西门子供应链课件英文版
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供应链物流管理全套课件370p 英文版
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1-5
Successful Supply Chain Strategies (1)
• The first set of supply chain strategies directly support business strategies focused on product leadership and brand-building:
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Supply Chain Logistics Management
Chapter 1: Twenty-first Century Supply Chains
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
• Market Saturation Driven: Focuses on generating high profit margins through strong brands and forceful marketing and distribution. This is the strategy of the successful A-brand suppliers like Coca-Cola, Sara Lee, Procter & Gamble, Nestle and Unilever. Especially Unilever has drawn attention by eliminating many minor and local brands in order to focus all attention to strong international brands.
1-5
Successful Supply Chain Strategies (1)
• The first set of supply chain strategies directly support business strategies focused on product leadership and brand-building:
1-2
Supply Chain Logistics Management
Chapter 1: Twenty-first Century Supply Chains
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
• Market Saturation Driven: Focuses on generating high profit margins through strong brands and forceful marketing and distribution. This is the strategy of the successful A-brand suppliers like Coca-Cola, Sara Lee, Procter & Gamble, Nestle and Unilever. Especially Unilever has drawn attention by eliminating many minor and local brands in order to focus all attention to strong international brands.
西门子供应链培训材料2(英文PPT 15页)
Source - Key Performance Indicators
Supply Quality
Inventory Costs Source (Mat)
Process Costs Source
Proportion of orders with no quantitative, qualitative or deadline faults (measured using S250)
- Goods staging costs * (e.g. goods release, where required, complaints trigger/returned goods handling)
- Payment transaction costs * (e.g. invoice check, credit note processing)
Costs of holding inventories (Mat, WIP, UG, FG plus total of uncharged deliveries and services and receivables) - Components: 1. Cost of warehouse investment; 2. Cost of warehouse administration; 3. Cost of warehouse transactions; 4. Interest charges for capital tied up in the inventories; 5. Risk costs (e.g. scrap, reject products)
[Lxxx Milestones Corporate Logistcis Policy]
供应链管理(英文课件)Chapter8-Supply Chain Integration
• better utilizing resources such as production and distribution capacities
• minimizing inventory, transportation, and production costs.
– Supply Chain Planning processes are applied.
costs – more emergency production changeovers
Pull-Based Supply Chains
• Production and distribution are demand driven
– Coordinated with true customer demand rather than forecast demand.
Push-Based Supply Chains
• Longer reaction time to changing marketplace:
– Inability to meet changing demand patterns. – Obsolescence of supply chain inventory as
• Advantages and disadvantages of push and pull supply chains:
– new supply chain strategy that takes the best of both. – Push–pull supply chain strategy
Impact of the Push-Pull Strategy
• Pull portion
– High uncertainty – Simple supply chain structure – Short cycle time – Focus on service level. – Achieved by deploying a flexible and
• minimizing inventory, transportation, and production costs.
– Supply Chain Planning processes are applied.
costs – more emergency production changeovers
Pull-Based Supply Chains
• Production and distribution are demand driven
– Coordinated with true customer demand rather than forecast demand.
Push-Based Supply Chains
• Longer reaction time to changing marketplace:
– Inability to meet changing demand patterns. – Obsolescence of supply chain inventory as
• Advantages and disadvantages of push and pull supply chains:
– new supply chain strategy that takes the best of both. – Push–pull supply chain strategy
Impact of the Push-Pull Strategy
• Pull portion
– High uncertainty – Simple supply chain structure – Short cycle time – Focus on service level. – Achieved by deploying a flexible and
西门子供应链培训教材(英文版)
TECHNOLOGY
"Create" superior customer offers
• Raising the entry barriers for competitors through specific product and service offers
STRATEGY
Understand
Create
CRM components
Collaborative CRM
Face-to-Face
Call-Center
Brief/Fax
Channel-management
第九页，共三十二页。
Data Mining/Data Warehouse
•Purchase probability
•Forecasting
Source: Booz Allen Hamilton Survey, 2001
CRM in not a technology term, but instead, a strategy driven holistic management approach
第三页，共三十二页。
CRM is a customer- and value-based management approach to increase the company value
• Case 1– San Fabian Supply Company
• Case 2– Solo Mobile Phone Company
8:00-9:15 9:15-9:30
9:30-10:30
10:30-12:00
第二页，共三十二页。
What is CRM in your mind?
供应链管理—英文课件2
Timber Company
Paper Manufacturer
Tenneco Packaging
P & G or Other Mnaufacturer
Wal-mart or Third Party DC
Wal-mart Store
Customer
Chemical Manufacturer
Plastic Producer
phase.
3. Companies define a set of operatiing
plicies that govern short-term operations.
Supply Chain Operation
1. The time horizon is weekly or daily
2. Compaines make decisions regarding individual customer order. 3. The goal is to handle incoming customer orders in the best possible manner. 1.Allocate inventory or production to individual orders. 2.Set a date that an order is to be filled 3.Geneate pick lists at a warehouse 4. Allocate an order to a particular shipping mode and shipment 5. Set delivery schedules of trucks and palce replenishment orders.
西门子供应链培训材料1
Apr-04
6
Useful Tips
Beer Game
• Backlog is more expensive than inventory • Remember that it takes time to fulfill an order which has just been placed • Factories have a slightly different task than the others • All used paper, slip below the matt. • Raise your hands if you have questions, we will stop together and instructor will explain to the whole room
•Over-reaction to backlogs •Neglecting to order, based on inventory position •Lack of communication •Lack of coordination •Delay times for information and delivery of materials
Beer Game
Supply Chain Seminar Tongjin University – 11-15 April 2004
Beer Supply Chain
Beer Game
Apr-04
2
Goal
Beer Game
• Goal is to minimize total cost of the supply chain • Carrying cost of inventory is $0.50 per case per week • Out-of-stock / backlog cost is $1.00 per case per week
供应链管理英文ppt chopra_scm5_ch05
4. Use optimization for facility location and capacity allocation decisions.
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
5-2
Network Design Decisions
5-5
Competitive Factors
– Positive externalities between firms
• Collocation benefits all
Figure 5-1
– Locating to split the market
• Locate to capture largest market share
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
5-7
Framework for Network Design
Decisions
Figure 5-2
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
5-8
Framework for Network Design Decisions
• Phase II: Define the Regional Facility
Configuration
– Forecast of the demand by counr scope
• Facility role
– What role, what processes?
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
5-2
Network Design Decisions
5-5
Competitive Factors
– Positive externalities between firms
• Collocation benefits all
Figure 5-1
– Locating to split the market
• Locate to capture largest market share
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
5-7
Framework for Network Design
Decisions
Figure 5-2
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
5-8
Framework for Network Design Decisions
• Phase II: Define the Regional Facility
Configuration
– Forecast of the demand by counr scope
• Facility role
– What role, what processes?
(新)西门子物流(英文)
R:\market\ppt\ logistics in china
3
Agenda
Logistics in China
Changes and Trends in Chinese Logistics
How Leading Companies Will Achieve Competitiveness
More than 50% of MNC distribute to > 50 cities* Accelerating growth outside traditional coastal areas
Central and West are 50% of GNP and 62% of population
R:\market\ppt\ logistics in china
*Source: China Statistical Yearbook
8
The Pattern of Trade is Changing
Logistics in China
More than 50% of MNC distribute to > 20 provinces*
Logistics in China
450 400 350 300 250 200 150 100 50 0
Billion USD
91
92
93
94
95
96
97
98
99
00(est)
“Within 20 years China will account for 10% of world
trade and rival the USA and the European Union in size”
3
Agenda
Logistics in China
Changes and Trends in Chinese Logistics
How Leading Companies Will Achieve Competitiveness
More than 50% of MNC distribute to > 50 cities* Accelerating growth outside traditional coastal areas
Central and West are 50% of GNP and 62% of population
R:\market\ppt\ logistics in china
*Source: China Statistical Yearbook
8
The Pattern of Trade is Changing
Logistics in China
More than 50% of MNC distribute to > 20 provinces*
Logistics in China
450 400 350 300 250 200 150 100 50 0
Billion USD
91
92
93
94
95
96
97
98
99
00(est)
“Within 20 years China will account for 10% of world
trade and rival the USA and the European Union in size”
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• A survey on senior marketing executives at Fortune 1000 companies indicates a widespread frustration about the return on CRM investments
Source: Booz Allen Hamilton Survey, 2001 Author/Division
CRM objectives
• Identifying the top customers and exploiting the maximum share of their expense budgets
• Raising the efficiency of customer management
the company value
Author/Division
4
Customer Relationship Management differs from classical marketing in many ways
Objectives
Focus
Timeframe Performance indicators Customer knowledge Product
8:00-9:15 9:15-9:30 9:30-10:30 10:30-12:00
Author/Division
2
What is CRM in your mind?
• What is customer relationship management?
• What does CRM bring to companies?
CRM definition
Customer Relationship Management is a customer- and value-based company orientation with the goal of building up and fully benefiting from lasting and profitable customer relationships through holistic and individualized marketing, sales and service concepts using state-of-the-art technologies
Price
Sales channels
Communication
Traditional marketing
Customer relationship management
Generate sales
Create a loyal customer
Acquisition phase
Total customer life-cycle
CRM enablers
Technology
• System integration • Use of e-technologies • Selection of system/
technology partners
STRATEGY
Understand
Create
TECHNOLOGY
Culture and change management
"Disintermediation", multi channel management
Interactive dialog with customers and communities, 24 hrs./7 day availability
Author/Division
5
CRM is the holistic approach to a customer-value based company orientation – four enablers set up the frame ...
Short term Market share, sales Demands from customer segments
Medium to long term
Share of wallet, customer profitability,preferences and needs
Customer Relationship Management -- A Winning Customer Strategy
Seminar presentation April 2004
Agenda
• Customer Relationship Management Presentation • Break • Case 1– San Fabian Supply Company • Case 2– Solo Mobile Phone Company
• Establishing customer loyalty and "lifetime" relationships
• Fully exploiting the potential customer segments by acquiring new customers
> Thereby increasing
Stand-alone product
General discounts Traditional sales channels (multilevel) Unidirectional communication
Integration of products and services
Price differentiation on the basis of customer loyalty
CRM in not a technology term, but instead, a strategy driven holistic management approach
3
CRM is a customer- and value-based management approach to increase the company value