电子商务之供应商管理（英文）

AchievingCompetitiveAdvantageThroughSupplyChainManagementAdvancedPlanningandSchedulingSystemsMay25,2000Thisinformationisconfidential.DonotdiscloseoutsideDTT.Agenda1.TheEvolutionoftheSupplyChain2.AdvancedPlanningandSchedulingSystems2.1HowTheyWork2.2TheVendorsThisinformationisconfidential.DonotdiscloseoutsideDTT.TheSupplyChainencompassesanumberofkeybusinessprocessesinvolvedinmanagingtheflowofmaterials,information,andfundsfromtheinitialsupplierstotheultimateconsumer.RetailingDeliveringDistributingProducingSupplying…theconceptofsupplychainmanagementisrelativelysimple.MaterialsInformation&FundsMaterialsInformation&FundsMaterialsInformation&FundsThisinformationisconfidential.DonotdiscloseoutsideDTT.However,intherealworld,multiplesuppliers,multipleplants,multipledistributionpointsandmultiplecustomerssignificantlycomplicatematerialandinformationflows...RetailingDeliveringDistributingProducingSupplyingThisinformationisconfidential.DonotdiscloseoutsideDTT.…And,giventhatsupplychainscrossmultiplecompanies,wallshavebeenbuiltthatpreventfullandtimelyinformationflow.RetailingDeliveringDistributingProducingSupplyingThisinformationisconfidential.DonotdiscloseoutsideDTT.Breakingdownthesewallsandintegratingthesupplychainiscritical.However,todate,mostsupplychaininitiativeshavebeeninwardlyfocused.Onlyrecently,manufacturersarebeginningtoembracethetotalsupplychainasameanstoachievingcompetitiveadvantage.Phase1-ProcessIntegration(e.g.,reengineeringtheorder-to-cashprocess).Phase2-Intra-EnterpriseIntegration(e.g.,salesstrategiescoordinatedwithsupplychaincapabilities).Phase3-Inter-EnterpriseIntegration(e.g.,collaborativeforecasting&replenishmentbetweenretailersandsuppliers)Thisinformationisconfidential.DonotdiscloseoutsideDTT.•Stage1:Separatebestofbreedapplicationsdedicatedtospecificbusinessprocesses(1970s)G/LPayrollA/PPurchaseOrderMgmt.OrderEntryInventoryMgmt.FinancialsManufacturingDistributionEnterpriseResourcePlanning(ERP)SupplyChainTechnologyhasevolvedoverthepastseveraldecades.Today’sERPsystemsaretransaction-basedapplicationswithlimiteddecision-supportcapability.•Stage3:Enterprise-wideapplications(earlytomid1990sandstillongoing)•Stage2:Suitesofintegratedapplicationsforfunctionalprocesses(1980s)Thisinformationisconfidential.DonotdiscloseoutsideDTT.ERPorLegacySystemsDemandPlanningProductionPlanning&SchedulingDistribution/SupplyPlanningTransportationPlanning/ManagementAPSDefinitionERPorlegacyinterfaceddecisionsupporttechnologywhichusesadvancedalgorithms,(e.g.,LPs,IPs,mixed–IPs,heuristics,theory-of-constraints,etc.)tomodelsupplychainconstraintsandenableintelligentsupplychainplanning/decisionmaking.APSCharacteristicsAllowscomplexsupplychainrepresentationandrapidSCmodelreconfigurationEnablesconcurrent,dynamicplanning,and“what-if”simulationsusingmemoryresidentprocessingPossessscaleableobjectarchitecturescapableofrunninglargedata-intensivemodelsAdvancedPlanningandSchedulingSystems(APS)AretheNextStepoftheEvolutionforProvidingDecisionSupportCapabilities.Thisinformationisconfidential.DonotdiscloseoutsideDTT.AssetIntensiveSupplyChain•Setup/sequencedependencies•Capabletopromise•Capacityutilization•BottleneckutilizationMaterialIntensiveSupplyChain•Capable-to-promiserequirements•Excessinventory•Obsolescence•Changestoorders•EngineeringchangeDistributionIntensiveSupplyChain•LargenumberofSKUs•Complexdistribution/transportationrequirements•Excessiveinventory•CustomerserviceWhilewetendtodrawallsupplychainsthesame,therearemanytypesofsupplychains-eachwiththeirownuniquechallenges.E.g.,Pulp&PaperE.g.,High-TechE.g.,ConsumerProductsThisinformationisconfidential.DonotdiscloseoutsideDTT.HowDoYouKnowIfYouHaveSupplyChainManagementProblems?CustomerServiceConcerns-Customercomplaints,lossofshare,deliveryproblems,customersurprisesMaterialsManagementDifficulties-Highinventorybuffers/obsolescence,hightransportationcosts,suppliershortages,lostpurchasingdiscountsManufacturingProcessProblems-Productioninefficiencies,overcapacity,undercapacity,costgrowthPlanningDifficulties-Inaccurateforecasts,highstockouts,growingoverheadcostsObsoleteTechnology-Incompatiblesystemslinkages,inaccurate/inaccessibleinformationRevenueCycleConcerns-Lengthytimetomarket,longordercycle,distributiondelays,conflictingchanneldemandsVendorManagementProblems-Poorresponselevels,lostgrowth,lackofcommitmentThisinformationisconfidential.DonotdiscloseoutsideDTT.TheImportanceofSupplyChainManagementHasIncreasedSignificantlyOverthePastFewYears.0%10%20%30%40%50%60%70%80%90%100%Past(1995-1998)Present(1999)Future(2000+)%SurveyRespondentsRatingSupplyChainCriticaltoSuccessSupplyChainManagementisIncreasinglyImportant25%70%91%Thisinformationisconfidential.DonotdiscloseoutsideDTT.TheResponse:Approximately60%ofManufacturersCurrentlyHaveaMajorSupplyChainInitiativeUnderway.However,42%are“lessthansatisfied”withtheoutcomeoftheirpreviousimprovementefforts.%SurveyRespondentsMajorSupplyChainImprovementsareUnderwayorPlannedWithin2YearsAlreadydoneWithin3-5years10%2%6%Within199913%CurrentlyUnderway59%NoPlans10%Th