![供應(yīng)鏈競爭英文_第1頁](http://file3.renrendoc.com/fileroot_temp3/2022-1/2/cc1fde1e-8189-425a-ba33-556c2316c74f/cc1fde1e-8189-425a-ba33-556c2316c74f1.gif)
![供應(yīng)鏈競爭英文_第2頁](http://file3.renrendoc.com/fileroot_temp3/2022-1/2/cc1fde1e-8189-425a-ba33-556c2316c74f/cc1fde1e-8189-425a-ba33-556c2316c74f2.gif)
![供應(yīng)鏈競爭英文_第3頁](http://file3.renrendoc.com/fileroot_temp3/2022-1/2/cc1fde1e-8189-425a-ba33-556c2316c74f/cc1fde1e-8189-425a-ba33-556c2316c74f3.gif)
![供應(yīng)鏈競爭英文_第4頁](http://file3.renrendoc.com/fileroot_temp3/2022-1/2/cc1fde1e-8189-425a-ba33-556c2316c74f/cc1fde1e-8189-425a-ba33-556c2316c74f4.gif)
![供應(yīng)鏈競爭英文_第5頁](http://file3.renrendoc.com/fileroot_temp3/2022-1/2/cc1fde1e-8189-425a-ba33-556c2316c74f/cc1fde1e-8189-425a-ba33-556c2316c74f5.gif)
版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請進(jìn)行舉報(bào)或認(rèn)領(lǐng)
文檔簡介
1、BLAIR R WILLIAMSProfessor and Director, Polytechnic University.Brooklyn, New Y 718-260-3835OBJECTIVE:TO HELP YOU DETERMINE IF YOUR COMPANY HAS A COMPETITIVE SUPPLY CHAIN.OUTLINE:uELEMENTS OF A SUPPLY CHAINuSCOR MODEL AND METRICSuBENCHMARKING uIMPLICATIONS u BEST PRACTICESuINFORMATION SOURCESuA SUPPL
2、Y CHAIN COVERS THE FLOW OF MATERIALS, INFORMATION AND CASH ACROSS THE ENTIRE ENTERPRISEuSUPPLY CHAIN MANAGEMENT IS THE INTEGRATED PROCESS OF PLANNING, SOURCING, MAKING AND DELIVERING PRODUCT, FROM RAW MATERIAL TO END CUSTOMERSUPPLY CHAIN INFRASTRUCTURE TRANSFER OF INFORMATION, MATERIALS AND CASHDEMA
3、ND MANAGEMENT CUSTOMER ORDER MANAGEMENT PROCESS FORECASTING CUSTOMER PARTNERSHIPSSOURCINGSELECTING, QUALIFYING, PARTNERING, MEASURING AND PROVIDING FEEDBACK TO KEY SUPPLIERSuSUPPLY OR MANUFACTURING PROCESSFACTORY SCHEDULINGINVENTORY MANAGEMENTLEAD TIME REDUCTIONuLOGISTICAL PROCESSTRANSPORTATION, WAR
4、EHOUSING, DISTRIBUTION, DELIVERYuGLOBAL PERFOMANCE MEASUREMENTS - SCORuSCC IS AN INTERNATIONAL PROFESSIONAL BODY FOR SUPPLY CHAIN MANAGEMENT (SCM) SYSTEMS AND PRACTICESuDEVELOPED AND ENDORSED THE SCOR (SUPPLY CHAIN OPERATIONS REFERENCE MODEL) AS A CROSS INDUSTRY STANDARD FOR SCMAEROSPACE AND DEFENCE
5、COMPUTERS & ELECTRONICS EQUIPMENTPHARMACEUTICALS & CHEMICALSUTILITIES - TELECOMMUNICATIONSRETAIL - CONSUMER PACKAGED GOODSDEFENSE AND INDUSTRIALSEMICONDUCTORSuBUSINESS PROCESS REENINEERINGAS IS TO TO BEuMETRICS uBENCHMARKINGuIMPLICATIONSuBEST PRACTICE ANALYSISuPROCESS REFERENCE MODELBASED ON
6、 BEST IN CLASS RESULTSCHARACTERIZE MANAGEMENT PRACTICESIDENTIFY SOFTWARE SOLUTIONSuDELIVERY PERFORMANCEuPERFECT ORDER FULFILLMENTuPRODUCTION FLEXIBILITYuTOTAL SUPPLY CHAIN MANAGEMENT COSTuMATERIAL ACQUISITION COSTuCASH TO CASH CYCLE TIMEuTOTAL INVENTORY DAYS OF SUPPLYuASSET TURNSuDELIVERY PERFORMANC
7、E - %THE PERCENTAGE OF ORDERS THAT ARE FULFILLED ON OR BEFORE THE CUSTOMERS REQUESTED DATEuPERFECT ORDER FULFILLMENT - %DELIVERED COMPLETE WITH ALL ITEMS ON THE ORDER IN THE QUANTITY REQUESTEDDELIVERED ON TIME TO CUSTOMERS REQUEST DATEDELIVERED IN PERFECT CONDITION WITH THE CORRECT CONFIGURATION AND
8、 COMPLETE & ACCURATE DOCUMENTATIONuPRODUCTION FLEXIBILITY - DAYSTHE NUMBER OF DAYS REQUIRED TO ACHIEVE AN UNPLANNED, SUSTAINABLE 20% INCREASE IN PRODUCTIONuTOTAL SUPPLY CHAIN MANAGEMENT COST - $sSUM OF COSTS OF:ORDER MANAGEMENTMATERIALS ACQUISITIONINVENTORY CARRYINGSUPPLY CHAIN - FINANCE, PLANNI
9、NG AND MIS uMATERIAL ACQUISITION COST - $sSUM OF COSTS TO MANAGE:COMMODITY MANAGEMENT & PLANNING SUPPLIER QUALITY ENGG. INBOUND FREIGHT & DUTIESRECEIVING AND MATERIAL STORAGEINCOMING INSPECTIONMATERIAL PROCESS ENGG. & TOOLINGuCASH TO CASH CYCLE TIME - DAYSTHE NUMBER OF DAYS BETWEEN PAYIN
10、G FOR RAW MATERIALS AND GETTING PAID FOR PRODUCT, AS CALCULATED BY:INVENTORY DAYS OF SUPPLY PLUS DAYS OF SALES OUTSTANDING (RECEIVABLES)MINUS AVERAGE PAYMENT PERIOD FOR MATERIAL (PAYABLES)C to CC TIME = INV DAYS + DAYS REC DAYS PAYuTOTAL INVENTORY DAYS OF SUPPLY(THE AVERAGE COST OF INVENTORY DIVIDED
11、 BY THE COST OF GOODS SOLD) TIMES 365TOTAL INVENTORY DAYS SUPPLY = INVENTORY x 365COGSuASSET TURNS NUMBERTOTAL REVENUE DIVIDED BY TOTAL ASSETS = TOTAL REVENUE TOTAL ASSETSuDELIVERY PERFORMANCE TO REQUEST % (8/2000) BIC Aver MedianPharmas and Chemical98.978.491.9Computers82.856.458.8Consumer Packaged
12、 Goods98.472.384.4Defense and Industrial98.069.471.7Electronic Equipment97.467.674.2Semiconductors84.562.064.8Telecommunications94.863.472.6uRANGE 62% TO 98% ( 20 to 30 % points per Industry Group)uIMPLICATIONS MOST FUNDAMENTAL MEASUREMENT OF CUSTOMER SATISFACTIONINDICATES HOW WELL THE SUPPLY CHAIN
13、IS CONFIGURED & INTEGRATEDuBEST PRACTICESORDER TRACKING SYSTEMS TO COMPARE REQUESTED VS ACTUAL DATES AT LINE ITEM LEVELDEMAND VISIBILITY TO SUPPLIERSCONSOLIDATION, PACKING AND DELIVERY OUTSOURCED. DELIVERY DIRECTLY TO CUSTOMER POINT OF USEON LINE ATP AND ORDER STATUS AVAIL TO CUSTOMERuUPSIDE PRO
14、DUCTION FLEXIBILITY (8/2000)DAYSBICAverMedianPharmas and Chemical18.4229.3 120 Computers9.753.438.5Consumer Packaged Goods9.4144.8 60.0Defense and Industrial16.796.136.0Electronic Equipment9.073.360.0Semiconductors30.0188.5 175.0Telecommunications9.641.730.0uRANGE 9 to 230 DAYS (6 to 10 times within
15、 Industry Group)uIMPLICATIONS MEASURE OF COMPANYS SUPPLY FLEXIBILIYINCREASE IN PRODUCTION WITHOUT CAPITAL INVESTMENTuBEST PRACTICESEFFECTIVE SUPPLIER PARTNERSHIPSSYNCHRONIZING OPERATIONS ACROSS THE COMPANY TO REDUCE RAMP TIMEHIGH PERFORMANCE MANUFACTURING TECHNIQUES DEMAND PULL, CELLULAR MFG, MULTI
16、SKILLED FORCEBUILD/CONFIGURE TO ORDER MODULAR DESIGNuTOTAL SUPPLY CHAIN MANAGEMENT COSTS (8/2000)% OF REVENUEBICAverMedianPharmas and Chemical5.010.311.2Computers4.39.48.4Consumer Package Goods 4.111.39.1Defense and Industrial3.29.48.9Electronic Equipment5.111.411.4SemiconductorsTelecommunications3.
17、78.68.2uRANGE 3 to 11% ( double within Industry Groups)uIMPLICATIONS 1 BILLION DOLLAR COMPANY WILL SAVE $50 million (5%) PER YEAR, IN SUPPLY CHAIN MANAGEMENT COSTS, OVER THEIR COMPETITIONuBEST PRACTICESSCM VIEWED AS CRITICAL PROCESS AND INTEGRATED INTO BUSINESS PLANNING PROCESSSINGLE EXECUTIVE OVERA
18、LL RESPONSIBILITYON LINE EDI AND PURCHASINGPAY ON RECEIPT (ELIMINATE RECONCILIATION OF INVOICES)uMATERIAL ACQUISITION COST 1996 % OF REVENUEBICAverMedianPharmas and Chemical 0.51.3Computers & Electronics 1.01.7Consumer Package Goods 1.11.7Defense and Industrial1.02.6Semiconductors0.51.3Telecommu
19、nications1.01.9Automotive1.83.5uRANGE 0.4 to 3.5% (double across industry groups)uIMPLICATION A 1 BILLION $ CO. SAVES $10 MILLION (1%) PER YEAR IN MATERIAL BUYING COSTS PURCHASING, QUALITY AND DEVELOPMENTuBEST PRACTICES SUPPLIER PARTNERSHIPSKEY SUPPLIERS ON PRODUCT DEVELOPMENT TEAMSCERTIFIED SUPPLIE
20、RS DELIVER AT POINT OF USECOMMODITY TEAMS FOCUS ON STRATEGIC PROCUREMENT ISSUESuCASHtoCASH CYCLE TIME (8/2000) DAYS BICAverMedianPharmas and Chemical31.3120.2 96.8Computers27.562.151.5Consumer Package Goods 19.977.063.6Defense and Industrial20.870.367.1Electronic Equipment31.6116.3 103.1Semiconducto
21、rs49.4110.3 104.5Telecommunications19.490.585.8uRANGE 20 to 120 days ( 2 to 4 times within Industry Groups)uIMPLICATIONS 50% TO 75% OF WORKING CAPITAL BECOMES AVAILABLE TO COMPANIES TO INVEST uBEST PRACTICES CASH-RELEASE AGREEMENT FOR BLANKET ORDERSTHIRD PARTY RECONCILIATION AND PAYMENT OF RECEIVABL
22、ESABILITY TO MAINTAIN LOWER INVENTORY LEVELSuINVENTORY DAYS OF SUPPLY (BIC&Median96, Av.98)DAYSBICAver MedianPharmas and Chemical102120160Chemical375460Computers313876Consumer Packaged Goods72Defense and Industrial558085Electronic Equipment3177Semiconductors4976Telecommunications508095uRANGE 20 to 120 days (3 to 4 times within Industry Groups)uIMPLICATIONSFOR A 1 BILLION $ CO., WITH COGS OF 500 MILLION, DIFFERENCE OF 50 DAYS IS $100 MILLION!SUPPLIERS SELECTED ON TOTAL COST OF OWNERSHIP (TCO), NOT JUST PURCHASE PRICEuBEST PRACTICESAUTO REPLENISHMENT Ex. VMIVISIBILITY OF DEMAND TO
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會(huì)有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫網(wǎng)僅提供信息存儲(chǔ)空間,僅對(duì)用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對(duì)用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對(duì)任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的傷害或損失。
最新文檔
- 淺談EPC總承包模式下的造價(jià)管理與控制
- 2025年度住宅小區(qū)綠化工程承包合同范本-@-1
- 2025年新能源車輛配送及維護(hù)保養(yǎng)服務(wù)合同
- 勞務(wù)合同范本內(nèi)容
- 個(gè)人信譽(yù)合同范例
- 借款合同范例匯編
- 勞動(dòng)終止合同范例
- 上海個(gè)人租賃合同范本
- 個(gè)人吊車轉(zhuǎn)讓合同范本
- 企業(yè)藥品采購合同范例
- 胎膜早破的護(hù)理PPT
- GB/T 308.1-2013滾動(dòng)軸承球第1部分:鋼球
- GB/T 1096-2003普通型平鍵
- 新員工入場安全教育培訓(xùn)課件
- 優(yōu)秀員工榮譽(yù)證書模板
- 2023機(jī)械工程師考試試題及答案
- 精選裝飾工程室內(nèi)拆除專項(xiàng)施工方案
- 2022年二年級(jí)生命安全教育教案
- 豐田汽車戰(zhàn)略規(guī)劃與戰(zhàn)略管理體系研究(2021)
- 公共政策學(xué)(第三版)-課件
- 文物保護(hù)項(xiàng)目可行性研究報(bào)告
評(píng)論
0/150
提交評(píng)論