collaboration supply chain · frontier solution challenges for supply chain ytake orders over the...

Frontier SolutionFrontier Solution

2002.03.29

CollaborationSupply ChainCollaborationSupply Chain


1980 1985 1990 1995 TODAY

Business ProcessRe-Engineering

프로세스 재설계Benchmarking품질보증Outsourcing성과측정TQM부가가치 분석

Supply ChainManagement

외부에 촛점Supply & DemandPlanning공급자 중심의 통합시간단위 재고 보충전략적 제휴관계Technology Planning

Integrated ValueChain Management

고객에 촛점주요서비스에 대한 분류Collaborative Planning수요중심의 재고보충제품개발 협업

Operational CostRealignment

내부 프로세스에 촛점비용절감저가의 공급자규모의 경제실현생산중심

Change - Customer driven

Single-Process CostGross MarginsInternal Focus

Execution CapabilityCross-Enterprise Collaboration

Strategic Alignment

3


S = Seller • B = Buyer • M = eMarket

EDIOne-to-Oneclosed linkagebetween keytrading partners(usually largecompanies

eProcurement /eSalesOne-to-Many closednetwork between acompany and it’sdirect tradingpartners

Collaborative HubsMany-to-many throughmore than oneexchange

eMarketMany-to-manythrough a singleeMarket

BS B

S

S BS

BS

BS

BS

BBS

BS

B

M M

M M

S

B

S

S

SS

BS

B

B

B

B

B

S

M

S

S

SS

Change - Evolution of B2B(1)

4


Change - Evolution of B2B(2)

Phase I

Phase II

PhaseIII

Value ChainCollaboration

-Buyer SellerMatching

Full Purchaseto Delivery

Functionality

eMar

ket

Fu

nct

ion

alit

y/C

apab

iliti

es

Dot ComStart Ups

IndustrySolutions

IndustryConsortia

PhaseIV

IndustryCoordination

Multi-EnterpriseCollaboration

Phase V

2001Late 1990s Q1 2000 20032002

• Ordermatching

• Auctions

• Community

• Industry standards• Multiple eMarket

interfaces

• Collaborative design• Collaborative planning

• Extended industry visibility• Extended industry planning

Incumbent involvement

Multiple solution consolidation

Cross industry solutions


Manufacturing Requirements Retailer/Wholesaler Requirements

ConsumerRequirements

The Supply Chain Challenge

…fromproductdevelopment/design

…viamanufacturingplanning andpurchasing

…tomanufacturer’ssuppliers

…throughmanufacturing

…anddistribution

…toretailers/wholesalers

…andendconsumers

work inprogress

rawmaterial

finishedgoods

finishedgoods

finishedgoods

finishedgoods

develop-mentorders

planningorders

procure-mentorders

productionorders

sub andfinalassemblyorders

factoryorders

replenish-mentorders

retailerorders

replenish-mentorders

point ofsale

mfr.

RETAILER

CONSUMER

Retailer Forecast

Manufacturer Forecast

“중복작업을 최소화하고 지속적으로 개선을 하여 고객 중심으로 Supply Chain을

유지할 것을 요구 받고 있다.”


Challenges for Supply Chain

Take orders over the web, or automatically via B2B eMarkets

Offer rich product selection and/or the ability to customize

Source the order and commit to delivery, immediately, online

Service the order online, including changes and inquiries

Deliver product quickly, efficiently, profitably

Be in constant communication with customers and

suppliers to:

– respond quickly to “pull signals” to manage inventories

– adapt quickly and economically to changes in demand/supply

– operate with low inventories

Operate in a world of short product life cycles

7


Foundation:단일 기업 내 프로세스의 최적화

Sco

pe

of

Imp

act

Optimization Integration synchronisationCollaboration

Increasing C

apabilities, In

creasing B

enefits

Traditional

Integrated

Step 1: 단일 기업 내 SCM 프로세스의 통합

Collaboration

Step 2: 외부 관련 기업과의 조정과 통제를 통한 개선 기회 포착

Step 3: Supply Chain상에서 관련된 기업과의실시간 정보 교환을 통한 logical enterprise

Supply Chain Evolution

synchronisation

WithinBusinessActivities

WithinBusinessActivities

BetweenBusinessFunctions

BetweenBusinessFunctions

WithCustomers &

Suppliers

WithCustomers &

Suppliers

AcrossAlliancePartners

AcrossAlliancePartners


Objectives in Collaborative Supply Chain

Provide Visibility of Information– Inventories, Forecasts, Orders, Plans, Engineering Changes, KPIs– to provide real time communication, including business logic where each

event is monitored by alerting systems for real time transactional data &decision support information about customers & orders

– to share document generation & profitability monitoring

Synchronize Activities– Optimized feasible sourcing/planning, pull-based triggers

Promote Responsiveness– Reduce time to detect demand, commit, produce, fulfill

Leverage Market Mechanisms– Aggregated buying power, auction-based buying/selling

Achieve Process Simplification– Automated steps, One-step business


Scope of Collaboration

Two-Partner ModelMulti-Partner Model

Extra-Supply Chain Model

Level o

f Bu

siness C

om

mitm

ent D

ailyE

xecutio

nO

pe

ration

sP

lann

ing

Strateg

icP

lann

ing

Supply chain collaboration operatingmodels

Formula-DrivenCollaboration

Model-DrivenCollaboration

Simple Collaboration

Exchange of forecasting, inventory andorder status data between a manufacturer

or distributor and key accounts. Often, theexchange is informal and low-tech.

Automated exchange of critical planningand transaction data, with automated

reporting and exception resolution basedon agreed-upon parameters

(or a “formula”)

Joint medium- and long-termplanning around strategic issues

such as new product releases,capacity expansions, capital

investments and channelmanagement


Collaboration occurs across the supplychain .

OtherCollaboration

SupplierCollaboration

CustomerCollaboration

제조업체

협력업체(s) 유통업체(s)

Logistics Provider

Sales Forecasts

Orders Forecasts

Promotions/Price

Inventory Levels

Shipment Schedules

Material Requirements

Production Schedules

Purchase Plans

Inventory Levels

Shipment Schedules

내부통합

기업간 통합

구매

제품개발

물류

판매

생산

Supply Chain Planning

마케팅

11


Vision of the Collaboration futureSupply ChainCore Process Current Situation The Collaborative Future

Outsourcing Poor visibility to decision support dataand performance measures

Full visibility to decision support dataand performance measures

Material and capacity allocation isrequired because of resourceconstraints and inflexibility

Materials andCapacityPlanning

Material allocation is an exception;capacity plans based on real-timedemand

CustomerService Strategy

Service offerings are relatively static,developed without extensive customerinput

Service offerings vary by customersegment, driven by prevailingrequirements supplied by customer

ManufacturingManagement

Manufacturing assets and network arefixed, inflexible, not capable of short-term radical change

Manufacturing is capable of very rapidoutsourcing, and contractors becomehighly adept at being “modular” forsupply chain

ProductDevelopment

Development efforts are fragmented,labor-intensive to integrate, notinclusive of supply chain design criteria

Development efforts are integrated withsophisticated decision support tools,even across continents

SupplyManagement

Supply relationships take a significantamount of time and resources toestablish and solidify

Supply relationships can be establishedvia a “broadcast” request-for-quote inspecialized trading networks

12


Supply Chain Collaboration FunctionDesc.

Product Development

Function Current State Collaborative

• Engineering drawings• Lack of integrated research

efforts across divisions andproducts

• Long, linear development times• Little collaborative development

• Collaborative, synchronous development• Cross enterprise visibility• Real-time, dynamic information

exchange• Electronic engineering• Extensive electronic look-up capabilities

• Manual forecasts, planning andscheduling

• Planning between functionswithin a firm

• Little cross enterprisecollaboration

• System disintegration• Complex data gathering

processes

• Electronic forecasts• Planning across multiple organizations• Collaborative planning• Middleware providers connecting

disparate systems• More accurate data availability (e.g.

inventory, sales, raw materials)

• Paper Purchase Orders• Sales and Service representatives• Large Procurement departments• Fax and Phone transactions• Limited visibility• Poor coordination

• Electronic transactions• High transaction $$ per employee• Automated activities• Wide upstream visibility and reach• Reduced lead times• Dynamic Pricing mechanisms

Procurement(Direct & Indirect)

Supply Chain Planning

13


Manufacturing &Operations

Function Current State

• Low up/downstream visibility• Slow reaction capability• Isolated functionality• Capacity optimization focus• Little collaborative environment• Complex maintenance visibility

• High cross enterprise visibility• Increased flexibility• Deeply coordinated functionality• Customer satisfaction focus• Synchronous functionality• Coordinated maintainability

• Bulk product movements• Products introduced on defined flow

schedule• Complex information and delivery

scheduling• Inaccurate product availability info• Higher margin transportation• Price variability across carriers• Non flexible routing and scheduling

• Single product movements• Flexible scheduling according to demand

fluctuations• Web product information and delivery

updates• Transparent product availability• Transportation becomes a true commodity

market• Visibility across carriers• In transit routing and scheduling

• Limited upstream visibility• Complex Service Parts management

and logistics• Complex Warranty Management• Inefficient customer segmentation

capabilities

• Real Customer Information• Wide visibility• Streamlined processes• Instant availability of customer specific info• On line customer segmentation capabilities• Shorten response time

Customer Service

Fulfillment & Logistics

Supply Chain Collaboration FunctionDesc.

Collaborative


Supply chain Collaboration measurableshareholder value.

Increaserevenues

Decrease COGS

Reduceselling costs

Reducedistribution

costs

Reduce admincosts

IncreaseGross Profit

DecreaseOperatingExpenses

CapitalDeployment

ShareholderValue

Creation

Cost ofCapital

Fixed Costs

ReduceR&D costs

WorkingCapital

Increase NetOperating

Profits

ImproveCapitalCosts &

Allocation

•Self-Service Customer Svc.•Automated Order Entry / OrderTracking

•Expanded Customer Reach•New Service Offerings•Dynamic Pricing

•Enhanced Price Discovery•New Supply Sources•Improved Product Design

•Target Marketing•Process Automation

•Resource Sharing•Dynamic Pricing Discovery

•Timely Supply / Demand Data•Reduced Cycle Times

•Collaborative Design•Market Data Accessibility

•Multi-enterprise ResourceSharing

•Information-based CapacityOpt.

BenefitsShareholder Value Levers


Components Key Attributes

What is the nature of the collaboration?

What is the joint operating model (i.e. Alliance? Cooperation?Profit-sharing?)

Business Agreements

Process Integration

What investments in infrastructure must each side make?

Technology (i.e., EDI, point solution tools, supply chain software)

Network (i.e., plants, DCs, inventory)

What processes will be integrated?

How are the joint processes defined?

What information will be shared?

Forecasts? Actual consumption?

Cost/price data

Product design/specifications

Capacity, production plans, material visibility, in-transit information

Performance Measurement

What area the financial goals?

How will the success of the collaboration be measured?

What operational metrics will be used to monitor performance?

What financial metrics will drive priorities and measure the benefits?

What are the areas of improvement?

Information Sharing

Components of Customer-SupplierCollaboration


Supply chain Collaboration Process 예시(Manufacturer – Retailer)

고객서비스

주문관리

영업 & 마케팅

물류생산상품개발

구매

고객서비스

판매/상점관리

재고관리

물류구매마케팅상품개발

제조업체Value Chain

유통업체Value Chain

주문관리

Collaborative Process

Internal Process

물류재고관리

상품개발

판매/상점관리

ProductDevelopmentManagement

CategoryManagement,Promotion

CollaborativeInitiatives

CollaborativeProcess 영역

CPFRASN

Source: E-C ore C onsortium


As – Is 상품개발 프로세스주문

관리물류

재고

관리

상품

개발

판매/상점

관리

제조업체

유통업체

Idea 생성 제품기획 성공가능성판단

제품개발 양산

Idea 생성 제품기획성공가능성판단

출시 준비/출시

• 개발 목적• 제품 Concept• Target Market

• 신제품 설계 및 개발• 시장분석 및 제품 검증

• 시장조사• 매출정보• 마케팅 전략

제품출시

• 신 제품 개발방향 설정

• 가격 및 예상 손익분석

• Test 마케팅을 통한 양산계획 / 보완• 매출액 예상 / 양산

• 판매 및 매장 방문• 출시 결과분석

• 신 제품 개발방향 설정

• 개발 목적• 제품 Concept• Target Market

• 가격 및 예상 손익분석

• 매장진열• 프로모션 계획• 출시 결과분석

신 제품 Idea생성을 위한 정보공유 미비

• 낮은 신제품 성공률• 프로모션 비용 증대

• 낮은 신제품 성공률• 프로모션 비용 증대

신 제품 개발 및프로모션을 위한Co-Work 미비

• 시장조사• 매출정보• 마케팅 전략

NPD As-Is Process


NPD To-Be Process

To – Be 상품개발 프로세스

제조업체

유통업체

Idea 생성 제품기획 성공가능성판단

제품개발 양산

Idea 생성 제품기획성공가능성판단

출시 준비/출시

제품출시

• 마케팅, 영업 등소비자 정보 파악을위한 DW 구축

• 점포 이용 고객층기호를 파악할 수있는 DW 구축

유통업체Data

• POS Data• Shopper List• 세대별 구매이력 등

*PDM 체계 구축

소비자 정보제공

PDM

Workflow

제품개발 전략적 분석

프로젝트

제조업체Data

• R&D• 소비자 의견• 사내 정보• 경쟁사 정보 등

* PDM : Project Develop ManagementDW

DW

• 프로모션 계획 수립• Test Marketing 지원

조기참여

참여


• 단품별 판매추세 분석• 재고분석

• Event(Promotion등)계획 검토• 제조업체 Planning검토

• 발주품목 / 수량 결정

제조업체

유통업체

As – Is 재고 및 주문관리 프로세스

정보입력 수요예측생성

타당성분석

Constraint수요예측

생산계획 작성

정보입력판매추이/재고분석

판매예측타당성분석

• 판매현황 (업체별, 점별, 단품별) • 소비자 취향 • 단품별 판매예측

• 판매현황 / History (업체별, 점별, 단품별)

• S&OP • Constraint 수요예측

• 재고분석• 수요예측 작성

• S&OP • Constraint 수요예측

• 생산일정 수립

• 주문정보• 매출정보

POS DB

제한적실 수요 정보

관련정보교환미비

POS Data(제한적 제공)

• 생산 Capa 및 생산일정에제약된 Constraint 수요예측• 유연한 생산대응의 어려움• 신제품 및 프로모션에 대한수요예측의 어려움

발주• 주문 / 적정 재고관리의 어려움• …..

주문관리

물류재고관리

상품개발

판매/상점관리

CPFR As-Is Process


To – Be 재고 및 주문관리 프로세스

제조업체

유통업체

정보입력 수요예측생성

타당성분석

Constraint수요예측

생산계획 작성

정보입력판매추이/재고분석

타당성분석

발주

POS DB

판매예측

• 권고 발주량 산정

POS Data• 판매정보 (적시제공)

적시 권고량수요예측

조정/합의

권고량 판매예측

조정/합의

범위 내 : 발주

범위 외 : 변경 / 조정 허용오차

• 소비자 실 판매 추세에대응하는 Consensus수요예측 및 SCP 체계 구축

• 실 판매 분석을 위한 PDS 및자동발주 체계 구축

CPFR 체계 구축

적시

CPFR To-Be Process


Three Critical Supply Chain CollaborationSuccess Factors

Enabling these factors is the only way to achievesynchronization for asset intensive organizations

Evaluate and acquire new supply chain technologies to facilitatesophisticated levels of collaboration and planning

Technology enablement

Understand the supply chain design and execution implications for a selectedbusiness-level strategy to achieve alignment

Strategic alignment

Structure business units and reward personnel to focus ontotal value chain delivery, not simply internal measures

Organization design


사례(1) : Forecasting and Demand Planning

Business 현황 Product life cycles 단축

고객의 다양한 사양요구

경쟁증가에 따른 “High-End” 제품의 마진율 감소 추세

다양한 사양관리의 어려움

98% 의 정시 납기 준수

고객만족도 증가( 25% to 84%)

년간 $100 million 매출증가

납기단축 : from 6-8 weeks to 1-3 weeks

실행결과

고객사 및 공급사와 Collaboration

Collaboration대상회사에 Real-Time주문 정보 공유 가능 체계 구축

고객 주문서를 Cisco 공장 및 협력 생산 업체 와 공유

Collaborative Approach :Product Design


사례(2) : E-MarketPlace운영사례(WWRE)

설립취지 : WWRE는 전세계의 유통업체들에게 개방된 독립적인 e-Market Place로, 회원사의 SupplyChain의 효율화 및 구매력을 바탕으로 한 비용절감을 실현하려는 가장 큰 유통 e-Market Place

전략방향전략방향

• Value Proposition: WWRE offers increased operationalcapabilities speed and efficiency to retailers allowing themto reduce supply chain costs

• Goals:– Reduce transaction costs for buying and selling– Organize an alternative sales channel to assist

retailers in procuring necessary materials and goodsfrom a global array of suppliers

– Become the industry model for neutral, open andunbiased digital marketplaces on the web

– Use its advantages of size, speed and pooledpurchasing power to provide cost savings to itsmembers

• Business Model: WWRE provides an online platform forretailers to obtain lower costs and improved efficiency inpurchasing goods and services from suppliers:

• Retailers are given the ability to build infrastructure andprocure merchandise through the exchange

• Revenue Model: Commission revenue– 0.5% of transaction value paid by retailers to WWRE

Business and Revenue Model

Overview

• 사업영역: Retail exchange specializing in food, drugs,general merchandise, and textile industries

• 설립일: 2000년 3월

• 거래품목: 식품/ 의약/ 의류/가정용품/잡화류 /MRO

• 주요투자자: 53 founding member– Key members: K-Mart, Target, Cova, J.C. Penney,

Marks & Spencer, Safeway, CVS

• 주요서비스: Auction, Catalogs, Product design,eProcurement, RFx, SC visibility, CPFR

• 거래규모: $8.2bilion 추정

• Object : 거래의 효율성 확보 및 비용 절감

• Technological Platform: Joint arrangements with techproviders– IBM: systems integration– Ariba: software platform– i2 - logistics and supply chain management– Sycra Systems, ViaLink, QRS and Retek: additional

products and services


WWRE가 제공하는 서비스는 2가지관점, 즉 쉽게 구축할 수 있고, 유통업체에게 최대한의 혜택을 줄 수 있는것을 전제 조건 하여 서비스를 다양화하고 있습니다.

Food Drug GeneralMerchandise

Textiles

WorldWide Retail Exchange

Supply Chain Visibility

Collaborative Planning, Forecasting, and Replenishment

Product Design and Development

Community Services

eProcurement

Auctions

Catalog

WWRE : 제공서비스


Retailers의 NetworkRetailers의 Network

• Technology 에 의한buying process 및 공급자관계의 효율화

• 표준화된 구매절차

• Lead time의 절감

Supplier BSupplier B

Supplier ASupplier A

WWREWWRE

• 비영리 조직

• 독립된 운영

• 100,000 이상의 supplier

• Bidding의 투명성–정보의 real-time 확보

• Online 화에 따른 구매시간의획기적인 절감

• 전자문서화에 따른 서류 없는office

Contract forgoods/services

Supplier CSupplier C

Source: Morgan Stanley Dean Witter 10/00, The Independent-London 10/17/00, www.worldwideretailexchange.org 10/31/00

Morgan Stanley Dean Witter는 5% 의 비용절감은유통업자의 영업이익을 70%이상 향상시킬 수있다고 보고 있음

Morgan Stanley Dean Witter는 5% 의 비용절감은유통업자의 영업이익을 70%이상 향상시킬 수있다고 보고 있음

WWRE의 경우 유통업체의 구매비용은 향상된 프로세스 속도와 효율성으로 인해 3 - 5% 정도의 절감될것으로 예상됩니다.

RFP, RFI, RFQ

Bidding

WWRE : 운영 모델

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