WU 供應(yīng)鏈管理的第一本書課件

盧舜年著

頁(yè)數(shù):296

ISBN:9867892577

出版者:商周

出版日:20020909BookSummary(ExtractedbyDanielWu)盧舜年著

頁(yè)數(shù):296

ISBN:9867892571供應(yīng)鏈的運(yùn)作效率可說是企業(yè)組織執(zhí)行策略能力的具體展現(xiàn)，對(duì)於提高並保持競(jìng)爭(zhēng)優(yōu)勢(shì)的重要性自不在話下。產(chǎn)品從概念設(shè)計(jì)開始，經(jīng)過製造、運(yùn)交配銷，一直到銷售完成乃至於售後服務(wù)，需經(jīng)過許多不同的處理流程，這些流程就現(xiàn)代的商業(yè)實(shí)務(wù)而言，通常也代表著不同的專門產(chǎn)業(yè)，必須仰賴不同的企業(yè)共同完成。例如你我身上穿著的衣物，從化纖、紡紗、織布、染整到成衣製成品然後運(yùn)送到零售店頭去展售，中間就必須經(jīng)過許多分屬不同產(chǎn)業(yè)的企業(yè)分工。

所以在供應(yīng)鏈中的各環(huán)節(jié)，事實(shí)上皆需仰賴上游供應(yīng)廠商的準(zhǔn)確交期，下游企業(yè)體基本上可視為上游供應(yīng)廠的客戶，通常上游供應(yīng)廠為了客戶滿意度及降低無(wú)法準(zhǔn)時(shí)交達(dá)的風(fēng)險(xiǎn)起見，直覺的反應(yīng)是設(shè)法提高成品庫(kù)存水準(zhǔn)，依此類推，當(dāng)供應(yīng)鏈體系拉得越長(zhǎng)，整個(gè)體系中不是為市場(chǎng)需求而準(zhǔn)備的庫(kù)存累計(jì)下來將頗為可觀，根據(jù)經(jīng)濟(jì)供需理論，當(dāng)市場(chǎng)供過於求時(shí)價(jià)格自然下滑。最後結(jié)果要不是終將成為呆滯料，要不就是在市場(chǎng)上降價(jià)求售，而這兩種結(jié)果都不是企業(yè)所樂見的。這類的低效率流程的衍生結(jié)果將是高庫(kù)存、交期延誤之間的惡性循環(huán)，起因皆是供應(yīng)體系間的規(guī)劃工作不確實(shí)及資訊不夠透明。

AM(OrderDesk)PMCBuyerG-BuyerVendorAM(OrderDesk)PMCBuyerG-BuyerVendorFulfillmentDistributionManufactureDevelopmentProcurement任督二脈SCM(Development-Fulfillment)供應(yīng)鏈的運(yùn)作效率可說是企業(yè)組織執(zhí)行策略能力的具體展現(xiàn)，對(duì)於提2SCM….FromStrategytoCompetitivenessStrategyCompetitivenessProcessTechnologyOrganizationIntegration(TheRightThing)(TheThingRight)BacktoCoreValuesHowtocontinuetogrow&profitSCM….FromStrategytoCompet3SCM….ChallengesareintensifiedZeroTimeoperationsHighUncertaintyHighComplexityFastChangingdemands&MarketDynamicsHigh&MassiveCustomizationCompressedLeadtimesinallareasShortTimetomarket&shortProductLifecycleFastChangingTechnology&MFGprocessesHighOperatingRisksFlexible&QuickResponsivenessValueChainIntegrationformarketopportunityGlobalCompetitionsSCM….Challengesareintensif4SCM….FocusonIntegratedCoreProcessesAM(OrderDesk)PMCBuyerG-BuyerVendorAM(OrderDesk)PMCBuyerG-BuyerVendorFulfillmentDistributionManufactureDevelopmentProcurementPlanningProcessExecutionProcessEvaluationProcessIntegratedSCM:以滿足客戶需求為目標(biāo),針對(duì)從生產(chǎn)地到消費(fèi)地間所有貨物商品,服務(wù)及資訊的儲(chǔ)存與流動(dòng),進(jìn)行規(guī)劃,執(zhí)行及控制等作業(yè)的工作流程.SCM….FocusonIntegratedCor5SCM….LowInventory&GoodCashFlow(P46SCMBook)降低庫(kù)存增加現(xiàn)金流量精準(zhǔn)的銷售預(yù)測(cè)有效縮短製造前置時(shí)間增加有效產(chǎn)出減少不必要的購(gòu)料成本讓產(chǎn)能盡量?jī)?yōu)先生產(chǎn)高利潤(rùn)的產(chǎn)品OperatingExpenseDownBusinessCostDown

CashFlowUp ProfitUpOperationExcellenceSCM….LowInventory&GoodCa6SCM….FromValueChaintoValueNetwork(P57inSCMBook)MaterialManagementSupplyManagement,MaterialManagement,DemandManagementTotalintegrationforSaleRevenueUpOperatingCostDown共創(chuàng)價(jià)值共享價(jià)值DemandforecastingPurchasingDemandplanningProductionPlanningMFGinventoryWarehousingMaterialHandlingIndustrialPackagingF/GinventoryDistributionPlanningOrderProcessingTransportationCustomerServiceSupplyChainManagementPhysicalDistributionSCM….FromValueChaintoVal7SCM….RootsofOperationChallenges(P84inSCMBook)SupplierMFGCustomer交期難以控制品質(zhì)不穩(wěn)定性意願(yuàn)能力不足缺乏決策所須資訊問題狀況不易掌握產(chǎn)銷協(xié)調(diào)困難不順生產(chǎn)排程經(jīng)常變動(dòng)現(xiàn)場(chǎng)績(jī)效評(píng)估困難現(xiàn)場(chǎng)生產(chǎn)進(jìn)度不明產(chǎn)品量產(chǎn)不夠成熟設(shè)計(jì)變更難以控制單位之間權(quán)責(zé)不清協(xié)調(diào)不易決定太慢銷售預(yù)測(cè)困難前置時(shí)間縮短交貨交期急迫不斷變更數(shù)量(追加減量取消)交期(提前延後取消)規(guī)格(lastmindecision)產(chǎn)品少量多樣生命週期縮短SCM….RootsofOperationChal8SCM….長(zhǎng)鞭效應(yīng)VariationsGrow需求的前端是鞭子的握柄,而供應(yīng)的尾端則是鞭子的末梢,當(dāng)鞭子揮動(dòng)時(shí),從握柄開始的波動(dòng)會(huì)一直累積至末梢,讓末梢的甩動(dòng)幅度最大.同樣的道理,愈接近需求的前端,其反應(yīng)時(shí)間就愈快,需求預(yù)測(cè)的準(zhǔn)確度就愈高,反之,愈到末梢反應(yīng)需求的速度就愈慢,需求的預(yù)測(cè)就愈不準(zhǔn),因?yàn)橛┥沂艿降南拗埔蛩丶袄鄯e的統(tǒng)計(jì)波動(dòng)就愈大.不只需求鍊如此,供應(yīng)鍊亦同,愈接近客戶端的下游,對(duì)於原物料供應(yīng)的能見度愈低,統(tǒng)計(jì)波動(dòng)就愈大.這些會(huì)影響反應(yīng)時(shí)間及造成庫(kù)存問題.SCM….長(zhǎng)鞭效應(yīng)VariationsGrow需求9SCM….ProblemsinSupplyChain(P187inSCMBook)Poorfulfillmentrate(Shortorder,Lateorder)HighInventoryforMarketdynamicsPoorvisibilityoffulfillmentinfuturetimePoorreliabilityandtimelinessforcustomercommitmentHighInactiveparts&OBSShortofmaterialandlossMFGcapacityPoorPlanningtoresultinresourcewasteandhighcost(Overtime,highlogisticexpense,doubleprocurement)LowcapacityutilizationandhighMOHPooreffectivenessofplanning(highworkload,moretime)PoorCustomerSatisfactionHighOperatingCostPoorVendorPerformanceHighMaterialCostSCM….ProblemsinSupplyChai10StrategyPlanningSCM….NeedQuickUnderstand/Response千金難買早知道(P86inSCMBook)SupplyPlanningDemandFulfillmentFactoryPlanningDemandPlanningLogisticPlanningSchedulingOperationalExecutionTacticalStrategicBuyMakeMoveStoreSellHoursDaysWeeksMonthsYear+VariationsGrow!StrategyPlanningSCM….NeedQ11SCM….IntegratedCoreProcesses(P99,113,123inSCMBook)運(yùn)籌惟幄決勝千里DemandCollaborationCorporatePlanningForecastNettingDemandForecasting-Top-downforecasting-Bottom-upforecasting-Lifecycleplanning-EventPlanning-DependentDemandforecasting-ConsensusForecasting-FlexlimitForecastingCustomerDemandPlanningFactoryPlanningMasterPlanning-inventory-supply-MFGcapacity-logisticsAllocationPlanningProcurementCollaborationTransportationPlan&CollaborationSuppliersPartnersOrderPromisingOrderManagementOrderFulfillmentLogisticExecutionDemandFulfillmentSupplyPlanningSCM….IntegratedCoreProcess12SCM….AdvancedPlanningSchedule(APS)ChallengesinAPSforEMS=服務(wù)業(yè)當(dāng)客戶詢問能否接單時(shí),是否能夠即時(shí)回應(yīng)?接下訂單後,能否更準(zhǔn)確的預(yù)測(cè)交期?能否縮短整體製造過程的前置時(shí)間?能否有效減少原物料,在製品及製成品庫(kù)存?是否能預(yù)先警覺可能的交期延誤?是否有可能導(dǎo)致交期延誤的問題列表?能否提高生產(chǎn)資源的產(chǎn)能利用率?能否預(yù)先反應(yīng)生產(chǎn)資源的負(fù)荷,並加以平衡?能否根據(jù)不同策略決定,規(guī)劃最佳運(yùn)籌方案?(P165-170inSCMBook)SCM….AdvancedPlanningSched13SCM….CoreLogic&StructureofAPS(P180,189inCSMBook)SupplyChainRealityPhysicalinfrastructureBOM(Spec)MFG/ChannelmodelsLeadtimeCost(MFG,Inventory,..)Constraint&BusinessRulesCapacityConstraintMaterialsupplylimitationsLogisticconstraintCustomerPriorityBufferstock,Min.lotsizeMarketDemandInfo.OrderFCSTCustomerOrdersReplenishmentordersMat’lSupplyInfo.On-handinventoryOpenpurchaseorderPotentialPlan&scheduleMFGOrderPurchasesuggestionDistributionPlanCoreLogicofAPSSynchronizeresources&alertpotentialproblemsPlanandsynchronizethebalancewithmodelingWhat-ifsimulationforoptimizationSCPModeling&SimulationWhatif&OptimizationSCM….CoreLogic&Structure14SCM….DynamicValueChain(DVC)CustomerFocused,ProcessCentricValueCreation(P140,150inSCMBook)SupplierMFGCustomerSRMSCMCRMB2Bi(BiztoBizIntegration&Collaboration)Hub

(VMI)Hub(VMI)DemanddrivesSupplyChainSalesMarketingManufactureDistributionLogisticInventorySourcingBuyerQuickResponseCanwecommitcustomerorder?Canwefulfilltheorderaftercommitment?Canwehaveprofitfromtheorder?Whatifwecouldnotcommit,dowehave alternatives?Whatiftherewereaproblem,canweidentify impactsatM.O.T.and quickalignwithcustomer?馬上要立刻要SCM….DynamicValueChain(DV15SCM….CFPR(CollaborativePlanning,

Forecasting,Replenishment)(P235inSCMBook)PlanDemandTargetSetupTerms&conditionsSetupSaleplanDemandFCSTPromotionroadmapPurchaseorderforreplenishmentObtainsales&demandsOrderFulfillmentBasedOnFCSTtoMFGSetupFCSTforMFGSetUpsalePlanPlanDemandTargetSetupTerms&conditionsCPFR協(xié)同補(bǔ)貨協(xié)同預(yù)測(cè)協(xié)同規(guī)劃SupplyFlowDemandFlowSCM….CFPR(CollaborativePla16SCM….Blueprintofe-CollaborationNowisthebesttiming… Priority(當(dāng)務(wù)之急,立竿見影,整合綜效,創(chuàng)新典範(fàn))(P30inSCMBook)CustomerSupplyStorageServersNetworkDatabaseSystemAdm.MsgmgmtITInfrastructureSCMSRMCRMOrderManagementDemandfulfillmentServiceplanningDemandPlanSupplychainplanManufactureplanLogisticplanDesigncollaborationSource&procurementMROPLM,PDMBusinessCollaborationOperation-OATransaction-ERPAnalysis-EISDataWarehousingDataMiningWorkflowE-FormKMCO/SO/ARPO/APMO/shipBusinessOperationSCM….Blueprintofe-Collabor17SCM….KeyPerformanceIndexes(KPI)(P246inSCMBook)ReliabilityofFSCT–CommitmentLeadtimeofvendorconfirmationOntimedeliveryShortorder&LateorderFulfillmentHitrateOrdertoreceiveLeadtimeReliabilityoforderconfirmationCostofinventoryprovisionCostofprocurementOBSandADSRevenueachievementCustomerSatisfactionAssetUtilization(MFG,Factory,..)MOH,OPEX,MaterialCost.SupplierQuality(product,delivery)&CostRevenueUpCostDownADSLowProfitHighSCM….KeyPerformanceIndexes18SCM….一步一腳印革除舊習(xí),需要不屈不撓的決心,而不是聰明才智梵谷舊鞋SCM….梵谷舊鞋19Thewholeisbiggerthanthesumofitsparts任督二脈SCM(Development-Fulfillment)Thewholeisbiggerthanthes20盧舜年著

頁(yè)數(shù):296

ISBN:9867892577

出版者:商周

出版日:20020909BookSummary(ExtractedbyDanielWu)盧舜年著

頁(yè)數(shù):296

ISBN:98678925721供應(yīng)鏈的運(yùn)作效率可說是企業(yè)組織執(zhí)行策略能力的具體展現(xiàn)，對(duì)於提高並保持競(jìng)爭(zhēng)優(yōu)勢(shì)的重要性自不在話下。產(chǎn)品從概念設(shè)計(jì)開始，經(jīng)過製造、運(yùn)交配銷，一直到銷售完成乃至於售後服務(wù)，需經(jīng)過許多不同的處理流程，這些流程就現(xiàn)代的商業(yè)實(shí)務(wù)而言，通常也代表著不同的專門產(chǎn)業(yè)，必須仰賴不同的企業(yè)共同完成。例如你我身上穿著的衣物，從化纖、紡紗、織布、染整到成衣製成品然後運(yùn)送到零售店頭去展售，中間就必須經(jīng)過許多分屬不同產(chǎn)業(yè)的企業(yè)分工。

所以在供應(yīng)鏈中的各環(huán)節(jié)，事實(shí)上皆需仰賴上游供應(yīng)廠商的準(zhǔn)確交期，下游企業(yè)體基本上可視為上游供應(yīng)廠的客戶，通常上游供應(yīng)廠為了客戶滿意度及降低無(wú)法準(zhǔn)時(shí)交達(dá)的風(fēng)險(xiǎn)起見，直覺的反應(yīng)是設(shè)法提高成品庫(kù)存水準(zhǔn)，依此類推，當(dāng)供應(yīng)鏈體系拉得越長(zhǎng)，整個(gè)體系中不是為市場(chǎng)需求而準(zhǔn)備的庫(kù)存累計(jì)下來將頗為可觀，根據(jù)經(jīng)濟(jì)供需理論，當(dāng)市場(chǎng)供過於求時(shí)價(jià)格自然下滑。最後結(jié)果要不是終將成為呆滯料，要不就是在市場(chǎng)上降價(jià)求售，而這兩種結(jié)果都不是企業(yè)所樂見的。這類的低效率流程的衍生結(jié)果將是高庫(kù)存、交期延誤之間的惡性循環(huán)，起因皆是供應(yīng)體系間的規(guī)劃工作不確實(shí)及資訊不夠透明。

AM(OrderDesk)PMCBuyerG-BuyerVendorAM(OrderDesk)PMCBuyerG-BuyerVendorFulfillmentDistributionManufactureDevelopmentProcurement任督二脈SCM(Development-Fulfillment)供應(yīng)鏈的運(yùn)作效率可說是企業(yè)組織執(zhí)行策略能力的具體展現(xiàn)，對(duì)於提22SCM….FromStrategytoCompetitivenessStrategyCompetitivenessProcessTechnologyOrganizationIntegration(TheRightThing)(TheThingRight)BacktoCoreValuesHowtocontinuetogrow&profitSCM….FromStrategytoCompet23SCM….ChallengesareintensifiedZeroTimeoperationsHighUncertaintyHighComplexityFastChangingdemands&MarketDynamicsHigh&MassiveCustomizationCompressedLeadtimesinallareasShortTimetomarket&shortProductLifecycleFastChangingTechnology&MFGprocessesHighOperatingRisksFlexible&QuickResponsivenessValueChainIntegrationformarketopportunityGlobalCompetitionsSCM….Challengesareintensif24SCM….FocusonIntegratedCoreProcessesAM(OrderDesk)PMCBuyerG-BuyerVendorAM(OrderDesk)PMCBuyerG-BuyerVendorFulfillmentDistributionManufactureDevelopmentProcurementPlanningProcessExecutionProcessEvaluationProcessIntegratedSCM:以滿足客戶需求為目標(biāo),針對(duì)從生產(chǎn)地到消費(fèi)地間所有貨物商品,服務(wù)及資訊的儲(chǔ)存與流動(dòng),進(jìn)行規(guī)劃,執(zhí)行及控制等作業(yè)的工作流程.SCM….FocusonIntegratedCor25SCM….LowInventory&GoodCashFlow(P46SCMBook)降低庫(kù)存增加現(xiàn)金流量精準(zhǔn)的銷售預(yù)測(cè)有效縮短製造前置時(shí)間增加有效產(chǎn)出減少不必要的購(gòu)料成本讓產(chǎn)能盡量?jī)?yōu)先生產(chǎn)高利潤(rùn)的產(chǎn)品OperatingExpenseDownBusinessCostDown

CashFlowUp ProfitUpOperationExcellenceSCM….LowInventory&GoodCa26SCM….FromValueChaintoValueNetwork(P57inSCMBook)MaterialManagementSupplyManagement,MaterialManagement,DemandManagementTotalintegrationforSaleRevenueUpOperatingCostDown共創(chuàng)價(jià)值共享價(jià)值DemandforecastingPurchasingDemandplanningProductionPlanningMFGinventoryWarehousingMaterialHandlingIndustrialPackagingF/GinventoryDistributionPlanningOrderProcessingTransportationCustomerServiceSupplyChainManagementPhysicalDistributionSCM….FromValueChaintoVal27SCM….RootsofOperationChallenges(P84inSCMBook)SupplierMFGCustomer交期難以控制品質(zhì)不穩(wěn)定性意願(yuàn)能力不足缺乏決策所須資訊問題狀況不易掌握產(chǎn)銷協(xié)調(diào)困難不順生產(chǎn)排程經(jīng)常變動(dòng)現(xiàn)場(chǎng)績(jī)效評(píng)估困難現(xiàn)場(chǎng)生產(chǎn)進(jìn)度不明產(chǎn)品量產(chǎn)不夠成熟設(shè)計(jì)變更難以控制單位之間權(quán)責(zé)不清協(xié)調(diào)不易決定太慢銷售預(yù)測(cè)困難前置時(shí)間縮短交貨交期急迫不斷變更數(shù)量(追加減量取消)交期(提前延後取消)規(guī)格(lastmindecision)產(chǎn)品少量多樣生命週期縮短SCM….RootsofOperationChal28SCM….長(zhǎng)鞭效應(yīng)VariationsGrow需求的前端是鞭子的握柄,而供應(yīng)的尾端則是鞭子的末梢,當(dāng)鞭子揮動(dòng)時(shí),從握柄開始的波動(dòng)會(huì)一直累積至末梢,讓末梢的甩動(dòng)幅度最大.同樣的道理,愈接近需求的前端,其反應(yīng)時(shí)間就愈快,需求預(yù)測(cè)的準(zhǔn)確度就愈高,反之,愈到末梢反應(yīng)需求的速度就愈慢,需求的預(yù)測(cè)就愈不準(zhǔn),因?yàn)橛┥沂艿降南拗埔蛩丶袄鄯e的統(tǒng)計(jì)波動(dòng)就愈大.不只需求鍊如此,供應(yīng)鍊亦同,愈接近客戶端的下游,對(duì)於原物料供應(yīng)的能見度愈低,統(tǒng)計(jì)波動(dòng)就愈大.這些會(huì)影響反應(yīng)時(shí)間及造成庫(kù)存問題.SCM….長(zhǎng)鞭效應(yīng)VariationsGrow需求29SCM….ProblemsinSupplyChain(P187inSCMBook)Poorfulfillmentrate(Shortorder,Lateorder)HighInventoryforMarketdynamicsPoorvisibilityoffulfillmentinfuturetimePoorreliabilityandtimelinessforcustomercommitmentHighInactiveparts&OBSShortofmaterialandlossMFGcapacityPoorPlanningtoresultinresourcewasteandhighcost(Overtime,highlogisticexpense,doubleprocurement)LowcapacityutilizationandhighMOHPooreffectivenessofplanning(highworkload,moretime)PoorCustomerSatisfactionHighOperatingCostPoorVendorPerformanceHighMaterialCostSCM….ProblemsinSupplyChai30StrategyPlanningSCM….NeedQuickUnderstand/Response千金難買早知道(P86inSCMBook)SupplyPlanningDemandFulfillmentFactoryPlanningDemandPlanningLogisticPlanningSchedulingOperationalExecutionTacticalStrategicBuyMakeMoveStoreSellHoursDaysWeeksMonthsYear+VariationsGrow!StrategyPlanningSCM….NeedQ31SCM….IntegratedCoreProcesses(P99,113,123inSCMBook)運(yùn)籌惟幄決勝千里DemandCollaborationCorporatePlanningForecastNettingDemandForecasting-Top-downforecasting-Bottom-upforecasting-Lifecycleplanning-EventPlanning-DependentDemandforecasting-ConsensusForecasting-FlexlimitForecastingCustomerDemandPlanningFactoryPlanningMasterPlanning-inventory-supply-MFGcapacity-logisticsAllocationPlanningProcurementCollaborationTransportationPlan&CollaborationSuppliersPartnersOrderPromisingOrderManagementOrderFulfillmentLogisticExecutionDemandFulfillmentSupplyPlanningSCM….IntegratedCoreProcess32SCM….AdvancedPlanningSchedule(APS)ChallengesinAPSforEMS=服務(wù)業(yè)當(dāng)客戶詢問能否接單時(shí),是否能夠即時(shí)回應(yīng)?接下訂單後,能否更準(zhǔn)確的預(yù)測(cè)交期?能否縮短整體製造過程的前置時(shí)間?能否有效減少原物料,在製品及製成品庫(kù)存?是否能預(yù)先警覺可能的交期延誤?是否有可能導(dǎo)致交期延誤的問題列表?能否提高生產(chǎn)資源的產(chǎn)能利用率?能否預(yù)先反應(yīng)生產(chǎn)資源的負(fù)荷,並加以平衡?能否根據(jù)不同策略決定,規(guī)劃最佳運(yùn)籌方案?(P165-170inSCMBook)SCM….AdvancedPlanningSched33SCM….CoreLogic&StructureofAPS(P180,189inCSMBook)SupplyChainRealityPhysicalinfrastructureBOM(Spec)MFG/ChannelmodelsLeadtimeCost(MFG,Inventory,..)Constraint&BusinessRulesCapacityConstraintMaterialsupplylimitationsLogisticconstraintCustomerPriorityBufferstock,Min.lotsizeMarketDemandInfo.OrderFCSTCustomerOrdersReplenishmentordersMat’lSupplyInfo.On-handinventoryOpenpurchaseorderPotentialPlan&scheduleMFGOrderPurchasesuggestionDistributionPlanCoreLogicofAPSSynchronizeresources&alertpotentialproblemsPlanandsynchronizethebalancewithmodelingWhat-ifsimulationforoptimizationSCPModeling&SimulationWhatif&OptimizationSCM….CoreLogic&Structure34SCM….DynamicValueChain(DVC)CustomerFocused,ProcessCentricValueCreation(P140,150inSCMBook)SupplierMFGCustomerSRMSCMCRMB2Bi(BiztoBizIntegration&Collaboration)Hub

(VMI)Hub(VMI)DemanddrivesSupplyChainSalesMarketingManufactureDistributionLogisticInventorySourcingBuyerQuickResponseCanwecommitcustomerorder?Canwefulfilltheorderaftercommitment?Canwehaveprofitfromtheorder?Whatifwecouldnotcommit,dowehave alternatives?Whatiftherewereaproblem,canweidentify impactsatM.O.T.and quickalignwithcustomer?馬上要立刻要SCM….DynamicValueChain(DV35SCM….CFPR(CollaborativePlanning,

Forecasting,Replenishment)(P235inSCMB