供应链管理培训汇总篇-英文版(17个ppt)9
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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
供应链供应链管理知识培训ppt课件
提供产废品以
满足方案的和 实
际的需求，典 型
地包括订单管
一系列流程：有关任何缘由退货产品的退回理或接
纳。这些
流程延伸到发送后的、用运户输支管持理、
。
和
分销管理；
32
Level 1 绩效尺度
SCOR 程度 1 绩效属性
交付绩效 发运速度 完美订单履行 订单履行超前时间 供应链呼应时间 产品灵敏性 供应链管理本钱 废品销售本钱 增值消费率 担保本钱或退货处置本钱 现金-到-现金循环时间 供应库存天数 资金周转次数
13
从供应链到供应网络
• 供应链中成员更专注于其中心才干，它们 参与不同供应链，从而构成供应网络；
• 供应网络的快速重组才干，以消费商为主 导的格局逐渐被以销售商为中心的动态网 络所替代；
• 供应链管理面临新的课题，如同伴关系的 重新定义，更复杂的利益分享机制和信息 共享方式等，有待于今后的进一步研讨。
34
Level 2工具有30流程分类
供应商 客户
退货采购
R1- 退还缺陷产品 R2- 退还 MRO 产品 R3- 退还 过量 产品
退货交付 退货 R1- 退交还 付缺陷 产品
R2- 退还 MRO 产品
R3- 退还 过量 产品
使能
方案
1退. 货建立和管理规章
2. 评价绩效
3. 管理数据
4. 管理库存
2019
2019
Source: IDC 2019
% of respondents
24
中国SCM软件市场现状
• 制造、流通、能源 80% • 处于启动期 • 大中型企业是主要客户
• 国内外大型厂商目的客户分 化
• 竞争者规模不大，市场份额 差别不大
供应链管理培训汇总篇-英文版
11. Given our objectives, structures, and our assessment of the market environment, how do we develop effective operational logistics plans? Specifically, what transportation, inventory, packaging, warehousing, and customer service strategies do we have for each target market?
3) After approving buyer’s credit line, buyer’s bank notifies seller’s bank that it has issued L/C.
4) Seller’s bank either adds confirmation (guarantees payment to seller) or simply advises seller that L/C has been issued.
路漫漫其悠远
Factors that Determine the 14-9 a Attractiveness of Individual Markets
in Eastern Europe
• Degree of country indebtedness. • Development of the banking system. • Level of productivity of industries and
adjustments
路漫漫其悠远
How a Letter of Credit Works 14-5
3) After approving buyer’s credit line, buyer’s bank notifies seller’s bank that it has issued L/C.
4) Seller’s bank either adds confirmation (guarantees payment to seller) or simply advises seller that L/C has been issued.
路漫漫其悠远
Factors that Determine the 14-9 a Attractiveness of Individual Markets
in Eastern Europe
• Degree of country indebtedness. • Development of the banking system. • Level of productivity of industries and
adjustments
路漫漫其悠远
How a Letter of Credit Works 14-5
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.
供应链管理英PPT
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Flow through the Supply Chain
Carrier Distribution center Supplier Carrier
1-1
JAMES R. STOCK
DOUGLAS M. LAMBERT
STRATEGIC LOGISTICS MANAGEMENT
FOURTH EDITION
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Lot quantity costs
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Relationship of Logistics Activities to Logistics Costs
Council of Logistics Management
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Components of Logistics Management
• • • • • • Customer service levels Transportation costs Warehousing costs Order processing/information systems costs Lot quantity costs Inventory carrying costs
McGraw-Hill/Irwin
Flow through the Supply Chain
Carrier Distribution center Supplier Carrier
1-1
JAMES R. STOCK
DOUGLAS M. LAMBERT
STRATEGIC LOGISTICS MANAGEMENT
FOURTH EDITION
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Lot quantity costs
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Relationship of Logistics Activities to Logistics Costs
Council of Logistics Management
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Components of Logistics Management
• • • • • • Customer service levels Transportation costs Warehousing costs Order processing/information systems costs Lot quantity costs Inventory carrying costs
供应链管理培训汇编篇英文版9
CHAPTER17
MeasuringandSellingt heValueofLogistics
Options for Measuring Value
1. Customer satisfaction 2. Customer value-added (CVA) 3. Total cost analysis 4. Profitability analysis (includes
Questions Attributes Delivering Material When You Wanted It Having the Necessary Info on All Shipping Documentation Having the Correct Materials Delivered Relative to What You Ordered
Source:Bradley T. Gale, Managing Customer Value (New York: The Free Press, 1994), p. 19.
Customer Value Added
Provide products and services to customers that are a better value than those they could purchase from competitive companies in similar markets
25
Parity
98-102
20
Below parity
<98
40
Source: PIMS Database.
Calculating CVA
THE VALUE QUESTION
MeasuringandSellingt heValueofLogistics
Options for Measuring Value
1. Customer satisfaction 2. Customer value-added (CVA) 3. Total cost analysis 4. Profitability analysis (includes
Questions Attributes Delivering Material When You Wanted It Having the Necessary Info on All Shipping Documentation Having the Correct Materials Delivered Relative to What You Ordered
Source:Bradley T. Gale, Managing Customer Value (New York: The Free Press, 1994), p. 19.
Customer Value Added
Provide products and services to customers that are a better value than those they could purchase from competitive companies in similar markets
25
Parity
98-102
20
Below parity
<98
40
Source: PIMS Database.
Calculating CVA
THE VALUE QUESTION
乔普拉《供应链管理(第7版英文版)》教学课件CH9
Learning Objectives
9.1 Manage supply and demand to improve synchronization in a supply chain in the face of predictable variability. 9.2 Use sales and operations planning to maximize profitability when faced with predictable variability in a supply chain.
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Inventory/Capacity Trade-Off
• Leveling capacity forces inventory to build up in anticipation of seasonal variation in demand
• Can cause increased costs and decreased responsiveness in the supply chain
• Two broad options
1. Manage supply using capacity, inventory, subcontracting, and backlogs
Managing Demand (1 of 4)
• With promotion, three factors lerket growth 2. Stealing share 3. Forward buying
• Factors influencing timing of a promotion – Impact of promotion on demand – Cost of holding inventory – Cost of changing the level of capacity – Product margins
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
供应链管理培训课件ppt
供应链管理的战略目标
提高效率、降低成本、增强灵活性、提高客户满意度等，确保供应链的整体竞争优势。
制定实现战略目标的方法
采用先进的供应链管理理念和技术，如协同计划、预测与补货（CPFR）、供应商管理库存（VMI）等，实现战略目标。
掌握供应链规划工具
运用供应链管理软件、数据分析工具等，提高供应链规划的准确性和效率。
质量管理
加强产品质量管理和监控，建立质量标准和检验体系，确和物流网络，提高运输和物流效率，降低运输延误和成本风险。
供应商管理
加强供应商选择和评估，建立稳定的供应商关系，降低供应中断风险。
风险报告制度
建立定期的风险报告制度，向上级管理层报告供应链风险状况和应对措施执行情况。
实现客户价值
通过降低库存、减少浪费、提高效率等方式，降低整个供应链的成本。
降低成本
通过快速响应市场需求和变化，提高企业的市场响应速度和竞争力。
提高响应速度
通过加强企业之间的协同与合作，实现资源共享和优势互补，提高整个供应链的效率和竞争力。
协同与合作
02
CHAPTER
供应链管理的基础理论
供应链是围绕核心企业，通过对信息流、物流、资金流的控制，从采购原材料开始，制成中间产品以及最终产品，最后由销售网络把产品送到消费者手中的网链结构。
供应链概念
供应链管理是一种集成的管理思想和方法，它执行采购、制造、分销、零售等职能，并通过对整个供应链的物流、信息流和资金流进行规划、协调和控制，以达到客户满意度、成本最小化和所有相关过程的高效运作。
选择合适的供应商，并与其建立长期、互信的合作关系，以确保原材料的稳定供应和质量。
供应商管理
库存管理
运输与物流管理
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
【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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-- Product -- Customer Service • Quality, price, and value are relative
Product
Value
Quality Price
Customer service
McGraw-Hill/Irwin
Source:BradleCyoTp.yGraigleh,tM©an2a0g0i1ngbyCTushteomMecrGVraaluwe-(HNiellwCYoomrkp:aTnhieesF, rIenec.PrAeslsl,r1ig9h94ts),rpe.s2er9v. ed.
Calibration Category CVA Levels # of Businesses by Category
World class
>110
15%
Above parity
103-110
25
Parity
98-102
20
Below parity
<98
40
Байду номын сангаас
McGraw-Hill/Irwin
Copyright © 2001 by The McSGoruarwce-:HPiIlMl CSoDmatpaabnasie.s, Inc. All rights reserved.
17-1
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
CHAPTER 17
Measuring and Selling the Value of Logistics
Options for Measuring Value 17-3
1. Customer satisfaction 2. Customer value-added (CVA) 3. Total cost analysis 4. Profitability analysis (includes
considerations) 5. Strategic profit model 6. Shareholder value
Creating Value
17-6
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
Customer Satisfaction
Market Share
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Distribution of CVA Levels 17-8
Customer Value Added
17-7
Provide products and services to customers that are a better value than those they could purchase from competitive companies in similar markets
How Customers Select Among 17-5 Competitive Suppliers
• Customer buys on value • Value equals quality relative to price • Quality includes all nonprice attributes
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Components of Customer Value 17-4
Product attributes Service attributes
Advertising and other marketing communications
Market-perceived quality
Low “cost of quality” and overall
cost leadership
McGraw-Hill/Irwin
Exceptional customer value
Business results Profitability, growth, and shareholder value
Source:BradCleoypTy.rGigahlet,©M2a0n0a1gibnyg CThusetoMmceGr rVaawlu-eH(iNlleCwoYmoprka:nTiehse, FInrece. PArellsrs,ig1h9t9s4r)e, spe. r1v9e.d.
Transaction cost
Life cycle cost
Risk
McGraw-Hill/Irwin
Perceived benefit Perceived sacrifice
Expected customer
value
Source: Earl Naumann, Creating Customer Value: The Path to Sustainable Competitive Advantage (Cincinnati, OCHo:pTyhroimghsot n©E2x0e0c1utbivyeTPhreesMs, c1G99r5a)w, p-H. 1i0ll3C. ompanies, Inc. All rights reserved.
Calculating CVA
17-9
THE VALUE QUESTION
– Considering the products and services that you purchased. How would you rate them as being worth what you paid for them?
Product
Value
Quality Price
Customer service
McGraw-Hill/Irwin
Source:BradleCyoTp.yGraigleh,tM©an2a0g0i1ngbyCTushteomMecrGVraaluwe-(HNiellwCYoomrkp:aTnhieesF, rIenec.PrAeslsl,r1ig9h94ts),rpe.s2er9v. ed.
Calibration Category CVA Levels # of Businesses by Category
World class
>110
15%
Above parity
103-110
25
Parity
98-102
20
Below parity
<98
40
Байду номын сангаас
McGraw-Hill/Irwin
Copyright © 2001 by The McSGoruarwce-:HPiIlMl CSoDmatpaabnasie.s, Inc. All rights reserved.
17-1
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
CHAPTER 17
Measuring and Selling the Value of Logistics
Options for Measuring Value 17-3
1. Customer satisfaction 2. Customer value-added (CVA) 3. Total cost analysis 4. Profitability analysis (includes
considerations) 5. Strategic profit model 6. Shareholder value
Creating Value
17-6
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
Customer Satisfaction
Market Share
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Distribution of CVA Levels 17-8
Customer Value Added
17-7
Provide products and services to customers that are a better value than those they could purchase from competitive companies in similar markets
How Customers Select Among 17-5 Competitive Suppliers
• Customer buys on value • Value equals quality relative to price • Quality includes all nonprice attributes
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Components of Customer Value 17-4
Product attributes Service attributes
Advertising and other marketing communications
Market-perceived quality
Low “cost of quality” and overall
cost leadership
McGraw-Hill/Irwin
Exceptional customer value
Business results Profitability, growth, and shareholder value
Source:BradCleoypTy.rGigahlet,©M2a0n0a1gibnyg CThusetoMmceGr rVaawlu-eH(iNlleCwoYmoprka:nTiehse, FInrece. PArellsrs,ig1h9t9s4r)e, spe. r1v9e.d.
Transaction cost
Life cycle cost
Risk
McGraw-Hill/Irwin
Perceived benefit Perceived sacrifice
Expected customer
value
Source: Earl Naumann, Creating Customer Value: The Path to Sustainable Competitive Advantage (Cincinnati, OCHo:pTyhroimghsot n©E2x0e0c1utbivyeTPhreesMs, c1G99r5a)w, p-H. 1i0ll3C. ompanies, Inc. All rights reserved.
Calculating CVA
17-9
THE VALUE QUESTION
– Considering the products and services that you purchased. How would you rate them as being worth what you paid for them?