深圳市顺电实业有限公司
内部营运审计项目管理咨询方案
安达信企业咨询有限公司
二零零零年六月
b
前言 零售业全球发展趋势
咨询一 采购-库存管理诊断分析及方案导入
咨询二 储运-物流管理诊断分析及方案导入
方案总结
1
2
3
4
咨询纲要
成功者的格言
“我们唯一的竞争优势在于，我们快！”
“存货周转快主要体现在两方面:供应商送货快及销货快。 ”
“与供应商的合作关系，是我们实现销售、市场份额与利润率的基础的基础 ！”
零售业全球发展趋势
零售业全球发展趋势
全球零售业巨人－沃尔玛
经营产品及关注点
· 零售业贩售及配送，配置广泛消费品
规模、雇员、利润
· 全球最大零售商，超过2,000家卖场
· 平均卖场面积超过9,000平方米
· 年收入超过1,000亿美元
· 全球740,000雇员，每年新增185个卖场
· 每两秒钟卖出一个芭比娃娃
相关经营特征
· 以低价的商品及优质服务迅速融入市场
· 产品从供应商直接到卖场
· 供应商对沃尔玛存货进行即时监测，相应做生产计划，使沃尔玛实现Just-in-time存货管理
· 沃尔玛提供各供应商信息及销售情况，以帮助他们提升计划与实践技能
全球零售业地位
· 流程优化领导者
· 供应商系统建设的设备及理论提供者
· 零售战略领袖
· 行业标准制定者
· 创新者
概念更新中的全球零售业
采购与制造可在全球内实现，产品成本进一步降低
物流功能要求的提高，与外部配送公司间合作进一步加强
提供多样类别货品的大型零售商场成为趋势
基于国际互联网的商业尝试开始盛行,包括在线营销，在线工作管理及在线采购
零售商参与以顾客统计资料库为基础的产品设计及营销计划
特许经营业(包括加盟店和连锁店)的急速发展
零售业全球发展趋势
顺电该怎么办？
零售业全球发展趋势
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
咨询一 采购-库存管理诊断分析及方案导入
咨询二 储运-物流管理诊断分析及方案导入
方案总结
2
3
4
咨询纲要
采购－库存管理诊断分析及功能架构重组
采购-库存管理诊断分析及方案导入
项目质量控制与持续改进
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
采购－库存管理诊断分析及功能架构重组
项目质量控制与持续改进
采购-库存管理诊断分析及方案导入
全球最优零售采购模式
采购-库存管理诊断分析及方案导入
顾客满意度
降低采购成本
改进员工采购效率和工作满意度
· 采购人员具有全面的采购核心技能
· 运用一种友好的采购模式
· 与客户保持持续的联系(每个采购人员最少花50%的时间与客户沟通)
· 提供及时可靠的配送
· 减少请购至下定单的时间
· 与所选择的供应商建立合作伙伴关系
· 公开交流
· 团队合作
· 订立多方位合同
· 持续改进
· 全球范围信息共享
· 改进循环周期
· 减少采购流程中的人工干预
· 将多余存货减至零
· 减少或消除采购人员在日常维护及补货活动和办公用品购买中的参与
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
采购-库存管理诊断分析及方案导入
全球最优零售采购因素
需求预测
平衡需求、生产和存货是保持高效经济生产流程同时满足消费者需求的基础。通过与供应商共享销售和经营的数据，各家商场能得到更为集中、准确的需求预测。
配送
因为各方参与者都能获得产品销售信息，分销计划和跟踪执行可以更为高效、连续的进行。
市场
从顾客和卖场得到的数据提供给供应商关于产品设计的重要信息。
供应商管理
系统自身会改变供应商管理的流程，使实时交流、计划和调整变得更容易、更有效。
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
采购-库存管理诊断分析及方案导入
全球最优零售采购方法
采购管理方法
实施步骤
实施结果
通过供应商存货管理程序(Vendor Managing Inventory)与该供应商建立战 略合作关系
· 建立供应商资格筛选程序
· 巩固供应商基础
· 预先制定存货持续补充系数
· 将VMI作为一种交易机会
· 与供应商共享需求信息
· 通过主动的质量提升以加强同供应商的合作
· 发展通用标准以衡量VMI的效果
· 持续（不间断）的补充存货
· 增强存货流动性
· 降低安全存货水平
· 减少存货成本
· 更好的存货质量控制
运用历史经验数据及相应预测方法估计未来存货需求量
· 每日更新销售记录及材料耗用报告以形成准确的历史需求数据
· 运用集中预测技术决定最佳存货水平
· 运用因特网作市场调查以预计未来存货需求
· 运用情景模拟估计潜在的存货风险
· 减少预测误差
· 通过适时提供正确数量与种类的商品以提高客户服务质量
· 减少存货补充时间
· 避免出现过多存货及缺货情况
· 减少存货成本
根据适时制(Just-in-time)理论合理化 存货采购及运行
· 委托供应商采购以缓冲顾客需求
· 合并多个部门的存货购买以实施战略性采购
· 存货运输的物流合理化
· 通过适时制运作的持续改进消除存货流程的“瓶颈”
· 增强按顾客需求定制存货的能力
· 缩短采购和运货的导入期
· 减少存货存储成本
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
采购-库存管理诊断分析及方案导入
全球最优零售库存管理方法
库存管理方法
实施步骤
实施结果
合并仓储经营以形成规模经济
· 在选定一个中心仓库之前进行由不同土地、人力、交通运输成本构成的情景模拟评价
· 使合并的仓库形成分配系统中心
· 与高效率及反应快的运输商合作
· 为合并的仓库建立集中的信息系统
· 减少仓库的经营成本和资本性成本
· 更准确的存货控制
· 减少销帐存货
· 减少存货量，尤其是安全存货量
· 减少订单循环时间
· 提高订单完成率
· 提高及时送货率
· 高效率的利用人力
形成有弹性的仓库设计以形成空间的最佳使用状态及最有效产品流动
· 采取协同作业的方式设计仓库规划
· 重新设计块布局以优化产品流动
· 采用模拟方式以测试不同设计
· 运用人类工程学原理以使仓库设计适用不同类型的员工
· 存储利用最大化
· 更优的存货流动
· 提升顾客服务
· 减少单位持有成本
· 提高盈利性
· 增强竞争优势
· 更有工作动力的员工
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
采购-库存管理诊断分析及方案导入
全球最优零售库存管理方法 （续）
库存管理方法
实施步骤
实施结果
运用仓库管理系统(Warehouse Management System)以形成仓库资源的 最优分析
· 根据仓储战略而非垂直的行业技术来选择仓储管理系统之供应商
· 为仓储管理系统配置自动化的鉴定和数据收集技术以实现实时无纸化存货追踪
· 将WMS结合至仓储工作以改进人工效率
· 结合WMS与其他后勤管理系统以加速产品在供应链中的流动
· 减少人工成本，尤其是间接支持性及事务性工作的人工成本
· 增强人员、设备的生产力
· 增强存货信息准确度
· 更优的订单履行率
· 提升及时发货率
将仓储服务职能转由外部仓储供应商提供
· 比较内部仓储成本与外部仓储成本
· 运用公共仓库所提供的集中服务和共享之解决方案
· 租用公共仓库以解决紧急和临时的存储需求
· 租赁外部仓库以存储经常性的存货
· 仔细检验外部仓库之证明资料
· 利用外部仓库提供的增值性服务
· 使用曾被仓储职能占用的资金
· 减少仓库运营成本
· 可增进诸如交通、维护、印刷、保安及管理等辅助性服务的控制
· 为公司核心业务提供更多时间与资源
· 更一致的质量标准
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
采购-库存管理诊断分析及方案导入
全球最优零售库存管理方法 （续）
库存管理方法
实施步骤
实施结果
自动化存货控制职能
· 由自动化的存货控制流程来取代人工的存货追踪系统
· 数据系统同步化以形成一个在存货流动不同阶段传递信息的渠道
· 建立外部网以加强同供应商的交流
· 在信息离散阶段实施新的信息系统
· 激励员工使用新的信息系统
· 缩短导入期
· 实时信息访问及使用
· 消除订单及交易处理过程中的人为错误，从而提高供应比率及订单处理之准确性
对存货进行循环盘点以尽可能确保其准确性
· 雇用受训人员进行盘点
· 对不同存货采用不同的可容忍误差水平和盘点计划
· 每日盘点重要存货
· 给盘点人员分配时间以调查差错原因
· 按产品类别进行适时制(JIT)盘点
· 不必再进行年度盘点
· 极大的提高存货管理的准确性
· 减少过期及过多存货的产生
· 增强存货流动性
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
合并仓库使得所需仓库空间从500,000平方尺缩至100,000平方尺。
采购-库存管理诊断分析及方案导入
洞 察
Slide 20
Sample Script
揘ow we can take a look at how actual companies have applied best practices to improve warehousing or storing products.
揟he Aeroquip Corp., an Ohio manufacturer of high-pressure hose and hose assemblies, saw the immediate benefits of making the consolidated warehouse the hub of the company抯 distribution system when it closed 13 warehouses and reopened one central distribution site to serve its North American customers. By implementing the new centralized system, Aeroquip reduced overall days-on-hand inventory from six months to mere days. The company also reduced a combined 500,000 square feet of warehouse space to a single unit of 100,000 square feet.
Note to Presenter
For supporting information on this company, see Best Practice B in the Best Practices Report.
新的两级设计仓库
在较低水平面入库卸货
在较高水平面装货出库
Best Practices at Work
采购-库存管理诊断分析及方案导入
洞 察
之专业配送商
Slide 21
Sample Script
揜yder Systemscare, the . furniture and white goods delivery company, for example, saw dramatic reductions in order fulfillment time and labor costs when the company redesigned its block layout. Before the new design, Ryder relied on 11 docks to load 80 vehicles each day. The process frequently required hiring temporary workers to complete the day抯 loading duties梥ometimes not finishing until 6 o抍lock the following morning. Ryder, however, turned the process around when it constructed a mezzanine dock next to 27 idle roller-shutter doors. The new design allowed lift trucks to load outbound goods above ground level while freeing up the 11 loading docks in the lower level for inbound goods. With the two-tiered design, Ryder employees regularly completed each day抯 loading by 5 .
Note to Presenter
For supporting information on this company, see Best Practice C in the Best Practices Report.
数据系统同步化 以建立存货流动不同阶段的信息传递管道
Guess? Inc.
采购-库存管理诊断分析及方案导入
洞 察
Slide 22
Sample Script
揃efore synchronizing its various production systems in a master database, Guess? Inc. lost millions of dollars every year because the design and production departments were unaware of each other抯 activities. A designer, for example, would make a last-minute design change from a zipper to a button without realizing that the change would delay production by almost 12 weeks because the zipper had only a 2-week lead time whereas the button had a 14-week lead time. To prevent similar problems, Guess? synchronized data systems across the departments so that the design and production staff could share information and be made aware of each other's activities.
Note to Presenter
For supporting information on this company, see Best Practice A in the Best Practices Report.
最优
采购分析
功能架构
诊断分析
补货结构
诊断分析
功能架构
方案导入
补货模式导入
采购－库存管理诊断分析及功能架构重组
项目质量控制与持续改进
采购-库存管理诊断分析及方案导入
采购-库存管理诊断分析及方案导入
采购系统分析现状一：淅透式组织架构
供应商
主办
主管
经理
信
息
流
决策
决策
信
息
流
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
其主要表征于：
信息的流动为单向，自供应商经主办流向管理层
主办为决策的发起人
管理层（主管、经理）成为决策的尾随人
淅透式结构在于淅透表层，在于主办阶层，信息经由主办过滤流向管理层，同时决策由主办发起，管理层尾随，整体上来看，这是一种被 动的管理架构。
采购-库存管理诊断分析及方案导入
采购系统分析现状一：淅透式组织结构特征
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
供应商评估管理
新商品开发
新合同洽谈
市场调研
零售定价
促销活动
日常补货
功能时间对比
产品开发
供应商管理
促销策划
零售定价
日常补货
以上数据乃为对两公司采购人员抽样调查所得
采购-库存管理诊断分析及方案导入
采购系统分析现状二：主办补货功能为主导之采购模式
采购职能分解
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
1、决策缺乏前瞻性
2、决策无规则性
3、权责不均衡性
采购-库存管理诊断分析及方案导入
采购系统分析现状三：淅透式组织结构及主办补货主导 模式的弊端
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
跳舞毡 MP3播放器
采购-库存管理诊断分析及方案导入
1、决策缺乏前瞻性
因补货占用日常工时80%时间，对新品研发无心顾及
主办因素质所限，无法从商品成熟面、最新市场介入点方面考虑新商品开发
主办无法主动研究市场，开发新品，多数为被动听从供应商，缺乏指导
采购管理层被动成决策跟随者，无法主导新品开发策略
采购-库存管理诊断分析及方案导入
1、决策缺乏前瞻性（续）
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
问题：是否电器商品对经销商有扣点与返折之分？
现状：主办草拟合约时并无扣点概念
扣点：指对超过一定销售量经销商给予低于标准价的折扣
反映：主办缺乏行业规则概念，无决策基础
采购-库存管理诊断分析及方案导入
1、决策缺乏前瞻性（续）
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
主办为何做此决策??
采购-库存管理诊断分析及方案导入
2、决策的无规则性
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
* 数字根据2000年5月商品囤积报告
采购-库存管理诊断分析及方案导入
2、决策的无规则性（续）
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
数量与价格由人决定，给予个人操作空间
无经验的新手无法舞弊＝无经验操作＝权力滥用
体制的权力集中弱点＝采购部顽疾
舞弊空间
建议价格更新
商议价格
主办
商议订货
建议订货数量
采购-库存管理诊断分析及方案导入
3、权责不均衡性
a、权力集中
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
采购-库存管理诊断分析及方案导入
3、权责不均衡性（续）
b、权责不均
主办权力
如果失误
主办责任
· 决定价格
(
无
· 决定数量
(
无
· 决定客户
(
无
· 决定存货量
(
无
· 决定零售价
(
无
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
最优
采购分析
功能架构
诊断分析
补货结构
诊断分析
功能架构
方案导入
补货模式导入
采购－库存管理诊断分析及功能架构重组
项目质量控制与持续改进
采购-库存管理诊断分析及方案导入“
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I. 采购系统的架构重组
II. 采购系统的功能再定义
采购-库存管理诊断分析及方案导入
功能架构方案导入
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
架构重组之一: 互动式组织架构
*所有决策均为互动决策
采购-库存管理诊断分析及方案导入
I. 采购系统的架构重组
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
架构重组之二: 互动式组织架构特征
信息流是双向的，主办与委员会做为两个信息的输入端口，使信息在采购部内互通
决策导入者为管理层而非主办，主办在指引下做出进一步决策，更有管理层实时指导，保持公司整体决策方向
I. 采购系统的架构重组
采购-库存管理诊断分析及方案导入
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
I. 采购系统的架构重组
架构重组之三:互动式组织架构建立步骤
采购-库存管理诊断分析及方案导入
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
功能再定义之一: 采购系统的核心与非核心功能
核心功能 :
供应商管理
新产品开发与产品规划
合同洽谈
选择、评估供应商
客户管理
制定价格策略
营销策略
促销计划
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
非核心功能 :
市场管理
市场调研
日常补货
非规律性商品补货
规律性商品流程批准
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
功能再定义之一: 采购系统的核心与非核心功能(图解)
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
对供应商的真正开导，信任及理解只能建立在与其坚实的关系之上，信息共享（目标与期望）是通向成功的关键。
TOYOTA
II. 采购系统功能再定义
功能再定义之二: 采购系统的核心功能-供应商管理
采购-库存管理诊断分析及方案导入
目标 - 信息共享下的供应商社区
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
*完整的供应商管理包括商品开发策略至供应商社区建立全过程
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
功能再定义之二: 采购系统的核心功能-供应商管理
流程 - 创建供应商社区之六步骤
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
功能再定义之二: 采购系统的核心功能-供应商管理
流程 - 创建供应商社区之六步骤(续)
商品开发策略审阅
实施商品开发
供应商鳞选
· 采购委员会对商品采购方向，核心供应商标准，顾客族群目标设定市场消费结构发出指引
· 定期对上述规则进行调整审阅
· 培训多功能、高素质采购人员
· 具体实施商品开发细则
· 定期依据指引调整开发方向
· 供应商提交自我调查报告及质量手册
· 综合核心供应商准则考评各供应商
· 鳞选供应商
供应商信息共享
供应商评估与调整
供应商社区
· 系统、流程与供应商相联
· 销售、最低库存量等信息经筛选与供应商互享
· 供应商及时调整自身供货方案
· 以成本，送货表现等决定标准评估供应商
· 以质量标准评估，调整核心供应商
· 供应商社区管理概念形式
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
功能再定义之二: 采购系统的核心功能-供应商管理
蓝图-顺电未来之供应商社区构筑
总体目标
聚合式
顺电选择、准予、管理所有供应商或代理，以最低价提供各类家居家电商品。
管理方法
分层式
“供应商社区”(Business Community)由顺电 设计和管理，以达到其增长和经营的目标，供应商如要被顺电接受必须与该公司的系统、标准和流程相一致，对供应商和产业行为施加了影响，在某些领域甚至包括产品的内容，(如 CD的内容)。
价值观整合
低
作为一个集合者，顺电提供非常广泛的家居家电产品和制造商门类，消费者在一次购物中可以购买多种多样互不相关的商品。
未来发展方式
结盟
建立合作。顺电把自己的电脑与主要供应伙伴相连。顺电在其所在行业一直保持领先，帮助其供应商在竞争中取得成功。
价格固定前提下，利润关键是供应商自身成本确定。
II. 采购系统功能再定义
采购-库存管理诊断分析及方案导入
功能再定义之二: 采购系统的核心功能-供应商管理
哲学 - 供应商应被告知的公式
什么价格制定是合适？
什么时点利润上升或什么时点利润上升会被下降销售量所抵销？
我们是否要用降低价格来驱使销量上升？
顾客如何才能感知到我们升价或降价？
你们该如何开始回答以上问题？
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
功能再定义之三: 采购系统的核心功能-定价体系
问题
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
以往做法：
以成本为基础定价
制定竞争性价格计划
顾客视点定价系统：
以客户购买视野为基础
决策何等价格顾客愿付
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
功能再定义之三: 采购系统的核心功能-定价体系
顾客视点定价系统(Customer-Focused Pricing Approach)
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
功能再定义之三: 采购系统的核心功能-定价体系
顾客视点定价系统(Customer-Focused Pricing Approach)-图解
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
价格考虑(Economic)
价格吸引
日用品及消费品
初等服务附加
无形考虑(Intangible)
形象、品牌或自身经验吸引
高等服务附加
博取额外价格
功能考虑(Functional)
产品独特性及顾客要求符合性吸引
中等服务附加
高度价格敏感性
中度价格敏感性
低度价格敏感性
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
功能再定义之三: 采购系统的核心功能-定价体系
与顾客价值观相联系 - 顾客如何定义价值
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
与顾客价值观相联系 -顾客对商品三种价值观
功能再定义之三: 采购系统的核心功能-定价体系
价格价值观
(Economic Value)
功能价值观
(Functioned Value)
无形价值观
(Intangible Value)
商品种类
· 价格敏感性高
· 功能无区别，因而要广告价格区别
· 价格敏感性中
· 功能单独，无同类商品
· 价格敏感性中
· 服务附加值高，对以往使用的良好经验
· 商品定价要符合三种价值观规律
· 从价格敏感高至低研究排列商品，确立商品定价类型，即形象定价至利润定价
· 分析是基于时间、人群、地点、动态基础上
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
功能再定义之三: 采购系统的核心功能-定价体系
发展以客户视点定价为策略的定价体系
步骤一：信息收集
步骤二：定价决策
步骤三：沟通
步骤四：监控/评价市场反应与调整
· 内部商品价格利润信息收集
· 价格敏感度分析及客户商品价值观分析
· 商品价格敏感度排序
· 市场状况分析
· 整合定价规则及原理
· 设计定价组合
· 测试
· 与雇员沟通定价策略
· 配置一系列与定价策略配套宣传(营销/广告，摆放)
· 顾客反应
· 竞争者反应
· 配送/供应商反应
· 销售及毛利数据
· 顾客接受/满意度
· 外部智襄报告
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
怎样衡量营销/促销的成果？
促销是否拥有适当的信息在适当的时刻把目标放于最有利润率的客户？
营销/促销是带来永固品牌效应或仅是暂时销量上扬？
功能再定义之四: 采购系统的核心功能-营销/促销系统
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
问题
1、建立以投资收益率为基础的营销/促销指标记录系统ROI(Return on Investment)
2、发展以客户响应要素(Customer Dimension)为基础之营销分析
3、营销/促销机制完善流程
功能再定义之四: 采购系统的核心功能-营销/促销系统
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
方法
ROI=毛利/(产品成本＋促销成本)
功能再定义之四: 采购系统的核心功能-营销/促销系统
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
投资收益率ROI(Return on Investment)
促销期ROI
非促销期ROI
· 每类商品
· 每卖场对比
· 不同促销期对比
促销成功：
· 促销期ROI应大于非促销期ROI
· 翌次促销期ROI应大于前次促销期 ROI
功能再定义之四: 采购系统的核心功能-营销/促销系统
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
发展以客户响应要素为基础之促销分析
促销期顾客响应分析
促销
顾客
响应度
销量
每顾客户
购买量
每顾客
商品数
交易分析
总计
100%
$750,000
%
响应客户数
16
82,400
未响应客户数
94
567,600
与上次比较
同时参与上次促销
92%
$171,600
$
首次参与促销
8
0,800
按部门分
只参与促销部门
6%
$ 7,500
$
在促销及未促销计合同时购货
94
174,900
建立衡量营销/促销有效度及ROI分析的制度化程序
通知POS系统摘取销售、ROI、费用趋势、买场/商品顾客反应度的历史资料
通过以下发现制定下年度营销/促销计划：
动态落实、评估计划并实时调整
选择最优媒体
特定销售时机
创意性战略
商品配置战略
卖场时视觉配置
特定促销季节及跨度商机
特定目标顾客族群筛选机会
功能再定义之四: 采购系统的核心功能-营销/促销系统
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
营销/促销系统完善流程
前提： 1、可靠的技术支持
2、合理的补货方程式
3、有经验的营业主管/店长负责
目标程序： 1、规律性商品由营运部通过补货程式生成，交由采购 主办
2、采购主办不作修改电脑生成单，但可根据需要压单
3、非规律性商品由采购主办用手工补货
功能再定义之五: 采购系统的非核心功能
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
补货
总数
工厂预算 5亿美元
工厂人数 1,100人
编码数 三千万以上
服务器 5,000台
桌上电脑 17,000台
POS机 100,000台
掌上电脑 90,000台Telxon音频式
功能再定义之五: 采购系统的非核心功能
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
补货-沃尔玛之IT环境
市场调研应由采购委员会确定指引如(商品种类、调研对象列表、调研结果分析)
市场调研功能应由营运部执行，目的防止定价雇员自行调查价目，以分配权力
功能再定义之五: 采购系统的非核心功能
采购-库存管理诊断分析及方案导入
II. 采购系统功能再定义
市场调研
最优
采购分析
功能架构
诊断分析
补货结构
诊断分析
功能架构
方案导入
补货模式导入
采购－库存管理诊断分析及功能架构重组
项目质量控制与持续改进
采购-库存管理诊断分析及方案导入
I. 现代零售企业衡量补货结构指标
II. 顺电补货现状分析
补货结构诊断分析
采购-库存管理诊断分析及方案导入
沃尔玛与顺电之间的两大指标对比：
商品缺货率
商品囤积程度
采购-库存管理诊断分析及方案导入
I. 现代零售企业衡量补货结构指标
公司
项目
沃尔玛
顺电
商品缺货率
1点
3点－5点
商品囤积程度
无
超过前四周销量的
库存占总库存的17%
现存的商品库存恶劣状况是由以下几个因素造成的:
采购-库存管理诊断分析及方案导入
II. 顺电补货现状分析
无法依赖的系统
经验不足的采购主办
方向错误的绩效评估
小精灵系统提供基本信息，包括商品ABC类别、前四周分别销量、几天当量、在途货品等
采购主办根据系统产出的历史销量信息，凭经验决定补货量
系统无法提供准确切实的补货信息,同时不全面的参考指数使主办无法依赖其作出正确的采购决策
采购-库存管理诊断分析及方案导入
II. 顺电补货现状分析
无法依赖的系统
采购-库存管理诊断分析及方案导入
II. 顺电补货现状分析
无法依赖的系统之图解
销售额 40%
毛利额 35%
返利 5%
周转次数 10%
商品质量 10%
所有采购主办都是行内新手，平均年龄小于三个月，
绩效评估的指标权重比例造成库存积压 (如下)：
采购-库存管理诊断分析及方案导入
II. 顺电补货现状分析
无经验的采购主办及方向错误的绩效评估
最优
采购分析
功能架构
诊断分析
补货结构
诊断分析
功能架构
方案导入
补货模式导入
采购－库存管理诊断分析及功能架构重组
项目质量控制与持续改进
采购-库存管理诊断分析及方案导入
补货模式导入
I. ABC商品分类管理法之探究
II. EOQ(Economic Order Quantity)模型及其衍生模型之导入
采购-库存管理诊断分析及方案导入
I. ABC商品分类管理法之探究
起源于帕累托(Pareto)最优曲线
ABC分类方法
ABC分类商品管理方法表
采购-库存管理诊断分析及方案导入
帕累托(Pareto)曲线：“关键的少数和次要的多数”
采购-库存管理诊断分析及方案导入
I. ABC商品分类管理法之探究
一般分类方法为 ：
关键在于是否是由尽可能少的种类商品产生出尽可能多的金额
采购-库存管理诊断分析及方案导入
ABC库存分类方法之一般分类方法 ：
I. ABC商品分类管理法之探究
类别
金额
种类
A
70%
10%
B
20%
20%
C
10%
70%
8/2原则 ：以创造80%销售利润的20%商品归为A类商品，而实际上创造80%销售利润可能是由30%-40%的商品创造的，那就没有体现到“关键的少数”原则
应重新统计创造销售/利润与商品种类的关系，以真正体 现“关键的少数和次要的多数”原则
采购-库存管理诊断分析及方案导入
ABC商品分类方法之顺电方法现状及改进要求：
I. ABC商品分类管理法之探究
ABC分类商品管理方法表 ：
采购-库存管理诊断分析及方案导入
I. ABC商品分类管理法之探究
分类
管理
管理类别 方法
A
B
C
定额的综合程度
按品种、甚至按规格
按大类品种
按该区总金额
定额的查定方法
消耗定额
技术计算法
写实查定法
经验估算法
周转库存 定额
用不同条件的库存模型计算
用不同条件的库存模型计算
经验统计法
检查
经常检查
一般检查
以季或年度检查
统计
详细统计
一般统计
按金额统计
控制
严格控制
一般控制
金额总量控制
安全库存量
较低
较高
允许较高
EOQ模型分类
EOQ模型适用条件及其方案分析
基本EOQ模型诠释
采购-库存管理诊断分析及方案导入
II. EOQ模型及其衍生模型之导入
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
EOQ模型及其衍生模型分类
EOQ模型
整批间隔进货的EOQ模型 (A)
分批连续进货的EOQ模型 (B)
整批进货允许缺货的EOQ模型 (C)
分批进货允许缺货的EOQ模型 (D)
产品订货价格有折扣的EOQ模型 (E)
定量订货模型 (F)
定期订货模型 (G)
其它随机型模型
不允许缺货
允许缺货
需求量是离散的随机模型 (H)
需求量是连续的随机模型 (I)
确定型
随机型
采购-库存管理诊断分析及方案导入
II. EOQ模型及其衍生模型之导入
：
基本定义
确定型EOQ模型与随机型EOQ模型之比较
安全库存量之计算公式
各方案分析
采购-库存管理诊断分析及方案导入
EOQ模型适用条件及其方案分析
II. EOQ模型及其衍生模型之导入
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
R：单位时间内的需求量
C1：保管费
C2：订货费
C3：缺货费
T：库存周期
t：提前订货期(Lead time)
Q*：最佳订货批量
T*：最佳订货周期
Qk：订货点
P：单位时间内的进货量
R：单位时间内的消耗量
E：最高库存量
C*：最佳经济库存费用
Z*：实际最高库存量
Qo：安全库存量
E(R)：需用量的期望值
Qr：每次实际订货量
S：现有库存量
I：已办理订货而尚未到货的订货量
(r)：每天需求数量
采购-库存管理诊断分析及方案导入
EOQ模型适用条件及其方案分析之一 ：基本定义
II. EOQ模型及其衍生模型之导入
采购-库存管理诊断分析及方案导入
EOQ模型适用条件及其方案分析之二：两模型比较
II. EOQ模型及其衍生模型之导入
方法一 ：根据预定的服务水平，用数据统计方法确定
X－安全系数
t－提前订货期
OR－单位时间需求量的标准偏差
采购-库存管理诊断分析及方案导入
EOQ模型适用条件及其方案分析之三：安全库存量的确定
II. EOQ模型及其衍生模型之导入
方法二 ：按设置安全库存量后所需的保管费和缺货费之和为最少来确定
E(Co)－库存总费用期望值
E(S)－提前订货期间缺货量期望值
(S)i－可能缺货数量
NS－计划期内可能缺货次数
R(t)i－提前订货期间某一实际需求量
P(Rt)i－提前订货期间某一实际需求量出现的概率（当 ）
i QH
采购-库存管理诊断分析及方案导入
EOQ模型适用条件及其方案分析之三：安全库存量的确定（续）
II. EOQ模型及其衍生模型之导入
采购-库存管理诊断分析及方案导入
EOQ模型适用条件及其方案分析之四：各模型方案分析
II. EOQ模型及其衍生模型之导入
不适用
采购-库存管理诊断分析及方案导入
EOQ模型适用条件及其方案分析之四：各模型方案分析（续）
II. EOQ模型及其衍生模型之导入
采购-库存管理诊断分析及方案导入
EOQ模型适用条件及其方案分析之四：各模型方案分析（续）
II. EOQ模型及其衍生模型之导入
采购-库存管理诊断分析及方案导入
EOQ模型适用条件及其方案分析之四：各模型方案分析（续）
II. EOQ模型及其衍生模型之导入
例题一：假设某黑电预测下个月的销量为1000件，单价为1元1件，每次订货费用为25元，保管费为元/件，要求计算每年订货1，2，3，4，5，10，20次的各项费用，并确定经济订货批量
解：根据题意，计算各项费用，列表如下：
订货次数不同的库存费用
采购-库存管理诊断分析及方案导入
EOQ基本模型诠释
II. EOQ模型及其衍生模型之导入
订货次数
1
2
3
4
5
10
20
每次订货批量(件)
10000
5000
3333
2500
2000
1000
500
每次订货金额(元)
10000
5000
3333
2500
000
1000
500
平均库存金额
5000
2500
1666
1250
1000
500
250
年订货费用
25
0
75
100
125
50
500
年保管费用
625
313
208
156
125
63
311
年库存总费用
650
363
283
256
250
313
531
模型求法：
采购-库存管理诊断分析及方案导入
EOQ基本模型诠释（续）
II. EOQ模型及其衍生模型之导入
例题二：若中每月销量平均100件，提前订货期个工作日，问库存量降到多少时提出订货？
解：1个月按26个工作日算
库存降到25件时提出订货
采购-库存管理诊断分析及方案导入
EOQ基本模型诠释（续）
II. EOQ模型及其衍生模型之导入
咨询一 采购-库存管理诊断分析及方案导入
咨询二 储运-物流管理诊断分析及方案导入
方案总结
2
3
4
咨询纲要
储运-物流管理诊断分析及方案导入
储运-物流管理诊断分析及方案导入分析
项目质量控制与持续改进
储运-物流管理诊断分析及方案导入
储运-物流管理概念导入及最佳分析
I. 配送 - 物流概念
II. 以储运 - 配送 - 物流获得竞争优势
III. 最佳实践分析
储运-物流管理诊断分析及方案导入
储运-物流管理概念导入及最佳分析
We would like to take this opportunity to briefly introduce ourselves.
My name is David Rees, I’m from our London Office and work in our Business Consulting division.
I have been worked extensively in the area of Supply Chain Management for 7 seven years now and I’m currently study an executive Masters in Logistics & Supply Chain Management at Cranfield University , a European centre of excellence in the field.
I am going to talk alittle this morning about the Concept of Supply Chain Management and how logistical techniques can be applied to gain competitive advantage.
I would also like to intro my more distinguished and experienced colleague who is going to talk more about how you actually do it!
I. 配送-物流概念
新竞争规则
配送 - 物流发展趋势
配送 - 物流目标及要素
储运-物流管理诊断分析及方案导入
In explaining the concept I will cover a number of areas:
Firstly I’m going to talk about some of the compitive pressures acting on the companies engaged in delivering products and services to customers
Next we will look at the evolution of the Supply Chain Concept and how focusing on logistics and managing the supply chain from a strategic perspective will lead to competitive advantages.
Lastly we will look at managing from a process perspective and cutting across traditional functions.
依靠实力竞争
商品市场的趋势
分销渠道的改变
扩展性企业的浮现
储运-物流管理诊断分析及方案导入
I. 配送-物流概念
新竞争规则
No one can talk about Supply Chain Management without quoting the example of Walmart. Walmart are a prime example of a company that competes through its capability specifically its capability of Inbound Logistics. Walmart has singularly focused on its ability to bring goods into its stores at lowest cost that it can offer a lowest retail price than the competition. Using techniques like ECR and VMI. Walmart and Procter & Gamble pioneered the moves into ECR in the State and currently 50% of supplier are on VMI with a view to increase that to 100%.
Products are no longer a sustainable route to competitive advantage Products can be cloned, copied reverse engineered. Increasingly products are all the same and companies are competing on price leading to the fearful commodity markets.
New competitor are entering new markets through alternative channels, take Dell Computres, a computer manufacturer producing computer like any of the other manufacturer. However by selling bespoke computer configuration through the internet and 800 numbers Dell makes the computer to the customers order and ships it by air. It is estimated that Dell has a 10 - 12% cost advantage over people like Compaq through reduced inventory by not feeding a multi layered distribution channel.
Extended enterprises are now common in retail grocery and fast food industry where leaders areconsolidating the number of supplier that they dealing with and increase their capability. I was recently talking to MacDonalds in the UK who have 1 Beef patty supplier. The chairman has worked for McKey for 21 year and supplied MacDonalds and only MacDonalds in all that time. We were actually talking about extending the enterprise back up the chain to the abattoirs and farmers.
储运-物流管理诊断分析及方案导入
I. 配送-物流概念
新竞争规则 :配送 - 物流作为零售业完整供应链一部分
So what does this concept look like in theory:
The development of a supply chain management process involves evolution and visionary thinking. There are some stages worth noting in the evolutionary process.
The first stage is where a lot of companies are. For example the production department optimise the unit cost of production through long batch processing runs as that is what he is measured on and cost reduction is the name of the game in this supply chain thing is’t it?!! He doesn’t care that there are large inventories of finish goods doing nothing and that the warehouse is full of stock and there is a lot of capital tied up in work-in-progress.
The second stage, at least means that some bundles of processes have been merged together …
The third stage envolves end to end planning of the supply chain with a high degree of internal integration. Many companies installing ERP packages are benefiting from taking an end to end view of the the supply chain.
The Fourth ad very rare stage is that of external integration, where suppliers, distributors and customer all work together to provide the right products at the right place at the right time.
1980’s - 地域中心化
- 零销商为主
- 以服务为本
- 合同分销
1990’s - 国际化
- 边境消失
- 合同的角色将改变
- 适者生存
- 信息技术的重要性
储运-物流管理诊断分析及方案导入
I. 配送-物流概念
配送 - 物流发展趋势 : 二十世纪
更高的能力
对组织的全面成功更为重要
占10％－20％的组织成本
更积极、更主动
储运-物流管理诊断分析及方案导入
I. 配送-物流概念
配送 - 物流发展趋势 : 二十一世纪
配送 - 物流目标及要素
“物流管理的目标是：更好地连接市场、分销网，使我们的服务质量更高、成本更低”
储运-物流管理诊断分析及方案导入
I. 配送-物流概念
Traditionally organisation have viewed themselves as independent entities acting as competitors in a Darwinian fashion with the survival of the fitessed mentality.
However against this is the seemingly paradoxical concept of supply chain integration. This comes together as different organisation involved in different process to produce value (prod or service) in the eye of the ultimate consumer.
配送 - 物流目标及要素
储运-物流管理诊断分析及方案导入
I. 配送-物流概念
赢得竞争优势的策略
赢得竞争优势的技术
储运-物流管理诊断分析及方案导入
II. 以储运 - 配送 - 物流获得竞争优势
If there is one concept that I would like to leave you with here today, it is the concept of Supply Chain Management as a way to achieve ‘Competitive Advantage’.
Very simplistically speaking, businesses are profitable if the value it creates . total revenues, exceed the cost of performing those value creating activities . cost of doing business,. Porter goes on to describe that competitive advantage over it rivals comes from either performing those activities at a lower cost as in the Walmart example or performing them in a way that leads to a differentiation in the consumers eyes and hence the consumer is willing to pay more.
Seeking a sustainable defensible competitive advantage has become the concern of every manager who is alert to the realities of the market place. It is no long acceptable to assume good products will sell themselves, neither is it advisable to assume success today will carry forward to tomorrow
However the most profitable competitor in any industry tends to be the lowest cost producer or the supplier providing the products with the greatest perceived differentiated values or ideally both but this is quite rare. For example to be successful in the automobile industry you are either a Nissan or a BMW.
赢得竞争优势的策略之一: 优势来源
“真正的战略侧重的是一个公司能把更多的力量投入到所选择的市场，这就意味着拥有最大的资源基础、生产基地、研究实验室和分销渠道来支持产品线，而今，单纯的设备既使是最好的产品都不能提供永久的竞争优势。因为它们很容易被淘汰，被逆向处理、被复制或被赶超。
而事实上， 持久性的竞争优势往往源自其它竞争者难以比拟的人力技巧、物流能力、知识水平和其它服务能力，只有这些才能给客户创造更有论证力的价值
Source: JB Quinn et al
Harvard Business Review
储运-物流管理诊断分析及方案导入
II. 以储运 - 配送 - 物流获得竞争优势
So what are the sources of competitive advantage that will enable a company to move to the top right hand quadrant.
This quote from an HBS article identifies some of the key sources of competitive advantages. Surprisingly they are not necessarily what you would expect nor are they the things that most Chief Executive Officers are focusing on.
Logistics capability Integrated Supply Chain Solution
Knowledge bases Knowledge Management
(Human skill - HR, recruiting, training)
物流适配
多样化
储运-物流管理诊断分析及方案导入
II. 以储运 - 配送 - 物流获得竞争优势
赢得竞争优势的策略之二: 目标既定
Lets look at these two vector independently:
In order to deliver at a relatively lower costs companies have to be more productive. The research into the ‘learning or experience curve’ earlier on this centuary and the further work by Bruce Hendersen founder of BCG proved what we all would have guessed that the real cost per unit decreases at a rate as cumulative volume increases.!! When applies to the activities of the business ie those activties that the company performs to add value to the product or service and incidently to bought in supplies.
The relative differentiation in terms of value can be explained but referring back to that marketing cliché that ‘customers don’t buy products they buy benefits’ These benefits can be in the form of added features or functionality , or just image and perception. Unless a product or service can be differentiated then consumer will purchase from the lowest cost provider. Hence it is important to seek some added value.
Companies have adopted various different marketing strategies help them differentiate. The most popular is to segment the market into distinct value segments. Companies try to then appeal to different segments with different values. An example of this could be the car industry. A Volvo for instant have certain values attached to it in terms of safety and reliability however they will further segment the market into the basic model such as the basic S40 or V70, the sporty model such as the C70 and these days even the offroad model in the form of the 4X4. Each will come with a range of spec but they are appealing to different values in each segment
储运-物流管理诊断分析及方案导入
II. 以储运 - 配送 - 物流获得竞争优势
赢得竞争优势的策略之三:优势矩阵
价值优势
物流杠杆机会包括:
针对性服务
灵敏的反应
分销渠道策略
成本优势
物流杠杆机会包括：
物流能力使用
资产周转
供应链整体化
Another powerful way to differentiate products and services to the consumer is Service.
Service in this context take the form of forming relationships with the customer. This can take many forms, including delivery service, after sales service, financial packages, technical support and so on.
The world looks like a uncomfortable place if you are sitting in the bottom left hand quadrant. Your products are indistinguishable from your competitors and you have not no cost advantage. This is a typical commodity market. Ultimately the only strategies are to move to the right - cost leadership or upwards into a niche.
However these is not easy . Often the cost leadership route is not available - if a mature market it may be difficult to achieve market share . Cost leadership as a viable long term strategy should be gained early in the market life cycle, and hence allow you to build on that experience curve and achieve productivity gains and hence cost advantages.
The other option is to create a niche segment where it is possible to meet the customers need through added values. This may not be be tangible product features but through service
In practice the most defensible position is to be at the top right hand quadrant where companies have products that are distinctive in the values that they offer and are aslso cost competitive.
配送流程是传递价值的基础
价值链
储运-物流管理诊断分析及方案导入
II. 以储运 - 配送 - 物流获得竞争优势
赢得竞争优势的策略之四:核心价值观
Logistics professional and commentator would sometimes advocate that it is the enhance role and authority of the logistics function to step up and fill these gaps in the current process and manage the customer and all the other functions. However this would not solve the problem and would only add another layer of management.
Instead radical solution need to be sought which may require the restructuring of the conventional vertical organisation and lead to the creation of horizontal or market facing business.
The key lies with the recognisation that the order ans its associated information flow lies at the heart of the business It may be a truism but the only rationale for any commercial organisation is to generate orders and filfil those orders. Everything else the company does should be directly linked to facilitating this process and the process itself must be reflected in the organisational design and in its planning and control systems.
Organisations such as Hewlett Packard have embraced this and are structures along three base processes, Order fulfilment, Product generation, Finanical reporting and information architecture. It is supported by common information system that rpovides ‘end to end’ visibility of the logistics pipeline from order through to delivery.
理货
无存货分销设备
减少无增值活动
评价物流表现
对比标准
信息技术
项目管理
储运-物流管理诊断分析及方案导入
II. 以储运 - 配送 - 物流获得竞争优势
赢得竞争优势的技术
储运-物流管理诊断分析及方案导入
III.最佳实践分析
“无存货”仓库
储运-物流管理诊断分析及方案导入
III.最佳实践分析
储运-物流管理诊断分析及方案导入
“卫星仓库模型”
III.最佳实践分析
增值与不增值的产品处理方法
目前..
储运-物流管理诊断分析及方案导入
III.最佳实践分析
将来...
储运-物流管理诊断分析及方案导入
增值与不增值的产品处理方法
III.最佳实践分析
储运-物流管理诊断分析及方案导入分析
项目质量控制与持续改进
储运-物流管理诊断分析及方案导入
储运-物流管理概念导入及最佳分析
储运-物流管理诊断分析及方案导入
储运-物流管理诊断分析及方案导入
储运-物流管理诊断分析及方案导入
I. 储运-物流管理诊断分析
II. 配送-物流方案导入
送货安装组分信控组的功能缺陷
系统录入控制不力
仓储组的人力匮乏
人事管理缺之连贯性
仓库通道控制匮乏
责任分工不明确
储运-物流管理诊断分析及方案导入
I. 储运-物流管理诊断分析
送货安装组无法有效的完成
接单作业
派单作业
追单作业
信控组目前职能
处理打单、分单和交单计件工作
只充当后勤组职能，没有真正信息控制职能
I. 储运-物流管理诊断分析
送货安装组与信控组的功能缺陷
储运-物流管理诊断分析及方案导入
截至2000年5月底尚未完成安装单分析：
储运-物流管理诊断分析及方案导入
情形＝无人追单，安装工因
各种原因尚未交单
情形＝错识操作维修系统
造成错单
缺乏核心控制职能造成
系统录入控制不力造成
I. 储运-物流管理诊断分析
送货安装组与信控组的功能缺陷(续)
无专人专控电脑系统
储运部人员混 杂，容易登录系统、修改数据
电脑的安全性存在极大风险
储运-物流管理诊断分析及方案导入
I. 储运-物流管理诊断分析
系统录入控制不力
备货的不准时，成为送货组不能按时交货的因素之一，导致客户投诉大幅增加
入仓的进度缓慢，导致供应商的不满
储运-物流管理诊断分析及方案导入
I. 储运-物流管理诊断分析
仓储组人力匮乏
中层管理人员不稳定，变动频繁
基层工作人员目标茫然，对公司缺乏归属感
储运-物流管理诊断分析及方案导入
I. 储运-物流管理诊断分析
人事管理缺乏连贯性
没有围圈自已的仓库
保安人员无法控制所有货物的出入
储运-物流管理诊断分析及方案导入
I. 储运-物流管理诊断分析
仓库通道控制匮乏
责任分工规定不明确
没有严格的按规定责任分工执行
职能变动随意性很大
储运-物流管理诊断分析及方案导入
I. 储运-物流管理诊断分析
责任分工不明确
财务状况 了解并比较潜在供应商从物流合同中取得的收入及其年收入，用于物流合同服务的资产及其总资产，以及其它财务指标
经验 了解公司作为第三方供应商的经验，管理的质量和程度，员工力量以及劳资关系的状况
商业行为 确定其管理层承担责任的程度，现有及失去的客户
协议 安排“成本披露”并全面审查。与第三方供应商签订的最终协议可以包括：经营激励方案，额外利润的获取，对替代设备的准备金以及独立财务审计
地点 选择与生产厂家较近的第三方供应商可以降低运输成本
持续改进 寻找得到实施的质量流程和有效的存货管理及计划
能力 第三方供应商提供的其它服务如包装、反向分销，可能对购买商很重要
采购-库存管理诊断分析及方案导入
储运-物流管理诊断分析及方案导入
II.配送-物流方案导入
配送外包的考虑
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
储运-物流管理诊断分析及方案导入
II.配送-物流方案导入
Blur Blur…..
咨询一 采购-库存管理诊断分析及方案导入
咨询二 储运-物流管理诊断分析及方案导入
方案总结
2
3
4
咨询纲要
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 20
Sample Script
揘ow we can take a look at how actual companies have applied best practices to improve warehousing or storing products.
揟he Aeroquip Corp., an Ohio manufacturer of high-pressure hose and hose assemblies, saw the immediate benefits of making the consolidated warehouse the hub of the company抯 distribution system when it closed 13 warehouses and reopened one central distribution site to serve its North American customers. By implementing the new centralized system, Aeroquip reduced overall days-on-hand inventory from six months to mere days. The company also reduced a combined 500,000 square feet of warehouse space to a single unit of 100,000 square feet.
Note to Presenter
For supporting information on this company, see Best Practice B in the Best Practices Report.
Slide 21
Sample Script
揜yder Systemscare, the . furniture and white goods delivery company, for example, saw dramatic reductions in order fulfillment time and labor costs when the company redesigned its block layout. Before the new design, Ryder relied on 11 docks to load 80 vehicles each day. The process frequently required hiring temporary workers to complete the day抯 loading duties梥ometimes not finishing until 6 o抍lock the following morning. Ryder, however, turned the process around when it constructed a mezzanine dock next to 27 idle roller-shutter doors. The new design allowed lift trucks to load outbound goods above ground level while freeing up the 11 loading docks in the lower level for inbound goods. With the two-tiered design, Ryder employees regularly completed each day抯 loading by 5 .
Note to Presenter
For supporting information on this company, see Best Practice C in the Best Practices Report.
Slide 22
Sample Script
揃efore synchronizing its various production systems in a master database, Guess? Inc. lost millions of dollars every year because the design and production departments were unaware of each other抯 activities. A designer, for example, would make a last-minute design change from a zipper to a button without realizing that the change would delay production by almost 12 weeks because the zipper had only a 2-week lead time whereas the button had a 14-week lead time. To prevent similar problems, Guess? synchronized data systems across the departments so that the design and production staff could share information and be made aware of each other's activities.
Note to Presenter
For supporting information on this company, see Best Practice A in the Best Practices Report.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
If you are using an image in your presentation slide and would like to incorporate a caption, the caption type specifications will be automatically set for you (provided you have inserted the slide which uses the two-column text auto layout).
To add this slide, select “New slide” from the “Insert” menu (or press “Ctrl M”). You will be offered a choice of layouts for your text options. Choose the two-column text auto layout and remove the unwanted text box from your resulting slide. You easily can resize the left-hand column from the auto layout so that it works as a single column of the four-column grid. You then can place your image to occupy the remaining three columns of the grid.
Having imported your image into the presentation, do not forget the “Brightness and Contrast” features available in the “Picture” toolbar – this can dramatically improve the quality of your final presentation. Do not use standard Microsoft clip art.
When placing imagery, or other items, over the sphere in the bottom-right corner of your slide, remember to use the “Remove sphere” button in the presentation toolbar.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
We would like to take this opportunity to briefly introduce ourselves.
My name is David Rees, I’m from our London Office and work in our Business Consulting division.
I have been worked extensively in the area of Supply Chain Management for 7 seven years now and I’m currently study an executive Masters in Logistics & Supply Chain Management at Cranfield University , a European centre of excellence in the field.
I am going to talk alittle this morning about the Concept of Supply Chain Management and how logistical techniques can be applied to gain competitive advantage.
I would also like to intro my more distinguished and experienced colleague who is going to talk more about how you actually do it!
In explaining the concept I will cover a number of areas:
Firstly I’m going to talk about some of the compitive pressures acting on the companies engaged in delivering products and services to customers
Next we will look at the evolution of the Supply Chain Concept and how focusing on logistics and managing the supply chain from a strategic perspective will lead to competitive advantages.
Lastly we will look at managing from a process perspective and cutting across traditional functions.
No one can talk about Supply Chain Management without quoting the example of Walmart. Walmart are a prime example of a company that competes through its capability specifically its capability of Inbound Logistics. Walmart has singularly focused on its ability to bring goods into its stores at lowest cost that it can offer a lowest retail price than the competition. Using techniques like ECR and VMI. Walmart and Procter & Gamble pioneered the moves into ECR in the State and currently 50% of supplier are on VMI with a view to increase that to 100%.
Products are no longer a sustainable route to competitive advantage Products can be cloned, copied reverse engineered. Increasingly products are all the same and companies are competing on price leading to the fearful commodity markets.
New competitor are entering new markets through alternative channels, take Dell Computres, a computer manufacturer producing computer like any of the other manufacturer. However by selling bespoke computer configuration through the internet and 800 numbers Dell makes the computer to the customers order and ships it by air. It is estimated that Dell has a 10 - 12% cost advantage over people like Compaq through reduced inventory by not feeding a multi layered distribution channel.
Extended enterprises are now common in retail grocery and fast food industry where leaders areconsolidating the number of supplier that they dealing with and increase their capability. I was recently talking to MacDonalds in the UK who have 1 Beef patty supplier. The chairman has worked for McKey for 21 year and supplied MacDonalds and only MacDonalds in all that time. We were actually talking about extending the enterprise back up the chain to the abattoirs and farmers.
So what does this concept look like in theory:
The development of a supply chain management process involves evolution and visionary thinking. There are some stages worth noting in the evolutionary process.
The first stage is where a lot of companies are. For example the production department optimise the unit cost of production through long batch processing runs as that is what he is measured on and cost reduction is the name of the game in this supply chain thing is’t it?!! He doesn’t care that there are large inventories of finish goods doing nothing and that the warehouse is full of stock and there is a lot of capital tied up in work-in-progress.
The second stage, at least means that some bundles of processes have been merged together …
The third stage envolves end to end planning of the supply chain with a high degree of internal integration. Many companies installing ERP packages are benefiting from taking an end to end view of the the supply chain.
The Fourth ad very rare stage is that of external integration, where suppliers, distributors and customer all work together to provide the right products at the right place at the right time.
Traditionally organisation have viewed themselves as independent entities acting as competitors in a Darwinian fashion with the survival of the fitessed mentality.
However against this is the seemingly paradoxical concept of supply chain integration. This comes together as different organisation involved in different process to produce value (prod or service) in the eye of the ultimate consumer.
If there is one concept that I would like to leave you with here today, it is the concept of Supply Chain Management as a way to achieve ‘Competitive Advantage’.
Very simplistically speaking, businesses are profitable if the value it creates . total revenues, exceed the cost of performing those value creating activities . cost of doing business,. Porter goes on to describe that competitive advantage over it rivals comes from either performing those activities at a lower cost as in the Walmart example or performing them in a way that leads to a differentiation in the consumers eyes and hence the consumer is willing to pay more.
Seeking a sustainable defensible competitive advantage has become the concern of every manager who is alert to the realities of the market place. It is no long acceptable to assume good products will sell themselves, neither is it advisable to assume success today will carry forward to tomorrow
However the most profitable competitor in any industry tends to be the lowest cost producer or the supplier providing the products with the greatest perceived differentiated values or ideally both but this is quite rare. For example to be successful in the automobile industry you are either a Nissan or a BMW.
So what are the sources of competitive advantage that will enable a company to move to the top right hand quadrant.
This quote from an HBS article identifies some of the key sources of competitive advantages. Surprisingly they are not necessarily what you would expect nor are they the things that most Chief Executive Officers are focusing on.
Logistics capability Integrated Supply Chain Solution
Knowledge bases Knowledge Management
(Human skill - HR, recruiting, training)
Lets look at these two vector independently:
In order to deliver at a relatively lower costs companies have to be more productive. The research into the ‘learning or experience curve’ earlier on this centuary and the further work by Bruce Hendersen founder of BCG proved what we all would have guessed that the real cost per unit decreases at a rate as cumulative volume increases.!! When applies to the activities of the business ie those activties that the company performs to add value to the product or service and incidently to bought in supplies.
The relative differentiation in terms of value can be explained but referring back to that marketing cliché that ‘customers don’t buy products they buy benefits’ These benefits can be in the form of added features or functionality , or just image and perception. Unless a product or service can be differentiated then consumer will purchase from the lowest cost provider. Hence it is important to seek some added value.
Companies have adopted various different marketing strategies help them differentiate. The most popular is to segment the market into distinct value segments. Companies try to then appeal to different segments with different values. An example of this could be the car industry. A Volvo for instant have certain values attached to it in terms of safety and reliability however they will further segment the market into the basic model such as the basic S40 or V70, the sporty model such as the C70 and these days even the offroad model in the form of the 4X4. Each will come with a range of spec but they are appealing to different values in each segment
Another powerful way to differentiate products and services to the consumer is Service.
Service in this context take the form of forming relationships with the customer. This can take many forms, including delivery service, after sales service, financial packages, technical support and so on.
The world looks like a uncomfortable place if you are sitting in the bottom left hand quadrant. Your products are indistinguishable from your competitors and you have not no cost advantage. This is a typical commodity market. Ultimately the only strategies are to move to the right - cost leadership or upwards into a niche.
However these is not easy . Often the cost leadership route is not available - if a mature market it may be difficult to achieve market share . Cost leadership as a viable long term strategy should be gained early in the market life cycle, and hence allow you to build on that experience curve and achieve productivity gains and hence cost advantages.
The other option is to create a niche segment where it is possible to meet the customers need through added values. This may not be be tangible product features but through service
In practice the most defensible position is to be at the top right hand quadrant where companies have products that are distinctive in the values that they offer and are aslso cost competitive.
Logistics professional and commentator would sometimes advocate that it is the enhance role and authority of the logistics function to step up and fill these gaps in the current process and manage the customer and all the other functions. However this would not solve the problem and would only add another layer of management.
Instead radical solution need to be sought which may require the restructuring of the conventional vertical organisation and lead to the creation of horizontal or market facing business.
The key lies with the recognisation that the order ans its associated information flow lies at the heart of the business It may be a truism but the only rationale for any commercial organisation is to generate orders and filfil those orders. Everything else the company does should be directly linked to facilitating this process and the process itself must be reflected in the organisational design and in its planning and control systems.
Organisations such as Hewlett Packard have embraced this and are structures along three base processes, Order fulfilment, Product generation, Finanical reporting and information architecture. It is supported by common information system that rpovides ‘end to end’ visibility of the logistics pipeline from order through to delivery.
Slide 25
Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us.
揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important.
揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well.
揘ow for the results.
Note to Presenter
At this point, distribute the Test Yourself results for your company and discuss them with your audience.
