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原文
TheSupplyChainOptimizationChallenge
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.AlanC.McKinnon
SupplyChainOptimizationistheapplicationofprocessesandtoolstoensuretheoptimaloperationofamanufacturinganddistributionsupplychain.Thisincludestheoptimalplacementofinventorywithinthesupplychain,minimizingoperatingcosts(includingmanufacturingcosts,transportationcostsanddistributioncosts).Thisofteninvolvestheapplicationofmathematicalmodelingtechniquesusingcomputersoftware.
Typically,supplychainmanagersaretryingtoimizetheprofitableoperationoftheirmanufacturinganddistributionsupplychain.Thiscouldincludemeasureslikeimizinggrossmarginreturnoninventoryinvested(GMROII)(balancingthecostofinventoryatallpointsinthesupplychainwithavailabilitytothecustomer),minimizingtotaloperatingexpenses(transportation,inventoryandmanufacturing),orimizinggrossprofitofproductsdistributedthroughthesupplychain.Supplychainoptimizationaddressesthegeneralsupplychainproblemofdeliveringproductstocustomersatthelowesttotalcostandhighestprofit.Thisincludestradingoffthecostsofinventory,transportation,distributingandmanufacturing.Supplychainoptimizationhasapplicationsinallindustriesmanufacturinganddistributinggoods,includingretail,industrialproducts,andconsumerpackagedgoods.
Firstly,thetechniquesbeingappliedtosupplychainoptimizationareclaimedtobeacademicallycredible.Mostofthespecialistcompanieshavebeencreatedasaresultofresearchprojectsinacademicinstitutionsorconsultingfirms:
andtheypointtoresearcharticles,whitepapers,academicadvisorsandindustryreviewstosupporttheircredibility.Secondly,thetechniquesareclaimedtobecommerciallyeffective.Thecompaniespublishcasestudiesthatshowhowclientshaveachievedreductionsininventorywhilstmaintainingorimprovingavailability.Thereislimitedpublisheddataoutsideofthesecasestudies,andareluctanceforsomepractitionerstopublishdetailsoftheirsuccesseswhichmaybecommerciallysensitive,thereforehardevidenceisdifficulttocomeby.
Foodproductionanddistributionisbigbusiness.TheUSfoodandfibersystemisthenation'
slargestmanufacturingsub-sector.accountingforover12%ofGDPand17%ofnationalemployment.Andfoodwholesalinganddistributionrepresentsalargechunkofthat-$372billiontobeexactFoodwholesalersserveasthedistributionbufferbetweenincreasinglyglobalfoodproducersandthe900000plusfoodretailoutlets-rangingfrommomandpopgrocerystorestonationalsupermarketchains,andeverythinginbetween.Asabuffer,theyallowbothendsofthefooddistributionsupplychaintooperateefficiently?
producerscanmanufactureandshiptheirproductsinefficientlotsizeswhileoperatorshaveaccesstothevastarrayofproducts,butareabletobuyonanneeded?
Dailyorderpattern.Thechallengethatfooddistributorsfaceishowtobalancethedemandsfromeachendofthesupplychainwithoutsacrificingrevenuesandalienatingloyalcustomers.Asaresultofwidespreadandrapidconsolidation,theindustryisdividedintotwocamps-largenational/super-regionalplayersworkingtorealizetheefficienciesandleveragetheopportunitiesthattheirsizeoffersandthesmallerlocal/regionalorganizationsworkingjustashardtoremaincompetitiveintheirtraditionalmarkets.Unfortunately,consolidationinthisindustryhasnotbeentranslatedintoincreasedefficiencies.Toimproveefficiencies,delivercustomervalue,andoptimizeoperations,globalproducers,nationalandregionaldistributors,andretailoutletsneedtoconsiderthefollowing:
1EvaluateNetworkOptimizationandVendor(SKU)RationalizationThewaveofmergersandacquisitionsthatswepttheglobalfooddistributionindustryoverrecentyearshaspavedthewayforsignificantnetworkoptimizationopportunities.Inanindustrywhereover15000newproductsareintroducedannually,vendorandSKUrationalizationisakeyopportunity.ThesolutionisnotjustcuttingtheSKUcount,butofferingcustomersfullaccesstoasmanyvendorsandproductsaspossiblewhilemaintainingacosteffectivenetwork.Howmanyfacilitiesshouldbeinthenetwork,wheretheyshouldbelocated,whatSKUsshouldbestocked,andwhatfunctionsshouldbeperformed?
areallcriticalquestionsthatmustbeaddressed.Inordertomeetthechallengeofoperatinganefficientdistributionnetworkwithoutlimitingcustomeraccesstoproducts,distributorsarerequiredtoincorporateamulti-channeldistributionapproach.
2FocusonOperationalExcellenceInitiativesBuyingawiderangeofproductsinbulkandsellingthemefficientlyinsmallquantitiesisadauntingoperationalchallenge.Best-in-classperformancemeansoptimizingdistributioncenteroperations?
frombasicfacilitylayoutanddesigntosuccessfuldeployingleadingedgetechnologieslikeLaborManagementSystemsandVoicePickingtodriveimprovedperformanceandaccuracy.Inaddition,transportationoptimizationisjustascriticalanddistributorsarerequiredtoevaluatehowtheyplantheirtransportationoperations?
fromadvancedrouteplanningtoinboundfreightoptimization.Itisdifficulttosustainbestpracticesandimplementadvancedtechnologyinade-centralizedorganization.Centralizedprocessesandmanagementarecriticaltooptimizingsupplychains.
3ImproveSupplyChainMetricandKPISystems(Dashboards)
LeadingfooddistributorsmustactivelypursueActivityBasedCosting(ABC)initiativesthatdrivestrategicchangesintheirapproachtonetworkdesigns,vendornegotiationsandcustomerservicepolicies.HavingthecapabilitytoautomatethecollectionofKeyPerformanceIndicator(KPI)datathatisbothaccurateandtimely,andpresentedinaash-board?
formatallowsexecutivemanagementandotherfunctionalpersonneltounderstandtrendsandbemoreproactive.Thisiscriticaltoreducecosts,optimizerevenueandensurecustomerservice.Itisalsocritical,particularlygiventheamountofconsolidation,toevaluateincentivesbasedonKPIstodriveoverallsupplychainexcellenceratherthanlocaloptimization.
4LookOutsidetheIndustryforBestPracticestoGrowtheTopLineWhilegrowth-by-acquisitionhasbeenthenameofthegameinrecentyears,thereareuniqueopportunitiestostimulateneworganicgrowth.Distributorsmustlookoutsideoftheirindustrytobenchmarkbestpracticesincustomerretentionandloyaltyprograms.Forexample,awellexecutedcustomeron-boardingprocesscanreducecustomerhurnimproveloyalty,andsignificantlyimprovesatisfaction.Otherest-practices?
fromoutsidetheindustryinclude:
tieredservicelevelsbasedondifferentsegments,ensuringhigh-valuecustomersaretreateddifferentlythanothers.The0-20ruletypicallyapplieswhere80percentofyourrevenuecomesfrom20percentofyourcustomers.Adheringtotheestcustomersbest?
philosophycanbeappliedtooperationsaswellassales.theclassicsupplychainapproachhasbeentotrytoforecastfutureinventorydemandasaccuratelyaspossible,byapplyingstatisticaltrendingand"
bestfit"
techniquesbasedonhistoricdemandandpredictedfutureevents.Theadvantageofthisapproachisthatitcanbeappliedtodataaggregatedatafairlyhighlevel(categoryofmerchandise,weekly,bygroupofcustomers),requiringmodestdatabasesizesandsmallamountsofmanipulation.Unpredictabilityindemandisthenmanagedbysettingsafetystocklevels,sothatforexampleadistributormightholdtwoweeksofsupplyofanarticlewithsteadydemandbuttwicethatamountforanarticlewherethedemandismoreerratic.Then,usingthisforecastdemand,asupplychainmanufacturinganddistributionplaniscreatedtomanufactureanddistributeproductstomeetthisforecastdemandatlowestcost(orhighestprofitability).Thisplantypicallyaddressesthefollowingbusinessconcerns:
HowmuchofeachproductshouldbemanufacturedeachdayHowmuchofeachproductshouldbemadeateachmanufacturingplant?
Whichmanufacturingplantsshouldre-stockwhichwarehouseswithwhichproductsWhattransportationmodesshouldbeusedforwarehousereplenishmentandcustomerdeliveries?
Thetechnicalabilitytorecordandmanipulatelargerdatabasesmorequicklyhasnowenabledanewbreedofsupplychainoptimizationsolutionstoemerge,whicharecapableofforecastingatamuchmoregranularlevel(forexample,perarticlepercustomerperday).Somevendorsareapplying"
modelstothisdata,towhichsafetystockrulesareapplied,whileothervendorshavestartedtoapplystochastictechniquestotheoptimizationproblem.Theycalculatethemostdesirableinventorylevelperarticleforeachindividualstorefortheirretailcustomers,tradingoffcostofinventoryagainstexpectationofsale.Theresultingoptimizedinventorylevelisknownasamodelstock.Meetingthemodelstocklevelisalsoanarearequiringoptimization.Becausethemovementofproducttomeetthemodelstock,calledthestocktransfer,needstobeineconomicshippingunitssuchascompleteunitloadsorafulltruckload,thereareaseriesofdecisionsthatmustbemade.Manyexistingdistributionrequirementsplanningsystemsroundthequantityuptothenearestfullshippingunit.Thecreationofforexample,truckloadsaseconomicshipmentunitsrequiresoptimizationsystemstoensurethataxleconstraintsandspaceconstraintsaremetwhileloadingcanbeachievedinadamage-freeway.Thisisgenerallyachievedbycontinuingtoaddtime-phasedrequirementsuntiltheloadsmeetsomeminimumweightorcube.Moresophisticatedoptimizationalgorithmstakeintoaccountstackabilityconstraints,loadandunloadingrules,palletizinglogic,warehouseefficiencyandload