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1、恒安集团管理培训计划 HengAn Management Development ProgramSUPPLY CHAIN PRESENTATIONWang Xiang YangRoger Sanderson2002年6月28日,供应链Supply Chain,讨论的问题 Topics:-供应链管理 Supply Chain Management Roger Sanderson-定义 Definitions-供应链概念的演变 Evolution of Supply Chain concept-供应链的分流程 Supply Chain Sub-processes-供应链经理面临的挑战 Challe
2、nges for Supply Chain Managers 恒安的供应链 Hengans Supply Chain-供应链部的岗位和组织架构Supply Chain Department Role&Org.Structure Wang Xiang Yang-CFT的章程，领域，最终成果CFT Charter,Scope,Deliverables-CFT的绩效考评图 CFT Cockpit Chart销售与运营计划 Sales&Operations Planning Roger Sanderson,“对有助于创造、交付给最终客户的产品/服务的内部及外部流程的次序安排”“The sequence
3、 of both internal and external processes that contribute to the creation and delivery of goods and/or services to end customers”,供应链可如此定义 A Supply Chain could be described as.,定义 Definition,供应链流程Supply Chain Flows,总部产成品HQ Fin.Prod.,地级批发商Reg.Distribr,县级批发商CountyDistribr,零售商Retailer,零售商Retailer(Hypert
4、s),总部原材料HQ Raw M.,物流 Product Flow,信息流 Order Flow,票据流Invoice Flow,成都分公司及工厂CD Sub&Factory,重庆经营部及仓库CQ B.C.&Whouse,办事处Sales Office,四川分公司Sichuan Region,恒安供应链流程HA Supply Chain Flows,四川分公司Sichuan Region,总部产成品HQ Fin.Prod.,地级批发商Reg.Distribr,县级批发商CountyDistribr,零售商Retailer,零售商Retailer(Hyperts),总部原材料HQ Raw M.,
5、物流 Product Flow,信息流 Order Flow,票据流Invoice Flow,成都分公司及工厂CD Sub&Factory,重庆经营部及仓库CQ B.C.&Whouse,办事处Sales Office,HA Supply Chain Flows,四川分公司Sichuan Region,总部产成品HQ Fin.Prod.,地级批发商Reg.Distribr,县级批发商CountyDistribr,零售商Retailer,零售商Retailer(Hyperts),总部原材料HQ Raw M.,物流 Product Flow,信息流 Order Flow,票据流Invoice Flo
6、w,成都分公司及工厂CD Sub&Factory,重庆经营部及仓库CQ B.C.&Whouse,办事处Sales Office,HA Supply Chain Flows,四川分公司Sichuan Region,总部产成品HQ Fin.Prod.,成都分公司及工厂CD Sub&Factory,办事处Sales Office,地级批发商Reg.Distribr,县级批发商CountyDistribr,零售商Retailer,零售商（超市）Retailer(Hyperts),重庆经营部及仓库CQ B.C.&Whouse,总部原材料HQ Raw M.,物流 Product Flow,信息流 Orde
7、r Flow,票据流Invoice Flow,HA Supply Chain Flows,四川分公司Sichuan Region,总部产成品HQ Fin.Prod.,地级批发商Reg.Distribr,县级批发商CountyDistribr,零售商Retailer,零售商Retailer(Hyperts),总部原材料HQ Raw M.,货币流Money Flow,供应商Suppliers,成都分公司及工厂CD Sub&Factory,重庆经营部及仓库CQ B.C.&Whouse,办事处Sales Office,HA Supply Chain Flows,计划和组织成本节约型的流程以及下面事物的
8、存储Planning&Organizing the cost effective flow and storage of原材料Raw Materials加工中的存货In Process Inventory制成品以及 Finished Goods and相关的信息Related information.从原材料到消费 from point of origin to point of consumption.满足客户的要求 while satisfying Customer requirements.,供应链管理Supply Chain Management?,-Accurate timely i
9、nformation flow,Efficient Product flow-,供应链是一种商业战略SCM is a business strategy in which trading partners along the supply chain jointly commit to work closely together.to bring greater value to the customer for the least possible supply chain cost and time.,Supply Chain Management?,SCM emphasizes inte
10、gration of functional activities across organizational boundaries.,Supply Chain Management?,What is clear from the few definitions is that supply chain management is not a standalone process.Because it has the word SUPPLY in it,the term is often viewed as only relating to the supply side of the busi
11、ness process or to the purchasing process.As the definitions indicate,supply chain management is much more than just procurement.,Interpretation of Definitions,They must develop relationships and alliances with suppliers who have key competencies that strengthen,supplement,and enhance,internal core
12、competencies.,Supply chain management assumes that a companys supply chain is a competitive resource.Strategic use of this resource requires that companies understand their customers and future customers needs.,Interpretation of Definitions,Elimination of waste by removing non-value adding activitie
13、s that add cost and lead time SCM requires the highest level of quality in product,process and service throughout the chain SCM requires reduction of cycle time throughout the product supply chain from supplier to customer,by the removal of barriers which extend total lead time unnecessarily Interna
14、l and external supply chain processes(suppliers,customers,support service)must be integrated and linked together Business processes must be co-ordinated and be regarded as seamless across all cross-functional teams,SCM Principles&Concepts,No organization.can work faster than its information flowNo o
15、rganization.can work better than its information qualityMore and more business-critical information resides outside the organization,Information&Supply Chain Management,A Supply Chain Maxim.,Information&Supply Chain Management,Customers,Suppliers,Employees,and Systems,need Information to give an acc
16、urate picture of Order Commitment Capability,Order Status,and Order Execution.,“If I cant see it I cant control it”,Integration&Transparency are critical,Supply Chain Evolution,The“bow-tie”model,R.&D.,Logistics,I.T.,Salesperson,Driven by Volume,Driven by Margin,Supplier,Customer,Marketing,I.T.,Buyer
17、,Logistics,Supply Chain Evolution;from”managing the customer”,Functions,Processes,Profit,Performance,Products,Customers,Inventory,Information,Transactions,Relationships,.by fundamental business transformation,The“diamond”model(multi-functional/multi-level contact relationships),R.&D.,Logistics,I.T.,
18、Key A/C Coordinator,Supplier,Customer,Marketing,I.T.,Supplier Management,Logistics,to”Supply Chain Collaboration”,Culture,Old Economy Business Model,Culture,Old Economy Business Model,Four Paradigm Shifts in Supply Chain thinking,A shift from a functional view of business to a process view of busine
19、ss,A shift from reliance on individual experts to dependence on cross-functional teams,A shift from a combative culture to a collaborative culture,A shift from a narrow view of the company to a boundless view of the entire supply chain,Collaborative Culture,ADDING VALUE,=,Quality,Cost,Cycle Time,Cus
20、tomer Service,X,X,The SCM Business Challenge,Adding Value requires.Performance Excellence!,Performance Excellence requires.,proven business processes,executed efficiently(Cycle Time&Cost!),executed reliably(First Pass Yield!),by teams of committed,skilled people(You!),ORDER MANAGEMENT,PLANNING&SCHED
21、ULING,PURCHASING&SUPPLIER MANAGEMENT,LOGISTICS&DISTRIBUTION,INVENTORY MANAGEMENT,INFORMATIONMANAGEMENT,Accurate forecasts,Total order response time.,Relevant and timely information,SCM key performance matrix,Planning process accuracyand predictability,Improved productivity,Inventory controlled,Emerg
22、ency response plan.,Supplier partnerships,Supplier lead time and quality performance,Lower delivered order cost,Reduced lead times,Supply Chain sub-processes and link to Critical Results,Intensified,global competitionPressure to improve operationsAccelerate time-to-marketCreate value for your busine
23、ss partners,What must companies do to increase productivity and lower their costs while providing greater value&Customer Service?,Challenges for S.C.Managers,Many companies have not been successful,becauseSolutions often involve changes to multiple functionsFunctionally focused initiatives address n
24、arrow concerns,Challenges for S.C.Managers,Thinking“out-of-the-box”!,Pushing Management to thinkcross functional,boundary spanning,integrated supply chain,toward virtual supply chain,S.C.Management requires a more radical approach,Is Hengans Supply Chain going to be.,An average performer?,A Better-t
25、han-Average performer?,A Best-in-Class performer?,Challenges for S.C.Managers,Inventory Days of Supply Cash-to-Cash Cycle Time Asset Turns Days of Payables Outstanding Days of Sales Outstanding,Source:The First SCM Benchmarking Study;GINTIC Institute of Manufacturing Technology,Singapore,Typical mea
26、sures of a“Best in Class”Supply Chain,Inventory Days of Supply,“How quickly inventory is produced from raw materials and sold to Customers,on average”.,13,59,Days,Cash-to-Cash Cycle Time,“The number of days between paying for raw materials&getting paid for finished product”.,-3,56,Days,Asset Turns,“
27、The value of Sales generated from each dollar of net assets”.,3.9,1.4,Turns,Days of Payables Outstanding,“The number of days it takes a Company to pay its Suppliers,on average”.,167,66,Days,Days of Sales Outstanding,“The number of days it takes a Company to convert its Customers accounts into cash,o
28、n average”.,20,61,Days,Asset Turns by Industry type,“The value of Sales generated from each dollar of net assets”.,4.7,1.4,Turns,4.6,1.9,2.6,0.9,1.5,0.6,3.9,1.4,Electronics,Food&Beverage,Petrochemical,Transport,Overall,Can Hengans Supply Chain afford NOT to have this Competitive Advantage in a post-
29、WTO economy?,“Best in Class”Gap Analysis,Supply Chain,Topics:-Supply Chain Management Roger Sanderson-Definitions-Evolution of Supply Chain concept-Supply Chain Sub-processes-Challenges for Supply Chain Managers Hengans Supply Chain-Supply Chain Department Role&Org.Structure Wang Xiang Yang-CFT Char
30、ter,Scope,Deliverables-CFT Cockpit ChartSales&Operations Planning Roger Sanderson,Hengan Supply Chain Department Role,供应链管理部架构上由计划、采购及物流三个分部组成，组织管理上实行总监负责制，下设计划、采购及物流三个总经理协助供应链总监管理对应的三个分部Supply Chain Department will consist of 3 branches,including Planning,Purchasing and Logistics.The Department wil
31、l be managed by a Supply Chain Director,&3 General Managers will assist the SC Director in the related roles and responsibilities.,.,Hengan Supply Chain 3 x Branch Structure,Hengan Supply Chain Department Role,供应链管理部门为计划的制定、调整水准及运营水平负责；The Supply Chain operates at both a Planning/Coordinating level,
32、and an Operational level.在计划方面，供应链负责制定并运行 销售 the materials that must be available in Factory to support the Production Plan,including safety stocks.Plans are developed by the Supply Chain for both the HQ and Subsidiaries.,在运营方面，为实现上述计划，供应链负责原辅材料的储存和运输，对恒安内部和外部的储运资源进行控制和管理。其中包括以下流程：At an Operational
33、level,the Supply Chain initiates cost-effective&Customer-responsive warehousing&transport of finished goods from Factory or Warehouse to Customer.The Customer service standards will be agreed&costed beforehand between Sales&Supply Chain.,Hengan Supply Chain Department Role,Hengan Supply Chain e.g.s
34、of Cross Functional Relationships,Sales Service Agreements Logistics Lead Times Effective Regional Logistics Services Inventory Availability Fill Rate,OTD,Marketing Sourcing Alternative Materials Procuring to Material Specs.Effective Promotion,New Product implementation,Core S&OP Team Facilitating S
35、&OP Process Effectively executing S&OP plans,Fulfillment Procuring to Material Specs.Capacity Planning Effective R.M.Warehousing,Hengan Supply Chain Department,Hengan Supply Chain CFT Charter,BOUNDARIES:The Supply Chain Process starts with receipt and consolidation of Sales forecasts&Promotion Plans
36、/volumes,and ends with delivery of Finished Product to the Customer/Distributor.(excluding the Fulfillment process)范围(定义流程的开始和结束点)供应链的起点是接收、合并销售预测和生产计划报表。终点是以成品交付给客户/分销商（不包括生产流程）,MISSION:To Implement TCT methodology into Hengan Supply Chain management.To align the processes,results&measures of all d
37、epartments within the Supply Chain to make a global Supply Chain of Hengan.To remove barriers and implement best practice Supply Chain processes that support Hengans Planning,Procurement and Logistics efficiency.To optimize HengAns Supply Chain resources.使命:将TCT理论贯穿于恒安供应链管理中，使以往相对独立的职能部门联成一体，形成恒安的全球
38、供应链体系。将信息流与物流最有效地结合，以达到恒安资源利用最大化。,SCOPE:界限 The Supply Chain Process includes the following sub-processes:-供应名字流程包括以下分流程：Sales 成品仓储及调拨分销）Information Management(accurate data,on-time data,data/report formats,using IT as an enabler)信息管理（精确的数据，数据准时反馈，数据/报表格式，利用IT的方法手段）,Hengan Supply Chain CFT Charter,DE
39、LIVERABLES:Achieve entitlement targets for each of:-各目标为：Material Cost Reduction as%of Sales(12%reduction)材料成本降低的幅度占销售的百分比（下降12%）Fill Rate by implementing best practice Supply Chain Management techniques.通过使用TCT方法，为供应链的各个分流程制订并执行目标流程，通过员工技能的升级；通过实施最有效的供应链管理技术,Hengan Supply Chain CFT Charter,Hengan S
40、upply Chain Cockpit Chart,Supply Chain,Topics:-Supply Chain Management Roger Sanderson-Definitions-Evolution of Supply Chain concept-Supply Chain Sub-processes-Challenges for Supply Chain Managers Hengans Supply Chain-Supply Chain Department Role&Org.Structure Wang Xiang Yang-CFT Charter,Scope,Deliv
41、erables-CFT Cockpit ChartSales&Operations Planning Roger Sanderson,B,E,Inventory,The Sea of Inventory hides the rocks!,Inventory,Lowering the Sea level exposes the rocks!,E,B,销售与运营计划大体流程SALES AND OPERATIONS PLANNINGHengan Management Development Training24th June,销售与运营会议及其 大体 流程Introduction to S&OP,A
42、GENDA,会议议程,What is S&OP?,Why do we need it?,The S&OP Process Platform for Success,什么是销售与运营计划流程 为什么我们需要？销售及运营流程 要实现成功的平台,Department Roles,销售与运营计划是一个综合管理流程，它能让高管层团队保持重点方向并协调组织内部的各个职能部门Sales and operations planning is an integrated management process through which the executive team continually achieve
43、s focus and alignment between all the functions of the organization.,什么是销售与运营？-“教科书”What is S&OP?the“textbook”,销售与运营计划是在每月的基础上由高层管理所领导的一个流程,各阶段的项目 A Process Led by Senior Management That,On a Monthly Basis,Evaluates Time-phased Projections,什么是销售与运营“教科书”What is S&OP?the“textbook”,For Product Demand(S
44、ales volumes),For Supply(Material Procurement,Production,Inventory),For New Products and the Consequent Financial Results,产品需要（销售量）采购供应（材料采购、生产、库存）新产品 随之而来的财务效益,S&OP会议S&OP Meeting,开始START,需求回顾Demand Review,供应回顾Supply Review,财务回顾Finance Review,绩效评估与资源Performance Measures and Resources,什么是销售与运营“教科书”Wh
45、at is S&OP?the“textbook”,It Is A Decision Making ProcessTo Ensure That The Tactical Plans In All Businesses Functions And Locations Are Aligned And In Support Of The Company Strategy,销售和运营计划流程的目的是让管理层在一个运营计划上达成一致意见，将重要资源分配给最能经济有效地满足客户需要的项目The Objective of S&OP Is for Management to Reach a Consensus
46、on a Single Operating Plan Which Allocates Critical Resources to Most Effectively and Profitably Meet Customers Needs.,它是一个决策流程,用于确保公司各职能部门和地区的战术计划与公司的战略保持一致.,什么是销售与运营“教科书”What is S&OP?the“textbook”,什么是销售与运营？-实际操作What is S&OP?the“reality”,一套系统，定期举行的流程 迫使市场和销售就将来的促销计划和销量达成共识,A systematic,drumbeat pro
47、cess that forces Marketing&Sales to agree forward Promotion plans&Sales volume,迫使市场和销售与运营部门沟通并执行这些计划,forces M&S to communicate&commit to those plans with Operational functions(Production,Planning,Finance),使运营部门致力于支持这些计划,gets Operations commitment to support those plans,使每个部门都在这些计划的执行工作上付起责任,holds ea
48、ch Function accountable to execute the plans,评估执行工作的成功/失败,measures the success/failure of the execution,总结成功/失败经验，改进将来计划的执行工作,uses the successes/failures to improve execution of the future plans,为“计划”和财务结果提供重要的连接手段,provides critical link between the“plans”&the Financial results,什么是销售与运营？-实际操作What is
49、 S&OP?the“reality”,一套系统，定期举行的流程 迫使市场和销售就将来的促销计划和销量达成共识,A systematic,drumbeat process that forces Marketing&Sales to agree forward Promotion plans&Sales volume,迫使市场和销售与运营部门沟通并执行这些计划,forces M&S to communicate&commit to those plans with Operational functions(Production,Planning,Finance),使运营部门致力于支持这些计划,
50、gets Operations commitment to support those plans,使每个部门都在这些计划的执行工作上付起责任,holds each Function accountable to execute the plans,评估执行工作的成功/失败,measures the success/failure of the execution,总结成功/失败经验，改进将来计划的执行工作,uses the successes/failures to improve execution of the future plans,为“计划”和财务结果提供重要的连接手段,provi
