供应链管理培训汇总篇-英文版(17个ppt)3
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2020年最新供应链管理培训汇总篇-英文版
$
Variable Expenses
Lot Quantity Costs
Transportation Costs
Inventory Carrying
Costs
- Sales increase due to better customer service
-- Lower cost due to new or more --- eLfofiwcieernct omsat nouf fpaucrtcuhriansged materials facilities
Creating Value That Customers Can See
Understanding customer needs in a well-defined market
Superior quality in areas that matter to
customers
Effective design and quality control
20
Below parity
<98
40
路漫漫其悠远
Source: PIMS Database.
Calculating CVA
THE VALUE QUESTION
– Considering the products and services that you purchased. How would you rate them as being worth what you paid for them? Perceived Value of Company’s Offer
Source: Douglas M. Lambert and Renan Burduroglu, "Measuring and Selling the Value of Logistics," The International Journal of Logistics Management, Vol.11, No.1 (2000), p.12.
Variable Expenses
Lot Quantity Costs
Transportation Costs
Inventory Carrying
Costs
- Sales increase due to better customer service
-- Lower cost due to new or more --- eLfofiwcieernct omsat nouf fpaucrtcuhriansged materials facilities
Creating Value That Customers Can See
Understanding customer needs in a well-defined market
Superior quality in areas that matter to
customers
Effective design and quality control
20
Below parity
<98
40
路漫漫其悠远
Source: PIMS Database.
Calculating CVA
THE VALUE QUESTION
– Considering the products and services that you purchased. How would you rate them as being worth what you paid for them? Perceived Value of Company’s Offer
Source: Douglas M. Lambert and Renan Burduroglu, "Measuring and Selling the Value of Logistics," The International Journal of Logistics Management, Vol.11, No.1 (2000), p.12.
供应链管理详细资料英文版
Path to Growth identifies what we will do to deliver on our promises to shareholders:
Increase revenue growth to 5% per annum
Increase operating margin from 10% to 15% by 2004
160
140
120
Peer Group
Peer Group:
Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, L’Oreal, Nestle, P&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, Pepsico
Professional Skills
❖ An excellent overall understanding of the business, it’s processes and their linkages
❖ Business behaviours
❖ Outstanding performance
By: Establishing a Global Buying programme Establishing a world class manufacturing programme
Resulting in (approximately): 100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
Increase revenue growth to 5% per annum
Increase operating margin from 10% to 15% by 2004
160
140
120
Peer Group
Peer Group:
Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, L’Oreal, Nestle, P&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, Pepsico
Professional Skills
❖ An excellent overall understanding of the business, it’s processes and their linkages
❖ Business behaviours
❖ Outstanding performance
By: Establishing a Global Buying programme Establishing a world class manufacturing programme
Resulting in (approximately): 100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
供应链管理英文课件 (3)
4. In general, the farther up the supply chain a company is, the greater is the distortion of information it receives
7-4
Components and Methods
• Companies must identify the factors that influence future demand and then ascertain the relationship between these factors and future demand – Past demand – Lead time of product replenishment – Planned advertising or marketing efforts – Planned price discounts – State of the economy – Actions that competitors have taken
7-19
Steps in Adaptive Forecasting
• Initialize
– Compute initial estimates of level (L0), trend (T0), and seasonal factors (S1,…,Sp)
• Forecast
– Forecast demand for period t + 1
i=2
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
7-13
Tahoe Salt
7-4
Components and Methods
• Companies must identify the factors that influence future demand and then ascertain the relationship between these factors and future demand – Past demand – Lead time of product replenishment – Planned advertising or marketing efforts – Planned price discounts – State of the economy – Actions that competitors have taken
7-19
Steps in Adaptive Forecasting
• Initialize
– Compute initial estimates of level (L0), trend (T0), and seasonal factors (S1,…,Sp)
• Forecast
– Forecast demand for period t + 1
i=2
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
7-13
Tahoe Salt
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.
供应链管理培训汇总篇-英文版3
6.0 1.0 5.5 1.2 4.0 1.6 4.3 1.4 6.3 1.1 3.8 1.7 3.5 1.6
estimated shipping dates on contract/project orders
12
49a
Completeness of order (% of line items eventually shipped
• How do the functional areas of the business perceive customer service?
• What is the relation between these functional areas in terms of communication and control?
By Dealers
Rank
Var. Num
Description
Overall Impt. All Dealers
Mfr. 1
Mfr. 2
Dealer Evaluations of Manufacturers
Mfr. 3
Mfr. 4
Mfr. 5
Mfr. 6
M. SD M. SD M. SD M. SD M. SD M. SD M. SD
Place/customer service levels
Order processing and information
costs
第二页，共15页。
Transportation costs
Warehousing costs
Elements of Customer Service
Pretransaction elements
?
供应链管理培训资料(英文版)
LEVEL I METRICS
PERFECT ORDER FULFILLMENT - %
DELIVERED COMPLETE WITH ALL ITEMS ON THE ORDER IN THE QUANTITY REQUESTED
DELIVERED ON TIME TO CUSTOMER’S REQUEST DATE
ELEMENTS -SUPPLY CHAIN MANAGEMENT PLAN-SOURCE-MAKE-DELIVER-MEASURE
• SUPPLY CHAIN INFRASTRUCTURE
TRANSFER OF INFORMATION, MATERIALS AND CASH
• DEMAND MANAGEMENT
DEVELOPED AND ENDORSED THE SCOR (SUPPLY CHAIN OPERATIONS REFERENCE MODEL) AS A CROSS INDUSTRY STANDARD FOR SCM
SPECIAL INDUSTRY GROUPS
AEROSPACE AND DEFENCE COMPUTERS & ELECTRONICS EQUIPMENT PHARMACEUTICALS & CHEMICALS UTILITIES - TELECOMMUNICATIONS RETAIL - CONSUMER PACKAGED GOODS DEFENSE AND INDUSTRIAL SEMICONDUCTORS
CUSTOMER ORDER MANAGEMENT PROCESS FORECASTING CUSTOMER PARTNERSHIPS
• SOURCING
供应链管理详细资料(英文版)(ppt 47页)
– the multi-local aspects of the business at a national or regional level – the multinational aspects
• Roles in related professions, e.g. R&D, Customer Management
• Roles:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver
• Roles which focus on
These elements together contribute more than 50% of Unilever’s total Value Creation
Organisational Development
• Business has moved, and continues to move, towards process management
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
• Roles in related professions, e.g. R&D, Customer Management
• Roles:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver
• Roles which focus on
These elements together contribute more than 50% of Unilever’s total Value Creation
Organisational Development
• Business has moved, and continues to move, towards process management
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
供应链管理培训汇总篇英文版17
Capital Requirements
Cost of buying or leasing fleet Cost of maintenance facilities Cost of terminal facilities
Annual Cash Inflows
Savings over using public carriers Reduction in lost sales Reduction in inventory carrying costs due to more efficient routing
Outbound shipment management Mode/carrier selection
McGraw-Hill/Irwin
Source: Adapted from The Emergence of Third Party Logistics, White Paper no. 4 (Atlanta, GA: PricewaterhouCseoCpoyorpiegrhs,t1©9982)0,0p1. 5b.y The McGraw-Hill Companies, Inc. All rights reserved.
9-1
供应链管理培训汇总篇英文版17
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Areas in the Supply Chain
9-2
Affected by Transportation
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
供应链管理培训汇总篇英文版0
第七页，共8页。
Corresponding Questions
18-7 aa
Representing Each of the Key Areas
1. What are the service requirements for each customer segment?
2. How can operational integration be achievห้องสมุดไป่ตู้d among the various supply chain members?
Manager’s perceptual
screen
Motivation Perception Learning Personal
Background -specialized
education -role orientation -lifestyle
第二页，共8页。
Generate alternatives re specific supply chain members
Customer service
Channel design
Network strategy
Warehouse design and operations
Transportation Materials management management
Information technology
Organization and change management
strategy
Marketing objectives and
strategy
Evaluation of target market(s)
Selection of target market(s)
供应链管理英文课件 (17)
gh fixed cost • Primarily for crude petroleum, refined
petroleum products, natural gas
• Best for large and stable flows • Pricing structure encourages use for
14-6
Package Carriers
• Small packages up to about 150 pounds • Expensive • Rapid and reliable delivery • Small and time-sensitive shipments • Provide other value-added services • Consolidation of shipments a key factor
14-8
Rail
• Move commodities over large distances • High fixed costs in equipment and
facilities
• Scheduled to maximize utilization • Transportation time can be long
Mode
Freight Value ($ billions) in 2002
Air (includes
563
truck and air)
Truck
9,075
Rail
392
Water
673
Pipeline
896
Multimodal
1,121
Freight Tons (billions) in 2002
petroleum products, natural gas
• Best for large and stable flows • Pricing structure encourages use for
14-6
Package Carriers
• Small packages up to about 150 pounds • Expensive • Rapid and reliable delivery • Small and time-sensitive shipments • Provide other value-added services • Consolidation of shipments a key factor
14-8
Rail
• Move commodities over large distances • High fixed costs in equipment and
facilities
• Scheduled to maximize utilization • Transportation time can be long
Mode
Freight Value ($ billions) in 2002
Air (includes
563
truck and air)
Truck
9,075
Rail
392
Water
673
Pipeline
896
Multimodal
1,121
Freight Tons (billions) in 2002
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Product
Order processing and information
costs
Place/customer service levels
Transportation costs
Order processing and information
costs
Warehousing costs
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Stages of the
3-7
Customer Service Audit
Internal Audit
External Audit
Evaluate Customer Perceptions Differentiate Channel Levels & Market Segments
Identify Opportunities Determine Marketing Services Mix & Levels
• Analyzing cost/revenue trade-offs • Using ABC analysis of customer service • Conducting a customer service audit
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
供应链管理培训汇 总篇-英文版(17个
ppt)3
Cost trade-offs in
3-2
Marketing and Logistics
MARKETING
LOGISTICS
Price
Inventory carrying costs Lot quantity costs
McGraw-Hill/Irwin
Elements of Customer Service
3-3
Pretransaction elements
Transaction elements
Posttransaction elements
• Written statement of policy
• Customer receipt of policy statement
2 Same
3 Lower
4 Other
size
5 Special order
6 Ask here
again
Another store
Yes Substitute
?
No
CSDooispusyrecrretia:gtCiholytnd,©eOKh2i.0oW0S1atalbtteeyr,UT“AnhinveeErMsmitpyci,Gri1cr9aa7l w1A.n-aHlyislilsCofoTmwopaSntoicekso,uItnMco. dAelsl,l”ruingphutbslisrheesderPvhe.dD..
• Organization structure
• System flexibility
• Management services
• Stockout levels • Order information • Elements of order
cycle • Expedited shipments • Transshipment • System accuracy • Order convenience • Product substitution
By Dealers
Var. Rank Num Description
Overall Impt. All Dealers
Mfr. 1
Mfr. 2
Dealer Evaluations of Manufacturers
Mfr. 3
Mfr. 4
Mfr. 5
Mfr. 6
M. SD M. SD M. SD M. SD M. SD M. SD M. SD
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Methods of Establishing a
3-4
Customer Service Strategy
• Determining channel service levels based on knowledge of consumer reactions to stockouts
• Installation, warranty, alterations, repairs, parts
• Product tracing
• Customer claims, complaints, returns
• Temporary replacement of products
McGraw-Hill/Irwin
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Overall Importance Compared To Selected
3-8
Performance Of Major Manufacturers Evaluated
Model of Consumer Reaction
3-5
to a Repeated Stockout
Customer
No
Switch stores
? Yes
Yes
Yes
Substitute ? No
Switch brand
?
No
McGraw-Hill/Irwin
1 Higher
Switch price ?
Relationship Between Customer 3-6 Service and Inventory Investment
600
500
400
300
200
100
0
75
80
85
Hale Waihona Puke 9095 100McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.