管理信息化:供应链管理_普华永道(编辑修改稿)内容摘要:
14%13%13%12%12%11%0% 5% 10% 15% 20% 25%C o s tSy s te m s A p p l i c a ti o nI n te g r a ti o nQ u a l i fi e d A s s o c i a te sSu p p o r t M a n a g e m e n te B u s i n e s sO r g a n i s a ti o n Str u c tu r eG l o b a l M a n a g e m e n tFundingPricewaterhouseCoopers 16 ENTERPRISE OPTIMIZATION Procure Produce Products Manage Logistics Forecast Demand Optimize NETWORK OPTIMIZATION A F D G C E B Company Company Company Company Company Company eBusiness Is Driving a Fundamental Transformation in SCM The larger the work of panies the greater the power of the work to reduce cost for its members • Increased leverage with suppliers • Broader market access for suppliers • Expanded munity and collaboration opportunities • Greater integration across market supply chains Network Effect Economies of Scale The larger the MetaMarket the faster it can form and launch facilitate the operational excellent • Broader munities to allocate Ramp。 D cost • Operational efficiencies via back office shared services • Depth of industry and procurement knowledge and resources available to develop supplier contracts Company PricewaterhouseCoopers 17 The Impact of eBusiness on SCM eBusiness affects four broad categories that determine the production and transaction costs of a firm: • The cost of executing a sale • The costs associated with procuring production inputs • The costs associated with making and delivering a product or service • The cost associated with logistics PricewaterhouseCoopers 18 The Cost of eBusiness Sales Accessibility An eBusiness web site is open 24 hours per day, 7 days per week. A business no longer has to build separate physical establishments to attract a larger customer base. A virtual storefront also allows an ebusiness to manage one store instead of multiple stores, thus eliminating duplicate inventory costs. PricewaterhouseCoopers 19 The Cost of eBusiness Sales Order Rework Another aspect of eBusiness is that it enables more efficient order configuration. For example, both General Electric (GE) and Cisco Systems reported nearly onequarter of their preWebsite orders had to be reworked because of errorsa total of more than 1 million orders, in the case of GE. Since adopting a Webenabled customer interface, Cisco reports an error rate of only 2 percent. Produce or Service Output Critical Customer Requirement Defects: Service unacceptable to customer B A PricewaterhouseCoopers 20 The Cost of eBusiness Sales Fundamental Shift Clearly, eBusiness represents a fundamental shift in how the sales process is executed by a pany. As a result, eBusiness pels existing busine。管理信息化:供应链管理_普华永道(编辑修改稿)
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uling, load tendering, routing Global freight movements (all modes) Freight payment Core warehouse processes Consolidations centers/crossdocking Value added activities (. assembly, kitting)
先后融入到了 MRP、MRPII、 ERP等系统中。 在商业流通中,物流信息系统包含了 POS 、 EOS等系统。 这一阶段的物流信息系统发展较快,也确实给企业与社会带来了巨大的收益。 4) 电子商务下的物流信息系统 因特网技术的成熟为企业信息管理系统增加与客户或供应商实现信息共享和直接的数据交换的能力,从而强化了企业间的联系,形成共同发展的生存链,体现企业为达到生存竞争的供应链管理思想。
传递给企业内的监控者或企业外的管理者。 决策 企业家 —— 对企业执行长远改进的管理者 危机处理者 —— 能对可预料的事件作出反应的管理者。 资源分配者 —— 决定企业内外资源的分配的管理者。 协商者 —— 解决企业内外各种争端的管理者。 以上为信息系统的设计提供了有效的框架 EIS参考模型 信息需求 信息显示 数据 、 信息 、 知识 经理 PC中可视化 经理工作站 查询 查询结果
em ”推动“生产体系 • In traditional manufacturing, various production schedules are released to all processes。 ponent making and assembly. 在传统的生产中 ,各种生产计划被传达到各个工序 ,部件生产和组装部门 . The Push System (cont.)”推动“ •
干货产品的订单经常每周都有巨大波动。 生产工艺的限制使 Barilla SPA很难快速生产以满足对某种短缺产品的需求。 如果保持很高的库存以应对需求变化,成本过高。 按照当时的库存水平造成了严重的缺货,分销商对零售商的服务水平难以接受。 分销商同样感到压力,他们的解决办法是尽量增加库存,但实际无济于事。 建议 准时化配送计划( JustInTimeDistribution