安达信-供应链管理特点
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安达信供应链管理模型课件
Features of a leading supply chain organization Harness the power of business partners and alliances Organization and management of cross functional processes Customer focused metrics and incentives Team approach Development of resources with sophisticated supply chain wide understanding
A Holistic Perspective: Supply Chain Management
The SCM pitfalls we have learned to date.
Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change Lack of trust and integration of company practices are key obstacles
Demand Generation
Companies will then need to develop processes to support each core capability.
A Holistic Perspective: Supply Chain Management
The SCM pitfalls we have learned to date.
Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change Lack of trust and integration of company practices are key obstacles
Demand Generation
Companies will then need to develop processes to support each core capability.
供应链物流知识点
供应链管理理念的发展阶段及特点传统供应链：供给创造需求，供不应求精细供应链：供给推动需求，需求拉动供给。
牛鞭效应——由于信息传递失真，订单在供应链上由下游向上游逐级放大，从而在末梢（供应商）产生剧烈的放大效应。
集成化的敏捷供应链：及时交货、订单生产、订制化大量生产、敏捷制造。
核心思想：把供应链和协作单位看成是企业的一个组成部分，运用“同步工程”，组织生产，用最短的时间将新产品打入市场，时刻保持产品的高质量、多样化和灵活性。
用户化的敏捷供应链：基于互联网，延迟生产（成型延迟、时间延迟、地点延迟）供应链管理的核心思想：立足于跨越多个组织的更大环境，把供应链作为一个系统，从系统整体协同、系统共赢的视角，来研究、分析和指导组织的管理工作。
（协同、共赢是供应链管理的实质）物流的三要素：承载物、载体、流向（自然流向、市场流向、实际流向）四种典型的物流模式及特点;1)自营物流模式：依靠自身的管理能力和物流设施、设备，来经营自身需求的全部物流业务。
2)外包物流模式：将企业工厂外部的所有物流活动全部外包给专业的物流公司，又称“第三方物流”。
3)股份制物流模式：物流需求者、供给者，以及其他服务商或者投资公司，以资金、实物、资产、管理能力等“资源”为注入股份，合作共建的股份制物流公司。
4)基于ASP的物流联盟模式：与网上物流运作公司联盟，由ASP通过专用软件平台协助在线整合储运能力，并实施物流运作管理。
供应链物流系统合理化：包括物流系统安排合理化和管理理念的现代化。
物流系统安排合理化体现的原则：近距离原则、优化原则、尽量避免迂回和倒流原则、在制品库存最小原则、集装单元和标准化搬运原则、科学搬运原则、绿色物流原则供应链采购和传统采购的区别影响生产物流的主要因素：生产工艺——生产流程不同，设备不同，对生产物流有不同要求和限制生产类型——影响生产物流的构成和比例生产规模——影响物流量大小专业化和协作化水平——影响生产物流的构成与管理组织管理生产物流应注意的问题：物流过程的连续性；物流过程的平行性；物流过程的节奏性；物流过程的比例性；物流过程的适应性MRP的发展：（1）MRP阶段（2）闭环MRP阶段（3）MRP2阶段（4）ERP阶段ERP的核心思想：ERP是在MRP2的基础上发展起来的，是一个高度集成的信息系统，它体现物流、信息流、资金流的集成。
供应链管理_安达信_模型
Collaborate & Synchronize Align and Integrate
Drivers
Process Solution
Today’s Technology Emerging Technology Future Technology
ERP, Y2K
Automated business processes
Forecasting & Fulfillment
Product Design
Synchronized Supply Chain
Strategy
Demand Generation
Materials & Capacity
Outsourcing
6
Implementing the right enabling technologies is also critical to the success of synchronization.
Solution
driven
installs
Multiple solution integration
©Andersen Consulting 2019
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The Journey to Synchronization
Synergistic
Synchronized
Interdependent
Connection/ Culture
Partners
Supply Chain Structure
Product Lines
Customer Priorities
Market Offerings
Business Functions
Channel Strategies
Drivers
Process Solution
Today’s Technology Emerging Technology Future Technology
ERP, Y2K
Automated business processes
Forecasting & Fulfillment
Product Design
Synchronized Supply Chain
Strategy
Demand Generation
Materials & Capacity
Outsourcing
6
Implementing the right enabling technologies is also critical to the success of synchronization.
Solution
driven
installs
Multiple solution integration
©Andersen Consulting 2019
7
The Journey to Synchronization
Synergistic
Synchronized
Interdependent
Connection/ Culture
Partners
Supply Chain Structure
Product Lines
Customer Priorities
Market Offerings
Business Functions
Channel Strategies
安达信-供应链管理-模型006
Solution
driven
installs
Multiple solution integration
2003 AndersenConsulting
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11/4/98
The Journey to Synchronization
Synergistic
Synchronized
Interdependent
Determine With Whom To Synchronize
Determine Your Synchronization Scope
Number of
Partners
Partners’ Strategic Importance
Nature of Relationship
Partners’ Capabilities
• Functionally oriented metrics and remuneration
• Mistrust between functions
• Focus on functional skill building
Features of a leading supply chain organization
Upstream or Downstream Positioning of
Partners
Supply Chain Structure
Product Lines
Customer Priorities
Market Offerings
Business Functions
Channel Strategies
Develop a synchronization strategy, and choose the right initiative
供应商管理基本概念和特征
供应商管理基本概念和特征
供应商管理是一个组织与其供应商之间的战略性合作关系，并通过各种策略和方法来管理供应商性能和关系的过程。
供应商管理的基本概念和特征包括：
1. 合作关系：供应商管理强调与供应商之间建立合作关系，而不仅仅是简单的采购交易。
这种合作关系基于互信、共同目标和价值观的共享。
2. 战略性：供应商管理是一个战略性的管理活动，旨在实现组织的长期目标。
它将供应商和采购活动与组织整体战略相结合，并与组织其他部门密切协作。
3. 供应链导向：供应商管理不仅涉及与单个供应商的关系，还涉及与整个供应链的协调和管理。
它关注整个供应链上的资源优化和效益最大化。
4. 性能管理：供应商管理包括对供应商性能进行监测、评估和改进的过程。
它使用关键绩效指标（KPIs）来衡量供应商的
绩效，并通过正式的评估和反馈机制与供应商合作改进。
5. 风险管理：供应商管理关注供应商的风险，并采取措施来降低这些风险。
这包括对供应商的风险评估、风险认知和制定风险应对策略。
6. 创新和持续改进：供应商管理鼓励和促进供应商创新，并通过持续改进来提高供应商的性能和合作关系。
它倡导与供应商进行沟通和协作，以共同开发新产品、提高工艺和效率等。
7. 绩效奖惩机制：供应商管理设立了奖励和惩罚机制，以激励供应商提供高质量的产品和服务，并对供应商的不良行为采取相应的制裁措施。
总的来说，供应商管理是一个综合性的、战略性的管理活动，旨在建立合作关系、优化供应链运作、监测供应商绩效，并通过创新和持续改进来提高供应链效能。
安达信-汽车行业供应链管理共67页
1
Table of Contents
Introduction 4 agement 14 - 21
Definitions and Strategy 22 - 32
Understanding Expectations 33 - 38
Supply Chain Management 39 - 47
Elevating supply chain management as a critical success factor to achieving competitive advantage
Aligning the organizational structure to support global supply chain management Establishing a process oriented, functionally integrated supply chain Forecasting the impact of changing global markets on supply chain costs and capabilities Defining key performance indicators and measuring supply chain performance Understanding, selecting and integrating supply chain management enabling technology Anticipating and responding to the impact of supplier consolidations Anticipating and responding to the impact of OEM consolidations Defining and tracking total supply chain costs
Table of Contents
Introduction 4 agement 14 - 21
Definitions and Strategy 22 - 32
Understanding Expectations 33 - 38
Supply Chain Management 39 - 47
Elevating supply chain management as a critical success factor to achieving competitive advantage
Aligning the organizational structure to support global supply chain management Establishing a process oriented, functionally integrated supply chain Forecasting the impact of changing global markets on supply chain costs and capabilities Defining key performance indicators and measuring supply chain performance Understanding, selecting and integrating supply chain management enabling technology Anticipating and responding to the impact of supplier consolidations Anticipating and responding to the impact of OEM consolidations Defining and tracking total supply chain costs
安达信-汽车行业供应链管理
management Understand role of customers, suppliers, and third parties for collaborative support.
4
SCM Overview
History of SCM
The integrated supply chain concept has gone through three distinct phases...
Almost one-third (29%) of the companies surveyed do not involve their suppliers in inventory management
Nearly one-quarter of the companies (22%) do not involve their customers in planning manufacturing requirements
Source: Bernard LaLonde, professor emeritus of logistics at Ohio State University
5
SCM Overview
SCM Related Concepts
The following represent some of the other initiatives which have either helped develop or
Phase II 1975-1990
• Importance realized in integrating operations within the enterprise • Computer horsepower applied to manage material flow • Companies began to migrate from “inventory push” to a “customer pull”
4
SCM Overview
History of SCM
The integrated supply chain concept has gone through three distinct phases...
Almost one-third (29%) of the companies surveyed do not involve their suppliers in inventory management
Nearly one-quarter of the companies (22%) do not involve their customers in planning manufacturing requirements
Source: Bernard LaLonde, professor emeritus of logistics at Ohio State University
5
SCM Overview
SCM Related Concepts
The following represent some of the other initiatives which have either helped develop or
Phase II 1975-1990
• Importance realized in integrating operations within the enterprise • Computer horsepower applied to manage material flow • Companies began to migrate from “inventory push” to a “customer pull”
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© 1999 Andersen Consulting
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Conflicting Objectives - Manufacturing
Little’s Law
WIP Cycle Time Variability
Cycle Time
Asset Utilization
Little’s Law Variability
Manufacturinstomer Service
Goal:
Lowest purchase price
Highest utilization
Lowest cost
100% customer satisfaction
Behavior: Long lead times Long run lengths
© 1999 Andersen Consulting
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Traditional functional alignments continue to impede Supply Chain Performance.
— Misaligned Functional Goals & Behaviors—
Purchasing
Variability
WIP INV
Due Date Performance
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Conflicting Objectives - Corporate
Market Share
Order Response Time
Cycle Time
Fil l Rates
Early Warnings
Asset Utilization Little’s Law
By Tom Davis
© 1999 Andersen Consulting
Early On-time Late
Manufacturing
• Responsiveness • Transportation • Location • Quality
4
Early On-time Late
Customer Deliveries
• Process Design • Product Design • Capacity • Quality
Under Forecast Over
Customer Demand
Raw Materials
Finished Goods
Early On-time Late
Supplier Performance
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Little or No Predictability and Poor Product Mix
Inventory Used to Cover Problems
Lead Times Limit Flexibility
Current Processes and Structures Inhibit Performance
WIP INV
© 1999 Andersen Consulting
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Conflicting Objectives - Customer
Early Warnings
© 1999 Andersen Consulting
Fill Rates
Order Response Time
Cycle Time
Asset Utilization Little’s Law
© 1999 Andersen Consulting
1
Resource Investment Asset Productivity Inventory Supplier & Capacity Contracts
What are the characteristics of Supply Chan Management, why is it so hard to manage?
Complexity
Variability
© 1999 Andersen Consulting
Conflicting Objectives
2
Complexity
Complications in the Electronics Industry
Chronic Capacity Shortages
January
High raw material Inflexible schedules inventory level High WIP inventory
Long order fill High inventories
times
Promise flexibility
Inflexible
schedules
Multiple forecasts and unreliable fulfillment today create the bullwhip effect.
Units Per Period
Channel Fill and Phantom Demand
Channel Orders True End Customer Demand
Real Shortage
Over-Supply
Target Launch
Supply
Actual Launch
Returns/ Cancellations
Time
End of Life
©Andersen Consulting 1998
5
Shortened product life cycle has increased the uncertainty.
Variability
Profit
WIP INV
Due Date Performance
Market Risk
© 1999 Andersen Consulting
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态度决定一切 细节影响成败 谢谢您的关注！
Ongoing
Ramp-up
End of Life
Role of Inventory Cost of Shortage Cost of Overage
Ramp-up High High Low
By Professor Hau L. Lee, Stanford University
© 1999 Andersen Consulting
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Ongoing Usual Usual Usual
End of Life Low Low High
Variability
Natural • Demand • Material supply • Production • Distribution Self-Introduced • Replenishment strategies • Planning processes • Inventory strategies
The Characteristics of Supply Chain Management
Complexity, Variability, Conflicting Objectives
The Business Challenges
Level of Service
Cost of Service
Order Response Time Product Availability Lead Time Order Changes Due Date Performance
© 1999 Andersen Consulting
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Complexity in Component / Semiconductor Manufacturing
• Mass customization • Personalization • Product mix effects on capacity • Multiple options • Contracted vs. owned capacity • Combined make-to-forecast and make-to-
order • Inverted BOM • Binning • Multi-stage global production
Uncertainty in the supply chain results in significant variability
• Past Performance • Market Research • Analytical Technique • Incentive Programs