供应链管理历史的反思和新挑战.pptxVIP

供应链管理-- 历史的反思与新挑战 IBM全球服务部徐津 供应链管理TMCopyright IBM 2002 供应链管理 - 发展史TMCopyright IBM以学术研究开始 - 农业产品军事需求教科书的出现 - 60年代初期公司内部效率提高的最后一道战线政府对运输行业的放权70年代能源危机经济全球一体化IT -- 供应链管理的新天地竞争加强的必然结果 - 强者生存，产品替代效应增强利润的挑战 - 节省$1 = ?D 时代的“疯狂” TMCopyright IBM 2002供应链管理 - End-to-End TMCopyright IBM 2002SCM - 凝聚企业的竞争力WholesalersCustomersLogisticsSuppliersManufacturingPlantsSupplierRetailersLogistics ProvidersWholesalers TMCopyright IBM 2002SCM - 核心所在买什么，从何买，什么价钱而不是以最快的方式买错东西生产什么, 何时生产，生产多少而不是以最低的成本生产非需品以统一的形象面对客户而不是仅仅对单个流程自动化以统一的形象面对供应商而不是仅仅把每笔交易搬到网上 TMCopyright IBM 2002SCM - 对企业的整体效应收入成本流动资产固定资产— 供应链效应 —提高顾客服务 (i.e., 优化库存与货架数量比例, 更大的市场占有率, 更高的利润率)降低库存缩短订单-现金周期股东权益利润资产降低有形资产 (i.e.卡车，仓库，物资操作机械等以协作来降低销售成本，运输，仓储物流成本，采购成本 TMCopyright IBM 2002SCM – 企业所面临的挑战buymovestoresellreplenish内部优化，以达到：提高顾客服务水平提高供求透明度采购成本库存周转优化商品分类运用先进的销售技术（Internet,Kiosk,产品目录，网络电视）以高效率的供应链竞争 TMCopyright IBM 2002SCM - 量化的效益 TMCopyright IBM 2002GMROI - 纯利润回收率CustomerService(5–25%)(2–5%)ThroughputsalesInventory(10–50%)Avg. inventory at costGMROI(95%)(10–50%)Planning Cycle Time Operating Expensescost of goods sold顾客服务产出计划周期运作成本销售额销售成本平均库存成本库存 TMCopyright IBM 2002SCM - 对症下药For the Retail Industry, Inventory Management Modules would replace Production Scheduling TMCopyright IBM 2002供应链管理的应用在跨行业的比较 TMCopyright IBM 2002SCM - 最佳应用 I一般创意前沿优秀应用Vendor-managed and co-owned inventoryInventory owned by the supplier or co-owned by the retailer and supplierImplementation of centrally-managed (within store) electronic shelf tagsScan-based trading for fast- and slow-moving items Requires cashiers to accurately scan or enter each itemInventory and ordering functions tied directly to the point-of-sale (perpetual inventory)Items are registered and re-ordered when the cashier scans an itemRequires accurate scanning for proper SKU ordering Online private label product production synchronization for vertically integrated retailersStore-specific inventory based on location, market characteristics, and area demographicsInventory and or