EDS 汽车行业超级供应链资料

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1、Click to edit Master title style,Click to edit Master text styles,Second Level,Third Level,Fourth Level,Fifth Level,Supply Chain Management/ e-Procurement/ cMfg Workshop,Date: April 27, 2001Time: 9:00 A.M - 3:00 P.M,,,,,Agenda,,9:00 -9:15,-,- Introductions,9:15 -10,:,:00,-,-SupplyChainManagement,1

2、0:00,-,- 11:00,-,-e-Procurement Overview,11:00,-,- 11:15,-,-Break,11:15,-,-12:00,-,-c-Manufacturing,12:00,-,- 1,:,:00,-,-Lunch,1:00,-,-2:30,-,-Workshop,2:30,-,- 3,:,:00,-,-ImplementationConsiderations,,,, CaseStudies,3:00,-,- Summaryand Conclusion,SupplyChainManagement,SupplyChainManagement,“Plannin

3、g,implementing andcontrollingtheefficient andeffectivesourcing, productionand delivery processesforafinalproduct,servicesandrelatedinformationfrom thepointoforigintothe point of consumption forthepurposeofconforming to customer requirements. ",,SupplyChainManagementGoal,“Tocreateareal-time,,,, virtu

4、almarketplacewhereall thepeopleconnected to SAICare engagedininformeddecisionmaking andcustomerfulfillment.,,Evidencedby,:,: Leadtime-responsetimeisreduced,revenue opportunitiesare generated,costsare cut,customersatisfaction is increased.,",",,The5majorstrategicconceptsofSupply Chain Management,Cust

5、omizationCompanieshavea choiceandabilitytoadapttheiroperationalenvironmenttochangingmarketdemand,CollaborationAllpartnersinthe supplychaindonotonlyoptimizetheiroperations butjointly plan,,,, optimize,monitor andexecute.,VisibilityAllpartnershavereal timeinformationaboutstatus andperformanceofeach el

6、ementinthe supplychainfrom customerstosuppliers,.,.,OptimizationBest practicesandmostadvancedtoolsbringthepartnersinthe supplychainandits total resultclosertoits optimum,.,.,SynchronizationTheend resultisa totallysynchronized supplychainthat is entirely drivenbythecustomer,’,’sdemand,.,.,,SupplyChai

7、nValuePrinciples,ProvideVisibilityofInformationInventories,Forecasts,Orders,,,, Plans,EngineeringChanges,KPIs,SynchronizeActivitiesOptimizedfeasiblesourcing/planning,,,, pull,-,-basedtriggers,PromoteResponsivenessReducetimetodetectdemand,commit,,,, produce,,,, fulfill,LeverageMarketMechanismsAggrega

8、ted buyingpower,auction-based buying/selling,AchieveProcess SimplificationAutomatedsteps,,,, One-step business,SUPPLIER,NETWORK,INTEGRATED,ENTERPRISE,DISTRIBUTIVE,NETWORK,Information,Product,Service,Financial andKnowledgeFlows,M,A,T,E,R,I,A,L,S,Capacity,Information,,,, CoreCompetencies,Capital andHu

9、manResources,RelationshipManagement,Sourcing,Operations,Logistics,E,N,D,,C,O,N,S,U,M,E,R,S,Source,:,:SupplyChainFaculty,MichiganStateUniversity,THEINTEGRATEDSUPPLYCHAIN,Challenges forSupplyChains,Take ordersover theweb,,,, or automaticallyvia B2B,Offerrich productselection and/ortheabilitytocustomiz

10、e,Sourcethe order andcommittodelivery,,,, immediately,online,Service theorderonline,,,, includingchanges andinquiries,Deliver productquickly,efficiently,,,, profitably,Beinconstantcommunication withcustomers andsuppliersto,respond quicklyto,“,“pullsignals”tomanage inventories,adaptquickly andeconomi

11、callytochangesindemand,/,/supply,operate withlow inventories,InternetSelling,Collaborative Planning,ForecastingandReplenishmentCPFR,InternetVendorManagedInventoryiVMI,Collaborative SupplyPlanningCSUP,Collaborative ProductionPlanning,Capable to PromiseCTP,e-Procurement (auctioning,bidding),Internet-b

12、asedTendering,Internet-basedKanban,e-Fulfillment,,,Collaborative Business Scenarios,Drivers of HighPerformanceAchievement(RatedbyPriority,),),Customerintegration,Internalintegration,Technology/Planning integration,Relationshipintegration,Measurementintegration,Supplierintegration,CustomerIntegration

13、,High Achievers:,Identifyandfocusonimportant customers,Useformal visioningprocess,Implementpreplannedsolutions,Develop responsiveorpulllogistical capabilities,SegmentalFocus,Relevancy,Responsiveness,Flexibility,Material/Service Supplier Integration,High Achievers:,Develop interlockingprogramsandacti

14、vities,Committoshared responsibility withsuppliers,Placeemployeesatcustomer,/,/supplierbusinessfacilities,Enterinto long,-,-termagreements,Include suppliers’suppliers in planning,,Fusion,FinancialLinkage,StrategicAlignment,OperationalSupplierRelationshipManagement,E.Dashboard,-,- KeyPerformanceIndic

15、ators,Maximize Economic Value,On-Time Delivery,Lead Time,Cash-to-CashCycle,InventoryTurns,OrderManagement Cost,Perfect Order Fulfillment,OrderFill Rates,InventoryCarryingCost,SG&A,IncreaseRevenue,DecreaseCost,Improve Asset Utilization,TheE-Dashboard,.,.,.,. .,Isa web-basedtool thatallows dynamicmoni

16、toringoftheSupply Chain Solution,MonitorsKeyPerformanceIndicatorstooptimizeimportantbusinessprocesses,MeasuresReturnonInvestment,Allowsdecisionmakers at alllevelsofanorganization to navigate,organize,record,andanalyzestrategicbusinessinformationtodevelopinsightsandunderstandpossiblescenarioswhichwou

17、ldleadtoimproveddecisionmaking,,,Digital Order Fulfillment ProcessExample,,,,,,,ERP,A,TP,,,,,ERP,A,T,P,,,,,ERP,A,TP,WEB,A,T,P,ERP,Order/,Product,Configuration,DSS,MES,,WEB,PCS,I’dlikeProduct A,,,, withFeaturesB,CandD,byDateE.,Dowehave allthematerial,?,?,What is thepriority?,Buildable?,Cost?,When c

18、anwedeliver?,Special handling required?,1stSupplier,:,: Yes,I’llreserve it.,,2ndSupplier,:,: No.,,3rdSupplier,:,: I,’,’llneeda confirmationsignalfrommysuppliers,.,.,1,2,3,Customer,Manufacturer,Suppliers,,Digital Order Fulfillment ProcessExample,Wecanhaveyour productbythisdate,Yes,,,, we can,6,8,4,Co

19、nfirmed,5,7,Orderit!,Confirm theorderstosuppliers,Allocatethematerial,Scheduleproduction,,,,,,,ERP,A,TP,,,,,ERP,A,T,P,,,,,ERP,A,TP,WEB,A,T,P,ERP,Order/,Product,Configuration,DSS,MES,,WEB,PCS,Customer,Manufacturer,Suppliers,,IndustrySpecificValueChain,Issues,/,/ Challenges,/,/ Solutions,,Better,,,,

20、 FasterDecisionsDriveVelocity,.,...,Receive Material ReleaseData,Process Orders,Plan Production,&,&Make Intelligent Decisions,Send Material ReleaseData,AIAG Worst Case,*,*,AIAG Benchmark*,Plantw/oi2,BR1,:,:Plantw/i2Line SchedulingDecisionSupport,BR2,:,:Plantw/i2Material,&,& Capacity Planning Decisio

21、n Support,Total,2 days,4 days,5.5days,30min,11.5 days,*Source,:,:AIAG ManufacturingAssemblyPilotProjectFinalReport,10min,1 hour,5 hours,30min,6.5hours,1 hour,1 hour,7 days,30min,7.1days,1 hour,1 hour,1 day,30min,1.1days,1 hour,1 hour,4 hours,30min,6.5hours,Time delaysresultinadditionalmixand volumeb

22、uffering,LegacyAutomotiveCommunications,,Multiple Protocols,Complex,Costly,,,, Ad Hoc,Inflexible,Design,Mfg,$$$,Customer,#,#1,Customer,#,#3,Customer,#,#2,Supplier,#,#3,Supplier,#,#2,Supplier,#,#1,,Inconsistent,service, security,EDIVANs*,EDIVANs*,* VAN = Value-Added Network,,Multiple Links,ANXValu

23、e:NetworkConsolidation,,- Single link, protocol,- Consistent, high service quality & security,- Multiple - companies - traffic types - sectors, continents,Simpler,LowerCost,Managed,Adaptable,Customer,#,#1,Customer,#,#3,Customer,#,#2,Supplier,#,#3,Supplier #2,Supplier #1,ANX,“The

24、BusinessInternet,”,”,* RevisedApril42001,1 ANX,,-Certified Exchange Point(1 more underway in Europe),Ameritech,ANX,,-Certified IPSec security gatewaysavailable from 10 vendors,7 ANX,,-Certified Service Providers (CSPs),Equant,AT&T,Bell Nexxia,WorldCom,Ameritech,Ideal TechnologySolutions,ipulsy

25、s,700+ production Trading Partners (TPs)(160 more underway),Trading,Partners,Trading,Partners,Trading,Partners,Trading,Partners,Trading,Partners,Trading,Partners,Trading,Partners,ANXStakeholders,ANX,Usableinany sector:,Business,government,academic,,,, non-profit,BasedonInternettechnologies,:,:,St

26、andards,-,-based,,,, off-the,-,-shelfproducts,Noproprietarysolutions,Variety of connectivity,speed,:,:,Dial,DSL,,,, ISDN, and56KB T3,Availableglobally,:,:,NorthAmerica:Canada,,,, Mexico,U.S.,Africa,,,, Asia,,,, Australia,Europe,SouthAmerica,ANXCharacteristics,ANXCovisintRelationship,Similarities

27、,:,:,Funded,,,, endorsed,guidedbyBig 3OEMs,Spun-offasseparatefor,-,-profit companies,Butdifferent meanings of “exchange”,Complementary Roles:,ANXnetwork serviceinfrastructure,Covisinte-business processes,applications,Synergy:,ANXenables fasterCovisintroll-outto700,+,+ TPs,CovisintisanANXcustome

28、r,with2 connections,E.Procurement,CommonTerms,E Business-Buying,,,, sellingtransactingorexchanginginformationviaInternetwithcustomers,,,, suppliers,employees,Reaches beyondadvertisingandmarketing,includescore business processesoforderentry,purchasing,supply chain,CRM,E Commerce -Transaction,-,-orien

29、tedWeb based functionssuch as placingorders,orderentry,payments,E Procurement-Requesting,Approving,,,, Ordering,Receiving,,,, andPayment of goods andservicesviathe Internet,Trading Exchanges,VirtualMarketplaces,,,, Portals,-,-Verticalindustryfocused Websitesforbuyers andsellers to makeoffers to buya

30、ndsell,conducttransactions,.,. DotCom,’,’s,MarketplaceTrends,,,,Electronic Commerce,Suppliers,Bombardedwithinfo,Whycompanies areconsideringe-procurement,Buyers,Softwarevendors pushtheirproducts,Magazineandnewscoverageabounds,Coststoohigh,Volumenot leveraged,Significantaccountspayable effort,Usersbuy

31、ingatretail,Processesareinefficient,Approvalstakedaysorweeks,Usersarewastingtime,85%ofpurchasingtime spent managing orders,Toomuchre-keyingand errors,Notleveragingnewtechnologies,Theircompetitionisdoingit,Theirintranetisunder-utilized,They havemultiplehome-grownsystems,ERPimplementations arewinding

32、down,,Informationunavailable,Don,’,’tknow whattheyspend,Usersdon,’,’tknow about deals,Noaudittrail,TheBusinessChallenge,TheProcurementProcessofToday…,Confusingand Slow,:,:,Multiplecommunication channels andprocesses,,,, internal andexternal,Time andLaborIntensive,:,:,Many suppliers,manydifferenttype

33、softransactions to manage.,Inaccurate:,Informationspreadacross manysystems,…mustleverageproduct spending,reducecosts,,,, anddriveprofittothe bottomline.,Fragmented Spend Pattern,38,61,513,630,1021,2315,2659,3864,3381,3246,10M+,1M–10M,11M,–,–5M,500K–1M,250K–500K,100K–250K,50K,–,–100K,25K,–,–50K,15K,–

34、,–25K,10K,–,–15K,4,000,3,500,3,000,2,500,2,000,1,500,1,000,500,0,$1.2 B,$1B,$800 M,$600 M,$400 M,$200 M,$0,NumberofSuppliers,Total,$,$/Supplier Group,Purchases,Numberofsuppliers,Total,$,$ persuppliergroup,$3.8 billionwith17,700,+,+ suppliers,Lack of EnterpriseLeverage,16,773suppliersusedonly in1busi

35、nessunit.,,Only1supplierused by all.,16,773,704,148,54,31,9,5,3,1,1,2,3,4,5,6,7,8,9,18,16,14,12,10,8,6,4,2,0,NumberofSuppliers,(Thousands),BusinessUnitsCrossed,Acrossbusinessunits,E Procurement Practices,TraditionalEDI,,,, ElectronicCatalogOrderingSystems,InternetReverse Auctions,E RFQ/RFP,.,.,Buyer

36、sImplementationandintegrationofend-to-endWeb,-,-basedself-service procurement system,Objective,:,:Cost Reduction,,SuppliersDevelopmentandmanagementofelectronic catalogand systemfororder,-,-taking,Objective,:,: RevenueEnhancement,,MarketMakersCreationandhostingofinfrastructurethat connects buyersands

37、ellersina vertical or horizontalmarketplace,Objectives:CostReduction,+,+Revenue Enhancement,,InternetProcurement,Internetoffersabreakthroughcommunicationschannel,New software applicationsbringsimpleuserinterfaces,electronic catalogs,securechannelforcollaborationtodovendormanagedinventoryand document

38、 exchange.,CatalogsMultipleitemswhicharesearchablebyitem number,description,,,, category,orbrandwhichcanbeordered,acknowledged,tracked,invoicedandpaidforon,-,-line.,Objective,:,:Cost Reduction,AuctionsReverse or downward auctioninwhichbuyerinvitesqualifiedsuppliers to beatthe lowestprice.Biddersseet

39、heirbid in relation to lowestbidinrealtime,Objective,:,: Lowestpossibleprice,,,InternetReverse Auction,Compaq,HP,Dell,Sourcingteam,,,Internet,Auction,Service,Auctioneer,Hosted server,IBM,Suppliers,BuyingOrganization,CategoryselectionconsiderationsCategories forAuction,Does thevalueperbuy exceed,$,$1

40、.0 million,EventAuction Criteria,Isthesamegood or serviceroutinely purchased,Isthevalueper buyabove,$,$30,,,,000,RecurringAuctionCriteria,General Criteria,Isthemarket competitive (i.e,.,. morethan4 suppliers),Isthegoodorservice fairlywell defined,Line items fora sub-categoryexceeding25can be putinto

41、 amarket basket,Lack of supplier constraints(e.g.switchingcost),Cansuppliers accesstheInternet,“Don,’,’tAuction”Criteria,Categories involvingjointprocess improvement withsuppliers,Highlystrategic suppliersofferingtrulyuniqueitems,StepsinanAuction Process,PotentialStepsinthe AuctionCycle,Profile,Cate

42、gory,&,&,Supply,Market,Identify,Potential,Sourcing,Strategies,1stRound,Supplier,Qualification,Setup,Auction,SourcingStrategy,Auction Event,FinalSelection,Conduct,Auction,Report,&,&,Analyze,Negotiate,with and,select,supplier(s),Customized auctionenvironment,Supplierandbuyertraining,Onetimeauction env

43、ironment setup,Auction event,Post-Auctionreporting andanalysis,Bidconfirmation fromsuppliers,EventAuction Deliverables1,RecurringAuction,Recurringauction,Note:,(,(1,),) Deliverablesarethe samefor theeventauction and1strecurring auction,InternetProcurement,OBIOpenBuyingonthe Internet.Anindustrystanda

44、rdthat enablesbuyers to accessproduct,pricing,andavailability information directly fromasupplier’s Website,providingincreased controloverthepresentation of productand other information.,Intelesys,,NetscapeBuyerXpert,,,Supplierhasthe data,Each hasuniqueorderingscreensandprocesses,Buyerforcedtofindsup

45、pliers,Lowriske-procurement entry,Quickimplementation,Advancedorderingtechniques (productconfigurators),PharmaCo,AutoCo,ServiceCo,SupplierCentric Solution,Cat,Cat,Cat,Dell,Staples,Grainger,Benefits,Examples,Risks,D,S,G,Managingcatalog,Runtechnology,Supplierintegration,Security,Control overcatalog,Cu

46、stomized environment,Cat,Cat,Cat,BuyerCentric Solution,Dell,Office,Depot,Grainger,PharmaCo,AutoCo,ServiceCo,Benefits,Risks,Examples,AribaORMS,OracleWebReq,CommOne BuySite,,,,Accesstonew markets,,,, customers,Eliminates regional barriers,Streamline sales process,Reduced costofsales,Centralizescatalog

47、 contentrequirements,Leveragedcatalogmanagement,Availabilityofmanysuppliers,Fasterimplementation,Enables personalizedcatalog view,Lowercost of entry,Payasyou go,PharmaCo,AutoCo,ServiceCo,What is aMarketMaker?,PC Co.,Office Co.,MRO Co.,E-ProcurementMarketplace,SellerBenefits,BuyerBenefits,E.procurem

48、ent Tomorrow,Suppliers,Marketplace,B,S,B,B,S,S,Covisint,Marketplace,B,S,B,B,S,S,SAICMarketplace,B,S,B,B,S,S,HorizontalMarketplace,B,S,B,B,S,S,TheKey to Success,E.Procurement is notabouttechnology alone.Savings areneverautomatic,.,. Centralized procurement willneedtonegotiatethe required agreements

49、,Streamliningprocesses,Enablingprocesseswithtechnology,Simplifypayment process,Optimizing thesupplierbase,SupplierReadiness,E.Procurement requires Supplier capabilities,Ata minimum,:,:,1.Electroniccatalog contentfiles,2.Internetaccess,Desired:,3.Inventory availability,4.OrderStatus,5.Shippingdetails

50、,6.Orderentryintegrationvia XML,,TwoCategoriesofProcurement,ProcurementofIndirectandDirect goods andservicesareusuallytheresponsibilityoftwo separate organizationsand havedifferent business objectivesand strategiessuchaslong termcontracts versusspot buys,.,.,IndirectOfficeEquipment andsupplies,Compu

51、ter,&,&ITequipment,,,, MRO,Services,,,, Expensed goods andservicesnotconsumedinthe manufacturingofaproduct,,,DirectRawmaterials andpackagingmaterials usedinthe manufacture andassemblyofproducts.,,,,Benefits,,,,,,Leveragescorporate spending power forlowerprices,Enables increaseduseofpriceagreementsan

52、dapprovedsuppliers,Reduces total leadtimeby50–80%,Improvesbuyer’s roleasnegotiator,Reduces transaction processingtimeandmanpower,Acquisition,InventoryCarrying,Transaction,Cost reductioninthreemajorareas,Benefits,Examplesofelectronic procurement results,TransactionCosts,AdditionalDiscounts,CycleTime,

53、ComplianceAgreements,,CostsperTransaction,-90,%,%,-10,%,%,-75,%,%,+30,%,%,Price,Time,Compliance,100,%,%,100,%,%,20Days,60%,90%,10%,5Days,90%,Benefits,Intangibles,BenefitSource,PurchasedUnitCost Reduction,Process Efficiency,Benefits,=,= software solution +processchange,Asa percentageoftotalpurchaseco

54、stplus processcostforacatalogued item,Software-relatedBenefits,Increased use of price agreements,Transaction costs reduction,Accounts payable cost reduction,Lead time reduction,Procurement data availability,Systems harmon-ization,User interface simplification,2–5%*,Process ChangeBenefits,Strategic

55、 sourcing leverage,Compliance enforcement,Demand managed,Logistics/inventory cost reduction,Buyer efficiency,Control system simplification,End-user efficiency,Automated controls and audit trails,Increased customer satisfaction,10–15%*,Purchasing Efficiency,SupplierIntegration,SAP,,,, GlobalChemical,

56、&,& Pharmaceutical Marketplace,BusinessChallenge,:,:,Chemicalindustry’s onlinesalesincreasing to 40%by2005),Disintermediationofchemicalproducers,Loweroverall supplychaincosts,Increaseoverall serviceefficiency,Deeperpenetrationofstrategic accounts,Capture wealthinthenew economy,,EDSRole:,Technology a

57、ndIntegrationsupport,A.T,.,. KearneyLeveragedSourcingNetworkscorporatebuyers andstrategicsuppliers,,Initial Members,:,:,BASF AG,BayerAG,Degussa-HulsAG,HenkelKgaA,KSBAG,LindeAG,SartoriusAG,SiemensAG,HeinzWollschlagerGmbH,,,,Case Study –TruckBay,BusinessChallenge,:,:,CreateB2B Marketplace forthetrucki

58、ngand trucking maintenance industry.,Corporatestartup:No business processes,noinfrastructurearchitecture,andnoexistingsystemsareinplacefor this,,EDSSolution,:,:,Deployedtheinitialmarketplacewithin90days,Adopted 30 suppliers,Normalized 60,000catalog items,ImplementedMarketplaceinfive months,Will addf

59、urther customizations andreverse auctions,ClientValue,:,:,Lowerbuying,/,/sellingtransactioncosts,Provide alternatepartscatalogs,Reducebuyers’inventorycarryingcosts,Increaseproductivityofprocurementprocesses,Cutlayers fromexistingdistribution channels,Consolidation of procurement activities,Trading E

60、xchanges:TheExecutive Dilemmas,DoWeJoin an Existing Exchange?,IfSo,How Do We PreventOur Products FromBecomingCommodities,?,?,DoWeForm An Exchange WithOne or MoreofOur Competitors?,How,?,?We’veHatedThem forDecades?,DoWeStartOurOwn?,Will AnyoneJoin?,,TheEnginesthat willPowerCovisint,IntegrationEngine,

61、Communication Engine,Collaboration Engine,ProcurementEngine,Covisintisstillanovelty, butitwill becomeacriticalcomponentineverysupplierse-businessstrategy,Problem Summary,Lack of connectivitytoallsuppliers /all customers,Push vs.Pull,Batchvs.Realtime,Cost of communication,/,/EDIMaps,RequiresPersonnel

62、Intervention,BuildsInventory,Problem Summary,Real-timeVisibilityofInventory,,,,Consumption,Shipments,andForecasts,Tier-2managesmaterialflow to Tier,-,-1,and to Tier,-,-1's inventory,,Benefits:,Eliminateexcess inventory,Reduced expediting,Betterplanning,/,/execution,Economicallycommunicate,demandfore

63、cast,/,/delivery,notifications to suppliers,,Internet,/,/ ANX,Today’sSolutions,:,:,Provide realtimedata flow,WebBrowserVisible,SystemtoSystem –XML,Compatible withEDI,Multiplefulfillmentprocesses,Able to connectwithemergingexchanges,Delivering bigresults quickly,WINWIN forboth sides of thesupplychain

64、,Today’s Solutions,:,:,Collaborative ManufacturingWorkshop,,,,,Howcloseare we to a5-daycar?63daysaway!,Source,:,: AMRResearch,Module and Component,Warehouse,Module and Component,Supplier,(3 day Production),Assembly Plant,(6 days to assemble),Distribution Center,and Outbound Logistics,OEM Regional,Of

65、fice,Dealer,Consumer,Order = 1 day,Sales Order to Region = 5 days,Order to DC = N/A,Order to Production Sequence = 25 days,Check Component Inventory = 2 days,Order Module= 2 days,Deliver,Component= 2 day,Deliver Compoent= 1 day,Deliver to,DC = 8 days,DC to Dealer = 11 days,Region to Dealer = N/A,D

66、eliver,Vehicle = 2 days,OrdertoComponent,=,=35days,ComponenttoConsumer,=,=33days,Today’s Order to Delivery =68 days,(and that,’,’swithout ordering steel),Today’s Delivery DateAccuracy,<,<20%,AcceleratedOTDisEnabledbyInformationVisibility,Source,:,: AMRResearch,Do you have a lime-green,2-door, manual, no A/C?,Vehicle Tracking System,Dealer Inventory,DC Inventory,Sales Incentive System,Production Sequencing System,CRM System,,,How about lime-green,,2-door, manual with A