【正文】 Teaming Internally Focused Optimization Supply Chain Continuum SCM Overview 7 A survey conducted on supply chain essentials resulted in a management response from 451 panies in 25 countries ? Almost onethird (29%) of the panies surveyed do not involve their suppliers in inventory management ? Nearly onequarter of the panies (22%) do not involve their customers in planning manufacturing requirements ? Only 13% rated their ability to municate with customers on forecasting as strong 1. Planning and deploying inventory effectively 2. Providing predictable delivery performance 3. Creating new products and services 4. Reducing order fulfillment cycle time 5. Having products in stock 6. Decreasing manufacturing cycle time 7. Reducing transportation costs 8. Reducing customer returns 9. Communicating electronically with customers and suppliers Top Supply Chain Essentials Source: 1997 KPMG / Northwestern Supply Chain Study Current State of SCM Movement SCM Overview 8 Degree of Completion The majority of panies are implementing supply chain initiatives. This figure has increased dramatically from 10% reported in 1996. Question 3 5% 35% 60% 0% 0% 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100 % Improvement initiatives are plete Plan to begin addressing initiatives beyond 2023 No initiatives or opportunities planned Plan to begin addressing initiatives during 1999 Currently evaluating improvement opportunities Currently implementing an improvement initiative(s) % of Respondents SCM Overview 9 Cu s to m e rS e r v ic eN e t w o r kS t r a t e g yCh a n n e lD e si g nW a r e h ou s eD e s i gn a n dO p e r a t i on sT r a n s p or t a t i onM a n a ge m e n tM a t e r i a l sM a n a ge m e n tO r ga n i z a t i o na n d C h a n geM a n a gem en tFa c i l i t i es a n dE qu i p m en tP o l i c i es a n dP r o c ed u r esI n f o r m a t i o nS ys t em sST R U CT U R A LST R U CT U R A LF U N CT I O N A LF U N CT I O N A LST R A T E GICST R A T E GICI MP L E ME N T A T I O NI MP L E ME N T A T I O NThere are many approaches, concepts, models, and ideologies developed to describe SCM Plan Source Make Deliver Buys from Manufacturer/Wholesaler Stores in warehouses Moves it to Retailers Stores it on shelves Sells it to Customers Supplier W’house W’house Retail Retail Customer Trucks TransportProducePlanSourceSellStoreSCM Approaches SCM Overview 10 TransportProducePlanSourceSellStoreSource This portion of the model pertains to procurement of goods (raw materials, semifinished, or finished) and services. Partnership building, strategic sourcing, anization patibility, technological capabilities, and mitments to continuous improvement are all important elements. Produce This section of the model addresses the physical manufacturing process and any corresponding constraints, if applicable. Production scheduling, labor scheduling, and minimizing downtime and setup costs are all key factors in the production process and supply chain management. More importantly, the coordination of these efforts with other functional areas of a pany must be evaluated to ensure the greatest supply chain efficiency. Store The Store segment of the model refers to receiving and shipping practices, inventory management, warehouse management, and selection of products for distribution. Internal vs. outsourcing alternatives, process flows, layouts, and storagedensity practices must be evaluated in terms of cost, quality, and speed. The economic and petitive consequences of various warehousing strategies must be analyzed to ensure a better return on assets and longterm, bottomline impact. Supply Chain Model SCM Overview 11 Plan Disciplined planning is needed to maximize the coordination of supply chain functions. In addition, it is important that an overall strategic plan and goals exist in order to provide a mon and uniform direction to the different operating functions. This information must be accurate, timely, and freely shared. Forecasting is part of the planning process, in addition to the integration and collaboration of processes and practices. Transport This section covers the movement of goods from the supplier to the production facility and/or distribution center and from the distribution center to the customer. Regulations, litigation, technology, relationships, customer expectations, and delivery alternatives are all important ponents. The right strategy, including partnering relationships, can differ dramatically from one market to the next. Sell Attracting, managing, and retaining customers is the main focus of the Selling section of the model. A better understanding of customers’ needs, goals and behavior can improve product development and delivery. Policies, procedures, processes, and systems are significant factors which must be examined in order to improve service and increase customer satisfaction. TransportProducePlanSourceSellStoreSupply Chain Model SCM Overview 12 Foster A Leadership Driven Supply Chain Strategy Develop IT Strategy and Infrastructure Assess Customer Needs Segments Develop Supply Chain Structure Align Monitor Key Performance Indicators The following model has been developed as a guide for discussing an effective supply chain management solution Guiding Principles of SCM Definition and Strategies 13 Develop IT Strategy and Infrastructure Assess Customer Needs Segments Develop Supply Chain Structure Align Monitor Key Performance Indicators ? Develop a strategic vision aligned with customers ? Focus on optimizing the entire supply chain ? Identify goals and develop pr