10. TMCopyright IBM 2002GMROI - 纯利润回收率CustomerService(5–25%)(2–5%)ThroughputsalesInventory(10–50%)Avg. inventory at costGMROI(95%)(10–50%)Planning Cycle Time Operating Expensescost of goods sold顾客服务产出计划周期运作成本销售额销售成本平均库存成本库存
11. TMCopyright IBM 2002SCM - 对症下药For the Retail Industry, Inventory Management Modules would replace
Production Scheduling
12. TMCopyright IBM 2002供应链管理的应用在跨行业的比较
13. TMCopyright IBM 2002SCM - 最佳应用 I一般创意前沿优秀应用Vendor-managed and co-owned inventory
Inventory owned by the supplier or co-owned by the retailer and supplier
Implementation of centrally-managed (within store) electronic shelf tagsScan-based trading for fast- and slow-moving items
Requires cashiers to accurately scan or enter each item
Inventory and ordering functions tied directly to the point-of-sale (perpetual inventory)
Items are registered and re-ordered when the cashier scans an item
Requires accurate scanning for proper SKU ordering
Online private label product production synchronization for vertically integrated retailersStore-specific inventory based on location, market characteristics, and area demographics
Inventory and ordering functions tied directly to consumer self-scan shelf take-away
Provides out of stock alerts and/or automatically re-orders items
Automated private-label product planning and sourcing (requires intelligent systems)
VMI
电子货架条SBT(scan based trading)
即时库存
同步生产 - 本店品牌因店而异库存
即时库存
自动生产计划 -本店品牌细节库存管理
14. TMCopyright IBM 2002 Scan-based trading benefits both retailers & suppliers by streamlining the delivery of DSD productsDSD supplier delivers inventory to a store Consumer brings items to the cash register and the cashier scans itemsAt the end of the billing cycle, the retailer pays the supplier based on actual units sold Supplier Accounts ReceivableInvoice for XYZ
$4000.00 per order
$250.00 per caseInvoice for XYZ
$4000.00 per order1
$250.00 per caseInvoice for XYZ
$4000.00 per order
$250.00 per caseInvoice for XYZ
$4000.00 per order1
$250.00 per caseRetailer Accounts PayableDelivery personnel bypass the traditional process of checking-in inventory and instead go directly to store shelves for stockingWhen DSD item is scanned, the relevant product information is transmitted to the supplier and retailer systems12345Commitment from suppliers to support broad-based usage
Deployment of standards-based point-of-sale technology capable of communicating with suppliersReduced delivery time (20-25 minutes saved per delivery)
Reduced stock-outs and increased sales (up by 3%-5% per supplier)
Improved pricing accuracy
Re-allocation of store personnel from check-in to in-store merchandising activities
Improved promotional flow through
Reduced invoice deductions (declined by 70%)Users2
Retailers: H.E. Butt, Schnuck Market, Andronico’s
Manufacturers: Frito-Lay, Nabisco, Pepperidge Farms, Hallmark, Anheuser-Busch
Vendors
Vialink (SyncLink)Success FactorsKey Results & Metrics1Sample Users/Vendors
15. TMCopyright IBM 2002SCM - 最佳应用 II一般创意前沿Utilization of SKU-level electronic inventory management systems
Includes pallet tracking throughout the distribution centerFully integrated and operational warehouse management systems (WMS) that automate distribution centers and allow for complex functions such as flow through and cross-docking
Shared distribution centers for retailers offering multiple store formats (e.g., Wal-Mart with Superstores, Neighborhood Markets, and Sam’s Club stores)
Reverse logistics management integrated into warehouse systems to automate returns processesMarket-level shared distribution assets for consumer packaged goods companies (CPG) and retailers where warehouses and trucks serve area stores from competing and complementing retailers
Warehouse network strategies where market-level “mega” warehouse are built for chain-wide items complemented by regional distribution centers that serve faster moving and perishable items
Utilize systems that count ergonomic wear and tear on each warehouse employee by individual task, dynamically balancing new task assignment to reduce the risk of injury物流中心管理Leading Practices电子库存管理仓储管理
共享仓库
自动反向物流区域共享仓库
仓库网络战略
劳保有益型工作管理Detail
16. TMCopyright IBM 2002Centralized Warehouse Management SystemAbility to cross-dock shipments from central facility with perishable goods at regional centers
Availability of trucks to haul shipments longer distances
Deployment of warehouse management system (WMS) to manage products destined for 1,100 stores
Availability of labor to staff central warehouse facilitySuccess FactorsImproved efficiency for entire distribution system
Lower prices through centralized buying
Faster turnover in facilities
Regional warehouse specializationKey Results & Metrics1Users
Ahold USA
C&S Wholesale Grocers (potential warehouse owner/partner)
Vendors
IBM
Sample Users/VendorsAhold’s centralized facility will be owned and operated by a third-party distribution specialistPhiladelphia, PANY, NJ, CT, RI, MANY, PA, OHThe facility will supply all of Ahold USA’s 1,100 storesDC, MD, DE, NJ, VANY, NJ,PA, WVAL, GA, TN, NC, SCExisting centers will be used for cross-docking of perishablesProducts will be pre-sorted for each retail outlet at the centralized distribution center 123Completed shipments will then be routed to area stores
17. TMCopyright IBM 2002整体战略流程优化具体系统实施零售业竞争力:
做同样的事
但比竟争对手做得更好!!SCM在零售业 - 如何开始?
20. TMCopyright IBM 2002Repeat buys
One off buyson databaseCumulative
% of Spend98% 采购额100% 缩减!!首要供应商其它供应商呆滞供应商 Effective strategic sourcing enabled us to consolidate suppliers to.achieve savings and leverage spend
Daily transactions must be routed to strategic sources
战略性的选择供应商 + 严格执行 = 增加利润Process SCM在零售业:流程优化 - 成功之关键!