SupplyChainManagement英文版ppt27页
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供应链物流管理全套课件370p 英文版
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1-5
Successful Supply Chain Strategies (1)
• The first set of supply chain strategies directly support business strategies focused on product leadership and brand-building:
1-2
Supply Chain Logistics Management
Chapter 1: Twenty-first Century Supply Chains
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
• Market Saturation Driven: Focuses on generating high profit margins through strong brands and forceful marketing and distribution. This is the strategy of the successful A-brand suppliers like Coca-Cola, Sara Lee, Procter & Gamble, Nestle and Unilever. Especially Unilever has drawn attention by eliminating many minor and local brands in order to focus all attention to strong international brands.
1-5
Successful Supply Chain Strategies (1)
• The first set of supply chain strategies directly support business strategies focused on product leadership and brand-building:
1-2
Supply Chain Logistics Management
Chapter 1: Twenty-first Century Supply Chains
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
• Market Saturation Driven: Focuses on generating high profit margins through strong brands and forceful marketing and distribution. This is the strategy of the successful A-brand suppliers like Coca-Cola, Sara Lee, Procter & Gamble, Nestle and Unilever. Especially Unilever has drawn attention by eliminating many minor and local brands in order to focus all attention to strong international brands.
Supply Chain Management(英文版)(ppt 27页)
0%
5%
10%
15%
20%
25%
Source: AMR Research 2000
The top three responses were;
Cost (21%), Systems Applications (20%) and Integration (19%)
3
PricewaterhouseCoopers
Retailers
Customer
Make what we sell, not sell what we make!
5
PricewaterhouseCoopers
Move to Cross-Functional Business Processes
Purchasing Manufacturing
Distribution
• Today, the talk is of "supply networks", "parallel chains", "enhanced concurrent activities", and “customer centric” with new information platforms and technology set to cut both inventory and lead-times throughout the delivery pipeline further.
Source: PRTM
4
PricewaterhouseCoopers
Move From Push To Pull
Suppliers
Manufacturers
Distributors/ Wholesalers
Supply Chain Management(英文版)(ppt 28页)
12
Progressive
Strategic Tactical
• Strategic Emphasis • Total Cost Focus • Profit Center • Proactive
PricewaterhouseCoopers
Logistic and Transportation
• Logistics accounts for 8-12% of sales. In 1998, it accounted for over 10% of the US GDP
Source: industry week
13
PricewaterhouseCoopers
Manufacturing
• Manufacturing managers view efficiency and flexibility as two objectives which must be balanced in order to arrive the lowest total cost
Supply Chain Management
Accelerating Cost Effectiveness
1
PricewaterhouseCoopers
Supply Chain Management
• The supply chain used to be a simple serial process with raw materials slowly moving in one direction through manufacturing production and onward via a distribution system to retailers and customers.
Progressive
Strategic Tactical
• Strategic Emphasis • Total Cost Focus • Profit Center • Proactive
PricewaterhouseCoopers
Logistic and Transportation
• Logistics accounts for 8-12% of sales. In 1998, it accounted for over 10% of the US GDP
Source: industry week
13
PricewaterhouseCoopers
Manufacturing
• Manufacturing managers view efficiency and flexibility as two objectives which must be balanced in order to arrive the lowest total cost
Supply Chain Management
Accelerating Cost Effectiveness
1
PricewaterhouseCoopers
Supply Chain Management
• The supply chain used to be a simple serial process with raw materials slowly moving in one direction through manufacturing production and onward via a distribution system to retailers and customers.
供应链管理(英文)Chapter8-Supply Chain Integration幻灯片PPT
• Improve performance: reduce cost, increase service level, reduce the bullwhip effect, better utilize resources, and effectively respond to changes in the market place.
– firm does not hold any inventory and only responds to specific orders.
Pull-Based Supply Chains
• Intuitively attractive:
– Reduced lead time through the ability to better anticipate incoming orders from the retailers.
Push-Based Supply Chains
• Production and distribution decisions based on long-term forecasts.
• Manufacturer demand forecasts based on orders received from the retailer’s warehouses.
– Reduced inventory since inventory levels increase with lead times.
– Less variability in the system. – Decreased inventory at the manufacturer due
to the reduction in variability.
– firm does not hold any inventory and only responds to specific orders.
Pull-Based Supply Chains
• Intuitively attractive:
– Reduced lead time through the ability to better anticipate incoming orders from the retailers.
Push-Based Supply Chains
• Production and distribution decisions based on long-term forecasts.
• Manufacturer demand forecasts based on orders received from the retailer’s warehouses.
– Reduced inventory since inventory levels increase with lead times.
– Less variability in the system. – Decreased inventory at the manufacturer due
to the reduction in variability.
供应商管理培训资料(英文版)PPT(24张)
1998 CLM DEFINITION OF LOGISTICS
….is that part of the supply chain process that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related information from the point-oforigin to the point-of-consumption in order to meet customers' requirements.
SUPPLY CHAIN MANAGEMENT:
Figure 1
Logistics Purchasing Production R&D
Customer
Marketing & Sales Finance
PRODUCT FLOW
Supply Chain Business Processes
CUSTOMER RELATIONSHIP MANAGEMENT CUSTOMER SERVICE MANAGEMENT DEMAND MANAGEMENT ORDER FULFILLMENT MANUFACTURING FLOW MANAGEMENT PROCUREMENT PRODUCT DEVELOPMENT AND COMMERCIALIZATION RETURNS
LOGISTICS MANAGEMENT DEFINED
….the process of planning, implementing, and controlling the efficient, effective flow and storage of goods, services, and related information from the point-of-origin to the point-of-consumption in order to meet customers' requirements.
Unit 8 Supply Chain Management 《物流英语》教学课件
Reading
Text 1 Introduction to Supply Chain Management
【Key Terms】
supply chain management (SCM) 供应链管理 supply chain 供应链 product flow 产品流 information flow 信息流 cash flow 现金流
2. A: What do you think the duty of a supply chain manager?
B: In my opinion, being a supply chain manager, he is responsible for researching how to achieve. the aim of supply chain, higher service quality and lower cost.
instead . If we acknowledge that supply chain management is something we do to influence the behavior of the supply chain and get the results we want, then we can make this definition: “Supply chain management is the coordination of production,
1. While logistics is not a new thing, supply chain management is comparatively a new idea.
2. The supply chain is the series of links and shared processes that exist between suppliers and customers.
Supply Chain Logistics Management 供应链与物流管理PPT课件03供应链管理采购理论
3.采购管理在企业价值链中的地位
动辅 助 活
企业基础设施 人力资源管理 技术开发 采购管理
利润
市 发 进 生 主 场 货 货 产 要 营 后 后 作 活 销 勤 勤 业 动 Supply Chain & Logistics Management
8
© Dept. of Industrial Engineering 2007
3.2.2供应链管理下采购的特点
1.从采购管理转变为外部资源管理
供应 商的 信息 处理 系统
采购管理信息处理协调服务器
信息流 信息流
信息汇总、处理
信息流 信息流 供应商情况 数据库
企业管 理信息 系统中 央服务器
Supply Chain & Logistics Management
基于供应链的物资采购管理模型
13
© Dept. of Industrial Engineering 2007
Supply Chain & Logistics Management
4.从为库存而采购转变为为订单采购
供应商 采购部门 制造部门
销售订单
请求
采购订单
请求
制造订单
用户需 求订单
销售计划
采购计划 制造信息反馈 协调采购
制造计划
1
© Dept. of Industrial Engineering 2007
Supply Chain & Logistics Management
3.1 采购与采购管理
▪ 3.1.1 采购概念
▪ 3.1.2 采购管理概念
Supply Chain & Logistics Management
供应链管理英语课件
} Supplier Storage
Mfg.
Storage
Dist.
Retailer Customer
Supplier
Typical Supply Chain for a Service
Figure 16.1b
Supplier
} Storage
Supplier
Service
Customer
Need for Supply Chain Management
Determining what customers want Predicting quantity and timing of demand Incorporating customer wants, mfg., and time Controlling quality, scheduling work Meeting demand while managing inventory costs Evaluating suppliers and supporting operations Monitoring supplier quality, delivery, and relations Determining location of facilities Deciding how to best move and store materials
Sometimes referred to as value chains
Functions and Activities
·Forecasting ·Purchasing ·Inventory management ·Information management ·Quality assurance ·Scheduling ·Production and delivery ·Customer service
电子商务之供应商管理英文ppt课件
G/L
Payroll
A/P
Purchase Order Mgmt.
Order Entry
Inventory Mgmt.
ห้องสมุดไป่ตู้
• Stage 2: Suites of integrated applications for functional processes (1980s)
Financials
Manufacturing
Vendor Management Problems - Poor response levels, lost growth, lack of commitment
This information is confidential. Do not disclose outside DTT.
The Importance of Supply Chain Management Has Increased Significantly Over the Past Few Years.
This information is confidential. Do not disclose outside DTT.
However, in the real world, multiple suppliers, multiple plants, multiple distribution points and multiple customers significantly complicate material and information flows...
Achieving Competitive Advantage Through Supply Chain Management
Advanced Planning and Scheduling Systems
供应链管理课件英语国外原版
• Distributors: low inventory, reduced transportation costs, quick replenishment capability
• Customers: shorter order lead time, high in-stock inventory, large variety of products, low prices
• Strategic, tactical and operating issues
– Strategic - long term and dealing with supply chain design
• Determining the number, location and capacity of facilities • Make or buy decisions • Forming strategic alliances
Supply Chain Management - Introduction
In a supply chain, virtually all of the members serve as both customers as well as suppliers. In the Li & Fung example, the Korean yarn producer and the Japanese zipper producer are probably only suppliers and the customer’s customers (folks like you and me) are probably only customers. Every other organization in the supply chain is both a customer and a supplier. See the figure on slide five (green - supplier, yellow - customer, orange - both).
• Customers: shorter order lead time, high in-stock inventory, large variety of products, low prices
• Strategic, tactical and operating issues
– Strategic - long term and dealing with supply chain design
• Determining the number, location and capacity of facilities • Make or buy decisions • Forming strategic alliances
Supply Chain Management - Introduction
In a supply chain, virtually all of the members serve as both customers as well as suppliers. In the Li & Fung example, the Korean yarn producer and the Japanese zipper producer are probably only suppliers and the customer’s customers (folks like you and me) are probably only customers. Every other organization in the supply chain is both a customer and a supplier. See the figure on slide five (green - supplier, yellow - customer, orange - both).
Supply Chain Management—供应链管理PPT课件讲义教材
SCM Benefits
Materials Flows Information Flows
Cash Flows
Suppliers
Manufacturer
Distributors/ Wholesalers
Retailers
Customers
US companies expect to reap $3-400B of savings through a variety of benefits (3 – 5% of revenues)
• Today, the talk is of "supply networks", "parallel chains", "enhanced concurrent activities", and “customer centric” with new information platforms and technology set to cut both inventory and lead-times throughout the delivery pipeline further.
Retailers
Customer
Make what we sell, not sell what we make!
5
PricewaterhouseCoopers
Move to Cross-Functional Business Processes
Purchasing Manufacturing
Distribution
E-Business Support Management
Qualified Associates Integration
Supply Chain Management(ppt 27页)
11
Progressive
Strategic Tactical
• Strategic Emphasis • Total Cost Focus • Profit Center • Proactive
PricewaterhouseCoopers
Logistic and Transportation
• Logistics accounts for 8-12% of sales. In 1998, it accounted for over 10% of the US GDP
Supply Chain Optimization
Procurement Planning
Synchronized, Sequential Planning
Manufacturing Planning
Distribution Planning
Forecasting
Synchronized, Concurrent Planning Supply Chain Optimization
Manufacturing Planning Rolling
Scheduling Transportation
Forecas t
Order Distribution Planning
Promise
Demand Planning
Strategic Business Planning
hours days weeks months year +
Collaborative Logistics Planning • Transportation services • Distribution center services
9
Progressive
Strategic Tactical
• Strategic Emphasis • Total Cost Focus • Profit Center • Proactive
PricewaterhouseCoopers
Logistic and Transportation
• Logistics accounts for 8-12% of sales. In 1998, it accounted for over 10% of the US GDP
Supply Chain Optimization
Procurement Planning
Synchronized, Sequential Planning
Manufacturing Planning
Distribution Planning
Forecasting
Synchronized, Concurrent Planning Supply Chain Optimization
Manufacturing Planning Rolling
Scheduling Transportation
Forecas t
Order Distribution Planning
Promise
Demand Planning
Strategic Business Planning
hours days weeks months year +
Collaborative Logistics Planning • Transportation services • Distribution center services
9
【全套精品课件】供应链管理英文课件
E
S
R
S
Capacity, Information, Core Competencies, Capital and Human Resources
Source: Supply Chain Faculty, Michigan State University
Challenges for Supply Chains
Aggregated buying power, auction-based buying/selling
• Achieve Process Simplification
Automated steps, One-step business
THE INTEGRATED SUPPLY CHAIN
Relationship Management
• Visibility
All partners have real time information about status and performance of each element in the supply chain from customers to suppliers.
• Optimization
• Take orders over the web, or automatically via B2B • Offer rich product selection and/or the ability to customize • Source the order and commit to delivery, immediately, online • Service the order online, including changes and inquiries • Deliver product quickly, efficiently, profitably • Be in constant communication with customers and suppliers
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• Logistic is one of the glues that holds the supply chain together. The techniques that most manufacturers employ to increase speed and reducing cost is outsourcing
Source: PRTM
4
PricewaterhouseCoopers
Move From Push To Pull
Suppliers
Manufacturers
Distributors/ Wholesalers
Retailers
Customer
Suppliers
Manufacturers
Distributors/ Wholesalers
Supply Chain Optimization
Procurement Planning
Synchronized, Sequential Planning
Manufacturing Planning
Distribution Planning
Forecasting
Synchronized, Concurrent Planning Supply Chain Optimization
Underpinned by procurement infrastructure excellence
10
Price is often just the tip of the iceberg!
Purchase Price
Acquisition Installation Maintenance Disposal
3
PricewaterhouseCoopers
SCM Benefits
Materials Flows Information Flows
Cash Flows
Suppliers
Manufacturer
Distributors/ Wholesalers
Retailers
Customers
US companies expect to reap $3-400B of savings through a variety of benefits (3 – 5% of revenues)
11
Progressive
Strategic Tactical
• Strategic Emphasis • Total Cost Focus • Profit Center • Proactive
PricewaterhouseCoopers
Logistic and Transportation
• Logistics accounts for 8-12% of sales. In 1998, it accounted for over 10% of the US GDP
Source: industry week
12
PricewaterhouseCoopers
Manufacturing
• Manufacturing managers view efficiency and flexibility as two objectives which must be balanced in order to arrive the lowest total cost
Cost
21% logistics strategy?”
0%
5%
10%
15%
20%
25%
Source: AMR Research 2000
The top three responses were;
Cost (21%), Systems Applications (20%) and Integration (19%)
Support Management Qualified Associates Integration Systems Application
12% 13% 13% 14%
18% 20%
professionals were asked a open-ended subjective question, “What are the three biggest issues facing you personally in developing your
Systems Application Cost 0%
11%
e-Business is a
12%
relatively low priority,
12%
coming in sixth of the
13% 13%
14%
18% 20%
top issues facing SCM professionals. However, this does not reflect the impact that e-Business will have on Supply Chain
Procurement Planning
Manufacturing Planning
7
Distribution Planning
Demand Planning
PricewaterhouseCoopers
Cross-Functional Supply Chain Metrics
Purchasing Manufacturing
Collaborative Logistics Planning • Transportation services • Distribution center services
9
PricewaterhouseCoopers
Full Value Procurement
Objective
Lowest total cost of ownership • Quality meeting customer needs • On-time delivery • Acceptable supply risk • Process efficiency • Demand reduction
21%
Management
5%
10%
15%
20%
Manufacturing Planning Rolling
Scheduling Transportation
Forecas t
Order Distribution Planning
Promise
Demand Planning
Strategic Business Planning
hours days weeks months year +
2
PricewaterhouseCoopers
Top Issues Facing SCM Professionals
Funding
11%
In a recent quantitative
Global Management
12%
survey, SCM
Organisation Structure E-Business
14
PricewaterhouseCoopers
Top Issues Facing SCM Professionals
Funding Global Management Organisation Structure
e-Business Support Management
Qualified Associates Integration
DocumentΒιβλιοθήκη Customer order
Routing
etc.
.....
Work center
PricewaterhouseCoopers
Forecasting and Planning
Scheduling
Operational
Tactical Strategic
Source Make Move Store Sell
• World-class companies adopt strategies and tactics such as pull system, JIT replenishment, and cycle time reductions that enables a company to have lower levels of inventory while still driving reductions in production unit cost
Distribution
Install/ Maintenance
Sales
LSL
USL
LSL
USL
LSL
USL
LSL
USL
LSL
USL
Perfect Order Process
Source
Make
Deliver
8
Install
Sell
PricewaterhouseCoopers
Sharing and Collaboration
Install/ Maintenance
Sales
Order Fulfillment
Available-to-Promise
Sales & Operations Planning
Department Performance
Source
Make
Deliver
6
Install
Sell
PricewaterhouseCoopers
SupplyChainManageme nt英文版ppt27页
PwC
Source: PRTM
4
PricewaterhouseCoopers
Move From Push To Pull
Suppliers
Manufacturers
Distributors/ Wholesalers
Retailers
Customer
Suppliers
Manufacturers
Distributors/ Wholesalers
Supply Chain Optimization
Procurement Planning
Synchronized, Sequential Planning
Manufacturing Planning
Distribution Planning
Forecasting
Synchronized, Concurrent Planning Supply Chain Optimization
Underpinned by procurement infrastructure excellence
10
Price is often just the tip of the iceberg!
Purchase Price
Acquisition Installation Maintenance Disposal
3
PricewaterhouseCoopers
SCM Benefits
Materials Flows Information Flows
Cash Flows
Suppliers
Manufacturer
Distributors/ Wholesalers
Retailers
Customers
US companies expect to reap $3-400B of savings through a variety of benefits (3 – 5% of revenues)
11
Progressive
Strategic Tactical
• Strategic Emphasis • Total Cost Focus • Profit Center • Proactive
PricewaterhouseCoopers
Logistic and Transportation
• Logistics accounts for 8-12% of sales. In 1998, it accounted for over 10% of the US GDP
Source: industry week
12
PricewaterhouseCoopers
Manufacturing
• Manufacturing managers view efficiency and flexibility as two objectives which must be balanced in order to arrive the lowest total cost
Cost
21% logistics strategy?”
0%
5%
10%
15%
20%
25%
Source: AMR Research 2000
The top three responses were;
Cost (21%), Systems Applications (20%) and Integration (19%)
Support Management Qualified Associates Integration Systems Application
12% 13% 13% 14%
18% 20%
professionals were asked a open-ended subjective question, “What are the three biggest issues facing you personally in developing your
Systems Application Cost 0%
11%
e-Business is a
12%
relatively low priority,
12%
coming in sixth of the
13% 13%
14%
18% 20%
top issues facing SCM professionals. However, this does not reflect the impact that e-Business will have on Supply Chain
Procurement Planning
Manufacturing Planning
7
Distribution Planning
Demand Planning
PricewaterhouseCoopers
Cross-Functional Supply Chain Metrics
Purchasing Manufacturing
Collaborative Logistics Planning • Transportation services • Distribution center services
9
PricewaterhouseCoopers
Full Value Procurement
Objective
Lowest total cost of ownership • Quality meeting customer needs • On-time delivery • Acceptable supply risk • Process efficiency • Demand reduction
21%
Management
5%
10%
15%
20%
Manufacturing Planning Rolling
Scheduling Transportation
Forecas t
Order Distribution Planning
Promise
Demand Planning
Strategic Business Planning
hours days weeks months year +
2
PricewaterhouseCoopers
Top Issues Facing SCM Professionals
Funding
11%
In a recent quantitative
Global Management
12%
survey, SCM
Organisation Structure E-Business
14
PricewaterhouseCoopers
Top Issues Facing SCM Professionals
Funding Global Management Organisation Structure
e-Business Support Management
Qualified Associates Integration
DocumentΒιβλιοθήκη Customer order
Routing
etc.
.....
Work center
PricewaterhouseCoopers
Forecasting and Planning
Scheduling
Operational
Tactical Strategic
Source Make Move Store Sell
• World-class companies adopt strategies and tactics such as pull system, JIT replenishment, and cycle time reductions that enables a company to have lower levels of inventory while still driving reductions in production unit cost
Distribution
Install/ Maintenance
Sales
LSL
USL
LSL
USL
LSL
USL
LSL
USL
LSL
USL
Perfect Order Process
Source
Make
Deliver
8
Install
Sell
PricewaterhouseCoopers
Sharing and Collaboration
Install/ Maintenance
Sales
Order Fulfillment
Available-to-Promise
Sales & Operations Planning
Department Performance
Source
Make
Deliver
6
Install
Sell
PricewaterhouseCoopers
SupplyChainManageme nt英文版ppt27页
PwC