有效率的物流配送 連續補貨系統案例-寶僑家品

Presentation on theme: "有效率的物流配送 連續補貨系統案例-寶僑家品"— Presentation transcript:

1 有效率的物流配送 連續補貨系統案例-寶僑家品
有效率的物流配送 連續補貨系統案例-寶僑家品 主題 ECR是什麼 為什麼需要ECR ECR的組成 ECR組織及工作流程改變 CRP 是什麼 CRP的基本要求 CRP的基本概念 CRP的實例與心得

2 1990 年代 一個劇烈變革的年代. 精明的消費者要求:給我更高價值的產品! 其餘免談.

3 那些是這次變革的先驅? 全球性策略 主要驅動因素:規模和技術 瞬息萬變的消費者習慣 價值,便利,新奇,選擇訊
萬客隆(METRO/MAKRO): 遍佈全球28個國家(歐洲,亞洲和拉丁美洲) 威名百貨(WAL-MART): 美國,墨西哥,加拿大,拉丁美洲和亞洲 家樂福(CARREFOUR):歐洲,拉丁美洲和亞洲 牛奶集團(DAIRY FARM):遍佈全球12個國家(亞洲和歐洲) 主要驅動因素:規模和技術 瞬息萬變的消費者習慣 價值,便利,新奇,選擇訊

4 亞洲: 跨國性大型連鎖零售商 1990: 13個 跨國性大型連鎖零售商 分佈於9個 亞洲國家 1995: 19個 跨國性大型連鎖零售商
分佈於 13個 亞洲國家

5 為什麼 僅有部份 新興大型零售商會贏得市場? 它們策略的核心效率.它們運用在規模,系統,管理,供應商連結和觀念上的 效率優勢來改進整體 商店 及 消費者 的價值. 它們的心目中將消費者置於首位.它們專注於所有能夠帶給消費者利益的事物,並藉由商店的有效管理進而建立消費者的忠誠和價值. 供應商是它們策略性的合作夥伴.它們並不孜孜於與供應商的交易條件.相對的,它們著重於尋求和供應商之間供應鏈系統整體效率的改進,並進而轉換成消費者層次的價值提昇. 它們建立了商店的忠誠度,而此一忠誠度係奠基於提供給消費者一種無遠彿界的,強烈的,高價值而產生的正面印象.全球性和區域性的曝光更加深其 全球 性印象.

6 新課題 面臨一個數量較少卻更強大的競爭對手環伺的競爭環境
零售商必需透過提高效率,技術能力,將節省的成本 回饋給消費者(更低廉的售價)來建立消費者忠誠 才能創造利潤 零售商需建立與供應商之間的夥伴關係,以滿足消 費者需求 下列兩大主題是零售商必需尋求解決的: 供給面 - 效率化的供應鏈 (補貨,產品組合) 需求面 - 效率化的商品化(產品組合, 促銷活動,新品上市)

7 U.S. CHANNEL OPERATING INCOME
Operating Efficiency in Alternate Channels Creates Issues for Smaller Outlets U.S. CHANNEL OPERATING INCOME Mass Drug Club Grocery Merch Store Store Gross Margin % % % 11.0% Operating Exp % % % 7.5% Operating % % % 3.5% Margin HELP IS ON THE WAY!

8 台灣零售通路的演變: 1990's 小型商店(雜貨店)營業總額的佔比: 1990 = 70% 1996 = 30%
小雜貨店 1940's 百貨公司 1950's 專業超市 1980's 1990's 大型購物中心.量販店 小型商店(雜貨店)營業總額的佔比: = 70% 1996 = 30% 未來, 所有的成長將侷限在新興的通路上.

9 通路組成 未來 過去 環境: 環境: 競爭優勢所在: 競爭優勢所在: 規模小,為數眾多的零售商 許多小型商店(含便利商店)
數量不多且不建全的大盤商 逐漸壯大的超市 競爭優勢所在: 零售商: 價格 各店的配送 供應商: 店內促銷 新產品 其它交易條件 環境: 許多小型商店(含便利商店) 數量不多,競爭力強大的零售商和大盤商 競爭優勢所在: 零售商: 合理(價值的)定價 與供應商形成策略聯盟 效率化的消費者回應(ECR) 供應商: 策略性的客戶管理 依據效率化所訂定的交易條件 強勢(高迴轉)商(單)品

10 Sounds a lot like Taiwan ... right?
Why ECR? Declining Relative Efficiency of Industry Efficiency of Alternate Channels Flat Economy / More Retail Space More Pressure on Prices Systems access and integration Across supply chain Allows easier cooperation Growing concern that the traditional grocery supply chain is just not working right. Sounds a lot like Taiwan ... right?

11 What Is ECR (Supply Chain Management)?
ECR is an industry strategy in which distributors and suppliers work together to deliver better consumer value. ECR Meeting Consumer Needs Logistics Activity Based Costing (ABC) Category Management Background Late 1980 grocery industry lost share All growth past 5 years in mass/club Industry task force told group they were: A. Uncompetitive from cost standpoint (Avg % versus Wal-Mart) B. Category Management emerged as process to provide better consumer value by leveraging logistics savings and researching their consumers. P&G has strongly influenced this work within industry because it a rational business process which leverages: - Consumer insights Data based decision making - Logistics/total system approach Averagely, big categories/brands win because of scale -- efficiency. OUTCOME: Efficient & Effective Product - Assortment - Introduction - Replenishment Promotions Four strategies address the inefficiencies found in the study -- Replenishment -- a big opportunity here -- far too much inventory stored throughout the supply system -- need to improve the flow of product and information Promotions need to move away from loading the retailer to selling the consumer -- this is a requirement to tackle the replenishment opportunities. Efficient new item introductions need to be meet real consumer needs and move from being focused on get the retailer to buy to the manufacturer and retailer working together to sell the consumer. Assortment -- variety is good duplication is inefficient -- reduce duplicate items improve variety

12 ECR Supply Chain Management Strategies Efficient Store Assortment
OBJECTIVES Optimize the productivity of inventories and store space at the consumer interface Efficient Store Assortment Efficient Replenishment Promotion/Pricing Efficient Product Introductions Optimize time and cost in the replenishment system Maximize the total system efficiency of trade and consumer promotion and pricing Maximize the effectiveness of new product development and introduction activities

13 Let’s Start with the Supply
ECR (Supply side) Let’s Start with the Supply Side Flows of: Product Money Information Some retailers have chosen to look at ECR and Category Management in this way... that ECR works on the supply side of the equation, following the flows of product, money and information to produce savings . Unfortunately, a lot of folks stop there. Why ? Because the supply side is the easy place to start and stop. It where we have always been doing business. Manufacturers have been focusing on making money by selling more to Retailers and Retailers have been focusing on making money by buying smarter from manufacturers. So focusing on the supply side is easy, it in our DNA. Produces Savings

14 PRE-ECR SUPPLY CHAIN POST-ECR SUPPLY CHAIN RETAILER SUPPLIER
PRODUCT FLOW RETAILER SUPPLIER DISTRIBUTOR CONSUMERS DEMAND FLOW POST-ECR SUPPLY CHAIN TIMELY, ACCURATE PAPERLESS INFORMATION FLOW SUPPLIER RETAILER DISTRIBUTOR CONSUMERS SMOOTH, CONTINUAL PRODUCT FLOW MATCHED TO CONSUMPTION

15 WORLWIDE SUPPLY CHAIN INEFFICIENCIES
$100 Billion } Unnecessary business practices 40% of inventory not required 10% Of Sales

16 Where are the Costs ? Order Acquisition Order Configuration Payment
Freight , Transport and Receiving Vendor Refill Manual Order EDI Data Integrity Small loads Full trucks Customer Pick up ASN Receiving Time Order Configuration Payment Eaches Inners Cartons Layers Unit Loads Slip Sheets Pallets # of Invoices Claims EFT Cash Flow

17 條碼在物流上的應用 分貨及驗貨 ASN 收貨 銷貨及庫存管理以作為連續補貨之參考 接駁式轉運 盤點

18 As Manufacturers Are Getting MORE……..

19 Paperless System Future Vision:
2. Customer generates JIT PO, sends via EDI 3. Supplier Ships product & sends ASN (EDI) 1. Store’s send POS data to their HQ (EDI) Paperless System 4. Supplier sends invoice via EDI 8. Supplier receives payment via FEDI The Future Vision is a fully integrated, Paperless System. The latest ECR vision is that Store Point-of-Sale (POS) data will be sent electronically to their headquarters. A Just in time Purchase Order will then be generated and sent electronically to the Supplier. The Supplier loads and ships the product to the customer and electronically sends an Adanced Shipment Notice to the customer that notifys them in advance what exactly is on the shipment and automatically updates their Purchase Order. At the same time, the Supplier also electronically sends an invoice to the customer. The Customer receives and scans the product into their system, and electronically matches the shipment to the updated PO. They electronically send Payment to the Supplier’s Bank. The Bank clears the funds and the Supplier has electronically received payment. The Wall Street Journal has conservatively estimated that a Paperless System could take up to $.75/order out of the system in physical costs and labor. This vision could not be realized without the adoption of industry EDI standards. 5. Customer receives Product & EDI ASN & invoice 7. Bank Clears funds 6. FEDI payment to Supplier’s bank

20 ECR Category Management = Consumer Produces Savings Makes Choices
(Supply side) Category Management Flows of: Product Money Information (Demand Side) = We must go further, we must look at the demand side of the equation to get the maximum amount of benefits from ECR. The combination of the two creates the best chances of optimizing consumer value, because costs are lowered and those lower costs produce the maximum range of opportunities to make demand-side choices. The key to the demand side is understanding the consumer and developing activities that enhance consumer value. Consumer Produces Savings Makes Choices Value on Resource Use

21  Practical Approach to using ECR to improve Inventory, time and Cost
2 topics I would like you to consider... Think of all the things we do to confuse our customers and consumers... We can maximize the supply side benefits of ECR, by creating a transparent demand environment

22 A Real Life Example..... Creating a Transparent Purchasing Environment for our Customers and Our Consumers Brand A (names and amounts changed to protect the innocent) Allowances deployed as short term case deals 20% non-promoted 20% promoted at $2.00 per case 60% Promoted at $6.00 per case Truth was, my budget set at $4.00 per case System was set up to insure we never overspent the budget , and we never did !!! Budget set at ?4.00?per case, actual spending was at ?3.80?per case We couldn spend the money we wanted to drive the brand because of the complex way we deployed it.

23 So here was the situation...
I’m trying to spend $4.00 per case to grow the brand, and I’m not spending it efficiently. My Sales people and our Customers are fighting over forward buy and % on deal Our customers inventories are going up with forward buy product And our plant is either running overtime or they’re washing the floors And the business is really going nowhere SO ... Budget set at ?4.00?per case, actual spending was at ?3.80?per case We couldn spend the money we wanted to drive the brand because of the complex way we deployed it.

24 Value Pricing... We let folks know how our allowances work
Step 1- Create a transparent purchase environment for our customers. We let folks know how our allowances work Eliminating short term case deals Step 2 - Create a transparent purchase environment for our consumers. Narrow the spread between regular and promoted retail prices

25 ECR 計分卡 係依據ECR的四大工作和品類管理而來 每一部份的 比重係依據其 每一項均由 所創造的貢獻 0~10分來評量 每一部份 均有
30% 產品補貨系統 促銷活動 20% 產品組合 10% 新品上市 每一部份的 比重係依據其 所創造的貢獻 每一項均由 0~10分來評量 每一部份 均有 評量標準 累計每一部份 的積分得出總分 每一評量 標準均被 加權 最高為1000分

26 ECR的基本需求: 透明化 信任 消費者導向 全方位的合作 促進真正的效率並分辨那些是無效率的 供應商與零售商必需成為一種伙伴關係
資訊共享,而非只作表面功夫 消費者導向 共同努力來創造需求 全方位的合作 管理整個系統,而非侷限於變更成本或收益上

27 What will we do differently?
To achieve all of these benefits we need to make some significant investment ourselves. Develop new partnerships Change the organisation internally Focus on category management Technology deployment Major next step in rolling out ECR is category management/ category business planning. Key to achieving this will be : internal readiness customer and category linkage

28 傳統的 零售商 供應商

29 零售商 / 供應商 介面團對 寶鹼 客戶業務發展 供應商 零售商 多工組織實為業務推行之道,有生意往來的二家公司之間何不合作將它落實呢 ?

30 What will we do differently?
Focus on team objectives, not limited by functions measures Externally focused; rather than only internally focused Transparent terms for all customers; no custom-made deal from sales personnel

31 WHY CRP (自動補貨系統) OLD PARADIGM
LOAD CUSTOMER’S WAREHOUSE CAN INCREASE OUR BUSINESS BUYING AND SELLING ARE ENEMIES OF EACH OTHER WE CAN GET BEST RESULTS BY STRENGTHING OUR OWN PART ORDER TAKING IS SALES KEY WORK NEW PARADIGM BUYING AND SELLING WORKS TOGETHER TOWARD CONSUMERS WE CAN GET BEST RESULTS BY MANAGING WHOLE SUPPLY CHAIN - ORDER FULLFILMENT IS PART OF IT

32 HOW CRP WORKS A change in the traditional buyer-seller relationship!
Inventory, sales data Send an EDI order, of Full unit loads Shipped on Pallets filling a truck to one location and one invoice A change in the traditional buyer-seller relationship!

33 BENEFITS TO RETAILER REDUCED INVENTORY
IMPROVED CASH FLOW AND RETURN ON ASSETS MORE PRODUCTIVE USE OF BUYER TIME IMPROVED SERVICE LEVEL VOLUME AND SHARE GROWTH ON P&G BRANDS

34 BENEFITS TO VENDER IMPROVE PERFECT ORDER RATE
TOTAL DELIVERY COST REDUCTION REDUCED INVOICE DEDUCTION/CHANGE MORE PRODUCTIVE USE OF SALES TIME IMPROVED P&G VOLUME AND SHARE AT THE CUSTOMER

35 Key Accounts Replenishment System (KARS)
P&G CUSTOMER 1

36 KARS KARS CRP for Key Account Now in FE ,Carrefour, & Wellcome
Team Work Create Great Success !

37 KARS KARS WIN-WIN Link P&G and Customer Vender Management Inventory

38 KARS The Blue Customer P&G is Blue, too Order takes Time
Inventory takes Money OOS takes Unsatisfaction P&G is Blue, too P&G lose money !!!

39 KARS Capability Data Transmition : EDI format
- CAPABILITY REQUIREMENT- Capability DATA: Offtake, inventory data from vendor Data Transmition : EDI format Aligned business process flow

40 KARS Capability Offtake (銷售報告) - 銷售量/ 銷售單位 - CAPABILITY REQUIREMENT-
DATA: Offtake, inventory data from vendor Offtake (銷售報告) - 銷售量/ 銷售單位 - 商品名稱/ 條碼編號/ 配銷條碼 - 收/ 送方代號 - 銷售起始/ 終結日期

41 KARS Capability Inventory (庫存報告) - 商品名稱/ 商品規格/ 條碼編號/ 配銷條碼
- CAPABILITY REQUIREMENT- Capability DATA: Offtake, inventory data from vendor Inventory (庫存報告) - 商品名稱/ 商品規格/ 條碼編號/ 配銷條碼 - 庫存量 - 庫存在途量 - 已承諾出貨量

42 KARS Capability Data Transmition : EDI format
- CAPABILITY REQUIREMENT- Capability Data Transmition : EDI format - Industry Standard Formate

43 KARS Capability Aligned business process flow Charter ( 職掌表)
- CAPABILITY REQUIREMENT- Capability Aligned business process flow Charter ( 職掌表) Aligned Timing & Activity ( 何時/ 何事)

44 KARS 系統流程圖 P&G 客服部 客戶 採購人員 客戶 物流 客戶 電腦中心 EDI傳輸 銷售/庫存資料 程式支援 KARS產生建議訂單
傳真 查對後簽名認可 產生採購單 傳真 EDI傳輸 產生發票 寫入實收檔 新竹貨運送貨 物流中心驗收貨物 實收

45 KARS - BASE CONCEPT - Inventory Suggest Orders Offtake KARS software

46 KARS Vision - BASE CONCEPT - CALCULATION MODEL
Replenish Appropriate” Quantity CALCULATION MODEL Volume Forecasting - offtake, Safety Stock, Service Level, Order frequnecy, Delivery Time Delivery Constrait - Truck Size, Palletized Stacking Order Sizing - Full Truck Load Vision no extra inventory less OOS P&G CUSTOMER

47 KARS Launch! - HOW TO GO LIVE - PREPARATION DESIGN PILOT RUN Scope
Team Charter Commitment from Top Management Process Defined Resource Allocated Pilot Run Schedule & Data Firmed PILOT RUN Process Feasibility Review the suggest order quantity Launch! measure performance

48 KARS Well, Life is not tough, But not EASY as well ...
- HOW TO GO LIVE - Well, Life is not tough, But not EASY as well ... NEW SYSTEM NEW PROCESS NEW CONCEPT

49 KARS - HOW TO GO LIVE - NEW CONCEPT Mutual Trust

50 KARS NEW PROCESS - HOW TO GO LIVE - Post- KARS Pre-KARS
Customer transfer inventory & offtake P&G run KARS P&G confirm Order with Customer Customer Issues Purchase Order P&G AE issue order CS key in order in AS400

51 KARS NEW SYTEM - HOW TO GO LIVE - practice operation
system change in customer’s side & P&G’s interface (PO, Inv., offtake)/ data transfer Practice of KARS operation Pilot Run

52 KARS Meet GOAL ! Meet GOAL ! reduce inventory - HOW TO GO LIVE -
Not Just Matters of Money But also win the customer’s & consumer’s satisfaction ...

53 自動連續補貨 Learning - LEARNING - - VMI ( improving cash flow, inventory)
is the right thing to do! - Next Steps: . increase service level in Central Warehouse . linking with the on-shelf service level

54 QUESTIONS ??