供应链管理培训汇总篇英文版14
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供应链管理详细资料(英文版)(ppt 47页)
• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
using consumer insight to deliver superior consumer benefits
本人刘彦1980年出生2003年毕业于兰州师范高等专科学校化学教育而后于2005年参加工作在甘肃省武威市凉州区洪祥镇陈家沟学校就职
Path to Growth identifies what we will do to deliver on our promises to shareholders: Increase revenue growth to 5% per annum
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
using consumer insight to deliver superior consumer benefits
本人刘彦1980年出生2003年毕业于兰州师范高等专科学校化学教育而后于2005年参加工作在甘肃省武威市凉州区洪祥镇陈家沟学校就职
Path to Growth identifies what we will do to deliver on our promises to shareholders: Increase revenue growth to 5% per annum
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
供应商管理培训资料英文版
Order Processing and information
Costs
Promotion
Transportation Costs
Warehousing Costs
Marketing Objective: Allocate resources to the marketing mix in such a manner as to maximize the long-term profitability of the firm.
Logistics Objective:
Minimize Total Costs given the customer service objective where total costs = Transportation Costs + Warehousing Costs + Order Processing and Information Costs + Lot Quantity Costs + Inventory Carrying Costs
❖ What is the Role of Logistics in the Global Economy?
❖ Summary
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.
Costs
Promotion
Transportation Costs
Warehousing Costs
Marketing Objective: Allocate resources to the marketing mix in such a manner as to maximize the long-term profitability of the firm.
Logistics Objective:
Minimize Total Costs given the customer service objective where total costs = Transportation Costs + Warehousing Costs + Order Processing and Information Costs + Lot Quantity Costs + Inventory Carrying Costs
❖ What is the Role of Logistics in the Global Economy?
❖ Summary
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(17个ppt)2
Types of Inter-company
2-7
Business Process Links
Tier 3 to Initial
suppliers
Tier 2 Suppliers
Tier 1 Suppliers
1
2
n
1
1
n
2
1
2
3
3
n
n
1
n
Managed Process Links Monitor Process Links Not-Managed Process Links Non-Member Process Links
Tier 3 to n customers Consumers / End-Customers
Supply Chain Network Structure 2-4
Tier 3 to Initial
suppliers
Tier 2 Suppliers
1 2
n
1
n
1 2 3
n
1
n
Focal Company
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Initial Suppliers Tier 3 to n suppliers
Tier 3 to n customers Consumers / End-Customers
Tier 1 Customers
Tier 2 Customers
Tier 3 to Consumers/ End-Customers
1
2
1
n
供应链管理英文课件 (14)
• Sourcing – Who will perform a particular supply chain activity
• Pricing – How much a firm will charge for the goods and services that it makes available in the supply chain
Facilities
• Components of facilities decisions
– Capacity
• A facility’s capacity to perform its intended function or functions
• Excess capacity – responsive, costly • Little excess capacity – more efficient, less
facility and inventory costs, decreases transportation costs and reduces response time – Increasing the flexibility or capacity of a facility increases facility costs, decreases inventory costs and response time
3-15
Facilities
• Overall trade-off: Responsiveness
versus efficiency
– Cost of the number, location, capacity, and type of facilities (efficiency) and the level of responsiveness
• Pricing – How much a firm will charge for the goods and services that it makes available in the supply chain
Facilities
• Components of facilities decisions
– Capacity
• A facility’s capacity to perform its intended function or functions
• Excess capacity – responsive, costly • Little excess capacity – more efficient, less
facility and inventory costs, decreases transportation costs and reduces response time – Increasing the flexibility or capacity of a facility increases facility costs, decreases inventory costs and response time
3-15
Facilities
• Overall trade-off: Responsiveness
versus efficiency
– Cost of the number, location, capacity, and type of facilities (efficiency) and the level of responsiveness
供应链培训-联合利华英文版讲义
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
U n i l e v e r
Why do we need the Path to Growth?
UnUilneivleevreSrhSahrearPerPicreicPeePreforrfomramnacnecvePvePeereGrrGoruopu“pS“hSahdaodwo”w”
200
180 Unilever
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
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
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15
activities
Functions of Packaging
•11-7
• Marketing
»Informatinment »Protection »Apportionment »Unitization »Convenience »Communication
requirements for special handling. • Environmentally conscious packaging may save
disposal costs and improve the company’s image. • Returnable containers provide cost savings and
•Problem Area
•Percent Mentioning
1. Cost of equipment/financial justification 2. Downtime or reliability of equipment/maintenance interruptions 3. Software-related problems, such as poor documentation,
Benefits of Good Packaging •11-8
• Lighter packaging may save transportation costs. • Careful planning of packaging size/cube may allow
better space utilization. • More protective packaging may reduce damage and
automation
• 19.0% • 10.0 • 8.0
Functions of Packaging
•11-7
• Marketing
»Informatinment »Protection »Apportionment »Unitization »Convenience »Communication
requirements for special handling. • Environmentally conscious packaging may save
disposal costs and improve the company’s image. • Returnable containers provide cost savings and
•Problem Area
•Percent Mentioning
1. Cost of equipment/financial justification 2. Downtime or reliability of equipment/maintenance interruptions 3. Software-related problems, such as poor documentation,
Benefits of Good Packaging •11-8
• Lighter packaging may save transportation costs. • Careful planning of packaging size/cube may allow
better space utilization. • More protective packaging may reduce damage and
automation
• 19.0% • 10.0 • 8.0
乔普拉《供应链管理(第7版英文版)》教学课件CH14
Freight Value Freight Tons
($ billions) (millions)
in 2011
in 2011
394 12,181
588 201 889 1,985
6 11,924
2,053 645
1,912 583
Freight Ton-Miles (billions)
in 2011
Supply Chain Management: Strategy, Planning, and Operation
Seventh Edition
Chapter 14
Transportation in a Supply Chain
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Truck
• Significant fraction of the goods moved • Truckload (TL)
– Low fixed cost – Imbalance between flows • Less than truckload (LTL) – Small lots – Hub and spoke system – May take longer than TL • Fatigue-related accidents
– Trains ‘built’ not scheduled
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
供应链管理培训汇总篇-英文版(17个ppt)16
Cost trade-offs to Be Considered 12-3 by the Purchasing Executive
Cost savings associated with volume buying*
Inventory carrying
costs
* The savings associated with volume buying include: Lower per-unit purchasing prices Lower transportation costs Lower warehouse handling costs Lower order-processing costs Lower production lot quantity costs Lower stockout costs
control • Efficiency • Vendor quality and
delivery
• Material flow control • Regulatory, societal, and
environmental measures • Procurement planning
and research • Competition • Inventory • Transportation
供应链管理培训汇 总篇-英文版(17个
ppt)16
Four Buying Situations
12-2
• Routine order • Procedural problem • Performance problem • Political problem
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
供应链管理(中英对照)
Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
供应链管理基本知识解读英文版
Underlying Process Vision
Supply Chain Management Vision
The key to achieving an integrated flow of product and information throughout the supply chain is to create a focused customer interface, a focused supplier interface, and an integrated, process-oriented, supply chain which is driven by the customer.
Elements and Key Decisions
2. What processes should be linked with each of these key supply chain members?
Supply chain business processes
Supply chain management components
Tier 2 Suppliers
Tier 1 Suppliers
1
2
n
1
1
n
2
1
2
Hale Waihona Puke 33nn
1
n
Managed Process Links Monitor Process Links Not-Managed Process Links Non-Member Process Links
Tier 1 Customers
Initial Suppliers Tier 3 to n suppliers
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).
供应链管理培训汇总篇-英文版(17个ppt)6
• Are third parties an option?
• What are the relevant costs associated with public versus private warehousing?
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
8) On receipt of funds, seller’s bank credits seller’s account. (If a confirmed L/C, seller’s bank would have paid seller after Step 6.)
McGraw-Hill/Irwin
• Customer service • Manufacturing • Channel design • Sourcing • Distribution • Sales and marketing • Organization
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
1) Seller asks buyer for letter of credit (L/C).
2) Buyer asks its bank to issue L/C in accordance with seller’s terms.
3) After approving buyer’s credit line, buyer’s bank notifies seller’s bank that it has issued L/C.
• What are the relevant costs associated with public versus private warehousing?
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
8) On receipt of funds, seller’s bank credits seller’s account. (If a confirmed L/C, seller’s bank would have paid seller after Step 6.)
McGraw-Hill/Irwin
• Customer service • Manufacturing • Channel design • Sourcing • Distribution • Sales and marketing • Organization
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
1) Seller asks buyer for letter of credit (L/C).
2) Buyer asks its bank to issue L/C in accordance with seller’s terms.
3) After approving buyer’s credit line, buyer’s bank notifies seller’s bank that it has issued L/C.
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• Specialized services may not always be available.
• Space may not be available on demand.
Advantages of Private Warehousing
• Control • Flexibility • Less costly • Better use of human resources • Tax benefits • Intangible benefits
供应链管理培训汇总篇英文 版14
•Cost trade-offs in Marketing and Logistics
•MARKETING
•Price
•Product
•Order processing •and information
•costs
•LOGISTICS
•Inventory •carrying costs
•Place/customer • service levels
•Transportation •costs
•Lot quantity costs
•Order processing •and information
•costs
•Warehousing costs
Uses of Warehousing
• Manufacturing support • Product - mixing • Consolidation • Breakbulk
Factors Influencing Warehousing in the Future
• Time - The best warehouse operations are those designed to reduce every aspect of order cycle time.
• Specific knowledge of storage and handling costs
Disadvantages of Public Warehousing
• Effective communication may be difficult because of system incompatibility
The Relationship of Demand to Warehouse Size
•Inventory (‘000 units)
•Public warehousing
•Private warehousing
•Time (months)
ቤተ መጻሕፍቲ ባይዱ
• Quality - Users now expect performance that approaches perfection.
• Asset productivity - Reduce total cost, reuse, and recycle.
• New kind of workforce - Requirements for both management and labor will change significantly.
Advantages of Public Warehousing
• Conservation of capital
• Use of space to meet peak requirements
• Reduced risk
• Economies of scale
• Flexibility
• Tax advantages
• Space may not be available on demand.
Advantages of Private Warehousing
• Control • Flexibility • Less costly • Better use of human resources • Tax benefits • Intangible benefits
供应链管理培训汇总篇英文 版14
•Cost trade-offs in Marketing and Logistics
•MARKETING
•Price
•Product
•Order processing •and information
•costs
•LOGISTICS
•Inventory •carrying costs
•Place/customer • service levels
•Transportation •costs
•Lot quantity costs
•Order processing •and information
•costs
•Warehousing costs
Uses of Warehousing
• Manufacturing support • Product - mixing • Consolidation • Breakbulk
Factors Influencing Warehousing in the Future
• Time - The best warehouse operations are those designed to reduce every aspect of order cycle time.
• Specific knowledge of storage and handling costs
Disadvantages of Public Warehousing
• Effective communication may be difficult because of system incompatibility
The Relationship of Demand to Warehouse Size
•Inventory (‘000 units)
•Public warehousing
•Private warehousing
•Time (months)
ቤተ መጻሕፍቲ ባይዱ
• Quality - Users now expect performance that approaches perfection.
• Asset productivity - Reduce total cost, reuse, and recycle.
• New kind of workforce - Requirements for both management and labor will change significantly.
Advantages of Public Warehousing
• Conservation of capital
• Use of space to meet peak requirements
• Reduced risk
• Economies of scale
• Flexibility
• Tax advantages