EDS 汽车行业超级供应链资料.ppt

Supply Chain Management/e-Procurement/cMfg WorkshopDate:April 27,2001Time:9:00 A.M-3:00 P.M,Agenda,9:00-9:15-Introductions9:15-10:00-Supply Chain Management10:00-11:00-e-Procurement Overview11:00-11:15-Break11:15-12:00-c-Manufacturing12:00-1:00-Lunch 1:00-2:30-Workshop2:30-3:00-Implementation Considerations,Case Studies3:00-Summary and Conclusion,Supply Chain Management,Supply Chain Management,“Planning,implementing and controlling the efficient and effective sourcing,production and delivery processes for a final product,services and related information from the point of origin to the point of consumption for the purpose of conforming to customer requirements.,Supply Chain Management Goal,“To create a real-time,virtual marketplace where all the people connected to SAIC are engaged in informed decision making and customer fulfillment.Evidenced by:Lead time-response time is reduced,revenue opportunities are generated,costs are cut,customer satisfaction is increased.,The 5 major strategic concepts of Supply Chain Management,CustomizationCompanies have a choice and ability to adapt their operational environment to changing market demandCollaborationAll partners in the supply chain do not only optimize their operations but jointly plan,optimize,monitor and execute.VisibilityAll partners have real time information about status and performance of each element in the supply chain from customers to suppliers.OptimizationBest practices and most advanced tools bring the partners in the supply chain and its total result closer to its optimum.SynchronizationThe end result is a totally synchronized supply chain that is entirely driven by the customers demand.,Supply Chain Value Principles,Provide Visibility of InformationInventories,Forecasts,Orders,Plans,Engineering Changes,KPIsSynchronize ActivitiesOptimized feasible sourcing/planning,pull-based triggersPromote Responsiveness Reduce time to detect demand,commit,produce,fulfillLeverage Market Mechanisms Aggregated buying power,auction-based buying/sellingAchieve Process Simplification Automated steps,One-step business,SUPPLIERNETWORK,INTEGRATEDENTERPRISE,DISTRIBUTIVENETWORK,Information,Product,Service,Financial and Knowledge Flows,MATERIALS,Capacity,Information,Core Competencies,Capital and Human Resources,Relationship Management,Sourcing,Operations,Logistics,ENDCONSUMERS,Source:Supply Chain Faculty,Michigan State University,THE INTEGRATED SUPPLY CHAIN,Challenges for Supply Chains,Take orders over the web,or automatically via B2BOffer rich product selection and/or the ability to customizeSource the order and commit to delivery,immediately,onlineService the order online,including changes and inquiriesDeliver product quickly,efficiently,profitablyBe in constant communication with customers and suppliers torespond quickly to“pull signals”to manage inventoriesadapt quickly and economically to changes in demand/supplyoperate with low inventories,Internet SellingCollaborative Planning,Forecasting and Replenishment CPFRInternet Vendor Managed Inventory iVMICollaborative Supply Planning CSUPCollaborative Production PlanningCapable to Promise CTPe-Procurement(auctioning,bidding)Internet-based TenderingInternet-based Kanbane-Fulfillment,Collaborative Business Scenarios,Drivers of High Performance Achievement(Rated by Priority),Customer integrationInternal integrationTechnology/Planning integrationRelationship integrationMeasurement integrationSupplier integration,Customer Integration,High Achievers:Identify and focus on important customersUse formal visioning processImplement preplanned solutionsDevelop responsive or pull logistical capabilities,Segmental FocusRelevancyResponsivenessFlexibility,Material/Service Supplier Integration,High Achievers:Develop interlocking programs and activitiesCommit to shared responsibility with suppliersPlace employees at customer/supplier business facilitiesEnter into long-term agreementsInclude suppliers suppliers in planning,FusionFinancial LinkageStrategic AlignmentOperational Supplier Relationship Management,E.Dashboard-Key Performance Indicators,On-Time Delivery,Lead Time,Cash-to-Cash Cycle,Inventory Turns,Order Management Cost,Perfect Order Fulfillment,Order Fill Rates,Inventory Carrying Cost,SG&A,Increase RevenueDecrease CostImprove Asset Utilization,The E-Dashboard.,Is a web-based tool that allows dynamic monitoring of the Supply Chain SolutionMonitors Key Performance Indicators to optimize important business processesMeasures Return on InvestmentAllows decision makers at all levels of an organization to navigate,organize,record,and analyze strategic business information to develop insights and understand possible scenarios which would lead to improved decision making,Digital Order Fulfillment Process Example,ERP,ATP,ERP,ATP,ERP,ATP,WEB,ATP,ERP,Order/ProductConfiguration,DSS,MES,WEB,PCS,Id like Product A,with Features B,C and D,by Date E.,Do we have all the material?What is the priority?Buildable?Cost?When can we deliver?Special handling required?,1st Supplier:Yes,Ill reserve it.2nd Supplier:No.3rd Supplier:Ill need a confirmation signal from my suppliers.,1,2,3,Customer,Manufacturer,Suppliers,Digital Order Fulfillment Process Example,We can have your product by this date,Yes,we can,6,8,4,Confirmed,5,7,Order it!,Confirm the orders to suppliersAllocate the materialSchedule production,ERP,ATP,ERP,ATP,ERP,ATP,WEB,ATP,ERP,Order/ProductConfiguration,DSS,MES,WEB,PCS,Customer,Manufacturer,Suppliers,Industry Specific Value ChainIssues/Challenges/Solutions,Better,Faster Decisions Drive Velocity.,Receive Material Release Data,Process Orders,Plan Production&Make Intelligent Decisions,Send Material Release Data,AIAG Worst Case*,AIAG Benchmark*,Plant w/o i2,BR1:Plant w/i2 Line Scheduling Decision Support,BR2:Plant w/i2 Material&Capacity Planning Decision Support,Total,2 days,4 days,5.5 days,30 min,11.5 days,*Source:AIAG Manufacturing Assembly Pilot Project Final Report,10 min,1 hour,5 hours,30 min,6.5 hours,1 hour,1 hour,7 days,30 min,7.1 days,1 hour,1 hour,1 day,30 min,1.1 days,1 hour,1 hour,4 hours,30 min,6.5 hours,Time delays result in additional mix and volume buffering,Legacy Automotive Communications,Complex,Costly,Ad Hoc,Inflexible,Design,Mfg,$,Customer#1,Customer#3,Customer#2,Supplier#3,Supplier#2,Supplier#1,ANX Value:Network Consolidation,Simpler,Lower Cost,Managed,Adaptable,Customer#1,Customer#3,Customer#2,Supplier#3,ANX,“The Business Internet”,*Revised April 4 2001,ANX Stakeholders,ANX,Usable in any sector:Business,government,academic,non-profit,Based on Internet technologies:Standards-based,off-the-shelf productsNo proprietary solutions,Variety of connectivity,speed:Dial,DSL,ISDN,and 56 KB T3,Available globally:North America:Canada,Mexico,U.S.Africa,Asia,Australia,Europe,South America,ANX Characteristics,ANX Covisint Relationship,Similarities:Funded,endorsed,guided by Big 3 OEMsSpun-off as separate for-profit companiesBut different meanings of“exchange”,Complementary Roles:ANX network service infrastructureCovisinte-business processes,applications,Synergy:ANX enables faster Covisint roll-out to 700+TPsCovisint is an ANX customer,with 2 connections,E.Procurement,Common Terms,E Business-Buying,selling transacting or exchanging information via Internet with customers,suppliers,employeesReaches beyond advertising and marketing,includes core business processes of order entry,purchasing,supply chain,CRME Commerce-Transaction-oriented Web based functions such as placing orders,order entry,paymentsE Procurement-Requesting,Approving,Ordering,Receiving,and Payment of goods and services via the InternetTrading Exchanges,Virtual Marketplaces,Portals-Vertical industry focused Web sites for buyers and sellers to make offers to buy and sell,conduct transactions.Dot Coms,Marketplace Trends,Electronic Commerce,Suppliers,Bombarded with info,Why companies are considering e-procurement,Buyers,Software vendors push their productsMagazine and news coverage abounds,Costs too high,Volume not leveragedSignificant accounts payable effortUsers buying at retail,Processes are inefficient,Approvals take days or weeksUsers are wasting time85%of purchasing time spent managing ordersToo much re-keying and errors,Not leveraging new technologies,Their competition is doing itTheir intranet is under-utilizedThey have multiple home-grown systemsERP implementations are winding down,Information unavailable,Dont know what they spendUsers dont know about dealsNo audit trail,The Business Challenge,The Procurement Process of TodayConfusing and Slow:Multiple communication channels and processes,internal and externalTime and Labor Intensive:Many suppliers,many different types of transactions to manage.Inaccurate:Information spread across many systemsmust leverage product spending,reduce costs,and drive profit to the bottom line.,Fragmented Spend Pattern,38,61,513,630,1021,2315,2659,3864,3381,3246,10M+,1M10M,11M5M,500K 1M,250K500K,100K250K,50K100K,25K50K,15K25K,10K15K,4,0003,5003,0002,5002,0001,5001,0005000,$1.2 B$1 B$800 M$600 M$400 M$200 M$0,Number of Suppliers,Total$/Supplier Group,Purchases,Number of suppliers,Total$per supplier group,$3.8 billion with 17,700+suppliers,Lack of Enterprise Leverage,16,773 suppliers used only in 1 business unit.Only 1 supplier used by all.,16,773,704,148,54,31,9,5,3,1,1,2,3,4,5,6,7,8,9,181614121086420,Number of Suppliers(Thousands),Business Units Crossed,Across business units,E Procurement Practices,Traditional EDI,Electronic Catalog Ordering Systems,Internet Reverse Auctions,E RFQ/RFP.,BuyersImplementation and integration of end-to-end Web-based self-service procurement systemObjective:Cost ReductionSuppliersDevelopment and management of electronic catalog and system for order-takingObjective:Revenue EnhancementMarketMakersCreation and hosting of infrastructure that connects buyers and sellers in a vertical or horizontal marketplaceObjectives:Cost Reduction+Revenue Enhancement,Internet Procurement,Internet offers a breakthrough communications channel,New software applications bring simple user interfaces,electronic catalogs,secure channel for collaboration to do vendor managed inventory and document exchange.,CatalogsMultiple items which are searchable by item number,description,category,or brand which can be ordered,acknowledged,tracked,invoiced and paid for on-line.Objective:Cost ReductionAuctionsReverse or downward auction in which buyer invites qualified suppliers to beat the lowest price.Bidders see their bid in relation to lowest bid in real timeObjective:Lowest possible price,Internet Reverse Auction,Compaq,HP,Dell,Sourcing team,Auctioneer,IBM,Suppliers,Buying Organization,Category selection considerations Categories for Auction,Does the value per buy exceed$1.0 million,Event Auction Criteria,Is the same good or service routinely purchasedIs the value per buy above$30,000,Recurring Auction Criteria,General Criteria,Is the market competitive(i.e.more than 4 suppliers)Is the good or service fairly well definedLine items for a sub-category exceeding 25 can be put into a market basketLack of supplier constraints(e.g.switching cost)Can suppliers access the Internet,“Dont Auction”Criteria,Categories involving joint process improvement with suppliersHighly strategic suppliers offering truly unique items,Steps in an Auction Process,Potential Steps in the Auction Cycle,Profile,Category&,Supply,Market,Identify,Potential,Sourcing,Strategies,1st Round,Supplier,Qualification,Setup,Auction,Sourcing Strategy,Auction Event,Final Selection,Conduct,Auction,Report&,Analyze,Negotiate,with and,select,supplier(s),Customized auction environment,Supplier and buyer training,One time auction environment setup,Auction event,Post-Auction reporting and analysis,Bid confirmation from suppliers,Event Auction Deliverables1,Recurring Auction,Recurring auction,Note:(1)Deliverables are the same for the event auction and 1st recurring auction,Internet Procurement,OBI Open Buying on the Internet.An industry standard that enables buyers to access product,pricing,and availability information directly from a suppliers Web site,providing increased control over the presentation of product and other information.,IntelesysNetscape Buyer Xpert,Supplier has the dataEach has unique ordering screens and processesBuyer forced to find suppliers,Low risk e-procurement entryQuick implementationAdvanced ordering techniques(product configurators),PharmaCo,AutoCo,ServiceCo,Supplier Centric Solution,Dell,Staples,Grainger,Benefits,Examples,Risks,DSG,Managing catalogRun technologySupplier integration,SecurityControl over catalogCustomized environment,Buyer Centric Solution,PharmaCo,AutoCo,ServiceCo,Benefits,Risks,Examples,Ariba ORMSOracle Web ReqCommOne BuySite,Access to new markets,customers Eliminates regional barriers Streamline sales process Reduced cost of salesCentralizes catalog content requirements,Leveraged catalog managementAvailability of many suppliersFaster implementationEnables personalized catalog viewLower cost of entryPay as you go,PharmaCo,AutoCo,ServiceCo,What is a MarketMaker?,Seller Benefits,Buyer Benefits,E.procurement Tomorrow,The Key to Success,E.Procurement is not about technology alone.Savings are never automatic.Centralized procurement will need to negotiate the required agreements,Streamlining processesEnabling processes with technologySimplify payment processOptimizing the supplier base,Supplier Readiness,E.Procurement requires Supplier capabilitiesAt a minimum:1.Electronic catalog content files2.Internet accessDesired:3.Inventory availability4.Order Status5.Shipping details6.Order entry integration via XML,Two Categories of Procurement,Procurement of Indirect and Direct goods and services are usually the responsibility of two separate organizations and have different business objectives and strategies such as long term contracts versus spot buys.,IndirectOffice Equipment and supplies,Computer&IT equipment,MRO,Services,Expensed goods and services not consumed in the manufacturing of a productDirectRaw materials and packaging materials used in the manufacture and assembly of products.,Benefits,Leverages corporate spending power for lower pricesEnables increased use of price agreements and approved suppliers,Reduces total lead time by 5080%,Improves buyers role as negotiatorReduces transaction processing time and manpower,Acquisition,InventoryCarrying,Transaction,Cost reduction in three major areas,Benefits,Examples of electronic procurement results,TransactionCosts,AdditionalDiscounts,CycleTime,ComplianceAgreements,Costs perTransaction,-90%,-10%,-75%,+30%,Price,Time,Compliance,100%,100%,20Days,60%,90%,10%,5Days,90%,Benefits,Intangibles,BenefitSource,Purchased UnitCost Reduction,Process Efficiency,Benefits=software solution+process change,As a percentage of total purchase cost plus process cost for a catalogued item,25%*,1015%*,Purchasing EfficiencySupplier Integration,SAP,Global Chemical&Pharmaceutical Marketplace,Business Challenge:Chemical industrys online sales increasing to