有效率的物流配送ppt課件

1、有效率的物流配送 連續(xù)補(bǔ)貨系統(tǒng)案例-寶僑家品主題 ECR是什麼 為什麼需求ECR ECR的組成 ECR組織及任務(wù)流程改變 CRP 是什麼 CRP的根本要求 CRP的根本概念 CRP的實(shí)例與心得1990 年代一個(gè)劇烈變革的年代.精明的消費(fèi)者要求:給我更高價(jià)值的產(chǎn)品! 其餘免談.那些是這次變革的先驅(qū)?全球性戰(zhàn)略 萬(wàn)客隆(METRO/MAKRO): 遍佈全球28個(gè)國(guó)家(歐洲,亞洲和拉丁美洲)威名百貨(WAL-MART): 美國(guó),墨西哥,加拿大,拉丁美洲和亞洲家樂(lè)福(CARREFOUR):歐洲,拉丁美洲和亞洲牛奶集團(tuán)(DAIRY FARM):遍佈全球12個(gè)國(guó)家(亞洲和歐洲)主要驅(qū)動(dòng)要素:規(guī)模和技術(shù)瞬息

2、萬(wàn)變的消費(fèi)者習(xí)慣價(jià)值,便利,新奇,選擇訊亞洲: 跨國(guó)性大型連鎖零售商1990: 13個(gè) 跨國(guó)性大型連鎖零售商 分佈於9個(gè) 亞洲國(guó)家 1995: 19個(gè) 跨國(guó)性大型連鎖零售商 分佈於 13個(gè) 亞洲國(guó)家為什麼 僅有部份 新興大型零售商會(huì)贏得市場(chǎng)?它們戰(zhàn)略的中心效率.它們運(yùn)用在規(guī)模,系統(tǒng),管理,供應(yīng)商連結(jié)和觀念上的 效率優(yōu)勢(shì)來(lái)改進(jìn)整體 商店 及 消費(fèi)者 的價(jià)值.它們的心目中將消費(fèi)者置於首位.它們專注於一切能夠帶給消費(fèi)者利益的事物,並藉由商店的有效管理進(jìn)而建立消費(fèi)者的忠誠(chéng)和價(jià)值.供應(yīng)商是它們戰(zhàn)略性的協(xié)作夥伴.它們並不孜孜於與供應(yīng)商的買(mǎi)賣條件.相對(duì)的,它們著重於尋求和供應(yīng)商之間供應(yīng)鏈系統(tǒng)整體效率的改進(jìn),

3、並進(jìn)而轉(zhuǎn)換成消費(fèi)者層次的價(jià)值提昇.它們建立了商店的忠誠(chéng)度,而此一忠誠(chéng)度係奠基於提供給消費(fèi)者一種無(wú)遠(yuǎn)彿界的,強(qiáng)烈的,高價(jià)值而產(chǎn)生的正面印象.全球性和區(qū)域性的曝光更加深其 全球 性印象.新課題面臨一個(gè)數(shù)量較少卻更強(qiáng)大的競(jìng)爭(zhēng)對(duì)手環(huán)伺的競(jìng)爭(zhēng)環(huán)境零售商必需透過(guò)提高效率,技術(shù)才干,將節(jié)省的本錢(qián) 回饋給消費(fèi)者(更低廉的售價(jià))來(lái)建立消費(fèi)者忠誠(chéng) 才干創(chuàng)造利潤(rùn)零售商需建立與供應(yīng)商之間的夥伴關(guān)係,以滿足消 費(fèi)者需求以下兩大主題是零售商必需尋求解決的:供給面 - 效率化的供應(yīng)鏈 (補(bǔ)貨,產(chǎn)品組合)需求面 - 效率化的商品化(產(chǎn)品組合, 促銷活動(dòng),新品上市) Mass Drug ClubGrocery Merch. S

4、tore StoreGross Margin 25.3% 25.0% 28.0% 11.0%Operating Exp 21.8% 17.5% 24.0% 7.5%Operating 3.5% 7.5% 4.0% 3.5% MarginOperating Efficiency in Alternate Channels Creates Issues for Smaller Outlets U.S. CHANNEL OPERATING INCOMEHELP IS ON THE WAY!臺(tái)灣零售通路的演變:小雜貨店1940s百貨公司1950s專業(yè)超市1980s1990s小型商店(雜貨店)營(yíng)業(yè)總額的

5、佔(zhàn)比: 1990 = 70% 1996 = 30% 未來(lái), 一切的成長(zhǎng)將侷限在新興的通路上.大型購(gòu)物中心.量販店環(huán)境:許多小型商店(含便利商店)數(shù)量不多,競(jìng)爭(zhēng)力強(qiáng)大的零售商和大盤(pán)商競(jìng)爭(zhēng)優(yōu)勢(shì)所在:零售商:合理(價(jià)值的)定價(jià)與供應(yīng)商構(gòu)成戰(zhàn)略聯(lián)盟效率化的消費(fèi)者回應(yīng)(ECR)供應(yīng)商:戰(zhàn)略性的客戶管理依據(jù)效率化所訂定的買(mǎi)賣條件強(qiáng)勢(shì)(高迴轉(zhuǎn))商(單)品效率化的消費(fèi)者回應(yīng)(ECR)通路組成環(huán)境: 規(guī)模小,為數(shù)眾多的零售商數(shù)量不多且不建全的大盤(pán)商逐漸壯大的超市競(jìng)爭(zhēng)優(yōu)勢(shì)所在:零售商:價(jià)格各店的配送供應(yīng)商:價(jià)格店內(nèi)促銷新產(chǎn)品其它買(mǎi)賣條件過(guò)去未來(lái) Declining Relative Efficiency of I

6、ndustry Efficiency of Alternate Channels Flat Economy / More Retail Space More Pressure on PricesSystems access and integration Across supply chain Allows easier cooperationWhy ECR?Growing concern that the traditional grocery supply chain is just not working right.Sounds a lot like Taiwan . right? E

7、CR is an industry strategy in which distributors and suppliers work together to deliver better consumer value. What Is ECR (Supply Chain Management)?ECROUTCOME: Efficient & Effective Product- Assortment- Introduction- Replenishment - PromotionsLogisticsCategory ManagementActivity Based Costing (ABC)

8、Meeting Consumer NeedsECRSupply Chain Management Strategies Efficient Store Assortment Efficient Replenishment Efficient Promotion/Pricing Efficient Product IntroductionsSTRATEGIESOBJECTIVESOptimize the productivity of inventoriesand store space at the consumer interfaceOptimize time and cost in the

9、 replenishmentsystemMaximize the total system efficiency of trade and consumer promotion and pricingMaximize the effectiveness of new productdevelopment and introduction activitiesProduces SavingsECR(Supply side)Flows of: Product Money InformationLets Start with the SupplySidePOST-ECR SUPPLY CHAINSM

10、OOTH, CONTINUAL PRODUCT FLOW MATCHED TO CONSUMPTIONSUPPLIERCONSUMERSDISTRIBUTORRETAILERTIMELY, ACCURATE PAPERLESS INFORMATION FLOWPRE-ECR SUPPLY CHAINSUPPLIERCONSUMERSDISTRIBUTORRETAILERPRODUCT FLOWDEMAND FLOW WORLWIDE SUPPLY CHAIN INEFFICIENCIES10%Of Sales$100 Billion Unnecessary business practices

11、 40% of inventory not requiredWhere are the Costs ? Order AcquisitionVendor RefillManual OrderEDIData IntegrityOrder ConfigurationEachesInnersCartonsLayersUnit LoadsSlip SheetsPalletsFreight , Transport and ReceivingSmall loadsFull trucksCustomer Pick upASNReceiving TimePayment# of InvoicesClaimsEFT

12、Cash Flow條碼在物流上的應(yīng)用 分貨及驗(yàn)貨 ASN 收貨 銷貨及庫(kù)存管理以作為連續(xù)補(bǔ)貨之參考 接駁式轉(zhuǎn)運(yùn) 盤(pán)點(diǎn)As Manufacturers Are Getting MORE.OR (有效率的管理大量)1. Stores send POS data to their HQ (EDI)2. Customer generates JIT PO, sends via EDI Paperless System Future Vision:3. Supplier Ships product & sends ASN (EDI)4. Supplier sends invoice via EDI7.

13、Bank Clears funds6. FEDI payment to Suppliers bank5. Customer receives Product & EDI ASN & invoice8. Supplier receives payment via FEDIValueConsumer Makes Choices Category Management=(Demand Side)on Resource UseProduces SavingsECR(Supply side)Flows of: Product Money InformationThink of all the thing

14、s we do to confuse our customers and consumers.We can maximize the supply side benefits of ECR, by creating a transparent demand environment Practical Approach to using ECR to improve Inventory, time and Cost2 topics I would like you to consider.A Real Life Example. Creating a Transparent Purchasing

15、 Environment for our Customers and Our ConsumersBrand A . (names and amounts changed to protect the innocent)Allowances deployed as short term case deals20% non-promoted20% promoted at $2.00 per case60% Promoted at $6.00 per caseTruth was, my budget set at $4.00 per caseSystem was set up to insure w

16、e never overspent the budget , and we never did !So here was the situation.Im trying to spend $4.00 per case to grow the brand, and Im not spending it efficiently.My Sales people and our Customers are fighting over forward buy and % on dealOur customers inventories are going up with forward buy prod

17、uctAnd our plant is either running overtime or theyre washing the floorsAnd the business is really going nowhere SO .Value Pricing.Step 1- Create a transparent purchase environment for our customers.We let folks know how our allowances workEliminating short term case dealsStep 2 - Create a transpare

18、nt purchase environment for our consumers. Narrow the spread between regular and promoted retail pricesECR 計(jì)分卡品類管理30%產(chǎn)品補(bǔ)貨系統(tǒng)30%促銷活動(dòng)20%產(chǎn)品組合10%新品上市10%係依據(jù)ECR的四大任務(wù)和品類管理而來(lái)每一部份均有評(píng)量標(biāo)準(zhǔn)最高為1000分累計(jì)每一部份的積分得出總分每一部份的比重係依據(jù)其所創(chuàng)造的貢獻(xiàn)每一項(xiàng)均由010分來(lái)評(píng)量每一評(píng)量標(biāo)準(zhǔn)均被加權(quán)透明化促進(jìn)真正的效率並分辨那些是無(wú)效率的信任供應(yīng)商與零售商必需成為一種同伴關(guān)係資訊共享,而非只作外表功夫消費(fèi)者導(dǎo)向共同努力來(lái)創(chuàng)造需

19、求全方位的協(xié)作管理整個(gè)系統(tǒng),而非侷限於變更本錢(qián)或收益上ECR的根本需求:What will we do differently?To achieve all of these benefits we need to make some significant investment ourselves. Develop new partnerships Change the organisation internally Focus on category management Technology deploymentMajor next step in rolling out ECR is

20、category management/ category business planning.Key to achieving this will be : internal readiness customer and category linkage傳統(tǒng)的供應(yīng)商零售商零售商 / 供應(yīng)商介面團(tuán)對(duì)供應(yīng)商零售商多工組織實(shí)為業(yè)務(wù)推行之道,有生意往來(lái)的二家公司之間何不協(xié)作將它落實(shí)呢 ?寶鹼客戶業(yè)務(wù)發(fā)展Focus on team objectives, not limited by functions measuresExternally focused; rather than only inte

21、rnally focusedTransparent terms for all customers; no custom-made deal from sales personnelWhat will we do differently?WHY CRP (自動(dòng)補(bǔ)貨系統(tǒng))OLD PARADIGMLOAD CUSTOMERS WAREHOUSE CAN INCREASE OUR BUSINESSBUYING AND SELLING ARE ENEMIES OF EACH OTHERWE CAN GET BEST RESULTS BY STRENGTHING OUR OWN PARTORDER TA

22、KING IS SALES KEY WORKNEW PARADIGMBUYING AND SELLING WORKS TOGETHER TOWARD CONSUMERSWE CAN GET BEST RESULTS BY MANAGING WHOLE SUPPLY CHAIN - ORDER FULLFILMENT IS PART OF ITHOW CRP WORKSSendan EDI order,of Full unit loadsShipped on Palletsfilling a truckto one location andone invoiceInventory, sales

23、dataA change in the traditional buyer-sellerrelationship! REDUCED INVENTORYIMPROVED CASH FLOW AND RETURN ON ASSETSMORE PRODUCTIVE USE OF BUYER TIMEIMPROVED SERVICE LEVELVOLUME AND SHARE GROWTH ON P&G BRANDSBENEFITS TO RETAILERBENEFITS TO VENDERIMPROVE PERFECT ORDER RATETOTAL DELIVERY COST REDUCTIONR

24、EDUCED INVOICE DEDUCTION/CHANGEMORE PRODUCTIVE USE OF SALES TIMEIMPROVED P&G VOLUME AND SHARE AT THE CUSTOMERKey Accounts Replenishment System (KARS)P&G CUSTOMERKARSKARS CRP for Key Account Now in FE ,Carrefour, & Wellcome Team Work Create Great Success !KARSKARS Link P&G and Customer Vender Managem

25、ent InventoryWIN-WINThe Blue CustomerKARS Order takes Time Inventory takes Money OOS takes UnsatisfactionP&G is Blue, tooP&G lose money !CapabilityKARS- CAPABILITY REQUIREMENT- DATA: Offtake, inventory data from vendor Data Transmition : EDI format Aligned business process flowCapabilityKARS- CAPABI

26、LITY REQUIREMENT- DATA: Offtake, inventory data from vendorOfftake (銷售報(bào)告)- 銷售量/ 銷售單位- 商品名稱/ 條碼編號(hào)/ 配銷條碼- 收/ 送方代號(hào)- 銷售起始/ 終結(jié)日期CapabilityKARS- CAPABILITY REQUIREMENT- DATA: Offtake, inventory data from vendorInventory (庫(kù)存報(bào)告)- 商品名稱/ 商品規(guī)格/ 條碼編號(hào)/ 配銷條碼- 庫(kù)存量- 庫(kù)存在途量- 已承諾出貨量CapabilityKARS- CAPABILITY REQUIREME

27、NT- Data Transmition : EDI format- Industry Standard Formate CapabilityKARS- CAPABILITY REQUIREMENT- Aligned business process flow Charter ( 職掌表) Aligned Timing & Activity ( 何時(shí)/ 何事)P&G客服部客戶採(cǎi)購(gòu)人員客戶電腦中心客戶物流銷售/庫(kù)存資料KARS產(chǎn)生建議訂單查對(duì)後簽名認(rèn)可產(chǎn)生採(cǎi)購(gòu)單產(chǎn)生發(fā)票寫(xiě)入實(shí)收檔物流中心驗(yàn)收貨物KARS 系統(tǒng)流程圖EDI傳輸傳真EDI傳輸實(shí)收新竹貨運(yùn)送貨傳真程式援助KARS- BASE CONC

28、EPT -InventoryOfftakeKARS softwareSuggest OrdersReplenish Appropriate Quantity KARS- BASE CONCEPT -Vision no extra inventory less OOSCUSTOMERP&GCALCULATION MODEL Volume Forecasting - offtake, Safety Stock, Service Level, Order frequnecy, Delivery Time Delivery Constrait - Truck Size, Palletized Stacking Order Sizing- Full Truck LoadKARS- HOW TO GO LIVE -PREPARATIONLaunch!ScopeTeam CharterCommitment from Top ManagementDESIGNProcess DefinedResource AllocatedPilot Run Schedule & Data F