供應(yīng)鏈管理：-對(duì)電子商務(wù)的基本(英文)課件

供應(yīng)鏈管理：對(duì)電子商務(wù)的基本(英文)供應(yīng)鏈管理：對(duì)電子商務(wù)的基本(英文)AgendaWhat’sDrivingtheSupplyChainande-BusinessExcitement?OverviewofSupplyChainManagement(SCM)andTechnologyOverviewofSCMIssuesSCMande-BusinessPracticesConclusionsAgendaWhat’sDrivingtheSupplManufacturersWholesaleDistributorsSuppliersCustomers

InformationFlowsGoodsFlowRetailersTheTraditionalSupplyChainManufacturersWholesaleDistribManufacturersWholesaleDistributorsSuppliersCustomers

InformationFlowsGoodsFlowFutureInternet-ConnectedSupplyChainSupplierExchangesCustomerExchangesLogisticsExchangesContractManufacturersLogisticsProvidersVirtualManufacturersRetailersManufacturersWholesaleDistribAPSande-businesstechnologysupportsbestSCMpracticesSCMwillallowUScompaniestoreapof$300Bto$400Bofsavings(1997:GDP$8.1T)3%to5%ofrevenuesavingsforbestSCMcompanies*50%reductionincash-to-cashcycle*17%improvementinmeetingcustomerdeliverydates**Source:PRTMIntegratedSupplyChainBenchmarkingStudy,1997MRPSCM

APSande-businessEvolutionofSCMTechnology

APSande-businesstechnology*Source:PRTMIntegratedSupplyChainBenchmarkingStudy,1997TypicalQuantifiedBenefitsfromIntegratedtheSupplyChain

DeliveryPerformance16%-28%ImprovementInventoryReduction25%-60%ImprovementFulfillmentCycleTime30%-50%ImprovementForecastAccuracy25%-80%ImprovementOverallProductivity10%-16%ImprovementLowerSupply-ChainCosts25%-50%ImprovementFillRates20%-30%ImprovementImprovedCapacityRealization10%-20%Improvement*Source:PRTMIntegratedSupplEnterprisefunctionalsiloswithconflictinggoalsPurchasingManufacturingDistributionCustomerService/SalesFewchange-oversStableschedulesLongrunlengthsHighinventoriesHighservicelevelsRegionalstocksSOURCEMAKEDELIVERSELL

Lowpur-chasepriceMultiplevendorsLowinvent-oriesLowtrans-portationOverviewofSCM-IssuesEnterprisefunctionalsiloswiInternalIntegrationandExternalCollaborationAreTheUnderlyingIssues LegacyApplicationsDoNotAlignWithDesiredInternalBusinessProcesses EDIIsPrevalent,MostlyForConnectingLargerSuppliersCompaniesAreFocusedonInternalIntegration,WithAnEyeTowardsTheExternalFindings:SupplyChainCouncil/AMRDiscreteManufacturingFocusGroupCycleTimeReductionsMoveManufacturersTowardsSupplierSynchronizationInternalIntegrationandExterManufacturerWholesaleDistributorsConsumersMulti-tierSuppliersRetailersSCMWillReduceVolatilityTimeSalesSalesTimeSalesTimeSalesTimeBullWhipEffectManufacturerWholesaleDistribuSCMdealslargelywithcross-functionalandinter-enterprisebusinessprocessestospeedproduct,informationandfundflowsupanddownasupplychainManufacturerDistributors/WholesalersConsumers

SuppliersRetailersGoodsFlowsInformationFlowsFundsFlowsOverviewofSCMSCMdealslargelywithcross-fSCMBusinessProcessesTechnologyhelpsenableavarietyofSCMbusinessprocessesPushtopullProcessorientationOptimizationPostponementMorefrequentplanningCollaborationSCMBusinessProcessesTechnoloMovefrompushtopullmanufacturingManufacturersDistributors/

WholesalersConsumersSuppliersRetailersManufacturersDistributors/

WholesalersConsumersSuppliersRetailers

Makewhatwewillsell,notsellwhatwewillmake!!

SCMande-BusinessPracticesMovefrompushtopullmanufacPurchasingManufacturingDistributionCustomerService/SalesAvailable-to-Promise(ATP)Capable-to-Promise(CTP)Movefromfunctionalsilostoprocess-orientedbusinessprocesses(e.g.,order-to-cash,cash-to-cash)IntegratedSalesandOperationsPlanning(S&OP)SOURCEMAKEDELIVERSELLSCMande-BusinessPracticesPurchasingManufacturingDistribOptimizationofallsupplychainactivitiesSupplyChainOptimizationSynchronized,ConcurrentPlanningDemandPlanningDistributionPlanningManufacturingPlanningProcurementPlanningSynchronized,SequentialPlanningForecastingDistributionPlanningManufacturingPlanningProcurementPlanningSCMande-BusinessPracticesOptimizationofallsupplychaPostponementMovetoMTO,ATOandCTOfromMTSFront-endAPSsuitessupport

ATP/CTPProductconfigurationBack-endintegrationtotransactionsystemsInternationalTradeLogisticsWarehouseManagementAdvancedPlanningScheduling

CustomerRelationshipManagementLogisticsManufacturingMaterialsManagementAccountingHumanResourcesERPEAISCMande-BusinessPracticesSCMPostponementInternationalWarehMorefrequentplanningmeansresponsivetochangingcustomerneedswhiledecreasinginventoriesTimeTimeAverageSupplyAverageSupplyPlanningCyclePlanningCycleSCMande-BusinessPracticesMorefrequentplanningmeansre-BusinesswillenablesupplychaincollaborationamongtradingpartnersManufacturerDistributors/WholesalersSuppliersRetailersCollaborativeDemandPlanningCollaborativeLogisticsPlanningTransportationservicesDistributioncenterservicesSynchronizedProductionSchedulingCollaborativeProductDevelopmentSCMande-BusinessPracticesLogisticsProviderse-BusinesswillenablesupplyConclusionsE-businesstechnologywillteardownthewallsinsidecompaniesWillalsoallowcompaniestodojointplanningandschedulingwiththeirsupplier’ssuppliersandcustomer’scustomersTheInternetwillhelpfostertherapidgrowthofdynamicsupplychaintradingcommunitiesConclusionsE-businesstechnolo供應(yīng)鏈管理：-對(duì)電子商務(wù)的基本(英文)課件供應(yīng)鏈管理：對(duì)電子商務(wù)的基本(英文)供應(yīng)鏈管理：對(duì)電子商務(wù)的基本(英文)AgendaWhat’sDrivingtheSupplyChainande-BusinessExcitement?OverviewofSupplyChainManagement(SCM)andTechnologyOverviewofSCMIssuesSCMande-BusinessPracticesConclusionsAgendaWhat’sDrivingtheSupplManufacturersWholesaleDistributorsSuppliersCustomers

InformationFlowsGoodsFlowRetailersTheTraditionalSupplyChainManufacturersWholesaleDistribManufacturersWholesaleDistributorsSuppliersCustomers

InformationFlowsGoodsFlowFutureInternet-ConnectedSupplyChainSupplierExchangesCustomerExchangesLogisticsExchangesContractManufacturersLogisticsProvidersVirtualManufacturersRetailersManufacturersWholesaleDistribAPSande-businesstechnologysupportsbestSCMpracticesSCMwillallowUScompaniestoreapof$300Bto$400Bofsavings(1997:GDP$8.1T)3%to5%ofrevenuesavingsforbestSCMcompanies*50%reductionincash-to-cashcycle*17%improvementinmeetingcustomerdeliverydates**Source:PRTMIntegratedSupplyChainBenchmarkingStudy,1997MRPSCM

APSande-businessEvolutionofSCMTechnology

APSande-businesstechnology*Source:PRTMIntegratedSupplyChainBenchmarkingStudy,1997TypicalQuantifiedBenefitsfromIntegratedtheSupplyChain

DeliveryPerformance16%-28%ImprovementInventoryReduction25%-60%ImprovementFulfillmentCycleTime30%-50%ImprovementForecastAccuracy25%-80%ImprovementOverallProductivity10%-16%ImprovementLowerSupply-ChainCosts25%-50%ImprovementFillRates20%-30%ImprovementImprovedCapacityRealization10%-20%Improvement*Source:PRTMIntegratedSupplEnterprisefunctionalsiloswithconflictinggoalsPurchasingManufacturingDistributionCustomerService/SalesFewchange-oversStableschedulesLongrunlengthsHighinventoriesHighservicelevelsRegionalstocksSOURCEMAKEDELIVERSELL

Lowpur-chasepriceMultiplevendorsLowinvent-oriesLowtrans-portationOverviewofSCM-IssuesEnterprisefunctionalsiloswiInternalIntegrationandExternalCollaborationAreTheUnderlyingIssues LegacyApplicationsDoNotAlignWithDesiredInternalBusinessProcesses EDIIsPrevalent,MostlyForConnectingLargerSuppliersCompaniesAreFocusedonInternalIntegration,WithAnEyeTowardsTheExternalFindings:SupplyChainCouncil/AMRDiscreteManufacturingFocusGroupCycleTimeReductionsMoveManufacturersTowardsSupplierSynchronizationInternalIntegrationandExterManufacturerWholesaleDistributorsConsumersMulti-tierSuppliersRetailersSCMWillReduceVolatilityTimeSalesSalesTimeSalesTimeSalesTimeBullWhipEffectManufacturerWholesaleDistribuSCMdealslargelywithcross-functionalandinter-enterprisebusinessprocessestospeedproduct,informationandfundflowsupanddownasupplychainManufacturerDistributors/WholesalersConsumers

SuppliersRetailersGoodsFlowsInformationFlowsFundsFlowsOverviewofSCMSCMdealslargelywithcross-fSCMBusinessProcessesTechnologyhelpsenableavarietyofSCMbusinessprocessesPushtopullProcessorientationOptimizationPostponementMorefrequentplanningCollaborationSCMBusinessProcessesTechnoloMovefrompushtopullmanufacturingManufacturersDistributors/

WholesalersConsumersSuppliersRetailersManufacturersDistributors/

WholesalersConsumersSuppliersRetailers

Makewhatwewillsell,notsellwhatwewillmake!!

SCMande-BusinessPracticesMovefrompushtopullmanufacPurchasingManufacturingDistributionCustomerService/SalesAvailable-to-Promise(ATP)Capable-to-Promise(CTP)Movefromfunctionalsilostoprocess-orientedbusinessprocesses(e.g.,order-to-cash,cash-to-cash)IntegratedSalesandOperationsPlanning(S&OP)SOURCEMAKEDELIVERSELLSCMande-BusinessPracticesPurchasingManufacturingDistribOptimizationofallsupplychainactivitiesSupplyChainOptimizationSynchronized,ConcurrentPlanningDemandPlanningDistributionPlanningManufacturingPlanningProcurementPlanningSynchronized,SequentialPlanningForecastingDistributionPlanningManufacturingPlanningProcurementPlanningSCMande-BusinessPracticesOptimizationofallsupplychaPostponementMovetoMTO,ATOandCTOfromMTSFront-endAPSsuitessupport

ATP/CTPProductconfigurationBack-endintegrationtotransactionsystemsInternationalTradeLogisticsWarehouseManagementAdvancedPlanningScheduling

CustomerRelationshipMa