制造業(yè)物流管理技巧與評(píng)估體系課程(ppt 30頁(yè)).ppt

1、,制造業(yè)物流管理技巧與評(píng)估體系,飛利浦照明集團(tuán) 胡 恩,2002. 05. 17 上 海,物流部門在制造企業(yè)的主要職能 安全庫(kù)存和預(yù)測(cè)在供應(yīng)鏈物流中的作用 衡量物流部門績(jī)效的KPI 第三方物流企業(yè)能為你做些什么 供應(yīng)鏈管理過(guò)程評(píng)估工具,制造企業(yè)的物流過(guò)程,銷售 預(yù)測(cè),生產(chǎn) 計(jì)劃,原料 采購(gòu),存貨 管理,廠內(nèi) 運(yùn)輸,成品 儲(chǔ)存,出廠 運(yùn)輸,訂單 處理,客戶 服務(wù),采購(gòu)部門 物流部門,生產(chǎn)部門 物流部門,銷售部門 物流部門,制造企業(yè)的物流職能,企業(yè)經(jīng)營(yíng)發(fā)展戰(zhàn)略,物流戰(zhàn)略,物流計(jì)劃,績(jī)效評(píng)估,費(fèi)用管理,成本控制,訂單處理,客戶服務(wù),進(jìn)廠運(yùn)輸,成品 儲(chǔ)存,廠內(nèi) 運(yùn)輸,貨物 包裝,存貨 管理,分銷 計(jì)劃

2、,銷售 預(yù)測(cè),貨物驗(yàn)收,生產(chǎn)計(jì)劃,原料采購(gòu),出廠 運(yùn)輸,地區(qū) 儲(chǔ)存,業(yè)務(wù)職能:,管理職能:,微 觀 職 能,宏觀職能 :,物流和商流的關(guān)系,商品流通： 買賣 備貨 運(yùn)輸 儲(chǔ)存,區(qū) 域 特 征,渠 道 特 征,產(chǎn) 品 特 征,促 銷 特 征,信 用 特 征,商流,物流,物流服務(wù)于商流; 物流可以與商流分離，獨(dú)立研究,銷售物流內(nèi)部架構(gòu)設(shè)置 按功能分 B.按產(chǎn)品類別分 C. 按銷售渠道分,物流經(jīng)理,計(jì)劃和采購(gòu)主管,訂單處理和客戶服務(wù)主管,運(yùn)輸和倉(cāng)儲(chǔ)主管,.,物流經(jīng)理,甲產(chǎn)品物流主管,乙產(chǎn)品物流主管,丙產(chǎn)品物流主管,.,物流經(jīng)理,批發(fā)渠道,工程渠道,OEM渠道,.,1.全球經(jīng)濟(jì)衰退及中國(guó)成為全球制造中

3、心對(duì)中國(guó)物流業(yè)的影響 對(duì)制造企業(yè) 正面影響?負(fù)面影響? 對(duì)物流企業(yè) 正面影響?負(fù)面影響? 2. 湯姆.彼得斯在出版20周年之際, 坦陳它的缺失, 并意識(shí)到: 我們正處在一個(gè)非理性的時(shí)代, 商業(yè)世界里沒(méi)有現(xiàn)成的藍(lán)圖和路線. 在這個(gè)多變的商業(yè)環(huán)境里, 企業(yè)的CEO,CFO,銷售總監(jiān)是如何看待供應(yīng)鏈物流的? 你作為物流經(jīng)理在企業(yè)中的地位如何? 如何面對(duì)機(jī)遇和挑戰(zhàn)?,3. 如何理解預(yù)測(cè)在物流工作中的作用? 如何理解預(yù)測(cè) 與“牛鞭效應(yīng)”的關(guān)系? 4. 貴司采用哪些KPI來(lái)評(píng)價(jià)物流工作?如何與物流企業(yè)的 物流服務(wù)標(biāo)準(zhǔn)相對(duì)接. 5. 貨主企業(yè)一般通過(guò)招標(biāo)的方式來(lái)選擇物流企業(yè), 請(qǐng)各 自從貨主企業(yè)和物流企業(yè)的

4、角度闡明其利弊. 6. 貨主企業(yè)與物流企業(yè)之間的協(xié)議是否應(yīng)該有標(biāo)準(zhǔn)化格 式? 與物流服務(wù)標(biāo)準(zhǔn)應(yīng)建立何種聯(lián)系?,7. 如何衡量物流配送質(zhì)量和效率, 使物流配送成為雙贏的 服務(wù)? 8.物流企業(yè)如何整合你的外部資源, 以取得競(jìng)爭(zhēng)優(yōu)勢(shì)?,Inventory and Inventory Management (1),What Is Inventory ? Those stocks or items used to support production ( raw materials and work-in-process items), supporting activities (maintenanc

5、e, repair, and operating suppliers ), and customer service ( finished goods and spare parts ),What are Purposes of Inventory ? Anticipation inventory - for future demand ; Fluctuation inventory - commonly called safety stock ; Lot-size inventory - lot-size purchasing or manufacturing ; Transportatio

6、n inventory - goods on-board shipping ; Hedge inventory - to protect against price fluctuations .,Delivery lead time,Delivery lead time,Delivery lead time,Delivery lead time,Engineer-to-Order,Make - to-Order,Assemble-to-Order,Make-to-Stock,Manufacturing Strategies,Demand Management, Demand - - A nee

7、d for a particular product or component.,Sources of Demand : Customers Spare parts Promotions Intracompany,Characteristics of Demand : Trend Seasonality Random variation Cyclical variation,| Year 1 | Year 2 | Year 3 |,Forecasting and forecasting techniques (1),Principles of Forecasting forecasts are

8、 almost always wrong . Should include an estimate of error. forecast are more accurate for groups of products . forecasts are more accurate for nearer period of time.,Forecasting techniques : Qualitative( 定性) techniques - are based on intuition(直覺(jué)) and informed opinion; they therefore tend to be sub

9、jective(主觀的).they are used for business planning and forecasting for new products , and are used for medium- to long-range planning. Quantitative( 定量) techniques - based on historical data and assume future will repeat past. They are often in production planning , and the data are usually readily av

10、ailable from company records.,|,Inventory and Inventory Management (1),Inventory Objectives Inventory must be coordinated to meet three conflicting objectives:,best customer service,low-cost plant operation,minimum inventory investment,Forecasting and forecasting techniques (2),Forecasting technique

11、s : Extrinsic ( 外部 ) techniques ( also called causal 因果 technique ) Intrinsic ( 內(nèi)部) techniques,Moving Average ( 移動(dòng)平均) Forecasting Exponential Smoothing ( 指數(shù)平滑) Seasonality ( 季節(jié)性) Period average sales Average sales for all periods,Seasonal index=,預(yù)測(cè) 1.對(duì)能夠預(yù)測(cè)的盡量預(yù)測(cè)準(zhǔn)確，不能預(yù)測(cè)的必須有應(yīng)急措施； 2.應(yīng)根據(jù)生產(chǎn)規(guī)模，產(chǎn)品的特點(diǎn)，企業(yè)信息化程

12、度和所需的時(shí)間 選取合適的預(yù)測(cè)方法。不能偏面強(qiáng)調(diào)預(yù)測(cè)準(zhǔn)確度。 庫(kù)存 1.在供應(yīng)鏈中，選取合適的結(jié)點(diǎn)，設(shè)置合理的庫(kù)存； 2.對(duì)產(chǎn)品壽命周期短，降價(jià)快的產(chǎn)品，必須設(shè)置較低的庫(kù)存， 反之，可以設(shè)置較高的庫(kù)存。 關(guān)鍵 提高效率，縮短交貨周期 大規(guī)模定制與延遲生產(chǎn)可以降低成品的預(yù)測(cè)難度和庫(kù)存,物流指標(biāo) KPI CLIP RLIP ICSL Inventory turns Stock by MAT 庫(kù)存 Inventory Run Rate Planning reliability 計(jì)劃準(zhǔn)確率 Component missing rate 零件缺貨率,CLIP=number of order lines

13、shipped in warehouse within order book lead time/total number of order lines to be shipped according to order book*100% CLIP=在后勤手冊(cè)供貨期內(nèi)進(jìn)倉(cāng)的訂單數(shù)/根據(jù)后勤手冊(cè)應(yīng)該 完成的總訂單數(shù)*100% RLIP=number of order lines shipped in warehouse within customer required date/total number of order lines to be shipped according to cust

14、omer requirement *100% RLIP=在客戶要求供貨期內(nèi)進(jìn)倉(cāng)的訂單數(shù)/根據(jù)客戶要求應(yīng)該完 成的總訂單數(shù)*100%,the agreed ICSL=number of order lines shipped ex warehouse before date/total number of order lines agreed to be shipped at that date*100% ICSL=在承諾供貨期內(nèi)出倉(cāng)的訂單數(shù)/根據(jù)承諾應(yīng)該完成的總訂 單數(shù)*100% Component missing rate=% of immediately component availab

15、ility(measured at the time when received customer order) 物料短缺率=客戶訂單收到時(shí)的物料準(zhǔn)備率%,Planning reliability=realized sales per month/sales plan for this month, made 1 month earlier*100% 計(jì)劃準(zhǔn)確度每月實(shí)際銷售/提前1個(gè)月的銷售計(jì)劃*100% Stock by MAT=total value stock at months end/total sales of last 12 months, in value*100% 庫(kù)存=月底

16、所有庫(kù)存資金/過(guò)去12個(gè)月銷售金額*100% Inventory Run Rate Definition:= % of stock value/past 3 month sales*4 Inventory Turns=total sales of last 12 months/average Value stock,現(xiàn)代物流發(fā)展方向 1.物流管理模式的發(fā)展方向供應(yīng)鏈管理 2.物流運(yùn)作方式的發(fā)展方向第三方物流 3.電子商務(wù)與物流,制造企業(yè)為什么選擇第三方物流企業(yè) 1.降低成本 3PL只能賺取為制造企業(yè)省下來(lái)的錢 2.3PL自身的特長(zhǎng)及資源 3PL需具備很強(qiáng)的整合能力，愿意不斷提升信 息化水平 3

17、.較高的服務(wù)水平 堅(jiān)持以客戶為導(dǎo)向，適應(yīng)靈活多變的環(huán)境,制造企業(yè)的困擾 成本顯性化，無(wú)法體現(xiàn)成本優(yōu)勢(shì) 整合能力弱，信息化水平低 不靈活,Supply chain characteristics: logistic concept,2nd tier suppliers,1st tier suppliers,Factory,RDC,NSO,Customers,Customers Order Decoupling point,Planning Driven,Order Driven,SCOR(Supply Chain Operations Reference) model,Plan,Source,M

18、ake,Deliver,9. Performance measurement and Benchmarking,10. Competence Management,Infrastructure,Plan,Execution,Strategy/ Business Obj.,1.Supply chain architecture,2.Supply chain plan,3 Source plan,7.Deliver plan,5.Make plan,4.Source exec.an,6.Make exec.,8.Deliver exec.,1,2,3,4,7,10,Informal Organiz

19、ation,Functional Organization,Integrated Supply Chain,Extended Enterprise,Element 1 SUPPLY CHAIN ARCHITECTUREDefinition:P0: The process of physical configuring the supply chain. This can include forexample decisions on: the number and location of manufacturing sites number of and location of distrib

20、ution centres selection and location of key-suppliers introduction of direct shipments from factories to customers1 Informal Supply-Chain configuration is not designed or managed but has evolved without formal plan processes or strategy or the linking of processes together , no clear logistics conce

21、pt.2 Transitional Supply Chain actions are driven by the annual budget cycle.3 Transitional Some cost driven Supply Chain configuration actions are carried out.4 Functional Overall Supply-Chain configuration is based on a cost-based manufacturing strategy. Changes optimise functional performance without regard to overall Supply-Chain impact. Decoupling points are defined.5 Transitional Overall Supply Chain configuration also considers Source and Deliver cost optimisation.6 Transitional Starting from the Business Strategy a clearly defined Supply-Chain Execution St