某物流公司供应链管理[英文版].pptx
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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.
供应链管理英文ppt chopra_scm5_ch09
Copyright ©2013 Pearson Education, Inc. publishing as PrΒιβλιοθήκη ntice Hall.9-2
Responding to Predictable Variability in a Supply Chain
• Predictable variability is change in demand
capacity to vary with seasonal variation in demand or enough capacity to cover peak demand during season
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
Cost $10/unit $2/unit/month $5/unit/month $300/worker $500/worker 4/unit $4/hour $6/hour $30/unit
Table 9-1
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
• Managing inventory
– Using common components across multiple products – Build inventory of high demand or predictable demand
products
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
Profit over planning horizon = $217,725
专业英语物流与供应链管理ppt课件
边沿利润和资产转换对ROI的影响
Profit Sales
(Margin)
无差别曲线 indifference curve
Sales
Capital employed
(Asset turn)
20% ROI 15% ROI 10% ROI
无差别曲线是用来表示两种商品的不同数量 的组合给消费者所带来的成效完全一样的 一条曲线。 无差别曲线具有四个重要特征：第一，无 差别曲线是一条向右下方倾斜的曲线，其 斜率为负值。第二，在同一平面图上可以 有无数条无差别曲线。第三，在同一平面 图上，恣意两条无差别曲线不能相交。第 四，无差别曲线是一条凸向原点的线。
指出总本钱分析的根本原理，以物流为导向 的系统的本钱核算体系及其合理运作应具备 的条件。
This chapter
Outlines the many ways in which logistics management can impact on overall return on investment and ultimately, shareholder value.
核算体系该当根据不同客户种 类、不同细分市场、不同配送 渠道进展单独的本钱与收益分 析。
How to operate the principles
To operationalize these principles requires an ‘output’ orientation to costing.
Highlights the need to identify the cost drivers in the logistics pipeline and to replace traditional forms of cost allocation with more appropriate methods.
Profit Sales
(Margin)
无差别曲线 indifference curve
Sales
Capital employed
(Asset turn)
20% ROI 15% ROI 10% ROI
无差别曲线是用来表示两种商品的不同数量 的组合给消费者所带来的成效完全一样的 一条曲线。 无差别曲线具有四个重要特征：第一，无 差别曲线是一条向右下方倾斜的曲线，其 斜率为负值。第二，在同一平面图上可以 有无数条无差别曲线。第三，在同一平面 图上，恣意两条无差别曲线不能相交。第 四，无差别曲线是一条凸向原点的线。
指出总本钱分析的根本原理，以物流为导向 的系统的本钱核算体系及其合理运作应具备 的条件。
This chapter
Outlines the many ways in which logistics management can impact on overall return on investment and ultimately, shareholder value.
核算体系该当根据不同客户种 类、不同细分市场、不同配送 渠道进展单独的本钱与收益分 析。
How to operate the principles
To operationalize these principles requires an ‘output’ orientation to costing.
Highlights the need to identify the cost drivers in the logistics pipeline and to replace traditional forms of cost allocation with more appropriate methods.
物流专业英语UnitSupplychainPPT课件
What is supply chain management? Supply chain management (SCM) is concerned with the
integration, coordination and control of the flow of material, information and finances in supply chains.
产品是指一个单位在业务过程中向市场供应的物品(wùpǐn)。在下 面的生产品供应链中，产品指的是最终落入消费者手中的物品 (wùpǐn)。（未完再续）
第第1十5五页页，/共共444页4。页
（Continued续）It may be a new car, a television set, a tin of beans, etc. Other possible products include new buildings, roads or transport services and there will be associated with each of these a supply chain that describes the process by which they are delivered to the buyer.
第第2二1十页一页/，共共444页4。页
1. Answer the following questions in English:
第第2二2十页二页/，共共444页4。页
1）What is the definition of a supply chain?
A supply chain is a complex logistics system in which raw materials are converted into finished products and then distributed to end users (consumers or companies)
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
Supply Chain Logistics Management 供应链与物流管理PPT课件04供应链管理物流方案
利润（第二利润）的潜力越来越小，在此情况下，人 们把挖掘利润的潜力主要转向流通领域的物流方面， 人们通过降低物流费用，可以有效地增加利润（第三 Supply Chain & Logistics Management 利润）。
12
© Dept. of Industrial Engineering 2007
5．后勤理论
后勤理论认为物流活动主要是为其他经济活动的后勤
保障，它对其他经济活动的顺利进行有着非常重要的
作用。后勤理论认为，后勤活动研究的内容主要包括： 订单处理、运输、仓库和储存、物料采购、备件和维 修服务保障、工业包装、存货控制、需求预测、客户 服务、工厂和仓库布局、配送网络、退货处理、废弃 Supply Chain & Logistics Management
经营活动
资 材 料 市 场 资产取得 生产活 动 生产活动
销售活动
消 费 市 场
采购物流
生产物流 （狭义物流） （广义物流）
销售物流
Supply Chain & Logistics Management
物流概念
7
© Dept. of Industrial Engineering 2007
Supply Chain & Logistics Management
Supply Chain & Logistics Management
课程内容
第一部分 供应链管理基础 1 供应链管理概论 第二部分 供应链管理理论 2 供应链管理库存理论 3 供应链管理采购理论 4 供应链管理物流理论 第三部分 供应链管理技术 6 供应链业务流程重组 7 供应链网络优化 8 供应链绩效评价 9 Petri网供应链建模技术 10 供应链信息标准化技术
12
© Dept. of Industrial Engineering 2007
5．后勤理论
后勤理论认为物流活动主要是为其他经济活动的后勤
保障，它对其他经济活动的顺利进行有着非常重要的
作用。后勤理论认为，后勤活动研究的内容主要包括： 订单处理、运输、仓库和储存、物料采购、备件和维 修服务保障、工业包装、存货控制、需求预测、客户 服务、工厂和仓库布局、配送网络、退货处理、废弃 Supply Chain & Logistics Management
经营活动
资 材 料 市 场 资产取得 生产活 动 生产活动
销售活动
消 费 市 场
采购物流
生产物流 （狭义物流） （广义物流）
销售物流
Supply Chain & Logistics Management
物流概念
7
© Dept. of Industrial Engineering 2007
Supply Chain & Logistics Management
Supply Chain & Logistics Management
课程内容
第一部分 供应链管理基础 1 供应链管理概论 第二部分 供应链管理理论 2 供应链管理库存理论 3 供应链管理采购理论 4 供应链管理物流理论 第三部分 供应链管理技术 6 供应链业务流程重组 7 供应链网络优化 8 供应链绩效评价 9 Petri网供应链建模技术 10 供应链信息标准化技术
物流与供应链管理(英文版)PPT课件(73页)
The objective should be to establish a chain of customers that links people at all levels in the organization directly or indirectly to the marketplace.
Chapter 2
The customer service dimension
Outline
The marketing and logistics interface What is customer service? Customer service and customer retention Service-driven logistics systems Setting customer service priorities Setting service standards Summary
从顾客角度出发，强调理解多重服务要素 的重要性。
Explains of the importance of customer retention and the life time value of a customer.
解释客户保持与客户终身价值的重要性。
Outlines the idea of a service-driven logistics system based upon identified service priorities and a customer based segmentation according to service requirement.
1.Pre-transaction elements
2.Transaction elements
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
某物流公司供应链管理[英文版](ppt 20页)
](https://img.taocdn.com/s3/m/b94e12be9e31433239689382.png)
Auto Logistics and Supply Chain Management Summit
The Practice of VMI in China
陈晖 中国物流公司 执行总裁
1
Agenda
Our understanding of the automotive logistics needs What is VMI – definition, procedures and benefits Challenges of VMI in China Case study Brief introduction to China Logistics Company
Suppliers
B2B
Manufacturing Direct Delivery
Exchange
Source: Lehman Brothers, A.T. Kearney Analysis
5
Third-party logistics providers (3PLs) can directly, or through a partner network, provide a range of services
• It was the role of the logistics providers to
ensure a just-in-time supply of
Manufacturing Warehouse Wholesale/Retail
components
“Demand-pull” Logistics Chain
Service Parts Distribution Center
Dealer/
Service Station
The Practice of VMI in China
陈晖 中国物流公司 执行总裁
1
Agenda
Our understanding of the automotive logistics needs What is VMI – definition, procedures and benefits Challenges of VMI in China Case study Brief introduction to China Logistics Company
Suppliers
B2B
Manufacturing Direct Delivery
Exchange
Source: Lehman Brothers, A.T. Kearney Analysis
5
Third-party logistics providers (3PLs) can directly, or through a partner network, provide a range of services
• It was the role of the logistics providers to
ensure a just-in-time supply of
Manufacturing Warehouse Wholesale/Retail
components
“Demand-pull” Logistics Chain
Service Parts Distribution Center
Dealer/
Service Station
某物流公司供应链管理[英文版](ppt 20页)
](https://img.taocdn.com/s3/m/92c9dc72fe4733687f21aa16.png)
Service Parts Distribution Center
Dealer/
Service Station
3
Supply chain management (SCM) is the strategic management tool that coordinates the material and information flows across the value chain to support adaptiveness
4
“Demand-pull” value chain requires the companies to be flexible and able to “control” a large part or the entire supply chain
Suppliers
“Supply-push” Logistics
2. The manufacturer sends product activity data to the supplier. This product activity is based on warehouse movement of product consumed at the assembly line level.
Suppliers
B2B
Manufacturing Direct Delivery
Exchange
Source: Lehman Brothers, A.T. Kearney Analysis
5
Third-party logistics providers (3PLs) can directly, or through a partner network, provide a range of services
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
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Suppliers
B2B
Manufacturing Direct Delivery
Exchange
Source: Lehman Brothers, A.T. Kearney Analysis
5
Third-party logistics providers (3PLs) can directly, or through a partner network, provide a range of services
Freight and Distribution Coordination
• Overall freight coordination • Full load truck carrying • Less-than-load truck carrying • Small lot (less than 150 pounds) carrying • Order consolidation • Delivery scheduling • Expediting special / rush orders • Returning and reprocessing undeliverable orders • Delivery tracing • Performance and exception monitoring and reporting
• It was the role of the logistics providers to
ensure a just-in-time supply of
Manufacturing Warehouse Wholesale/Retail
components
“Demand-pull” Logistics Chain
Service Parts Distribution Center
Dealer/
Service Station
3
Supply chain management (SCM) is the strategic management tool that coordinates the material and information flows across the value chain to support adaptiveness
4
“Demand-pull” value chain requires the companies to be flexible and able to “control” a large part or the entire supply chain
Suppliers
“Supply-push” Logistics
Auto Logistics and Supply Chain Management Summit
The Practice of Vgenda
Our understanding of the automotive logistics needs What is VMI – definition, procedures and benefits Challenges of VMI in China Case study Brief introduction to China Logistics Company
Warehousing and Inventory Management
• Overall inventory management • Optimizing supplier order schedules • Optimizing dealer order schedules • Certification of incoming shipments • Bar coding • Performance and exception monitoring and reporting • Tracking and Reporting Systems accessible via Internet • Material Resource Planning
2
Our understanding of the automotive logistics needs
An automotive OEM’s logistics needs cover both inbound and outbound operations of parts and finished vehicles
Bonded Warehouse for Import Parts
Consolidation and Loading Center
Suppliers
Logistics for Production Parts Logistics for Complete Vehicles
Plant
Dealer
Logistics for Service Parts
Procurement
• Procurement • Payables management • Supplier payment and consolidated invoicing • Vendor performance monitoring and exception
reporting • Joint process improvement with vendors
Demand indirectly drives manufacturing volume through forecasts
Chain
• The rate of supply was set by the
manufacturer in advance, based on
expected demand
Manufacturing driven by actual demand
• The rate of manufacture is determined on a real-time basis by the rate of demand
• While this model is more efficient, it requires perfect integration of all logistics operations within one process