區(qū)域供應(yīng)鏈的課程(ppt)
DELIVER in Asia
Regional Supply Chain course
October 3rd, 2001
Today ...
Context
The basics
The opportunities
Vision
Outsourcing, VMI, inventory planning
DELIVER CoP
The future??

First, some pictures of a supply chain

Advice on DELIVER
Get the basics right
Ordering, Delivery, Billing

Do the sexy stuff
Integration and synchronisation
VMI, e-Business, CPFR
The basics have to be in place
Customer Service
Cost: %Overdue
Service: lead time, ease of ordering
Quality:#CNs due to error, invoicing accuracy

Warehousing/Distribution
Cost: %NPS
Service: %case fill, %order fill, IRA
Quality: %rejects, %returns, %damages
KPIs are the key
KPIs are the key
The Opportunities in DELIVER
The SEA VCA 2000 study -Laundry Cost saving

World Class Supply Chain
Functional Excellence
Organisation focused on functional excellence
Information optimised to facilitate functional excellence
Many small customers and suppliers
Service and Integration
Organisation manages business through multi-functional teams, exploiting functional excellence whilst focusing on immediate upstream and downstream customers
Information requirements optimised for management of internal organisation
Customer base predominantly key account (>60% Volume weighted)
Key supplier consolidation - relationship management
Integrated Network and Collaboration
Organisation focus on extended Supply Chain (Customers and Suppliers)
Information shared with all parties in the extended Supply Chain
High percentage of business in a few key accounts
Supplier base consolidated - partnership management
Phase III (Integrated Network and Collaboration)
Some quoted benefits
Cisco, Intel, TNT, Kodak, Nestle, P&G:

Cost savings:
"75% reduction in errors”
"12,000 engineers saved”
"45% inventory reductions”

Growth opportunities:
"40% more orders in same time”
"1 week product development cycle reduction”
"reduce product lead times by 50-70%”
"order cycle times cut from 6-8 weeks to 1-3 weeks"
One way of looking at DELIVER
Different categories, different demand strategies
DELIVER focus
Outsourcing warehouses

Inventory target planning

VMI
Outsourcing
Third party logistics providers have ability to accelerate and drive change
Focus - It is their core business
Resources - Availability of “resource pool”
Expertise - Core competency
Experience - Did it before
Funds - Willingness to invest
Supply chain outsourcing criteria for choosing
Supply chain outsourcing actions for choosing
Supply Chain outsourcing
Advantages
Allows you to concentrate on core competencies
Allows experts to manage and develop processes, technology and people
accelerate change
Allows experts to leverage synergies within their industry
Provides improved customer service
Free up/generate capital
Disadvantages
hand-over can be mismanaged
potential for culture clash
unlikely to save you money in the short-term
potential for ‘us and them’
Outsourcing - the milestones
Outsourcing lessons learnt
Partnership essential

Communicate at all levels

HR Issues by far the most

Contract issues
Outsourcing partnership
DO
encourage an open environment, sharing risks and rewards
understand YOUR performance BEFORE you hand over
continue to measure cost, service, quality
COMMUNICATE: treat them as a department
DON’T
move the goal-posts
do their job for them
expect them to do things they do not have as their core competence
expect the 3PL to tell you when you’re wrong
Inventory target planning
Supply Chain Variables
Supplier Reliability
SSQR program
Delivery frequency
Production Reliablility
TPM / 5S
Forecast Reliability
Demand Plan Forecasting
Understand Safety Stock
SC Variable - Safety Stock
Used for hedging against uncertainty in
Supplier Reliability
Production Breakdown
Stock Inaccuracy
Forecasting Error
to achieve Stock Availability target
Systematic understanding of how much Safety Stock is required
Inventory Planning
Understand the Inventory Components
Forecast Accuracy
Sale Fluctuation
Production Cycle
Production Reliability
Supplier Reliability
Service Level target

Understand the nature of each products and how to set appropriate Inventory policy

Use simulation tool to model the effect each component has on the inventory level and service level

Set inventory level accordingly
VMI
Why bother doing VMI?
Objective is to efficiently replenish shelves
Forecasting is ALWAYS wrong
Buyers can get in the way
Bull-whip effect
Poor data gets in the way
Supply Chain improvements
Continuous Replenishment
Members of the supply chain working together to replenish products based on actual sales and forecasted product demand
VMI (Vendor Managed Inventory) is one of the means to continuous replenishment
vendor maintaining customer's stock according to target levels and service level
transfer of ownership in ordering process so to vendor
VMI Daily Process Flow
Cust3 promotional item Forecast Accuracy
Cust1 scorecard
Cust1 scorecard
Cust1 scorecard
Demand - the Bullwhip effect
Demand - reduce the bullwhip
DELIVER CoP
THAILAND
Priorities
Building new warehouse
CRP/VMI roll-out
CPFR pilot/s
EFT roll-out
Regional Planning/SAP APO
‘Phoenix’ replacement for distributor system
Opportunities
Regional Customer Service
Regional DELIVER best practice
INDONESIA
Priorities
Outsourcing and building warehouse with MNL
Balanced KPI scorecard
VMI with distributors
Working capital reduction
Opportunities
Regional Customer Service
Regional DELIVER best practice
SCD, CD, TD, SD organisation complexity
PHILIPPINES
Priorities
Outsourcing and building warehouse with Li & Fung Distribution
SDIS for GT/ Electronic Call Sheet for SST -- Secondary Sales Capture for Demand Signal
ECR SC Diagnostics tool
ECR VMI pilots
ECR EDI leadership
ECR Synchronised production (“Everything, Everyweek”)
ECR Cash flow/EFT
Regional Planning (SAP APO)
Customer Service Help Desk
Opportunities
Regional customer service
Regional SC organisation
MUs separate from profit responsible SUs
Regional CoP - Deliver
To work together to share leading practice and accelerate the achievements of truly World Class Delivery Operation in Asia

Members are Customer Service and Warehouse Distribution Managers from EAPR and China with a representative from India
DELIVER CoP funnel
DELIVER CoP projects
Regional Logistics Providers

KPI and Benchmarking

Pallet pooling

Distribution Network Optimisation
DELIVER CoP Benchmarking
DELIVER CoP Benchmarking
And the future is ...
B2B Exchanges
Exchanges all offer ...
Product Development
Product design
pre-production approval
e-Procurement
Negotiations & Auctions
Order execution
Demand Aggregation
catalogue
RFx
Supply Chain
Supply Chain Visibility
CPFR
Conclusions
The fastest changing area?
Get the basics right
Ordering, Delivery, Billing
Supply Chain integration
VMI, Outsourcing, inventory planning
e-Supply Chain
Some additional resources
Unilever Supply Chain Knowledge Centre
http://sckc.research.unilever.com/
The Supply Chain Council (SCOR)
http://www.supply-chain.org/
EAP Supply Chain site
http://eapcsupplychain.eap.unilever.com/
Exchanges
http://exchanges.unilever.com/
ECR
http://www.globalscorecard.net/
http://www.ecrasia.com/

區(qū)域供應(yīng)鏈的課程(ppt)