最大程度利用您的战略投资.pdf

B2B in China B2B在中国 Maxim use of your strategic investment 最大程度利用您的战略投资 James Hatcher Seeburger Asia Pacific Ltd. Agenda 议程 ERP – A strategic investment ERP 是战略投资 SEEBURGER Introduction SEEBURGER介绍 China Supply Chain Success 供应链成功故事 Summary 总结 Evolution of a Mfg company 制造企业的演变 ERP ERP - Integration of the Factory 工厂集成 - Integration of the Enterprise 企业集成 Extended Enterprise 扩展企业 - Integration of the Supply Chain 供应链集成 ERP Took Us From This… ERP从以下现状 … ….To This 转变成这样 This Reduced Inventory…. 这样降低库存 Lower Raw Material Inventory 降低原材料库存 Lower WIP 降低在制品库存 Lower Finished Goods 降低成品库存 China Competition 中国竞争 China consumer demand continues to increase 中国消费需求持续增长 Increased demand is a supply chain challenge 需求增长乃供应链之挑战 Peaks and Valleys make production forecasting difficult 波动的探底和爬高使得生产预测非常困难 Competition is fierce 竞争是激烈的 OEM’s are using discounts and incentives to woo customers 整机生产企业通过打折和奖励来吸引消费者 Profit Margins are reduced accordingly 企业利润率因此而降低 OEM’s and qualified suppliers are exporting globally 整机企业和优质供应商出口全球市场 The Supply Chain Balancing Act …供应链平衡 Supply Opportunity Demand Opportunity 供应机会 需求机会 Keep right goods in stock: Meet customer needs: 仓库保存正确的货物 满足客户需要  Store requisition 库存申请  Product development 产品开发  Warehouse replenishment 仓库补货  Merchandise planning 销售规划  Inventory forecasting 库存预测 