开拓员工思维材料.ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Automotive Best Practices Forum,Supply Chain Management,0,WELCOME!,Todays meeting will focus on the results of the,Supply Chain Management,Assessment,completed by 22 automotive supplier executives and 3 vehicle manufacturer executives.,Introduction,1,Table of Contents,Introduction4-13,Supply Chain Management14-21,Definitions and Strategy22-32,Understanding Expectations33-38,Supply Chain Management39-47,Performance Measurement48-55,Technology Solutions56-60,SCM Opportunities61-72,Page Number,2,Industry Forces and Issues,Introduction,The automotive supply chain is going through a period of unprecedented change in order to meet increasing consumer expectations with regard to price,delivery,and product customization.The managing of the supply chain pipeline is therefore faced with a number of key issues including;,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,3,Introduction,Define supply chain management and its components,Understand the elements of a supply chain strategy,Position the role of a supply chain executive,Identify the elements of supply chain management,Understand the role of information technology applications,Identify how to utilize performance measures in the supply chain process,Understand how to use best practices and benchmarking in support of supply chain management,Understand role of customers,suppliers,and third parties for collaborative support.,Todays Objectives,4,The integrated supply chain concept has gone through three distinct phases.,“,Push”era focused on distribution of finished goods,Managed WIP,raw materials,and finished goods as separate functions,Mgmt required production to be balanced with customer requirements,Phase I,1960-1975,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”channel,Phase II,1975-1990,Significant productivity increases could only be realized through managing relationships,information and material flow across enterprise borders,Recognized the“delivery of enhanced customers and economic value through the synchronized management of the flow of physical goods and associated information from sourcing to consumption”,Phase III,late 80s-present,Source:Bernard,LaLonde,professor emeritus of logistics at Ohio State University,History of SCM,SCM Overview,5,The following represent some of the other initiatives which have either helped develop or have been spawned from the SCM movement,Agile,Manufacturing,Efficient,Consumer,Response,Total,Quality,Management,Directives,Channel,Management,Shared,Services,Constraint,Based,Scheduling,Channel,Integration,Value,Chain,(extended),Flow,Replenishment/,Fluid,Distribution,Distribution,Resource,Planning,Vendor,Managed,Inventory,Theory of,Constraints,Change,Based,Strategy,Vendor,Managed,Inventory,(VMI),Flexible,Manufacturing,Time based mfg.,/logistics,Continuous,Replenishment,Planning(CRP),Quick,Response(QR),Reverse,Flow Logistics,Theory of,Constraints,Synchronous,Manufacturing,Just-in-time,(JIT),Third Party,Logistics(3PL),Flexible,Distribution,Category,Management,Continuous,Replenishment,Planning,SCM Related Concepts,SCM Overview,Just-in-time,(JIT),Total,Quality,Management,Synchronous,Manufacturing,Theory of,Constraints,6,Value,Complexity,Functional“Silos”,Virtual Extended Chains,Integrated Internal Supply Chain,Integrated External Supply Chain,Select Vendor/Customer Collaboration,Selected Cross-functional Teaming,Internally Focused Optimization,COLLABORATION,PULL,PUSH,SCM Continuum,Supply Chain Continuum,SCM Overview,7,A survey conducted on supply chain essentials resulted in a management response from 451 companies in 25 countries,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,Only 13%rated their ability to communicate with customers on forecasting as strong,1.,Planning and deploying inventory effectively,2.Providing predictable delivery performance,3.Creating new products and services,4.Reducing order fulfillment cycle time,5.,Having products in stock,6.Decreasing manufacturing cycle time,7.Reducing transportation costs,8.Reducing customer returns,9.Communicating electronically with customers and suppliers,Top Supply Chain Essentials,Source:1997 KPMG/Northwestern Supply Chain Study,Current State of SCM Movement,SCM Overview,8,Degree of Completion,The majority of companies are implementing supply chain initiatives.This figure has increased dramatically from 10%reported in 1996.,Question 3,5%,35%,60%,0%,0%,0%,0%,10%,20%,30%,40%,50%,60%,70%,80%,90%,100,%,Improvement initiatives are complete,Plan to begin addressing initiatives beyond 2000,No initiatives or opportunities planned,Plan to begin addressing initiatives during 1999,Currently evaluating improvement opportunities,Currently implementing an improvement initiative(s),%,of Respondents,SCM Overview,9,There are many approaches,concepts,models,and ideologies developed to describe SCM,Plan,Source,Make,Deliver,Buys from Manufacturer/Wholesaler,Stores in warehouses,Moves it to Retailers,Stores it on shelves,Sells it to,Customers,Supplier,Whouse,Whouse,Retail,Retail,Customer,Trucks,SCM Approaches,SCM Overview,10,Source,This portion of the model pertains to procurement of goods(raw materials,semi-finished,or finished)and services.Partnership building,strategic sourcing,organization compatibility,technological capabilities,and commitments to continuous improvement are all important elements.,Produce,This section of the model addresses the physical manufacturing process and any corresponding constraints,if applicable.Production scheduling,labor scheduling,and minimizing downtime and setup costs are all key factors in the production process and supply chain management.More importantly,the coordination of these efforts with other functional areas of a company must be evaluated to ensure the greatest supply chain efficiency.,Store,The Store segment of the model refers to receiving and shipping practices,inventory management,warehouse management,and selection of products for distribution.Internal vs.outsourcing alternatives,process flows,layouts,and storage-density practices must be evaluated in terms of cost,quality,and speed.The economic and competitive consequences of various warehousing strategies must be analyzed to ensure a better return on assets and long-term,bottom-line impact.,Supply Chain Model,SCM Overview,11,Plan,Disciplined planning is needed to maximize the coordination of supply chain functions.In addition,it is important that an overall strategic plan and goals exist in order to provide a common and uniform direction to the different operating functions.This information must be accurate,timely,and freely shared.Forecasting is part of the planning process,in addition to the integration and collaboration of processes and practices.,Transport,This section covers the movement of goods from the supplier to the production facility and/or distribution center and from the distribution center to the customer.Regulations,litigation,technology,relationships,customer expectations,and delivery alternatives are all important components.The right strategy,including partnering relationships,can differ dramatically from one market to the next.,Sell,Attracting,managing,and retaining customers is the main focus of the Selling section of the model.A better understanding of customers needs,goals and behavior can improve product development and delivery.Policies,procedures,processes,and systems are significant factors which must be examined in order to improve service and increase customer satisfaction.,Supply Chain Model,SCM Overview,12,Foster A Leadership Driven Supply Chain Strategy,Develop IT Strategy and Infrastructure,Assess,Customer,Needs&,Segments,Develop,Supply Chain,Structure,Align&MonitorKey,Performance,Indicators,The following model has been developed as a guide for discussing an effective supply chain management solution,Guiding Principles of SCM,Definition and Strategies,13,Develop IT Strategy and Infrastructure,Assess,Customer,Needs&,Segments,Develop,Supply Chain,Structure,Align&MonitorKey,Performance,Indicators,Foster A Leadership Driven Supply Chain Strategy,Develop a strategic vision aligned with customers,Focus on optimizing the entire supply chain,Identify goals and develop prioritization procedures,Maintain focus on“big-bang”goals but implement in stages,Lead from the top,Foster A LeadershipDriven SC Strategy,Definition and Strategies,14,SUPPLIER,DISTRIBUTION,CONSUMER,MANUFACTURING,CUSTOMER,What is the Supply Chain?,The supply chain is a compilation of activities,functions,and procedures which enable raw materials to be converted into products,delivered and consumed by end users.,Supply Chain Definition,Definition and Strategies,.,including functional activities,Information Technology,Sourcing,OrderProcessing,ProductionScheduling,Procurement,CustomerService,InventoryManagement,Transportation,Warehousing,15,What is Supply Chain Management(SCM)?,It is the coordination and integration of all these activities.,1.,The Supply Chain Council2.Supply Chain Management,“,From your suppliers supplier to your customers customer”,1,“The art of managing the flow of materials and products from source to user”,2,SUPPLIER,DISTRIBUTION,CONSUMER,MANUFACTURING,CUSTOMER,.,into a seamless process,Supply Chain Management Defined,Definition and Strategies,16,Supply Chain Management refers to,Managing the entire supply chain flow from raw material procurement,distribution to manufacturing facilities,processing finished goods,distribution to warehouses worldwide and to end customer.,Successful performance by all organizations and resources in the production and delivery of products and services to customers.,Extending company boundaries to supplier network through information sharing from concept to life of product-making suppliers an integral part of the company.,Use of pro-active material,acquisition planning supported by a tailored and benchmarked supply base.,Logistics includes the processes and activities of,Materials management such as forecasting,sourcing and purchasing,warehousing distribution and transportation.,Moving goods from supply points through the manufacturing process and to the customer.,Planning,obtaining,producing,and distributing material and products in the correct quantities.,The entire procurement distribution,inventory and warehouse system.,Getting products or services from the supplier to your door.,Supply Chain Management Defined,Definition and Strategies,Suppliers have many definitions of supply chain management.The key is to define it in terms of the activities that are crucial to the success of the supply chain process.,Questions 1,17,My Company has a well documented supply chain strategy 3.1,The supply chain strategy is directly linked to the corporate strategy 3.3,Supply Chain Strategy,In general most companies have high level goals and measures but lack implementation content such as budget and systems integration plans.,Questions 4&5,14%,18%,27%,36%,36%,36%,36%,36%,41%,41%,45%,59%,64%,68%,68%,0%,10%,20%,30%,40%,50%,60%,70%,80%,90%,100%,Facility Network Evaluation and Design,Third Party Relationship Management Plans,Warehousing Management Plan,Mission Statement,Manufacturing Requirements,Information Systems Integration,Budget and Investment Requirements,Competitive Environment,Transportation Management Requirements,Organizational Responsibilities,Inventory Management Requirements,Customer Requirements and Relationships,Sourcing/Procurement Requirements,Performance Measures,Performance Goals and Objectives,*,Level of Agreement,*,Where 1=Disagree,2=Somewhat Disagree,3=Neutral,4=Somewhat Agree,5=Agree,%,of Respondents,Definition and Strategies,18,Title:,Director or Vice President,Department:,Purchasing or Supply Chain Management,Responsibilities:,Supply Chain Executive Profile,Organizational Responsibilities,In general,Supply Chain executives are not responsible for customer facing sales activities or manufacturing,but rather traditional purchasing and logistical operations.,Most Common:,1.Sourcing and Purchasing(68%),2.Supply Chain Planning and Network Design(64%),3.Inventory Management(50%),4.Warehouse Operations Planning&Management(50%),Transportation(50%),Least Common,1.Manufacturing(14%),2.Linkages with Sales,Promotions and Marketing(14%),3.Packaging Design(18%),4.Sales Order Management(18%),Questions 11&12,19,Management of the Supply Chain,*,Where 1=Disagree,2=Somewhat Disagree,3=Neutral,4=Somewhat Agree,5=Agree,Senior executives are aware of the importance of Supply Chain Management but lack financial resources for implementation,Question 13,Senior executives are forward thinking and keep up with the latest management techniques for optimizing the supply chain and enhancing shareholder value.,1,2,3,4,5,Senior executives understand the complexities of optimizing supply chain performance and are willing to make the required investments.,Senior executives are dedicated to taking supply chain management from theory to practice.,Supply chain management is a top priority with senior executives.,Senior executives are keenly aware of the competitive advantage that can be gained through effective management of the supply chain process.,Supply chain management has elevated in importance and visibility due to increasing growth and profitability pressures.,4.2,3.8,3.5,3.6,3.3,3.2,Organizational Responsibilities,Level of agreement with regards to supply chain management:,20,Develop business unit strategies to support achievement of company objectives.,Appoint a supply chain executive to serve as a natural facilitator and integrator between the divergent needs of sales and manufacturing,quality and price,cost and service,and financial and qualitative measures.,Clearly define supply chain functions,processes,and activities and articulate throughout the organization.,Translate business unit strategies into supply chain strategies with quantifiable goals and objectives.,Identify critical processes essential to the achievement of the business strategy and g