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MindMap Gallery Supply Chain Planning 3
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Supply Chain Planning 3
This is a mind map about supply chain planning 3. Includes: supply chain concept introduction, supply chain operations, supply chain planning, digitization, etc.
Edited at 2022-05-14 09:57:58
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Supply Chain Planning 3
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
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- Outline
Supply chain network planning
Supply chain concept introduction
1. Customer analysis
Customer value network: The upstream of the customer itself is the supply side, and the downstream is the demand side. It is also affected by competitors and capital.
Customer industry chain type
V type: Single upstream category, rich downstream output categories, such as steel, petroleum, and chemicals
Upstream MTS, downstream MTO; improve inventory water level risk resistance and improve forecast accuracy
Type A: There are many upstream categories and a single downstream output category, such as aircraft.
Type I: There are slightly more upstream and downstream categories, with a single intermediate link similar to an assembly line, such as food processing.
T-type: single upstream, intermediate links, and numerous downstream exports, such as the retail industry
2. supply chain definition
Demands in each link
Purchasing Manager
Reduce purchase price; increase purchase quantity
Director of Operations
Improve equipment utilization; increase production batches/reduce the number of line changes; reduce unit operating costs
sales Executive
Improved service levels; more safety stock
supply chain executive
Improve inventory turns; maximize supply chain flexibility
existential theory
Bullwhip effect: demand amplification phenomenon
Solution: Get rid of middlemen; transparent information exchange Implication: The reason why the dealer cannot be easily bypassed is that he bears risks such as inventory stagnation and investment in logistics assets.
Hockey stick phenomenon: In a fixed period (month, quarter, year), the sales volume in the early period is very low, but there will be a sudden increase in sales at the end of the period.
Solution direction: information transparency, fully analyzing upstream and downstream information; for example, sending back excavator start-up information to identify true sales
definition
The supply chain is an organizational type that is guided by customer needs, aims to improve quality and efficiency, and integrates resources as a means to achieve efficient collaboration in the entire process of product design, procurement, production, sales, and service.
3. Opportunities in the supply chain
SCOR model (Supply Chain Operation Reference Model): Defines the supply chain as five major processes: planning, procurement, production, distribution, and returns, and describes the standard definition of each process from the three levels of supply chain division, configuration, and process elements. , corresponding to the measurement indicators of each process performance, providing the "best implementation" of the supply chain and human resources solutions
Inventory exists at the intersection of the five rings (planning/purchasing/production/delivery/return), reducing inventory to reduce costs and improve efficiency.
4. Network structure characteristics
3PL company: Star scattering, no network, no advantage
Manufacturer: The primary level is cross-delivery to several factories across the country, and there is line redundancy.
Brand owner: One or several factories distribute several RDCs across the country, and the RDCs cover terminal stores in the area.
Platform: Integrate the above three-party resources, optimize network structure and routing settings, and achieve efficient utilization of site and transportation resources.
5. Network planning concept introduction
Strategic Aspects (Planning): Network Planning
Network design and optimization reduce overall supply chain costs by an average of 5-15%
Strategic Aspects (Planning): S&OP Planning
Inventory strategy analysis and optimization can reduce inventory costs by an average of 10-30% while ensuring service satisfaction rates.
Operational aspects (scheduling): transportation/people/systems
Transportation strategy and optimization, reducing transportation costs by 10-30% on average
Supply chain costs generally account for 60%-90% of company costs, so a small improvement in the supply chain process will have better results than in other sectors.
supply chain operations
1. supply chain strategy
supply chain performance
1. ReliabilityRL
Complete order fulfillment rate (%)
2. ResponsivenessRS
Order fulfillment cycle (days), that is, the time from order placement to receipt
3. Agility AG
Flexibility to cope with unplanned
service-first competitive strategy
4. Cost CO
Total supply chain costs: fixed costs, opportunity costs (sales opportunities)
5. Asset Utilization AM
Cash turnover days (days)
Supply chain fixed asset income (%)
Working capital income (%)
Warehousing resources, fixed assets, inventory turnover, capital turnover
cost-first competitive strategy
2. supply chain operations
Inventory characteristics
1. Manufacturer: long-term risk; deep commitment; raw materials, work-in-progress inventory, finished product inventory; often need to support large amounts of finished product inventory
2. Distributors: medium-term risks; finished product inventory; large-volume purchases and small-volume wholesales to other channels and retailers; some products can be customized for processing by retailers
3. Retailers: short-term risks; shallow commitment; fast in and fast out; risks are related to the scale of goods, and inventory pressure is caused by upstream distributors and manufacturers
4. E-commerce: Use big data to optimize inventory structure and reduce risks; focus on finished product inventory; use the platform to collaborate with suppliers to achieve a balance between supply and demand; focus on inventory turnover and spot rate
The core issue is the transparency of information exchange
Operation mode
1. Push supply chain MTS (Make to Stock)
Products: standard products
Response time: short
Inventory requirements: required
Planning focus: demand planning, inventory planning
Management and control focus: demand forecasting, inventory control
1. Retail industry, fast delivery and high inventory pressure; 2. The short-chain supply chain of community group buying transfers inventory pressure to the upstream and decentralizes itself to the provincial and municipal levels to build inventory-free short-chain logistics for C-end consumers, shortening the distance between people and goods before placing orders, and improving response Time, commonly known as goods find people
2. Pull supply chain MTO (Make to Order)
Products: standard products or semi-finished product variants, rarely customized
Response time: slow
Inventory requirements: semi-finished products and raw material inventory required
Planning focus: production planning, material planning
Management and control focus: order management, production capacity management
A supply chain can have both pull and push types. The raw material beams of Yutong buses have a 45-day upstream delivery time and need to reserve inventory in advance. They belong to MTS. The finished buses are customized and delivered to order in 20 days as MTO.
3. Business requirements of the enterprise
ROI
Definition: ROI=(income-cost)/total investment in the current period*100%
Composition: Cost (operating costs, cost of improvement projects), sales (sales price, customer satisfaction, sales volume, product mix), investment (working capital, equipment, factory buildings)
supply chain planning
Concept introduction
1. supply chain planning
planning level
Strategic Planning
Year span, focusing on financial goals
tactical plan
Spanning months, focusing on product families
Operation plan
Spanning weeks, focusing on finished products
Scheduling or short planning
Spanning days, focusing on production and single product procurement
planning system
Strategy: Business Planning / Network Planning / Supply Chain Design
Tactics: Demand Management (S&OP / Sales & Marketing Plan / Summary Operations Plan)
Production/Resources/Inventory/Distribution
Operation
Production: Master Planning/MRP/Detailed Planning and Scheduling
Resources: Facilities Planning / Personnel Planning / Equipment Planning
Inventory: investment target / channel configuration / shipping plan
Distribution: Transportation / Warehousing / Labor and Equipment
system
SRM supplier relationship management
MRPⅡManufacturing Resource Planning
Treat the enterprise as an organic whole, and from the perspective of overall optimization, use scientific methods to effectively plan, organize and control the enterprise's various manufacturing resources and production, supply, marketing and financial links, so that they can develop in a coordinated manner. and fully play its role
ERP enterprise resource planning
A new generation of integrated management information system developed from MRP (Material Requirements Planning) and MRP II. It expands the functions of MRP and its core idea is supply chain management.
WMS warehouse management system
TMS transportation management system
CRM customer relationship management
Customer relationship management means that in order to improve core competitiveness, enterprises use corresponding information technology and Internet technology to coordinate the interaction between enterprises and customers in sales, marketing and services, thereby improving their management methods and providing innovative and personalized services to customers. The process of customer interaction and service. The ultimate goal is to attract new customers, retain old customers, and convert existing customers into loyal customers to increase the market.
When carrying out business consulting or planning work, there are two key points to grasp. ① Determine the motivation for business planning, such as business volume growth, business transformation, cost control, etc., and at the same time, establish business constraints (such as policy, geography, etc.) , competition, etc.), formulate business goals and planning strategies; ② Identify key people, such as confirming who cares, who participates, who resists, who pays, and who uses in the enterprise, and find key people to support the project, often get twice the result with half the effort. Grasp these two key points, consider various goals to the greatest extent possible, and achieve the final planning goal.
2. Planning Strategy
1. Network Configuration
Focus on the benefits of the entire network, pay attention to the matching of DC network and supply sources, and the matching of DC network and stores
2. Inventory distribution
Focus on channel inventory efficiency, pay attention to the inventory matching of DC purchases and sales, and the matching of sales and store inventory.
3. Delivery model
Focus on terminal distribution efficiency, matching between DC and carriers, and matching between terminal distribution and stores
3. A brief analysis of JD Logistics
Network planning content
Network Planning
Site selection and layout / Inventory deployment (grading, warehousing, category) / Pattern design (coverage, routing)
Node planning
Site planning/process design, equipment, processes, etc.
Advantages and Disadvantages
Advantages: warehouse network (multi-network, multi-level)/supply/system/data/brand
Disadvantages: high unit price, many interfaces, difficult network layout transformation (2C to 2B)
The breakthrough point of JD Logistics is to transform from 2C thinking to 2B thinking, and use existing resources to transform the unit price from high to low total price.
The thinking logic and steps of supply chain network planning
logic
Supply Chain Strategy → Network → Inventory → Operations
Logistics network and inventory costs interact with each other, and operational data are analyzed to make strategic adjustments.
step
Position strategic locations for network planning
Macro plan: demand planning, network planning/DC capacity planning, scenario simulation
Tactical plans: network configuration plan, transportation shift plan, staffing plan/staff scheduling plan, capacity management plan
Operational scheduling: resource scheduling, carrier management, air waybill integration, event management
Determine supply chain network focus
Supply chain strategy is cost (assets/cost) first or service (reliability/responsiveness/flexibility) first
Prioritize cost and deliver to a smaller or smaller number of locations across the country, and prioritize delivery to multiple regional locations.
Supply chain network configuration
Comparison of overall delivery timeliness and cost options under different DC quantities
1. Analyze and evaluate current situation
qualitative description
2. Collect historical data
3. Analyze and integrate data
4. Build a baseline model
Quantitative analysis
5. Design scenario model
6. Determine optimization plan
plan selection
Introducing the concept of smile curve for solution selection
strategic inventory distribution
Determine the demand characteristics of the product
Slow-moving products / Slow-moving products have large demand fluctuations / Fast-moving products have stable demand / Fast-moving products have unstable demand
Decision-making on the allocation and optimization of tertiary inventory
Incorporate supplier inventory to achieve full-channel inventory analysis and optimization
Incorporate terminal store sales and distribution characteristics to determine warehouse replenishment strategies at all levels
Terminal line planning
Mining data patterns, planning road areas and linking point strategies
Digitizing
Development path: automation, informatization → digitalization → intelligence
Driving force: improving efficiency and reducing costs → agile innovation → smart decision-making