EDS给SAIC作的中国汽车行业的咨询报告
- 1. Supply Chain Management/ e-Procurement/ cMfg Workshop Date: April 27, 2001 Time: 9:00 A.M - 3:00 P.M
- 2. Agenda 9:00 - 9:15 - Introductions 9:15 - 10:00 - Supply Chain Management 10:00 - 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 - Implementation Considerations, Case Studies 3:00 - Summary and Conclusion
- 3. Supply Chain Management
- 4. 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. "
- 5. 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. "
- 6. The 5 major strategic concepts of Supply Chain ManagementCustomization Companies have a choice and ability to adapt their operational environment to changing market demand Collaboration All partners in the supply chain do not only optimize their operations but jointly plan, optimize, monitor and execute. Visibility All partners have real time information about status and performance of each element in the supply chain from customers to suppliers. Optimization Best practices and most advanced tools bring the partners in the supply chain and its total result closer to its optimum. Synchronization The end result is a totally synchronized supply chain that is entirely driven by the customer’s demand.
- 7. Supply Chain Value PrinciplesProvide Visibility of Information Inventories, Forecasts, Orders, Plans, Engineering Changes, KPIs Synchronize Activities Optimized feasible sourcing/planning, pull-based triggers Promote Responsiveness Reduce time to detect demand, commit, produce, fulfill Leverage Market Mechanisms Aggregated buying power, auction-based buying/selling Achieve Process Simplification Automated steps, One-step business
- 8. SUPPLIER NETWORKINTEGRATED ENTERPRISEDISTRIBUTIVE NETWORKInformation, Product, Service, Financial and Knowledge FlowsM A T E R I A L SCapacity, Information, Core Competencies, Capital and Human ResourcesRelationship ManagementSourcingOperationsLogisticsE N D C O N S U M E R SSource: Supply Chain Faculty, Michigan State UniversityTHE INTEGRATED SUPPLY CHAIN
- 9. Challenges for Supply ChainsTake orders over the web, or automatically via B2B Offer rich product selection and/or the ability to customize Source the order and commit to delivery, immediately, online Service the order online, including changes and inquiries Deliver product quickly, efficiently, profitably Be in constant communication with customers and suppliers to respond quickly to “pull signals” to manage inventories adapt quickly and economically to changes in demand/supply operate with low inventories
- 10. Internet Selling Collaborative Planning, Forecasting and Replenishment CPFR Internet Vendor Managed Inventory iVMI Collaborative Supply Planning CSUP Collaborative Production Planning Capable to Promise CTP e-Procurement (auctioning, bidding) Internet-based Tendering Internet-based Kanban e-Fulfillment Collaborative Business Scenarios
- 11. Drivers of High Performance Achievement (Rated by Priority)Customer integration Internal integration Technology/Planning integration Relationship integration Measurement integration Supplier integration
- 12. Customer IntegrationHigh Achievers: Identify and focus on important customers Use formal visioning process Implement preplanned solutions Develop responsive or pull logistical capabilitiesSegmental Focus Relevancy Responsiveness Flexibility
- 13. Material/Service Supplier IntegrationHigh Achievers: Develop interlocking programs and activities Commit to shared responsibility with suppliers Place employees at customer/supplier business facilities Enter into long-term agreements Include suppliers’ suppliers in planning Fusion Financial Linkage Strategic Alignment Operational Supplier Relationship Management
- 14. E.Dashboard - Key Performance IndicatorsMaximize Economic ValueOn-Time DeliveryLead TimeCash-to-Cash CycleInventory TurnsOrder Management CostPerfect Order FulfillmentOrder Fill RatesInventory Carrying CostSG&AIncrease Revenue Decrease Cost Improve Asset Utilization
- 15. The E-Dashboard . . . Is a web-based tool that allows dynamic monitoring of the Supply Chain Solution Monitors Key Performance Indicators to optimize important business processes Measures Return on Investment Allows 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
- 16. Digital Order Fulfillment Process ExampleERPA T PERPA T PERPA T PWEBA T PERPOrder/ Product ConfigurationDSSMESWEBPCSI’d 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, I’ll reserve it. 2nd Supplier: No. 3rd Supplier: I’ll need a confirmation signal from my suppliers.123CustomerManufacturerSuppliers
- 17. Digital Order Fulfillment Process ExampleWe can have your product by this dateYes, we can684Confirmed57Order it!Confirm the orders to suppliers Allocate the material Schedule productionERPA T PERPA T PERPA T PWEBA T PERPOrder/ Product ConfigurationDSSMESWEBPCSCustomerManufacturerSuppliers
- 18. Industry Specific Value Chain Issues/ Challenges/ Solutions
- 19. Better, Faster Decisions Drive Velocity...Receive Material Release DataProcess OrdersPlan Production & Make Intelligent DecisionsSend Material Release DataAIAG Worst Case*AIAG Benchmark*Plant w/o i2BR1: Plant w/ i2 Line Scheduling Decision SupportBR2: Plant w/ i2 Material & Capacity Planning Decision SupportTotal2 days4 days5.5 days30 min11.5 days*Source: AIAG Manufacturing Assembly Pilot Project Final Report10 min1 hour5 hours30 min6.5 hours1 hour1 hour7 days30 min7.1 days1 hour1 hour1 day30 min1.1 days1 hour1 hour4 hours30 min6.5 hoursTime delays result in additional mix and volume buffering
- 20. Legacy Automotive CommunicationsMultiple ProtocolsComplex, Costly, Ad Hoc, InflexibleDesignMfg$$$Customer #1Customer #3Customer #2Supplier #3Supplier #2Supplier #1Inconsistent service, securityEDI VANs*EDI VANs** VAN = Value-Added NetworkMultiple Links
- 21. ANX Value: Network Consolidation- Single link, protocol - Consistent, high service quality & security - Multiple - companies - traffic types - sectors, continents Simpler, Lower Cost, Managed, AdaptableCustomer #1Customer #3Customer #2Supplier #3Supplier #2Supplier #1ANX
- 22. “The Business Internet”* Revised April 4 20011 ANX-Certified Exchange Point (1 more underway in Europe)AmeritechANX-Certified IPSec security gateways available from 10 vendors7 ANX-Certified Service Providers (CSPs) EquantAT&TBell NexxiaWorldComAmeritechIdeal Technology Solutionsipulsys700+ production Trading Partners (TPs) (160 more underway)Trading PartnersTrading PartnersTrading PartnersTrading PartnersTrading PartnersTrading PartnersTrading PartnersANX StakeholdersANX
- 23. Usable in any sector: Business, government, academic, non-profitBased on Internet technologies: Standards-based, off-the-shelf products No proprietary solutionsVariety of connectivity, speed: Dial, DSL, ISDN, and 56 KB T3Available globally: North America: Canada, Mexico, U.S. Africa, Asia, Australia, Europe, South AmericaANX Characteristics
- 24. ANX Covisint RelationshipSimilarities: Funded, endorsed, guided by Big 3 OEMs Spun-off as separate for-profit companies But different meanings of “exchange”Complementary Roles: ANX network service infrastructure Covisint e-business processes, applicationsSynergy: ANX enables faster Covisint roll-out to 700+ TPs Covisint is an ANX customer, with 2 connections
- 25. E.Procurement
- 26. Common TermsE Business- Buying, selling transacting or exchanging information via Internet with customers, suppliers, employees Reaches beyond advertising and marketing, includes core business processes of order entry, purchasing, supply chain, CRM E Commerce - Transaction-oriented Web based functions such as placing orders, order entry, payments E Procurement- Requesting, Approving, Ordering, Receiving, and Payment of goods and services via the Internet Trading Exchanges, Virtual Marketplaces, Portals - Vertical industry focused Web sites for buyers and sellers to make offers to buy and sell, conduct transactions. Dot Com’s
- 27. Marketplace TrendsElectronic CommerceSuppliersBombarded with infoWhy companies are considering e-procurementBuyersSoftware vendors push their products Magazine and news coverage aboundsCosts too highVolume not leveraged Significant accounts payable effort Users buying at retailProcesses are inefficientApprovals take days or weeks Users are wasting time 85% of purchasing time spent managing orders Too much re-keying and errorsNot leveraging new technologiesTheir competition is doing it Their intranet is under-utilized They have multiple home-grown systems ERP implementations are winding down Information unavailableDon’t know what they spend Users don’t know about deals No audit trail
- 28. The Business ChallengeThe Procurement Process of Today… Confusing and Slow: Multiple communication channels and processes, internal and external Time and Labor Intensive: Many suppliers, many different types of transactions to manage. Inaccurate: Information spread across many systems …must leverage product spending, reduce costs, and drive profit to the bottom line.
- 29. Fragmented Spend Pattern386151363010212315265938643381324610M +1M– 10M 11M– 5M500K– 1M250K– 500K100K–250K50K– 100K25K– 50K15K– 25K10K– 15K4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0$1.2 B $1 B $800 M $600 M $400 M $200 M $0Number of SuppliersTotal $/Supplier GroupPurchasesNumber of suppliersTotal $ per supplier group$3.8 billion with 17,700+ suppliers
- 30. Lack of Enterprise Leverage16,773 suppliers used only in 1 business unit. Only 1 supplier used by all.16,7737041485431953112345678918 16 14 12 10 8 6 4 2 0Number of Suppliers (Thousands)Business Units CrossedAcross business units
- 31. E Procurement PracticesTraditional EDI, Electronic Catalog Ordering Systems, Internet Reverse Auctions, E RFQ/RFP.Buyers Implementation and integration of end-to-end Web-based self-service procurement system Objective: Cost Reduction Suppliers Development and management of electronic catalog and system for order-taking Objective: Revenue Enhancement MarketMakers Creation and hosting of infrastructure that connects buyers and sellers in a vertical or horizontal marketplace Objectives: Cost Reduction + Revenue Enhancement
- 32. Internet ProcurementInternet 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.Catalogs Multiple 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 Reduction Auctions Reverse 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 time Objective: Lowest possible price
- 33. Internet Reverse Auction CompaqHPDellSourcing team Internet Auction ServiceAuctioneerHosted serverIBMSuppliersBuying Organization
- 34. Category selection considerations Categories for AuctionDoes the value per buy exceed $1.0 millionEvent Auction CriteriaIs the same good or service routinely purchased Is the value per buy above $30,000Recurring Auction CriteriaGeneral CriteriaIs the market competitive (i.e. more than 4 suppliers) Is the good or service fairly well defined Line items for a sub-category exceeding 25 can be put into a market basket Lack of supplier constraints (e.g. switching cost) Can suppliers access the Internet“Don’t Auction” Criteria Categories involving joint process improvement with suppliers Highly strategic suppliers offering truly unique items
- 35. Steps in an Auction Process Potential Steps in the Auction CycleProfileCategory &SupplyMarketIdentifyPotentialSourcingStrategies 1st RoundSupplierQualificationSetupAuctionSourcing Strategy Auction EventFinal SelectionConductAuctionReport &AnalyzeNegotiatewith andselectsupplier(s)Customized auction environmentSupplier and buyer trainingOne time auction environment setupAuction eventPost-Auction reporting and analysisBid confirmation from suppliers Event Auction Deliverables1Recurring AuctionRecurring auctionNote: (1) Deliverables are the same for the event auction and 1st recurring auction
- 36. Internet ProcurementOBI Open Buying on the Internet. An industry standard that enables buyers to access product, pricing, and availability information directly from a supplier’s Web site, providing increased control over the presentation of product and other information.Intelesys Netscape Buyer Xpert
- 37. Supplier has the data Each has unique ordering screens and processes Buyer forced to find suppliersLow risk e-procurement entry Quick implementation Advanced ordering techniques (product configurators)PharmaCoAutoCoServiceCoSupplier Centric SolutionCatCatCatDellStaplesGraingerBenefitsExamplesRisksDell.com Staples.com Grainger.com
- 38. Managing catalog Run technology Supplier integrationSecurity Control over catalog Customized environmentCatCatCatBuyer Centric SolutionDellOffice DepotGraingerPharmaCoAutoCoServiceCoBenefitsRisksExamplesAriba ORMS Oracle Web Req CommOne BuySite
- 39. Access to new markets, customers Eliminates regional barriers Streamline sales process Reduced cost of sales Centralizes catalog content requirementsLeveraged catalog management Availability of many suppliers Faster implementation Enables personalized catalog view Lower cost of entry Pay as you goPharmaCoAutoCoServiceCoWhat is a MarketMaker?PC Co.Office Co.MRO Co.E-Procurement MarketplaceSeller BenefitsBuyer Benefits
- 40. E.procurement TomorrowSuppliers MarketplaceBSBBSSCovisint MarketplaceBSBBSSSAIC MarketplaceBSBBSSHorizontal MarketplaceBSBBSS
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