深圳市顺电实业有限公司内部营运审计项目管理咨询方案

深圳市顺电实业有限公司内部营运审计项目管理咨询方案
b 深圳市顺电实业有限公司内部营运审计项目管理咨询方案安达信企业咨询有限公司二零零零年六月

咨询纲要前言零售业全球发展趋势咨询一采购-库存管理诊断分析及方案导入咨询二储运-物流管理诊断分析及方案导入方案总结 1 2 3
前言零售业全球发展趋势 2 咨询一采购-库存管理诊断分析及方案导入 3 咨询二储运-物流管理诊断分析及方案导入 4 方案总结

成功者的格言零售业全球发展趋势 “我们唯一的竞争优势在于，我们快！” “存货周转快主要体现在两方面:供应商送货快及销货快。 ”
Randy Mott，沃尔玛全球CIO “与供应商的合作关系，是我们实现销售、市场份额与利润率的基础的基础！” Robert Bruce，沃尔玛全球供应链管理总监

零售业全球发展趋势全球零售业巨人－沃尔玛

概念更新中的全球零售业零售业全球发展趋势采购与制造可在全球内实现，产品成本进一步降低物流功能要求的提高，与外部配送公司间合作进一步加强
提供多样类别货品的大型零售商场成为趋势基于国际互联网的商业尝试开始盛行,包括在线营销，在线工作管理及在线采购零售商参与以顾客统计资料库为基础的产品设计及营销计划特许经营业(包括加盟店和连锁店)的急速发展

顺电该怎么办？零售业全球发展趋势 Slide 25 Sample Script
揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience.

前言零售业全球发展趋势 1 2 咨询一采购-库存管理诊断分析及方案导入 3 咨询二储运-物流管理诊断分析及方案导入 4 方案总结

采购－库存管理诊断分析及功能架构重组项目质量控制与持续改进
采购-库存管理诊断分析及方案导入采购－库存管理诊断分析及功能架构重组全球最优采购分析功能架构诊断分析补货结构方案导入补货模式导入项目质量控制与持续改进 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience.

采购-库存管理诊断分析及方案导入采购－库存管理诊断分析及功能架构重组最优采购分析功能架构诊断分析补货结构方案导入补货模式导入项目质量控制与持续改进

全球最优零售采购模式采购-库存管理诊断分析及方案导入最优采购分析功能架构诊断分析补货结构方案导入补货模式导入顾客满意度
降低采购成本改进员工采购效率和工作满意度 Ÿ 采购人员具有全面的采购核心技能运用一种友好的采购模式与客户保持持续的联系 ( 每个采购人员最少花 50% 的时间与客户沟通 ) 提供及时可靠的配送减少请购至下定单的时间与所选择的供应商建立合作伙伴关系公开交流团队合作订立多方位合同持续改进全球范围信息共享改进循环周期减少采购流程中的人工干预将多余存货减至零减少或消除采购人员在日常维护及补货活动和办公用品购买中的参与 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience.

全球最优零售采购因素采购-库存管理诊断分析及方案导入最优采购分析功能架构诊断分析补货结构方案导入补货模式导入
Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

全球最优零售采购方法采购-库存管理诊断分析及方案导入最优采购分析功能架构诊断分析补货结构方案导入补货模式导入采购管理方法
实施步骤实施结果 Ÿ 建立供应商资格筛选程序 Ÿ 持续（不间断）的补充存货通过供应商存货管理程序(Vendor Managing Inventory)与该供应商建立战略合作关系 Ÿ 巩固供应商基础 Ÿ 增强存货流动性 Ÿ 预先制定存货持续补充系数 Ÿ 降低安全存货水平 Ÿ 将 VMI 作为一种交易机会 Ÿ 减少存货成本 Ÿ 与供应商共享需求信息 Ÿ 更好的存货质量控制 Ÿ 通过主动的质量提升以加强同供应商的合作 Ÿ 发展通用标准以衡量 VMI 的效果 Ÿ 每日更新销售记录及材料耗用报告以形成 Ÿ 减少预测误差运用历史经验数据及相应预测方法估计未来存货需求量准确的历史需求数据 Ÿ 通过适时提供正确数量与种类的商品以提 Ÿ 运用集中预测技术决定最佳存货水平高客户服务质量 Ÿ 运用因特网作市场调查以预计未来存货需 Ÿ 减少存货补充时间求 Ÿ 避免出现过多存货及缺货情况 Ÿ 运用情景模拟估计潜在的存货风险 Ÿ 减少存货成本根据适时制 (Just-in-time) 理论合理化 Ÿ 委托供应商采购以缓冲顾客需求 Ÿ 增强按顾客需求定制存货的能力存货采购及运行 Ÿ 合并多个部门的存货购买以实施战略性采 Ÿ 缩短采购和运货的导入期 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 购 Ÿ 减少存货存储成本 Ÿ 存货运输的物流合理化 Ÿ 通过适时制运作的持续改进消除存货流程的 “ 瓶颈 ” 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

全球最优零售库存管理方法采购-库存管理诊断分析及方案导入最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

全球最优零售库存管理方法（续）采购-库存管理诊断分析及方案导入最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

采购-库存管理诊断分析及方案导入洞察合并仓库使得所需仓库空间从500,000平方尺缩至100,000平方尺。最优采购分析功能架构
洞察合并仓库使得所需仓库空间从500,000平方尺缩至100,000平方尺。 Slide 20 Sample Script 揘ow we can take a look at how actual companies have applied best practices to improve warehousing or storing products. 揟he Aeroquip Corp., an Ohio manufacturer of high-pressure hose and hose assemblies, saw the immediate benefits of making the consolidated warehouse the hub of the company抯 distribution system when it closed 13 warehouses and reopened one central distribution site to serve its North American customers. By implementing the new centralized system, Aeroquip reduced overall days-on-hand inventory from six months to mere days. The company also reduced a combined 500,000 square feet of warehouse space to a single unit of 100,000 square feet. Note to Presenter For supporting information on this company, see Best Practice B in the Best Practices Report. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

Ryder Systemscare 采购-库存管理诊断分析及方案导入之专业配送商 Best Practices at Work 洞察
洞察新的两级设计仓库在较低水平面入库卸货在较高水平面装货出库之专业配送商 Slide 21 Sample Script 揜yder Systemscare, the U.K. furniture and white goods delivery company, for example, saw dramatic reductions in order fulfillment time and labor costs when the company redesigned its block layout. Before the new design, Ryder relied on 11 docks to load 80 vehicles each day. The process frequently required hiring temporary workers to complete the day抯 loading duties梥ometimes not finishing until 6 o抍lock the following morning. Ryder, however, turned the process around when it constructed a mezzanine dock next to 27 idle roller-shutter doors. The new design allowed lift trucks to load outbound goods above ground level while freeing up the 11 loading docks in the lower level for inbound goods. With the two-tiered design, Ryder employees regularly completed each day抯 loading by 5 p.m. Note to Presenter For supporting information on this company, see Best Practice C in the Best Practices Report. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

Guess? Inc. 采购-库存管理诊断分析及方案导入设计生产洞察数据系统同步化以建立存货流动不同阶段的信息传递管道最优
洞察数据系统同步化以建立存货流动不同阶段的信息传递管道设计生产 Slide 22 Sample Script 揃efore synchronizing its various production systems in a master database, Guess? Inc. lost millions of dollars every year because the design and production departments were unaware of each other抯 activities. A designer, for example, would make a last-minute design change from a zipper to a button without realizing that the change would delay production by almost 12 weeks because the zipper had only a 2-week lead time whereas the button had a 14-week lead time. To prevent similar problems, Guess? synchronized data systems across the departments so that the design and production staff could share information and be made aware of each other's activities. Note to Presenter For supporting information on this company, see Best Practice A in the Best Practices Report. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

采购-库存管理诊断分析及方案导入采购－库存管理诊断分析及功能架构重组补货结构诊断分析最优采购分析功能架构诊断分析功能架构方案导入补货模式导入项目质量控制与持续改进

采购系统分析现状一：淅透式组织架构采购-库存管理诊断分析及方案导入供应商信息流信息流主办主管经理决策决策最优
Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 决策决策最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

采购系统分析现状一：淅透式组织结构特征采购-库存管理诊断分析及方案导入
淅透式结构在于淅透表层，在于主办阶层，信息经由主办过滤流向管理层，同时决策由主办发起，管理层尾随，整体上来看，这是一种被动的管理架构。其主要表征于：信息的流动为单向，自供应商经主办流向管理层主办为决策的发起人管理层（主管、经理）成为决策的尾随人 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

采购系统分析现状二：主办补货功能为主导之采购模式
采购-库存管理诊断分析及方案导入采购系统分析现状二：主办补货功能为主导之采购模式功能时间对比新合同洽谈签订采购主办新产品导入开发市场调研日常补货零售定价促销活动供应商评估管理供应商评估管理新商品开发新合同洽谈市场调研零售定价促销活动日常补货产品开发供应商管理促销策划零售定价日常补货 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 采购职能分解以上数据乃为对两公司采购人员抽样调查所得最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

采购系统分析现状三：淅透式组织结构及主办补货主导模式的弊端
采购-库存管理诊断分析及方案导入采购系统分析现状三：淅透式组织结构及主办补货主导模式的弊端 1、决策缺乏前瞻性 2、决策无规则性 3、权责不均衡性 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

1、决策缺乏前瞻性采购-库存管理诊断分析及方案导入跳舞毡 MP3播放器最优采购分析功能架构诊断分析补货结构方案导入
补货模式导入

1、决策缺乏前瞻性（续）采购-库存管理诊断分析及方案导入因补货占用日常工时80%时间，对新品研发无心顾及
主办因素质所限，无法从商品成熟面、最新市场介入点方面考虑新商品开发主办无法主动研究市场，开发新品，多数为被动听从供应商，缺乏指导采购管理层被动成决策跟随者，无法主导新品开发策略 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

1、决策缺乏前瞻性（续）采购-库存管理诊断分析及方案导入供应商主办主管经理决策前提提供决策发起决策跟随
问题：是否电器商品对经销商有扣点与返折之分？现状：主办草拟合约时并无扣点概念扣点：指对超过一定销售量经销商给予低于标准价的折扣反映：主办缺乏行业规则概念，无决策基础 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

2、决策的无规则性采购-库存管理诊断分析及方案导入主办为何做此决策?? ABC补货表分类参考数计划数
第一次决策＝100 第二次决策＝200 决策＝减2/3? 决策= 减半? ABC补货表分类参考数计划数 X商品＋100 Y商品 7 2？ Z商品 10 5？ * 摘自2000年五月ABC补货表之一 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 主办为何做此决策?? 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

2、决策的无规则性（续）采购-库存管理诊断分析及方案导入洞察经验不足主办手工修改补货单合理吗？滞货17%=950万滞货资金
管理层有微观决策控制吗？洞察 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. * 数字根据2000年5月商品囤积报告最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

3、权责不均衡性采购-库存管理诊断分析及方案导入 a、权力集中建议价格更新舞弊空间商议价格主办商议订货建议订货数量
数量与价格由人决定，给予个人操作空间无经验的新手无法舞弊＝无经验操作＝权力滥用体制的权力集中弱点＝采购部顽疾 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

3、权责不均衡性（续）采购-库存管理诊断分析及方案导入 b、权责不均洞察高存积的存货量并没有主办应付的责任
从销售旺季转入销售淡季将影响公司的现金流，公司目前不注视的高存货将恶果终现洞察 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

采购-库存管理诊断分析及方案导入采购－库存管理诊断分析及功能架构重组补货结构诊断分析最优采购分析功能架构诊断分析功能架构方案导入补货模式导入项目质量控制与持续改进 If you are using an image in your presentation slide and would like to incorporate a caption, the caption type specifications will be automatically set for you (provided you have inserted the slide which uses the two-column text auto layout). To add this slide, select “New slide” from the “Insert” menu (or press “Ctrl M”). You will be offered a choice of layouts for your text options. Choose the two-column text auto layout and remove the unwanted text box from your resulting slide. You easily can resize the left-hand column from the auto layout so that it works as a single column of the four-column grid. You then can place your image to occupy the remaining three columns of the grid. Having imported your image into the presentation, do not forget the “Brightness and Contrast” features available in the “Picture” toolbar – this can dramatically improve the quality of your final presentation. Do not use standard Microsoft clip art. When placing imagery, or other items, over the sphere in the bottom-right corner of your slide, remember to use the “Remove sphere” button in the presentation toolbar.

功能架构方案导入采购-库存管理诊断分析及方案导入 I. 采购系统的架构重组 II. 采购系统的功能再定义最优采购分析功能架构

I. 采购系统的架构重组采购-库存管理诊断分析及方案导入架构重组之一: 互动式组织架构 *所有决策均为互动决策采购委员会信经理息
主管采购主办信息流互动决策互动决策供应商 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

I. 采购系统的架构重组采购-库存管理诊断分析及方案导入架构重组之二: 互动式组织架构特征
信息流是双向的，主办与委员会做为两个信息的输入端口，使信息在采购部内互通决策导入者为管理层而非主办，主办在指引下做出进一步决策，更有管理层实时指导，保持公司整体决策方向 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

I. 采购系统的架构重组采购-库存管理诊断分析及方案导入架构重组之三:互动式组织架构建立步骤步骤一步骤二步骤三
设立采购委员会，包括总经理、采购、仓储、营运部、财务经理每周召开会议确定对新品开发做前瞻决策指引从现金流量，最佳库存，销售需求决策补货策略对供应商管理进行周审阅市场营销策略建立科学补货系统（详叙于第五部分补货功能及补货员单独分割，编入营业部市场调查功能由营业部执行 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入功能再定义之一: 采购系统的核心与非核心功能核心功能 : 供应商管理
新产品开发与产品规划合同洽谈选择、评估供应商客户管理制定价格策略营销策略促销计划非核心功能 : 市场管理市场调研日常补货非规律性商品补货规律性商品流程批准 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入功能再定义之一: 采购系统的核心与非核心功能(图解) 洞察补货采购部门
供应商管理包括新产品开发，供应商关系维护及供应商评估客户管理包括制定价格策略, 营销策略和促销计划洞察补货采购部门供应商管理客户管理非核心业务核心业务市场调研 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入目标 - 信息共享下的供应商社区
功能再定义之二: 采购系统的核心功能-供应商管理目标 - 信息共享下的供应商社区对供应商的真正开导，信任及理解只能建立在与其坚实的关系之上，信息共享（目标与期望）是通向成功的关键。 TOYOTA Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

(Merchandise Statistics) (Merchandise Strategy)
采购-库存管理诊断分析及方案导入 II. 采购系统功能再定义功能再定义之二: 采购系统的核心功能-供应商管理流程 - 创建供应商社区之六步骤 2.商品开发决策 (Merchandise Statistics) 1.制定商品开发策略 (Merchandise Strategy) 5.供应商评估与调整 (Supplier Evaluation & Adjustment) 4.供应商信息共享 (Information Shared) 6.供应商社区 (Supplier Community) 3.供应商选择 (Supplier Selection) *完整的供应商管理包括商品开发策略至供应商社区建立全过程最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入流程 - 创建供应商社区之六步骤(续)
功能再定义之二: 采购系统的核心功能-供应商管理流程 - 创建供应商社区之六步骤(续) 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入蓝图-顺电未来之供应商社区构筑
功能再定义之二: 采购系统的核心功能-供应商管理蓝图-顺电未来之供应商社区构筑最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入哲学 - 供应商应被告知的公式价格成本利润
功能再定义之二: 采购系统的核心功能-供应商管理哲学 - 供应商应被告知的公式价格成本利润 [固定] [可变] 价格固定前提下，利润关键是供应商自身成本确定。最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入问题你们该如何开始回答以上问题？
功能再定义之三: 采购系统的核心功能-定价体系问题什么价格制定是合适？什么时点利润上升或什么时点利润上升会被下降销售量所抵销？我们是否要用降低价格来驱使销量上升？顾客如何才能感知到我们升价或降价？你们该如何开始回答以上问题？ Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入
功能再定义之三: 采购系统的核心功能-定价体系顾客视点定价系统(Customer-Focused Pricing Approach) 以往做法：以成本为基础定价制定竞争性价格计划顾客视点定价系统：以客户购买视野为基础决策何等价格顾客愿付 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入
功能再定义之三: 采购系统的核心功能-定价体系顾客视点定价系统(Customer-Focused Pricing Approach)-图解容易被顾客了解价格相对经常购买商品不易被顾客了解价格相对不经常购买商品价格敏感度高商品无价格敏感度商品形象定价利润定价使顾客有对此零售商价格公平印象物品数少真正夺取利润的商品物品量大 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入与顾客价值观相联系 - 顾客如何定义价值
功能再定义之三: 采购系统的核心功能-定价体系与顾客价值观相联系 - 顾客如何定义价值价格考虑(Economic) 价格吸引日用品及消费品初等服务附加高度价格敏感性功能考虑(Functional) 产品独特性及顾客要求符合性吸引中等服务附加中度价格敏感性低度价格敏感性无形考虑(Intangible) 形象、品牌或自身经验吸引高等服务附加博取额外价格 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入与顾客价值观相联系 -顾客对商品三种价值观
功能再定义之三: 采购系统的核心功能-定价体系与顾客价值观相联系 -顾客对商品三种价值观 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入发展以客户视点定价为策略的定价体系
功能再定义之三: 采购系统的核心功能-定价体系发展以客户视点定价为策略的定价体系 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入问题怎样衡量营销/促销的成果？
功能再定义之四: 采购系统的核心功能-营销/促销系统问题怎样衡量营销/促销的成果？促销是否拥有适当的信息在适当的时刻把目标放于最有利润率的客户？营销/促销是带来永固品牌效应或仅是暂时销量上扬？最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入方法
功能再定义之四: 采购系统的核心功能-营销/促销系统方法 1、建立以投资收益率为基础的营销/促销指标记录系统ROI(Return on Investment) 2、发展以客户响应要素(Customer Dimension)为基础之营销分析 3、营销/促销机制完善流程最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入投资收益率ROI(Return on Investment)
功能再定义之四: 采购系统的核心功能-营销/促销系统投资收益率ROI(Return on Investment) ROI=毛利/(产品成本＋促销成本) 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入发展以客户响应要素为基础之促销分析
功能再定义之四: 采购系统的核心功能-营销/促销系统发展以客户响应要素为基础之促销分析以下分析可以详细说明客户忠诚度动态分析是客户响应要素分析洞察最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入营销/促销系统完善流程功能再定义之四: 采购系统的核心功能-营销/促销系统
建立衡量营销/促销有效度及ROI分析的制度化程序通知POS系统摘取销售、ROI、费用趋势、买场/商品顾客反应度的历史资料通过以下发现制定下年度营销/促销计划：动态落实、评估计划并实时调整卖场时视觉配置特定促销季节及跨度商机特定目标顾客族群筛选机会选择最优媒体特定销售时机创意性战略商品配置战略最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入补货功能再定义之五: 采购系统的非核心功能前提： 1、可靠的技术支持
前提： 1、可靠的技术支持 2、合理的补货方程式 3、有经验的营业主管/店长负责目标程序： 1、规律性商品由营运部通过补货程式生成，交由采购主办 2、采购主办不作修改电脑生成单，但可根据需要压单 3、非规律性商品由采购主办用手工补货最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入补货-沃尔玛之IT环境功能再定义之五: 采购系统的非核心功能总数
工厂预算 5亿美元工厂人数 1,100人编码数三千万以上服务器 5,000台桌上电脑 17,000台 POS机 100,000台掌上电脑 90,000台Telxon音频式最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 采购系统功能再定义采购-库存管理诊断分析及方案导入市场调研功能再定义之五: 采购系统的非核心功能
市场调研应由采购委员会确定指引如(商品种类、调研对象列表、调研结果分析) 市场调研功能应由营运部执行，目的防止定价雇员自行调查价目，以分配权力市场调研最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

补货结构诊断分析采购-库存管理诊断分析及方案导入 I. 现代零售企业衡量补货结构指标 II. 顺电补货现状分析最优采购分析功能架构
补货模式导入

I. 现代零售企业衡量补货结构指标采购-库存管理诊断分析及方案导入商品缺货率商品囤积程度沃尔玛与顺电之间的两大指标对比：最优
采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 顺电补货现状分析采购-库存管理诊断分析及方案导入现存的商品库存恶劣状况是由以下几个因素造成的: 无法依赖的系统
经验不足的采购主办方向错误的绩效评估最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 顺电补货现状分析采购-库存管理诊断分析及方案导入无法依赖的系统
小精灵系统提供基本信息，包括商品ABC类别、前四周分别销量、几天当量、在途货品等采购主办根据系统产出的历史销量信息，凭经验决定补货量系统无法提供准确切实的补货信息,同时不全面的参考指数使主办无法依赖其作出正确的采购决策最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 顺电补货现状分析采购-库存管理诊断分析及方案导入无法依赖的系统之图解洞察 15天当量? 20天当量? 在途货品数量 3
A/B/C 类商品在途货品数量 3 前1周销量 6 前2周销量 8 前3周销量 7 前4周销量 6 小精灵系统 15天当量? 20天当量? 系统无法提供准确切实的补货信息,同时不全面的参考指数使主办无法依赖其作出正确的采购决策洞察最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. 顺电补货现状分析采购-库存管理诊断分析及方案导入无经验的采购主办及方向错误的绩效评估
所有采购主办都是行内新手，平均年龄小于三个月，绩效评估的指标权重比例造成库存积压 (如下)：销售额 40% 毛利额 35% 返利 5% 周转次数 10% 商品质量 10% 采购主办一味为满足销售额而增加库存，造成大量商品囤积采购主办从未考虑订货成本、库存保管成本和最经济库存问题最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

II. EOQ(Economic Order Quantity)模型及其衍生模型之导入
采购-库存管理诊断分析及方案导入补货模式导入 I. ABC商品分类管理法之探究 II. EOQ(Economic Order Quantity)模型及其衍生模型之导入最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

采购-库存管理诊断分析及方案导入 I. ABC商品分类管理法之探究起源于帕累托(Pareto)最优曲线 ABC分类方法
采购分析功能架构诊断分析补货结构方案导入补货模式导入

帕累托(Pareto)曲线：“关键的少数和次要的多数”
采购-库存管理诊断分析及方案导入 I. ABC商品分类管理法之探究帕累托(Pareto)曲线：“关键的少数和次要的多数” 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

关键在于是否是由尽可能少的种类商品产生出尽可能多的金额
采购-库存管理诊断分析及方案导入 I. ABC商品分类管理法之探究 ABC库存分类方法之一般分类方法：一般分类方法为：关键在于是否是由尽可能少的种类商品产生出尽可能多的金额最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

ABC商品分类方法之顺电方法现状及改进要求：
采购-库存管理诊断分析及方案导入 I. ABC商品分类管理法之探究 ABC商品分类方法之顺电方法现状及改进要求： 8/2原则：以创造80%销售利润的20%商品归为A类商品，而实际上创造80%销售利润可能是由30%-40%的商品创造的，那就没有体现到“关键的少数”原则应重新统计创造销售/利润与商品种类的关系，以真正体现“关键的少数和次要的多数”原则最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

采购-库存管理诊断分析及方案导入 I. ABC商品分类管理法之探究 ABC分类商品管理方法表：最优采购分析功能架构诊断分析
补货结构方案导入补货模式导入

采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ模型分类 EOQ模型适用条件及其方案分析基本EOQ模型诠释

采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ模型及其衍生模型分类整批间隔进货的EOQ模型 (A)
分批连续进货的EOQ模型 (B) 不允许缺货整批进货允许缺货的EOQ模型 (C) 分批进货允许缺货的EOQ模型 (D) 确定型允许缺货 EOQ模型产品订货价格有折扣的EOQ模型 (E) 定量订货模型 (F) 定期订货模型 (G) 其它随机型模型随机型需求量是离散的随机模型 (H) 需求量是连续的随机模型 (I) 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

确定型EOQ模型与随机型EOQ模型之比较安全库存量之计算公式各方案分析
采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ模型适用条件及其方案分析：基本定义确定型EOQ模型与随机型EOQ模型之比较安全库存量之计算公式各方案分析 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience. 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

EOQ模型适用条件及其方案分析之一：基本定义
采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ模型适用条件及其方案分析之一：基本定义 R：单位时间内的消耗量 E：最高库存量 C*：最佳经济库存费用 Z*：实际最高库存量 Qo：安全库存量 E(R)：需用量的期望值 Qr：每次实际订货量 S：现有库存量 I：已办理订货而尚未到货的订货量 (r)：每天需求数量 R：单位时间内的需求量 C1：保管费 C2：订货费 C3：缺货费 T：库存周期 t：提前订货期(Lead time) Q*：最佳订货批量 T*：最佳订货周期 Qk：订货点 P：单位时间内的进货量最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

EOQ模型适用条件及其方案分析之二：两模型比较
采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ模型适用条件及其方案分析之二：两模型比较确定型EOQ模型随机型EOQ模型有关参数如销售量和提前订货期是常量且相对稳定不变有关参数如销售量和提前订货期是随机变量且波动变化很大，随机型EOQ 模型需确定保险库存量最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

EOQ模型适用条件及其方案分析之三：安全库存量的确定
采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ模型适用条件及其方案分析之三：安全库存量的确定方法一：根据预定的服务水平，用数据统计方法确定 X－安全系数 t－提前订货期 OR－单位时间需求量的标准偏差 Qo=X ×OR t 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

EOQ模型适用条件及其方案分析之三：安全库存量的确定（续）
采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入方法二：按设置安全库存量后所需的保管费和缺货费之和为最少来确定 EOQ模型适用条件及其方案分析之三：安全库存量的确定（续） (Co)=C1Qo+C3E(S)Ns=C1Qo+C3Ns (S)iP(Rt)i   1=Q+1 E(Co)－库存总费用期望值 E(S)－提前订货期间缺货量期望值 (S)i－可能缺货数量 NS－计划期内可能缺货次数 R(t)i－提前订货期间某一实际需求量 P(Rt)i－提前订货期间某一实际需求量出现的概率（当） i QH 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

EOQ模型适用条件及其方案分析之四：各模型方案分析
采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ模型适用条件及其方案分析之四：各模型方案分析 2RC2 C1 P P-R 2C2 RC1 2RC1C2 模型类别适用条件求解方案 Q* T* C* Z* 不允许缺货整批间隔进货订货与到货同时发生需求量为已知衡量分批连续进货 A B 不适用最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

EOQ模型适用条件及其方案分析之四：各模型方案分析（续）
采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ模型适用条件及其方案分析之四：各模型方案分析（续）允许缺货分批连续进货需求量已知 P-R P C3 C1＋C3 模型类别适用条件求解方案 Q* T* C* Z* 整批间隔进货订货与到货同时发生 C D 2RC2 C1 C1＋C2 2C2 RC1 2RC1C2 C1 ＋C3 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ模型适用条件及其方案分析之四：各模型方案分析（续）模型类别适用条件求解方案 Q* T* C* Qk 单价随订购批量变化而变化需求量不确定提前订货时间不确定订货周期不固定但订货量一定 E F 2E(R)C2 C1 2E(R)C1C2+ C1Qo Qk=E(R)E(t)+Qo Qk=Rt+Qo 应用直接比较法来判断是否接受折扣价格最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ模型适用条件及其方案分析之四：各模型方案分析（续）模型类别适用条件求解方案 Q* T* Qo Or 需求量不确定提前订货时间不确定订货周期固定，进货量不等需求为离散型如卖报童模型 G H C3 C1 ＋C3 2E(R)C2 C1 2C2 E(R)C1 t+T X I (t+T)E(R)+Qo-(S+I) 需求为连续型 F(Q*)=  r=0 F(Q)= (r) 00 f(r)dr OR 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ基本模型诠释
例题一：假设某黑电预测下个月的销量为1000件，单价为1元1件，每次订货费用为25元，保管费为0.125元/件，要求计算每年订货1，2，3，4，5，10，20次的各项费用，并确定经济订货批量解：根据题意，计算各项费用，列表如下：订货次数不同的库存费用最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ基本模型诠释（续）模型求法： Q*= 2RC2 C1
2×10000×25 0.125 = =2000 T*= 2C2 RC1 1 5 C*= 2RC1C2 2×10000×0.125×25＝250 最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

例题二：若中每月销量平均100件，提前订货期6.5个工作日，问库存量降到多少时提出订货？
采购-库存管理诊断分析及方案导入 II. EOQ模型及其衍生模型之导入 EOQ基本模型诠释（续）例题二：若中每月销量平均100件，提前订货期6.5个工作日，问库存量降到多少时提出订货？解：1个月按26个工作日算 6.5 26 1 4 = 月 Qk=R*t=100× ＝25 1 4 库存降到25件时提出订货最优采购分析功能架构诊断分析补货结构方案导入补货模式导入

储运-物流管理诊断分析及方案导入储运-物流管理诊断分析及方案导入分析储运-物流管理诊断分析及方案导入储运-物流管理概念导入及最佳分析项目质量控制与持续改进

储运-物流管理概念导入及最佳分析储运-物流管理诊断分析及方案导入 I. 配送 - 物流概念 II. 以储运 - 配送 - 物流获得竞争优势
We would like to take this opportunity to briefly introduce ourselves. My name is David Rees, I’m from our London Office and work in our Business Consulting division. I have been worked extensively in the area of Supply Chain Management for 7 seven years now and I’m currently study an executive Masters in Logistics & Supply Chain Management at Cranfield University , a European centre of excellence in the field. I am going to talk alittle this morning about the Concept of Supply Chain Management and how logistical techniques can be applied to gain competitive advantage. I would also like to intro my more distinguished and experienced colleague who is going to talk more about how you actually do it!

I. 配送-物流概念储运-物流管理诊断分析及方案导入新竞争规则配送 - 物流发展趋势配送 - 物流目标及要素
In explaining the concept I will cover a number of areas: Firstly I’m going to talk about some of the compitive pressures acting on the companies engaged in delivering products and services to customers Next we will look at the evolution of the Supply Chain Concept and how focusing on logistics and managing the supply chain from a strategic perspective will lead to competitive advantages. Lastly we will look at managing from a process perspective and cutting across traditional functions.

I. 配送-物流概念储运-物流管理诊断分析及方案导入新竞争规则依靠实力竞争商品市场的趋势分销渠道的改变扩展性企业的浮现
No one can talk about Supply Chain Management without quoting the example of Walmart. Walmart are a prime example of a company that competes through its capability specifically its capability of Inbound Logistics. Walmart has singularly focused on its ability to bring goods into its stores at lowest cost that it can offer a lowest retail price than the competition. Using techniques like ECR and VMI. Walmart and Procter & Gamble pioneered the moves into ECR in the State and currently 50% of supplier are on VMI with a view to increase that to 100%. Products are no longer a sustainable route to competitive advantage Products can be cloned, copied reverse engineered. Increasingly products are all the same and companies are competing on price leading to the fearful commodity markets. New competitor are entering new markets through alternative channels, take Dell Computres, a computer manufacturer producing computer like any of the other manufacturer. However by selling bespoke computer configuration through the internet and 800 numbers Dell makes the computer to the customers order and ships it by air. It is estimated that Dell has a % cost advantage over people like Compaq through reduced inventory by not feeding a multi layered distribution channel. Extended enterprises are now common in retail grocery and fast food industry where leaders areconsolidating the number of supplier that they dealing with and increase their capability. I was recently talking to MacDonalds in the UK who have 1 Beef patty supplier. The chairman has worked for McKey for 21 year and supplied MacDonalds and only MacDonalds in all that time. We were actually talking about extending the enterprise back up the chain to the abattoirs and farmers.

I. 配送-物流概念储运-物流管理诊断分析及方案导入新竞争规则 :配送 - 物流作为零售业完整供应链一部分 Stage 1: 基准
采购进货控制销售配送 Stage 1: 基准存货管理销售管理 Stage 2: 功能性整体化 Stage 4: 外部整体化供应商内部供应链顾客 So what does this concept look like in theory: The development of a supply chain management process involves evolution and visionary thinking. There are some stages worth noting in the evolutionary process. The first stage is where a lot of companies are. For example the production department optimise the unit cost of production through long batch processing runs as that is what he is measured on and cost reduction is the name of the game in this supply chain thing is’t it?!! He doesn’t care that there are large inventories of finish goods doing nothing and that the warehouse is full of stock and there is a lot of capital tied up in work-in-progress. The second stage, at least means that some bundles of processes have been merged together … The third stage envolves end to end planning of the supply chain with a high degree of internal integration. Many companies installing ERP packages are benefiting from taking an end to end view of the the supply chain. The Fourth ad very rare stage is that of external integration, where suppliers, distributors and customer all work together to provide the right products at the right place at the right time.

I. 配送-物流概念储运-物流管理诊断分析及方案导入配送 - 物流发展趋势 : 二十世纪
1980’s - 地域中心化零销商为主以服务为本合同分销 1990’s - 国际化边境消失 - 合同的角色将改变 - 适者生存 - 信息技术的重要性

I. 配送-物流概念储运-物流管理诊断分析及方案导入配送 - 物流发展趋势 : 二十一世纪更高的能力对组织的全面成功更为重要
占10％－20％的组织成本更积极、更主动

I. 配送-物流概念储运-物流管理诊断分析及方案导入配送 - 物流目标及要素
“物流管理的目标是：更好地连接市场、分销网，使我们的服务质量更高、成本更低” Traditionally organisation have viewed themselves as independent entities acting as competitors in a Darwinian fashion with the survival of the fitessed mentality. However against this is the seemingly paradoxical concept of supply chain integration. This comes together as different organisation involved in different process to produce value (prod or service) in the eye of the ultimate consumer.

I. 配送-物流概念储运-物流管理诊断分析及方案导入配送 - 物流目标及要素外部要素内部要素装运海关进出口存货融资货仓
存货控制投资存货客户服务存货补充销售订单处理

II. 以储运 - 配送 - 物流获得竞争优势储运-物流管理诊断分析及方案导入赢得竞争优势的策略赢得竞争优势的技术
If there is one concept that I would like to leave you with here today, it is the concept of Supply Chain Management as a way to achieve ‘Competitive Advantage’. Very simplistically speaking, businesses are profitable if the value it creates i.e. total revenues, exceed the cost of performing those value creating activities i.e. cost of doing business,. Porter goes on to describe that competitive advantage over it rivals comes from either performing those activities at a lower cost as in the Walmart example or performing them in a way that leads to a differentiation in the consumers eyes and hence the consumer is willing to pay more. Seeking a sustainable defensible competitive advantage has become the concern of every manager who is alert to the realities of the market place. It is no long acceptable to assume good products will sell themselves, neither is it advisable to assume success today will carry forward to tomorrow However the most profitable competitor in any industry tends to be the lowest cost producer or the supplier providing the products with the greatest perceived differentiated values or ideally both but this is quite rare. For example to be successful in the automobile industry you are either a Nissan or a BMW.

II. 以储运 - 配送 - 物流获得竞争优势储运-物流管理诊断分析及方案导入赢得竞争优势的策略之一: 优势来源
“真正的战略侧重的是一个公司能把更多的力量投入到所选择的市场，这就意味着拥有最大的资源基础、生产基地、研究实验室和分销渠道来支持产品线，而今，单纯的设备既使是最好的产品都不能提供永久的竞争优势。因为它们很容易被淘汰，被逆向处理、被复制或被赶超。而事实上，持久性的竞争优势往往源自其它竞争者难以比拟的人力技巧、物流能力、知识水平和其它服务能力，只有这些才能给客户创造更有论证力的价值 Source: JB Quinn et al Harvard Business Review So what are the sources of competitive advantage that will enable a company to move to the top right hand quadrant. This quote from an HBS article identifies some of the key sources of competitive advantages. Surprisingly they are not necessarily what you would expect nor are they the things that most Chief Executive Officers are focusing on. Logistics capability Integrated Supply Chain Solution Knowledge bases Knowledge Management (Human skill - HR, recruiting, training)

II. 以储运 - 配送 - 物流获得竞争优势储运-物流管理诊断分析及方案导入赢得竞争优势的策略之二: 目标既定配送成本高低
物流适配多样化 Lets look at these two vector independently: In order to deliver at a relatively lower costs companies have to be more productive. The research into the ‘learning or experience curve’ earlier on this centuary and the further work by Bruce Hendersen founder of BCG proved what we all would have guessed that the real cost per unit decreases at a rate as cumulative volume increases.!! When applies to the activities of the business ie those activties that the company performs to add value to the product or service and incidently to bought in supplies. The relative differentiation in terms of value can be explained but referring back to that marketing cliché that ‘customers don’t buy products they buy benefits’ These benefits can be in the form of added features or functionality , or just image and perception. Unless a product or service can be differentiated then consumer will purchase from the lowest cost provider. Hence it is important to seek some added value. Companies have adopted various different marketing strategies help them differentiate. The most popular is to segment the market into distinct value segments. Companies try to then appeal to different segments with different values. An example of this could be the car industry. A Volvo for instant have certain values attached to it in terms of safety and reliability however they will further segment the market into the basic model such as the basic S40 or V70, the sporty model such as the C70 and these days even the offroad model in the form of the 4X4. Each will come with a range of spec but they are appealing to different values in each segment

II. 以储运 - 配送 - 物流获得竞争优势储运-物流管理诊断分析及方案导入赢得竞争优势的策略之三:优势矩阵价值优势成本及生产优势
高低商品注重流程的改进成本及服务的领导者注重为客户创造价值价值优势物流杠杆机会包括: 针对性服务灵敏的反应分销渠道策略成本优势物流杠杆机会包括：物流能力使用资产周转供应链整体化 Another powerful way to differentiate products and services to the consumer is Service. Service in this context take the form of forming relationships with the customer. This can take many forms, including delivery service, after sales service, financial packages, technical support and so on. The world looks like a uncomfortable place if you are sitting in the bottom left hand quadrant. Your products are indistinguishable from your competitors and you have not no cost advantage. This is a typical commodity market. Ultimately the only strategies are to move to the right - cost leadership or upwards into a niche. However these is not easy . Often the cost leadership route is not available - if a mature market it may be difficult to achieve market share . Cost leadership as a viable long term strategy should be gained early in the market life cycle, and hence allow you to build on that experience curve and achieve productivity gains and hence cost advantages. The other option is to create a niche segment where it is possible to meet the customers need through added values. This may not be be tangible product features but through service In practice the most defensible position is to be at the top right hand quadrant where companies have products that are distinctive in the values that they offer and are aslso cost competitive.

II. 以储运 - 配送 - 物流获得竞争优势储运-物流管理诊断分析及方案导入赢得竞争优势的策略之四:核心价值观服务速度成本客
管理流程: 水平排列注重对客户的价值销定策略性目标客户配送流程是传递价值的基础价值链 Logistics professional and commentator would sometimes advocate that it is the enhance role and authority of the logistics function to step up and fill these gaps in the current process and manage the customer and all the other functions. However this would not solve the problem and would only add another layer of management. Instead radical solution need to be sought which may require the restructuring of the conventional vertical organisation and lead to the creation of horizontal or market facing business. The key lies with the recognisation that the order ans its associated information flow lies at the heart of the business It may be a truism but the only rationale for any commercial organisation is to generate orders and filfil those orders. Everything else the company does should be directly linked to facilitating this process and the process itself must be reflected in the organisational design and in its planning and control systems. Organisations such as Hewlett Packard have embraced this and are structures along three base processes, Order fulfilment, Product generation, Finanical reporting and information architecture. It is supported by common information system that rpovides ‘end to end’ visibility of the logistics pipeline from order through to delivery.

II. 以储运 - 配送 - 物流获得竞争优势储运-物流管理诊断分析及方案导入赢得竞争优势的技术理货无存货分销设备减少无增值活动
评价物流表现对比标准信息技术项目管理

储运-物流管理诊断分析及方案导入 III.最佳实践分析 The Internet

储运-物流管理诊断分析及方案导入 III.最佳实践分析 “无存货”仓库

III.最佳实践分析 “卫星仓库模型” 储运-物流管理诊断分析及方案导入卫星仓库分销中心按类提货少量采货补充安放顾客提货
r 选择收到发出存储 RF 控制追踪与报告产品与地域历史运输控制供应商客户

储运-物流管理诊断分析及方案导入 III.最佳实践分析增值与不增值的产品处理方法目前.. 1 2 3 4 5 6 销售地

储运-物流管理诊断分析及方案导入 III.最佳实践分析增值与不增值的产品处理方法将来... 1 2 销售地

储运-物流管理诊断分析及方案导入储运-物流管理诊断分析及方案导入分析储运-物流管理诊断分析及方案导入储运-物流管理概念导入及最佳分析项目质量控制与持续改进

储运-物流管理诊断分析及方案导入储运-物流管理诊断分析及方案导入 I. 储运-物流管理诊断分析 II. 配送-物流方案导入

I. 储运-物流管理诊断分析储运-物流管理诊断分析及方案导入送货安装组分信控组的功能缺陷系统录入控制不力仓储组的人力匮乏
人事管理缺之连贯性仓库通道控制匮乏责任分工不明确

I. 储运-物流管理诊断分析储运-物流管理诊断分析及方案导入送货安装组与信控组的功能缺陷送货安装组无法有效的完成信控组目前职能
接单作业派单作业追单作业信控组目前职能处理打单、分单和交单计件工作只充当后勤组职能，没有真正信息控制职能

I. 储运-物流管理诊断分析储运-物流管理诊断分析及方案导入送货安装组与信控组的功能缺陷(续) 类别 700 安装工尚未交单 550
截至2000年5月底尚未完成安装单分析：缺乏核心控制职能造成类别 700 情形＝无人追单，安装工因各种原因尚未交单安装工尚未交单 550 错单 150 情形＝错识操作维修系统造成错单系统录入控制不力造成

I. 储运-物流管理诊断分析储运-物流管理诊断分析及方案导入系统录入控制不力无专人专控电脑系统
储运部人员混杂，容易登录系统、修改数据电脑的安全性存在极大风险

I. 储运-物流管理诊断分析储运-物流管理诊断分析及方案导入仓储组人力匮乏
备货的不准时，成为送货组不能按时交货的因素之一，导致客户投诉大幅增加入仓的进度缓慢，导致供应商的不满

I. 储运-物流管理诊断分析储运-物流管理诊断分析及方案导入人事管理缺乏连贯性中层管理人员不稳定，变动频繁
基层工作人员目标茫然，对公司缺乏归属感

储运-物流管理诊断分析及方案导入 I. 储运-物流管理诊断分析仓库通道控制匮乏没有围圈自已的仓库保安人员无法控制所有货物的出入

I. 储运-物流管理诊断分析储运-物流管理诊断分析及方案导入责任分工不明确责任分工规定不明确没有严格的按规定责任分工执行
职能变动随意性很大

II.配送-物流方案导入采购-库存管理诊断分析及方案导入储运-物流管理诊断分析及方案导入配送外包的考虑
财务状况了解并比较潜在供应商从物流合同中取得的收入及其年收入，用于物流合同服务的资产及其总资产，以及其它财务指标经验了解公司作为第三方供应商的经验，管理的质量和程度，员工力量以及劳资关系的状况商业行为确定其管理层承担责任的程度，现有及失去的客户协议安排“成本披露”并全面审查。与第三方供应商签订的最终协议可以包括：经营激励方案，额外利润的获取，对替代设备的准备金以及独立财务审计地点选择与生产厂家较近的第三方供应商可以降低运输成本持续改进寻找得到实施的质量流程和有效的存货管理及计划能力第三方供应商提供的其它服务如包装、反向分销，可能对购买商很重要 Slide 25 Sample Script 揂long with the best practices, the Arthur Andersen KnowledgeSpace provides a test that allows us to rate how well we perform the action steps for the best practices. The test also asks us to rate how important the action steps are to us. 揟he results I am about to distribute to you show us where we are doing a good job already. We are congratulated for good performance in those action steps that we deem important. 揟he results also tell us where we need to focus our attention and take action. They tell us where we do not perform well but where we feel we should perform well. 揘ow for the results. Note to Presenter At this point, distribute the Test Yourself results for your company and discuss them with your audience.

储运-物流管理诊断分析及方案导入 II.配送-物流方案导入 Blur Blur…..

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