Kpmg Supply Chain.ppt
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1、Copyright 1995 KPMG Peat Marwick LLP. All rights reserved. Page 1kpmgThe Global LeaderAll commercial and industrial organizations are facing an intense challenge to transform their business processes which bring products and services to the marketplace. The cornerstone of this challenge is strategic
2、 supply management with the internal and external integration of people, facilities, materials, transportation, information systems, and operational procedures. Several major forces are influencing the need for executive leadership in Strategic Supply management:nMarket GlobalizationnInformation Tec
3、hnologynCustomer Service ExplosionsnNew Product / Process TechnologiesnReengineering Initiatives for Time CompressionnCost CompetitivenessnOrganizational IntegrationCopyright 1995 KPMG Peat Marwick LLP. Copyright 1995 KPMG Peat Marwick LLP. All rights reserved. Page 2kpmgThe Global LeaderCopyright 1
4、995 KPMG Peat Marwick LLP. All rights reserved. Page 3kpmgThe Global LeaderIntegrated Strategic Supply Management Model uDevelopmentuSelectionuQualificationuCertificationuCommunicationuMaterial Flow AnalysisuMaterial RequirementsPlanninguManufacturingResource PlanninguCapacity PlanninguInventory Ana
5、lysisuProduction SchedulinguShop Floor ControluWarehousinguTransportationuDelivery NetworksuDistribution PlanningGoal: Business Partners/ AlliancesGoal: Strategic Supply IntegrationGoal: CustomerSatisfactionn KPMG defines strategic supply management as simply the way organizations approach and deliv
6、er products to the marketplace. nStrategic Supply Management requires senior management leadership and participation, functional integration, accurate cost data, and the direct linkage into the overall business strategy.Copyright 1995 KPMG Peat Marwick LLP. All rights reserved. Page 4kpmgThe Global
7、LeaderCustomerSatisfactionnKPMG defines strategic sourcing as a process of developing a supply base capable of becoming a complementary, value added business partner. nStrategic sourcing integrates the capabilities of the supply base with a comprehensive view of a customers requirements into a unifi
8、ed supply network with customer responsiveness as the ultimate driver of value.nStrategic Sourcing is a process which translates customer requirements from product planning, product design, process planning, process control planning, manufacturing planning, and the delivery to the customer. nStrateg
9、ic Sourcing is supplier development, selection, qualification, communication, and continuous performance monitoring with objective feedback for improvement.MaterialDevelopmentSupplierDevelopmentProductDevelopmentRaw MaterialProducersMROSuppliersMarketDevelopmentComponentSuppliersConceptDevelopmentAg
10、ileManufacturingGlobalDistributionCopyright 1995 KPMG Peat Marwick LLP. uDevelopmentuSelectionuQualificationuCertificationuCommunicationuMaterial Flow AnalysisuMaterial RequirementsPlanninguManufacturingResource PlanninguCapacity PlanninguInventory AnalysisuProduction SchedulinguShop Floor ControluW
11、arehousinguTransportationuDelivery NetworksuDistribution PlanningCopyright 1995 KPMG Peat Marwick LLP. All rights reserved. Page 5kpmgThe Global LeaderDevelopmentSupplier RelationshipSupplier TrainingDocumentationDesign InvolvementStandardizationNon-SpecificNoneInformal DocumentNoneVery LimitedPartn
12、ershipsProgrammed SupportFully on EDPFormal, All key PartsAll Parts/ComponentsPreferred SupplierAd Hoc InformationManual FilesInformalCasuallyCertified SupplierLimit SupportPartially on EDPFormal, Some PartsSome Production PartsSelectionSelection MethodNumber of SuppliersType of SupplierGeographic S
13、copeContract LengthKnown from PastVast NumberPersonally KnownMainly LocalOrder RelatedContinuous AssessmentFew, Key SuppliersWorld-Class SuppliersWorldwideMainly Long TermComparative BiddingSome ReductionWell ReputedMainly DomesticAnnualPeriodic AssignmentLimited NumberLeading CompaniesSome Offshore
14、Some Long TermQualificationTerms and ConditionsQuality ControlService OfferingPrice Only100% InspectionProduct OnlyTotal Cost and ValueSelf-CertificationValue Added ServicesPrice and QualityFixed StatisticalValue Added ProductPrice, Quality, ServiceSkip Lot InspectionsHigh Value Added ProductPerform
15、ance MonitoringSupplier EvaluationInventory LevelCost ReductionsNoneExcess InventoryBelow Inflation RatesSystematic RatingsSupplier-owned StocksTotal Cost TargetsSubjectiveControlled ReserveSome Price ReductionsSome MetricsTargeted InventoryTarget PriceCommunicationBusiness ScopeProcess IntegrationP
16、lanningMinimize PriceExecution LinkageShort Term SchedulesMaximized Customer ValueIntegration of ControlDrive Process & Product Technology InvestmentsMinimize CostsTactical LinkagesLonger Term SchedulesMinimized Total Acq. CostsMultiple LinkagesLong Term SchedulesSTRATEGIC SOURCINGCompany Assessment
17、 MatrixuDevelopmentuSelectionuQualificationuCertificationuCommunicationuMaterial Flow AnalysisuMaterial RequirementsPlanninguManufacturingResource PlanninguCapacity PlanninguInventory AnalysisuProduction SchedulinguShop Floor ControluWarehousinguTransportationuDelivery NetworksuDistribution Planning
18、Copyright 1995 KPMG Peat Marwick LLP. All rights reserved. Page 6kpmgThe Global Leader2.)An agile or synchronous organization focuses on identifying and eliminating the following seven types of waste:nOverproductionnCorrectionnMaterial MovementnOverprocessingnExcess InventorynWaitingnMotionSignifica
19、nt effort is placed on reducing or eliminating non-value added activities.1.)The agile or synchronous organization takes a holistic view of their business processes as a seamless flow of products and information with customer satisfaction as its ultimate goal.Copyright 1995 KPMG Peat Marwick LLP. uD
20、evelopmentuSelectionuQualificationuCertificationuCommunicationuMaterial Flow AnalysisuMaterial RequirementsPlanninguManufacturingResource PlanninguCapacity PlanninguInventory AnalysisuProduction SchedulinguShop Floor ControluWarehousinguTransportationuDelivery NetworksuDistribution PlanningCopyright
21、 1995 KPMG Peat Marwick LLP. All rights reserved. Page 7kpmgThe Global LeaderAgile or Synchronous ManufacturingLead TimeReduction People FocusedPractices PlannedMaintenance WorkplaceOrganization QualityVerification ErrorProofing PullSystem SupplierRationalization SupplierDevelopmentContainerizationS
22、mall LotQuick Set Up LevelSchedulingTransportationMachineProcessCapability Plant, Machine,Office LayoutReduction of VariationuDevelopmentuSelectionuQualificationuCertificationuCommunicationuMaterial Flow AnalysisuMaterial RequirementsPlanninguManufacturingResource PlanninguCapacity PlanninguInventor
23、y AnalysisuProduction SchedulinguShop Floor ControluWarehousinguTransportationuDelivery NetworksuDistribution PlanningCopyright 1995 KPMG Peat Marwick LLP. All rights reserved. Page 8kpmgThe Global LeaderService ProductEngineeringNon Prodn OrdersMaterialsForecastInventory Control MaterialsReplenishm
24、entTransportation DockSchedulingFinanceReceivingPart NbrPlanning ContractAdministrationBusiness EntityShippingPlant FloorAdjustments (Inventory)Plan for Every PartForecast, OrdersSupplier - Carrier InformationPartner - Supplier RelationshipSupplierCarrierKanbanDeliveryInformationConsumption CountsIn
25、boundDaily Rates & Kanban Codes, BOMs12 Week PlanKanban SignalsPick upDelivery Requirement ForecastRelease InformationSpecial OrdersKanban = BOMKanban = BOMuDevelopmentuSelectionuQualificationuCertificationuCommunicationuMaterial Flow AnalysisuMaterial RequirementsPlanninguManufacturingResource Plan
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