XX公司內(nèi)部絕密資料課件

DELIVERinAsiaRegionalSupplyChaincourseOctober3rd,2001DELIVERinAsiaRegionalSupply1Today...ContextThebasicsTheopportunitiesVisionOutsourcing,VMI,inventoryplanningDELIVERCoPThefuture??Today...Context2First,somepicturesofasupplychainSupplyManagementIngredients&packagingsuppliersManufacturerproductionlinesManufacturerdistributioncenterRetailstore(shelf+backroom)RetailerdistributioncenterConsumersDemandManagementFirst,somepicturesofasupp3PlanSourceMakeDeliverLeadership&StrategyBrandDevelopmentChannel&CustomerDevelopmentSuppliersConsumers&CustomersInformationHumanResourcesFinanceTechnologyPlanSourceMakeDeliverLeadershi4DistributionManagementPlanSourceMakeDeliverSupplyPlanningDemandPlanningProcessingPackingCustomerServiceManagementCustomerServiceManagementisthesatisfactionofcustomers’requirementsoftheSupplyChain.Thisincludesordermanagementfromcapture/creationthroughinvoicingandcollection,theimplementationofadifferentiatedcustomerservicepolicyandcustomerintegrationactivitiesthatimproveserviceandreduceextendedsupplychaincosts.SupplierManagementIn-boundLogisticsDistributionPlanSourceMakeD5CustomerServiceManagementPlanSourceMakeDeliverSupplyPlanningDemandPlanningProcessingDistributionManagementPackingDistributionManagementisthemovementandcareoffinishedproductfrommanufacturing,usuallythroughintermediatewarehousingtocustomers/consumers.SupplierManagementIn-boundLogisticsCustomerServicePlanSourceM6AdviceonDELIVERGetthebasicsrightOrdering,Delivery,BillingDothesexystuffIntegrationandsynchronisationVMI,e-Business,CPFRAdviceonDELIVERGetthebasic7ThebasicshavetobeinplaceCustomerServiceCost:%OverdueService:leadtime,easeoforderingQuality:#CNsduetoerror,invoicingaccuracyWarehousing/DistributionCost:%NPSService:%casefill,%orderfill,IRAQuality:%rejects,%returns,%damagesThebasicshavetobeinplace8KPIsarethekeyKPIsarethekey9KPIsarethekeyKPIsarethekey10TheOpportunitiesinDELIVERTheOpportunitiesinDELIVER11TheSEAVCA2000study-Laundry

Costsaving4MEuroTheSEAVCA2000study-Laundr12TheSEAVCA2000study-Laundry

Inventoryreduction8MEuroTheSEAVCA2000study-Laundr13WorldClassSupplyChainWorldClassSupplyChain14FunctionalExcellenceOrganisationfocusedonfunctionalexcellenceInformationoptimisedtofacilitatefunctionalexcellenceManysmallcustomersandsuppliersRDC=RegionalDistributionCentresBlueArrow=InformationFlowKey:RedArrow=ProductFlowPlanSourceMakeDeliverFactoryConsumerRDCRDCRDCSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierCustomerCustomerCustomerCustomerSupplierSupplierSupplierSupplierCopyright@2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.FunctionalExcellenceOrganisat15ServiceandIntegrationOrganisationmanagesbusinessthroughmulti-functionalteams,exploitingfunctionalexcellencewhilstfocusingonimmediateupstreamanddownstreamcustomersInformationrequirementsoptimisedformanagementofinternalorganisationCustomerbasepredominantlykeyaccount(>60%Volumeweighted)Keysupplierconsolidation-relationshipmanagementPlanSourceMakeDeliverSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierSupplierSupplierSupplierFactoryRDCRDCKeyAccountWholesalerRetailerConsumerCopyright@2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.ServiceandIntegrationOrganis16IntegratedNetworkandCollaborationOrganisationfocusonextendedSupplyChain(CustomersandSuppliers)InformationsharedwithallpartiesintheextendedSupplyChainHighpercentageofbusinessinafewkeyaccountsSupplierbaseconsolidated-partnershipmanagementPlanSourceMakeDeliverSupplier’sSupplierSupplier’sSupplierFactorySupplierSupplierKeyAccountWholesalerRetailerConsumerStockHoldingLocationCopyright@2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.IntegratedNetworkandCollabo17199619982000PhaseIII(IntegratedNetworkandCollaboration)IFocusonInternalintegration&improvementIIFocusonOutboundimprovementIIIFocusonexternalintegrationandimprovementPLANDELIVERMAKESOURCEDELIVERMAKESOURCEDELIVERDELIVERMAKESOURCESOURCEECR199619982000PhaseIII(Integra18SomequotedbenefitsCisco,Intel,TNT,Kodak,Nestle,P&G:Costsavings:"75%reductioninerrors”"12,000engineerssaved”"45%inventoryreductions”Growthopportunities:"40%moreordersinsametime”"1weekproductdevelopmentcyclereduction”"reduceproductleadtimesby50-70%”"ordercycletimescutfrom6-8weeksto1-3weeks"Source:Logicon2001SomequotedbenefitsCisco,Int19OnewayoflookingatDELIVERWaysofworkingProcessInfrastructureSynchronisedProductionCRPOptimumInventoryCRPS&OPMPSMRPWPSSMIRDSInventoryplanningWMSVMICPFRDemandPlanningEDIXMLInventorytargetmodelsEDIXMLEFTAPS(SAPAPO)andERP(BPCS)Reliableoperations,palletsKPIsIngredients&packagingsuppliersManufacturerproductionlinesManufacturerdistributioncenterRetailstore(shelf+backroom)RetailerdistributioncenterConsumersOnewayoflookingatDELIVERW20Differentcategories,

differentdemandstrategiesDifferentcategories,

differen21DELIVERfocusOutsourcingwarehousesInventorytargetplanningVMIDELIVERfocusOutsourcingwareh22OutsourcingThirdpartylogisticsprovidershaveabilitytoaccelerateanddrivechangeFocus-ItistheircorebusinessResources-Availabilityof“resourcepool”Expertise-CorecompetencyExperience-DiditbeforeFunds-WillingnesstoinvestOutsourcingThirdpartylogisti23SupplychainoutsourcingcriteriaforchoosingSupplychainoutsourcingcrite24SupplychainoutsourcingactionsforchoosingSupplychainoutsourcingactio25SupplyChainoutsourcingAdvantagesAllowsyoutoconcentrateoncorecompetenciesAllowsexpertstomanageanddevelopprocesses,technologyandpeopleacceleratechangeAllowsexpertstoleveragesynergieswithintheirindustryProvidesimprovedcustomerserviceFreeup/generatecapitalDisadvantageshand-overcanbemismanagedpotentialforcultureclashunlikelytosaveyoumoneyintheshort-termpotentialfor‘usandthem’SupplyChainoutsourcingAdvant26Outsourcing-themilestonesDeterminestrategyLearnfrompreviousexperiencesSelectpartnerProjectkick-offTeamplanCommunicateNegotiatedetailsTransferoperationsTransferpeopleManageperformanceOutsourcing-themilestonesDe27OutsourcinglessonslearntPartnershipessentialCommunicateatalllevelsHRIssuesbyfarthemostContractissuesOutsourcinglessonslearntPart28OutsourcingpartnershipDOencourageanopenenvironment,sharingrisksandrewardsunderstandYOURperformanceBEFOREyouhandovercontinuetomeasurecost,service,qualityCOMMUNICATE:treatthemasadepartmentDON’Tmovethegoal-postsdotheirjobforthemexpectthemtodothingstheydonothaveastheircorecompetenceexpectthe3PLtotellyouwhenyou’rewrongOutsourcingpartnershipDO29InventorytargetplanningInventorytargetplanning30SupplyChainVariablesSupplierReliabilitySSQRprogramDeliveryfrequencyProductionReliablilityTPM/5SForecastReliabilityDemandPlanForecastingUnderstandSafetyStockSupplyChainVariablesSupplier31SCVariable-SafetyStockUsedforhedgingagainstuncertaintyinSupplierReliabilityProductionBreakdownStockInaccuracyForecastingErrortoachieveStockAvailabilitytargetSystematicunderstandingofhowmuchSafetyStockisrequiredSCVariable-SafetyStockUsed32InventoryPlanningUnderstandtheInventoryComponentsForecastAccuracySaleFluctuationProductionCycleProductionReliabilitySupplierReliabilityServiceLeveltargetUnderstandthenatureofeachproductsandhowtosetappropriateInventorypolicyUsesimulationtooltomodeltheeffecteachcomponenthasontheinventorylevelandservicelevelSetinventorylevelaccordinglyInventoryPlanningUnderstandt33VMIVMI34WhybotherdoingVMI?ObjectiveistoefficientlyreplenishshelvesForecastingisALWAYSwrongBuyerscangetinthewayBull-whipeffectPoordatagetsinthewayWhybotherdoingVMI?Objective35UnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryIntegratedsuppliersSynchronisedProductionContinuousReplenishmentCrossDockingAutomatedStoreOrderingReliableOperationSupplyChainimprovementsUnileverUnileverCustomerCustom36ContinuousReplenishmentMembersofthesupplychainworkingtogethertoreplenishproductsbasedonactualsalesandforecastedproductdemandVMI(VendorManagedInventory)isoneofthemeanstocontinuousreplenishmentvendormaintainingcustomer’sstockaccordingtotargetlevelsandserviceleveltransferofownershipinorderingprocesssotovendorE-INFORMATIONUnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryContinuousReplenishmentMember37VMIDailyProcessFlowInventorydata/DCofftakeDespatchAdviceOrderproposalCustomerDCStockReplenishment1.DatasenttoULTat6am2.ULTtogenerateorder3.ULTtosentOrderProposalbyafternoon4.ProductDeliverythatnightEDIMessagesVMIDailyProcessFlowInventor38Cust3promotionalitemForecastAccuracyCust3promotionalitemForecas39

Stockreductionof10MillionBahtApril01:BuildupstockforSongkranholidayCust1scorecardStockreductionof10Million40Cust1scorecardCust1scorecard41Feb-Mar01:CappeddemandandcappedsupplyCust1scorecardFeb-Mar01:Cappeddemandand42Demand-theBullwhipeffectDemand-theBullwhipeffect43Demand-reducethebullwhipDemand-reducethebullwhip44DELIVERCoPDELIVERCoP45THAILANDPrioritiesBuildingnewwarehouseCRP/VMIroll-outCPFRpilot/sEFTroll-outRegionalPlanning/SAPAPO‘Phoenix’replacementfordistributorsystemOpportunitiesRegionalCustomerServiceRegionalDELIVERbestpracticeTHAILANDPriorities46INDONESIAPrioritiesOutsourcingandbuildingwarehousewithMNLBalancedKPIscorecardVMIwithdistributorsWorkingcapitalreductionOpportunitiesRegionalCustomerServiceRegionalDELIVERbestpracticeSCD,CD,TD,SDorganisationcomplexityINDONESIAPriorities47PHILIPPINESPrioritiesOutsourcingandbuildingwarehousewithLi&FungDistributionSDISforGT/ElectronicCallSheetforSST--SecondarySalesCaptureforDemandSignalECRSCDiagnosticstoolECRVMIpilotsECREDIleadershipECRSynchronisedproduction(“Everything,Everyweek”)ECRCashflow/EFTRegionalPlanning(SAPAPO)CustomerServiceHelpDeskOpportunitiesRegionalcustomerserviceRegionalSCorganisationMUsseparatefromprofitresponsibleSUsPHILIPPINESPriorities48RegionalCoP-DeliverToworktogethertoshareleadingpracticeandacceleratetheachievementsoftrulyWorldClassDeliveryOperationinAsiaMembersareCustomerServiceandWarehouseDistributionManagersfromEAPRandChinawitharepresentativefromIndiaRegionalCoP-DeliverTowork49DELIVERCoPfunnelIdeasDeliverKPI/BenchmarkingDeliverStrategyDevelopmentCentralisedBuyingPalletOptimisation/TransportationoptimisationFeasibilityABC/ABMCapability3PLManagement

PalletPoolingDistributionNetworkoptimisationVMI/DemandbasedreplenishmentCustomerHelpDesk/CallcentreEDI/ElectronicorderingCrossdockingStockcoveroptimisationAgeMatrix/FlaggingDirectDeliveryLaunch/RolloutBestFoodsSCintegrationCoPRegionalSourcingDELIVERCoPfunnelIdeasDeliver50DELIVERCoPprojectsRegionalLogisticsProvidersKPIandBenchmarkingPalletpoolingDistributionNetworkOptimisationDELIVERCoPprojectsRegionalL51DELIVERCoPBenchmarkingDELIVERCoPBenchmarking52DELIVERCoPBenchmarkingDELIVERCoPBenchmarking53Andthefutureis...Andthefutureis...54B2BExchangesB2BExchanges55Exchangesalloffer...ProductDevelopmentProductdesignpre-productionapprovale-ProcurementNegotiations&AuctionsOrderexecutionDemandAggregationcatalogueRFxSupplyChainSupplyChainVisibilityCPFRExchangesalloffer...Product56ConclusionsThefastestchangingarea?GetthebasicsrightOrdering,Delivery,BillingSupplyChainintegrationVMI,Outsourcing,inventoryplanninge-SupplyChainTheWORSTthingyoucando……SubscribetotheNIHmindsetConclusionsThefastestchangin57SomeadditionalresourcesSomeadditionalresources58演講完畢，謝謝觀看！演講完畢，謝謝觀看！59DELIVERinAsiaRegionalSupplyChaincourseOctober3rd,2001DELIVERinAsiaRegionalSupply60Today...ContextThebasicsTheopportunitiesVisionOutsourcing,VMI,inventoryplanningDELIVERCoPThefuture??Today...Context61First,somepicturesofasupplychainSupplyManagementIngredients&packagingsuppliersManufacturerproductionlinesManufacturerdistributioncenterRetailstore(shelf+backroom)RetailerdistributioncenterConsumersDemandManagementFirst,somepicturesofasupp62PlanSourceMakeDeliverLeadership&StrategyBrandDevelopmentChannel&CustomerDevelopmentSuppliersConsumers&CustomersInformationHumanResourcesFinanceTechnologyPlanSourceMakeDeliverLeadershi63DistributionManagementPlanSourceMakeDeliverSupplyPlanningDemandPlanningProcessingPackingCustomerServiceManagementCustomerServiceManagementisthesatisfactionofcustomers’requirementsoftheSupplyChain.Thisincludesordermanagementfromcapture/creationthroughinvoicingandcollection,theimplementationofadifferentiatedcustomerservicepolicyandcustomerintegrationactivitiesthatimproveserviceandreduceextendedsupplychaincosts.SupplierManagementIn-boundLogisticsDistributionPlanSourceMakeD64CustomerServiceManagementPlanSourceMakeDeliverSupplyPlanningDemandPlanningProcessingDistributionManagementPackingDistributionManagementisthemovementandcareoffinishedproductfrommanufacturing,usuallythroughintermediatewarehousingtocustomers/consumers.SupplierManagementIn-boundLogisticsCustomerServicePlanSourceM65AdviceonDELIVERGetthebasicsrightOrdering,Delivery,BillingDothesexystuffIntegrationandsynchronisationVMI,e-Business,CPFRAdviceonDELIVERGetthebasic66ThebasicshavetobeinplaceCustomerServiceCost:%OverdueService:leadtime,easeoforderingQuality:#CNsduetoerror,invoicingaccuracyWarehousing/DistributionCost:%NPSService:%casefill,%orderfill,IRAQuality:%rejects,%returns,%damagesThebasicshavetobeinplace67KPIsarethekeyKPIsarethekey68KPIsarethekeyKPIsarethekey69TheOpportunitiesinDELIVERTheOpportunitiesinDELIVER70TheSEAVCA2000study-Laundry

Costsaving4MEuroTheSEAVCA2000study-Laundr71TheSEAVCA2000study-Laundry

Inventoryreduction8MEuroTheSEAVCA2000study-Laundr72WorldClassSupplyChainWorldClassSupplyChain73FunctionalExcellenceOrganisationfocusedonfunctionalexcellenceInformationoptimisedtofacilitatefunctionalexcellenceManysmallcustomersandsuppliersRDC=RegionalDistributionCentresBlueArrow=InformationFlowKey:RedArrow=ProductFlowPlanSourceMakeDeliverFactoryConsumerRDCRDCRDCSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierCustomerCustomerCustomerCustomerSupplierSupplierSupplierSupplierCopyright@2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.FunctionalExcellenceOrganisat74ServiceandIntegrationOrganisationmanagesbusinessthroughmulti-functionalteams,exploitingfunctionalexcellencewhilstfocusingonimmediateupstreamanddownstreamcustomersInformationrequirementsoptimisedformanagementofinternalorganisationCustomerbasepredominantlykeyaccount(>60%Volumeweighted)Keysupplierconsolidation-relationshipmanagementPlanSourceMakeDeliverSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierSupplierSupplierSupplierFactoryRDCRDCKeyAccountWholesalerRetailerConsumerCopyright@2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.ServiceandIntegrationOrganis75IntegratedNetworkandCollaborationOrganisationfocusonextendedSupplyChain(CustomersandSuppliers)InformationsharedwithallpartiesintheextendedSupplyChainHighpercentageofbusinessinafewkeyaccountsSupplierbaseconsolidated-partnershipmanagementPlanSourceMakeDeliverSupplier’sSupplierSupplier’sSupplierFactorySupplierSupplierKeyAccountWholesalerRetailerConsumerStockHoldingLocationCopyright@2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.IntegratedNetworkandCollabo76199619982000PhaseIII(IntegratedNetworkandCollaboration)IFocusonInternalintegration&improvementIIFocusonOutboundimprovementIIIFocusonexternalintegrationandimprovementPLANDELIVERMAKESOURCEDELIVERMAKESOURCEDELIVERDELIVERMAKESOURCESOURCEECR199619982000PhaseIII(Integra77SomequotedbenefitsCisco,Intel,TNT,Kodak,Nestle,P&G:Costsavings:"75%reductioninerrors”"12,000engineerssaved”"45%inventoryreductions”Growthopportunities:"40%moreordersinsametime”"1weekproductdevelopmentcyclereduction”"reduceproductleadtimesby50-70%”"ordercycletimescutfrom6-8weeksto1-3weeks"Source:Logicon2001SomequotedbenefitsCisco,Int78OnewayoflookingatDELIVERWaysofworkingProcessInfrastructureSynchronisedProductionCRPOptimumInventoryCRPS&OPMPSMRPWPSSMIRDSInventoryplanningWMSVMICPFRDemandPlanningEDIXMLInventorytargetmodelsEDIXMLEFTAPS(SAPAPO)andERP(BPCS)Reliableoperations,palletsKPIsIngredients&packagingsuppliersManufacturerproductionlinesManufacturerdistributioncenterRetailstore(shelf+backroom)RetailerdistributioncenterConsumersOnewayoflookingatDELIVERW79Differentcategories,

differentdemandstrategiesDifferentcategories,

differen80DELIVERfocusOutsourcingwarehousesInventorytargetplanningVMIDELIVERfocusOutsourcingwareh81OutsourcingThirdpartylogisticsprovidershaveabilitytoaccelerateanddrivechangeFocus-ItistheircorebusinessResources-Availabilityof“resourcepool”Expertise-CorecompetencyExperience-DiditbeforeFunds-WillingnesstoinvestOutsourcingThirdpartylogisti82SupplychainoutsourcingcriteriaforchoosingSupplychainoutsourcingcrite83SupplychainoutsourcingactionsforchoosingSupplychainoutsourcingactio84SupplyChainoutsourcingAdvantagesAllowsyoutoconcentrateoncorecompetenciesAllowsexpertstomanageanddevelopprocesses,technologyandpeopleacceleratechangeAllowsexpertstoleveragesynergieswithintheirindustryProvidesimprovedcustomerserviceFreeup/generatecapitalDisadvantageshand-overcanbemismanagedpotentialforcultureclashunlikelytosaveyoumoneyintheshort-termpotentialfor‘usandthem’SupplyChainoutsourcingAdvant85Outsourcing-themilestonesDeterminestrategyLearnfrompreviousexperiencesSelectpartnerProjectkick-offTeamplanCommunicateNegotiatedetailsTransferoperationsTransferpeopleManageperformanceOutsourcing-themilestonesDe86OutsourcinglessonslearntPartnershipessentialCommunicateatalllevelsHRIssuesbyfarthemostContractissuesOutsourcinglessonslearntPart87OutsourcingpartnershipDOencourageanopenenvironment,sharingrisksandrewardsunderstandYOURperformanceBEFOREyouhandovercontinuetomeasurecost,service,qualityCOMMUNICATE:treatthemasadepartmentDON’Tmovethegoal-postsdotheirjobforthemexpectthemtodothingstheydonothaveastheircorecompetenceexpectthe3PLtotellyouwhenyou’rewrongOutsourcingpartnershipDO88InventorytargetplanningInventorytargetplanning89SupplyChainVariablesSupplierReliabilitySSQRprogramDeliveryfrequencyProductionReliablilityTPM/5SForecastReliabilityDemandPlanForecastingUnderstandSafetyStockSupplyChainVariablesSupplier90SCVariable-SafetyStockUsedforhedgingagainstuncertaintyinSupplierReliabilityProductionBreakdownStockInaccuracyForecastingErrortoachieveStockAvailabilitytargetSystematicunderstandingofhowmuchSafetyStockisrequiredSCVariable-SafetyStockUsed91InventoryPlanningUnderstandtheInventoryComponentsForecastAccuracySaleFluctuationProductionCycleProductionReliabilitySupplierReliabilityServiceLeveltargetUnderstandthenatureofeachproductsandhowtosetappropriateInventorypolicyUsesimulationtooltomodeltheeffecteachcomponenthasontheinventorylevelandservicelevelSetinventorylevelaccordinglyInventoryPlanningUnderstandt92VMIVMI93WhybotherdoingVMI?ObjectiveistoefficientlyreplenishshelvesForecastingisALWAYSwrongBuyerscangetinthewayBull-whipeffectPoordatagetsinthewayWhybotherdoingVMI?Objective94UnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryIntegratedsuppliersSynchronisedProductionContinuousReplenishmentCrossDockingAutomatedStoreOrderingReliableOperationSupplyChainimprovementsUnileverUnileverCustomerCustom95ContinuousReplenishmentMembersofthesupplychainworkingtogethertoreplenishproductsbasedonactualsalesandforecastedproductdemandVMI(VendorManagedInventory)isoneofthemeanstocontinuousreplenishmentvendormaintainingcustomer’sstockaccordingtotargetlevelsandserviceleveltransferofownershipinorderingprocesssotovendorE-INFORMATIONUnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryContinuousReplenishmentMember96VMIDailyProcessFlowInventorydata/DCofftakeDespatchAdviceOrderproposalCustomerDCStockReplenishment1.DatasenttoULTat6am2.ULTtogenerateorder3.ULTtosentOrderProposalbyafternoon4.ProductDeliverythatnightEDIMessagesVMIDailyProcessFlowInventor97Cust3promotionalitemForecastAccuracyCust3promotionalitemForecas98

Stockreductionof10MillionBahtApril01:BuildupstockforSongkranholidayCust1scorecardStockreductionof10Million99Cust1scorecardCust1scorecard100Feb-Mar01:CappeddemandandcappedsupplyCust1scorecardFeb-Mar01:Cappeddemandand101Demand-theBullwhipeffectDemand-theBullwhipeffect102Demand-reducethebullwhipDemand-reducethebullwhip103DELIVERCoPDELIVERCoP104THAILANDPrioritiesBuildingnewwarehouseCRP/VMIroll-outCPFRpilot/sEFTroll-outRegionalPlanning/SAPAPO‘Phoenix’replacementfordistributorsystemOpportunitiesRegionalCustomerSer