01 einfuehrung

Einführung und Überblick© 2004

Supply Chain Management

PD Dr.-Ing. Knut Alicke

Institut für Fördertechnik und Logistiksysteme

McKinsey & Company, Inc.


VMI

B2B

B2CMRP

E-CommerceE-Business

E-SCM

APS

CRM

ECR

EDIATP

CTP3PL 4PL

Supply Chain Management?

B2R

SCM = E-Business?

Was ist Supply Chain Management?


Was ist Supply Chain Management?

VMI

B2B

B2CMRP

E-CommerceE-Business

E-SCM

APS

CRM

ECR

EDIATP

CTP3PL 4PL

Supply Chain Management?

B2R

E-Business = Enabling Technology for SCM

Customer Relationship Management

Efficient Consumer Response

Vendor MangedInventory

Business to BusinessBusiness to Consumer

Available to Promise

Capable to Promise

Material RequirementPlanning

Electronic Data Interchange

Third Party Logistics Provider

Forth Party Logistics Provider Advanced Planning

Systems

Back to Reality

BVA-262622-340-20051001-GE2-v6

A PERFECT PREDICTABLE WORLD WOULD MAKE THINGS EASIER

Delivered 15 Minutes

BEFORE you order – or it’s FREE!

BVA-262622-340-20051001-GE2-v6

ONE (IMPORTANT) GOAL OF SCM: AVOID EMERGENCY ACTIONS

Do we have a framework

to analyse a Supply Chain?

BVA-262622-340-20051001-GE2-v6

ALL TOGETHER NOW: AN INTEGRATED VIEW ON SUPPLY CHAIN MANAGEMENT

2. Order & demand Management• Supply chain operations strategy

–Make to order / make to forecast / make to stock strategy

–Customer order decoupling point• Demand planning and forecasting• Inventory management• Order management

4. Supply management

• Supplier network strategy

• Inbound flow management

• Supplier performance management

3. Production management• Manufacturing network strategy• Capacity management • Production

–Planning–Scheduling–Control

Source:McKinsey

1

5

3 2

46

5. Distribution management

• Distribution network strategy

• Warehousing

• Transportation

1. Service level management

• Customer and service level segmentation

• Service level performance measurement

6. Overarching elements

• Supply chain organization

• IT• Integrated planning

BVA-262622-340-20051001-GE2-v6

HighFlexibility

• Demand volatility• Product changes/launches• Short life cycle products• New market expansion• Production transfers• Alliances and mergers

High customer Satisfaction &

Revenue growth

• Product availability• Lead times• On time delivery• Order size• Additional value offers

SUPPLY CHAIN MANAGEMENT OPTIMIZES ALL PROCESSES TO SUCCEED IN THREE DIMENSIONS AT THE SAME TIME

Low operational &Capital cost

• Handling/transportation• Production setups• Inventory • Obsolescence

Source:McKinsey

BVA-262622-340-20051001-GE2-v6

EXAMPLESTYPICAL IMPACT BY IMPROVED SUPPLY CHAIN MANAGEMENT - TO BE FOUND ACROSS THE ENTIRE VALUE CHAIN

2. Order & demand Management

5. Distribution management

3. Production management

4. Supply management

1. Service level management

1

5

3 2

4

3 - 5% production cost reduction

2 - 3% spend reduction

3 - 10% sales increase

65% cycle time reduction

15 - 30% administra-tive cost reduction

25 - 40% inventory reduction

10 - 15% logistics cost reduction

Source:McKinsey

BVA-262404-687-20050101-GE1-v6

DEMAND PLANNING - AN IT AND ORGANIZATIONAL TOPIC

Source: www.supplychaintech.com, Jerry King


Organisatorisches

• Termin: 06.03. – 10.03., 9.00 Uhr ~ 18 Uhr• Modus: 3 VL + 1 Übung• Prüfung: Mündlich, 30 min. (Termin wird bekanntgegeben/

Ende der Vorlesung)• Readings: Weiterführende Literatur in Form von Artikeln,

Case-Studies • Übungen: Rechner, Hörsaal, Beergame, etc.• Vorlesungsseite: Papers, Folien

• Vorträge: Mittwoch, Freitag, jeweils 9:00 - 9:30 h


Literatur - Prüfung

• Papers, etc. stehen auf SCM-Portal zum Download bereit• Bücher:

– Alicke: Supply Chain Management – Planung und Betrieb von unternehmensübergreifenden Logistiknetzwerken

– Kaminsky, Simchi-Levi: Designing and Managing the Supply Chain

• Readings beziehen sich immer auf aktuelles Kapitel• Aktuellste Informationen sind im Internet, Suchmaschinen

nutzen, White-Papers von Firmen, etc. - Surfen, Surfen• Vorlesungen und Übungen sind prüfungsrelevant

Generell gilt: Fragen, Diskutieren, Anwenden


Vorträge

• SCM goes Process: Herausforderungen, Anforderungen und Anwendungsbeispiele aus der chemischen Industrie (Vortrag Mittwoch)

• SCM im Handel: Wie organisiert Wal-Mart seine Supply Chain (Vortrag Donnerstag)

• SCM in High-Tech: Welche SCM Ansätze werden bei Dell verfolgt/genutzt? (Vortrag Freitag)


Was macht der Dozent sonst?


Inbound Supply Chain - Procurement

HPFactories OutletsReseller DCsHP PCCs

HP/IPG Supply Chain Strategy

Goal: Achieve direct-like agility and operational efficiency withthe reach and convenience of the channel

Restructure the supply chain around platforms (direct-ship, low-touch, value-add, ...)

Use outsourcing to reduce cost and increase agility

Develop an end-to-end information & know-how infrastructure to drive integration

End-to-end information - Demand driven supply chain

Customers


Early 90´s

´94 ´98

WeeklyMRP runs/Call-offs

Outsourcing of ops planning for JIT parts

Integrated Planning SystemDaily MRP

Automatization of Ordering,„PO release“

Evolution & Focus Areas for Procurement Processes

• Managing Growth (Volume, Complexity)

• Bullwhip Effect

• Inventory Level Management (Availability, Excess)

• Cost Reductions (Direct Material, Inventory Carrying Cost, Efficiency)

Breakthrough needed


Die Welt interessiert sich für SCM!

• „Supply Chain Management“ 11.600.000 hits• „E-Business“ 20.000.000 hits• „Logistic“ 3.430.000 hits

„Logistik“ 5.170.000 hits

• „Potter“ 30.100.000 hits


Vermeiden von Sonderaktionen


Umsetzung: Praxisvorträge, Change Management

• Einführung in den Unternehmen• Neues Denken – von Funktionen zu Prozessen

Es menschelt bei Projekten

• Offene - Proprietäre Systeme, Internet, Firewalls• Change Management, d.h. wie komme ich zu den neuen

Strukturen, Prozessen

• Praxisvortrag: „SCM bei Hewlett-Packard“


Herausforderungen

• Verstehen der Planungs- und Steuerungsprozesse• Modellierungs-Know-how wird immer wichtiger (LP -> IP bei

SAP APO) für Customizing

„SAP MM: fit in zwei Wochen, SCM fit in xxx Wochen“• Analyse der Netzwerke mit quantitativen Methoden• Ganzheitliches Denken bei Neu/Umplanung

Gefordert: Analytisches Denken, Beherrschen quantiativer Methoden, OR-Verfahren, interdisziplinäres Arbeiten

Viel Spaß bei der Vorlesung


BACKUP


Global logistical networks - Trends

• Increase of outsourcing, Decrease of added value• Tremendous increase of options/configurations• 1st tier supplier are more powerful• Go east: Relocation of production sites

From simple, linear structure

... to


... complex networks (divergent and convergent):

• Software is getting more powerful• Who understands how complex networks behave?

Global logistical networks - Trends

OEMs


Do you realize the effects in global logistical networks?

T2 Components

Supplier

Lot size = 25

T3 Components

Supplier

CustomerOrderOEM

Assembly Plant

Lot size = 5

T1 Modules/ Components

Supplier

Lot size = 20

Modules/ Components

Inventory

Lot size = 10

Call-off

Quelle: AMR Research - Survey in Automotive NA

Dem

and

Time

19

25 3040

50

2119

20

MRP

20

MRP

25

MRP

21

20

MR

P


Der Wert von Informationen

Was ist Ihnen Information wert? Diskussion

• Politik/Wirtschaft?

• Abfahrtszeitpunkt Zug (genau, Bereich)?

• Gewicht der Weihnachtsgans, bzw. Hunger der Gäste?

• Aufgabe der SCM-Prüfung?


Information is the key element to manage logistical networks

• Estimate the value of correct– Demand Information (of OEM, customer)

– Capacity Information (of supplier, network)

– Inventory Information (customer, supplier, network)

– Engineering Changes (customer, network)

– Special Actions (customer, supplier)

• But: Network Effects are hard to estimate even in case of perfect SC-Information


Supply Chain Management basiert auf Netzwerken

Zulieferer Kunde DistributionProduktion

Vom ersten Klick bis zur letzten Meile – ganzheitliche, prozess-orientierte Planung und Ausführung

Ziel: Zufriedene Kunden, Prozesssicherheit, minimale Kosten

SCM-framework: Gemeinsame Planung/Ausführung

01 einfuehrung

Education

global logistical

supply chain

supply chain

order amp

change management

demand planning

scm

source