管理信息化-汽车制造行业的物流和供应链管理(编辑修改稿)

管理信息化-汽车制造行业的物流和供应链管理(编辑修改稿)内容摘要：

demand stream, the number of large, unexpected customer orders will dwindle, or disappear  The manufacturer is more focused than ever in providing good service and the overall service level is improved by having the right product at the right time  Speed and accuracy of data processing are improved due to putertoputer munications  Reduced total logistics cost and improved cashflow 11 … and vendors  Smoothing demand – the supplier is able to smooth the peaks and valleys in the flow of goods, and therefore to keep smaller buffers of capacity and inventory.  Better coordination – the supplier has better opportunities to coordinate the shipments to different customers, such as scheduling either postponing or advancing shipments according to production schedules, customer inventory situations and transportation capacity  Reduced inventory requirements – by knowing exactly how much inventory the customer is carrying, a vendor’s own inventory requirements are reduced since the need for excess stock to buffer against uncertainty is reduced or eliminated  Speed and accuracy of data processing are improved due to putertoputer munications  Reduced total logistics cost and improved cashflow The binding of customers to vendors – once relationship is established, customers will be reluctant to endure the amount of work needed to switch vendors 12 Currently, most automotive manufacturers in China consider Consignment Inventory as VMI VMI are usually used as a method to realize ―zero inventory‖ – while the parts are sitting in manufacturer’s warehouse, vendors are forced to finish the transfer if parts ownership until assembly is done Consignment Inventory, on the other hand, are the exact practice of most vendors and manufacturers – vendors are not involved in inventory and logistics decisions Challenges of VMI in China 13 This concept/belief reveals the transactional relation between suppliers and manufacturers  Pricedriven sourcing decision without indepth understanding of cost structure • Logistics cost and material cost are monly added up as a lumpsum ―CIF price‖ •Few suppliers are willing to ―open cost‖ to their customers unless margin is very thin • Supply chain management targets forcefully drive suppliers to reduce price to maintain business relation  Payment terms and payment situation constrain suppliers from getting inventory information under consignment inventory • Inventory movement means actual consumption of products, immediately starting the manufacturer payment cycle  Neither manufacturers and suppliers make significant investment in building EDI to facilitate data sharing Without transparent data sharing and collaborative supply chain planning, loselose situation arises due to higher operation (transaction) cost 14 To avoid the potential conflict between manufacturers and suppliers, an independent third pa。