOperatingExpensescostofgoodssold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IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002GMROI-纯利33TMCopyrightIBM2002SCM-对症下药FortheRetailIndustry,InventoryManagementModuleswouldreplaceProductionSchedulingIBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-对症下药34TMCopyrightIBM2002供应链管理的应用在跨行业的比较IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002供应链管理的应用在跨35TMCopyrightIBM2002SCM-最佳应用I一般创意前沿优秀应用Vendor-managedandco-ownedinventoryInventoryownedbythesupplierorco-ownedbytheretailerandsupplier

Implementationofcentrally-managed(withinstore)electronicshelftagsScan-basedtradingforfast-andslow-movingitemsRequirescashierstoaccuratelyscanorentereachitem

Inventoryandorderingfunctionstieddirectlytothepoint-of-sale(perpetualinventory)Itemsareregisteredandre-orderedwhenthecashierscansanitemRequiresaccuratescanningforproperSKUordering

OnlineprivatelabelproductproductionsynchronizationforverticallyintegratedretailersStore-specificinventorybasedonlocation,marketcharacteristics,andareademographics

Inventoryandorderingfunctionstieddirectlytoconsumerself-scanshelftake-awayProvidesoutofstockalertsand/orautomaticallyre-ordersitems

Automatedprivate-labelproductplanningandsourcing(requiresintelligentsystems)VMI

电子货架条SBT（scanbasedtrading）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IBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-最佳应用36TMCopyrightIBM2002Scan-basedtradingbenefitsbothretailers&suppliersbystreamliningthedeliveryofDSDproductsDSDsupplierdeliversinventorytoastoreConsumerbringsitemstothecashregisterandthecashierscansitemsAttheendofthebillingcycle,theretailerpaysthesupplierbasedonactualunitssoldSupplierAccountsReceivableInvoiceforXYZ$4000.00perorder$250.00percaseInvoiceforXYZ$4000.00perorder1$250.00percaseInvoiceforXYZ$4000.00perorder$250.00percaseInvoiceforXYZ$4000.00perorder1$250.00percaseRetailerAccountsPayableDeliverypersonnelbypassthetraditionalprocessofchecking-ininventoryandinsteadgodirectlytostoreshelvesforstockingWhenDSDitemisscanned,therelevantproductinformationistransmittedtothesupplierandretailersystems12345Commitmentfromsupplierstosupportbroad-basedusageDeploymentofstandards-basedpoint-of-saletechnologycapableofcommunicatingwithsuppliersReduceddeliverytime(20-25minutessavedperdelivery)Reducedstock-outsandincreasedsales(upby3%-5%persupplier)ImprovedpricingaccuracyRe-allocationofstorepersonnelfromcheck-intoin-storemerchandisingactivitiesImprovedpromotionalflowthroughReducedinvoicedeductions(declinedby70%)Users2Retailers:H.E.Butt,SchnuckMarket,Andronico’sManufacturers:Frito-Lay,Nabisco,PepperidgeFarms,Hallmark,Anheuser-BuschVendorsVialink(SyncLink)SuccessFactorsKeyResults&Metrics1SampleUsers/VendorsIBM供应链管理的历史反思与新挑战TMCopyrightIBM2002Scan-base37TMCopyrightIBM2002SCM-最佳应用II一般创意前沿UtilizationofSKU-levelelectronicinventorymanagementsystemsIncludespallettrackingthroughoutthedistributioncenterFullyintegratedandoperationalwarehousemanagementsystems(WMS)thatautomatedistributioncentersandallowforcomplexfunctionssuchasflowthroughandcross-docking

Shareddistributioncentersforretailersofferingmultiplestoreformats(e.g.,Wal-MartwithSuperstores,NeighborhoodMarkets,andSam’sClubstores)

ReverselogisticsmanagementintegratedintowarehousesystemstoautomatereturnsprocessesMarket-levelshareddistributionassetsforconsumerpackagedgoodscompanies(CPG)andretailerswherewarehousesandtrucksserveareastoresfromcompetingandcomplementingretailers

Warehousenetworkstrategieswheremarket-level“mega”warehousearebuiltforchain-wideitemscomplementedbyregionaldistributioncentersthatservefastermovingandperishableitemsUtilizesystemsthatcountergonomicwearandtearoneachwarehouseemployeebyindividualtask,dynamicallybalancingnewtaskassignmenttoreducetheriskofinjury物流中心管理LeadingPractices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DetailIBM供应链管理的历史反思与新挑战TMCopyrightIBM2002SCM-最佳应用38TMCopyrightIBM2002CentralizedWarehouseManagementSystemAbilitytocross-dockshipmentsfromcentralfacilitywithperishablegoodsatregionalcentersAvailabilityoftruckstohaulshipmentslongerdistancesDeploymentofwarehousemanagementsystem(WMS)tomanageproductsdestinedfor1,100storesAvailabilityoflabortostaffcentralwarehousefacilitySuccessFactorsImprovedefficiencyforentiredistributionsystemLowerpricesthroughcentralizedbuyingFasterturnoverinfacilitiesRegionalwarehousespecializationKeyResults&Metrics1UsersAholdUSAC&SWholesaleGrocers(potentialwarehouseowner/partner)VendorsIBMSampleUsers/VendorsAhold’scentralizedfacilitywillbeownedandoperatedbyathird-partydistributionspecialistPhiladelphia,PANY,NJ,CT,RI,MANY,PA,OHThefacilitywillsupplyallofAholdUSA’s1,100storesDC,MD,DE,NJ,VANY,NJ,PA,WVAL,GA,TN,NC,SC