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Maxim use of your strategic investment 最大程度利用您的战略投资

B2B in China B2B 在中国. Maxim use of your strategic investment 最大程度利用您的战略投资. James Hatcher Seeburger Asia Pacific Ltd. ERP – A strategic investment ERP 是战略投资 S EEBURGER Introduction SEEBURGER 介绍 China Supply Chain Success 供应链成功故事 Summary 总结. Agenda 议程. ERP ERP

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Maxim use of your strategic investment 最大程度利用您的战略投资

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  1. B2B in China B2B在中国 Maxim use of your strategic investment 最大程度利用您的战略投资 James Hatcher Seeburger Asia Pacific Ltd.

  2. ERP – A strategic investmentERP 是战略投资 SEEBURGER Introduction SEEBURGER介绍 China Supply Chain Success供应链成功故事 Summary总结 Agenda议程

  3. ERP ERP - Integration of the Factory工厂集成 - Integration of the Enterprise企业集成 Extended Enterprise扩展企业 - Integration of the Supply Chain供应链集成 Evolution of a Mfg company 制造企业的演变

  4. ERP Took Us From This…ERP从以下现状 …

  5. ….To This转变成这样

  6. Lower Raw Material Inventory降低原材料库存 Lower WIP降低在制品库存 Lower Finished Goods降低成品库存 This Reduced Inventory….这样降低库存

  7. China consumer demand continues to increase 中国消费需求持续增长 Increased demand is a supply chain challenge需求增长乃供应链之挑战 Peaks and Valleys make production forecasting difficult波动的探底和爬高使得生产预测非常困难 Competition is fierce 竞争是激烈的 OEM’s are using discounts and incentives to woo customers整机生产企业通过打折和奖励来吸引消费者 Profit Margins are reduced accordingly企业利润率因此而降低 OEM’s and qualified suppliers are exporting globally 整机企业和优质供应商出口全球市场 China Competition 中国竞争

  8. The Supply Chain Balancing Act…供应链平衡 Supply Opportunity 供应机会 Demand Opportunity 需求机会 • Keep right goods in stock: • 仓库保存正确的货物 • Store requisition库存申请 • Warehouse replenishment仓库补货 • Inventory forecasting库存预测 • Purchasing采购 • Shipping and transportation装载和运输 • Meet customer needs: • 满足客户需要 • Product development产品开发 • Merchandise planning销售规划 • Product portfolio planning产品组合计划 • Create customer needs创造客户需求 • PricingPromotion定价促销

  9. A typical supply chain today 当今典型供应链 Demand 需求 Demand 需求 Suppliers供应商 Firms企业 Customers客户 Transactions Transactions Transactions Information Information Information Goods 货物 Goods 货物

  10. Extended Enterprise扩展企业 Enterprise ERP Supply Chain Execution 供应链执行 Customers 客户 Logistics物流 Manufacturing 制造 Customer Response客户反馈 LogisticsPartners 物流伙伴 Procurement 采购 Warehouse Mgmt.仓库管理 Consignment Inv.寄存库存 Distribution 分销 Outsource Partners 外包伙伴 Supplier Optimization供应商优化 Financials 财务 Supplier Performance供应商绩效 Lean Manufacturing精益制造 HR 人事 Suppliers 供应商 Order Management订单管理

  11. Shipping Notice 发运通知 Customer Order 客户订单 Accept Order 接受订单 Goods Received 收货确认 Money Transfer 资金转移 ShippingNotice 发运通知 Order Acknowledged 订单确认 Receiving Advice 收货确认 Invoice 发票 Order 订单 Fulfillment process – Is yours manual? 手工执行流程？ Customer Receiving Customer System Customer Notification Customer Warehouse Customer Financials Transformation Validation Validation Transformation Transformation Order Management Sales & Distribution Financials Sales & Distribution Supply Chain Management

  12. Supplier Management供应商管理 Communication and Planning are the keys to success 沟通和计划是成功的关键 Supply Chain Visibilty供应链可视性 • Forecast Collaboration预测协同 • Order Management订单管理 • Inventory Management库存管理 Suppliers Enterprise Outsourcing Manufacturers

  13. A Survivors supply chain 成功的供应链 Demand需求 Demand需求 Suppliers供应商 Firms企业 Customers客户 Information Information Information Information Information Transactions Transactions Transactions Transactions Transactions Goods货物 Goods货物

  14. Benefits of Efficient Process Integration 高效流程整合的益处 • An Information-Driven Supply Chain provides complete supply chain visibility to enable efficient business processes that can quickly respond to demand changes, mitigate supply chain risk and manage global fulfillment. • 信息驱动的供应链通过完整供应链的可视性达到高效业务流程，可以应对需求变化快速反应，降低供应链风险，管理全球运作。 • According to AMR, Information Driven leaders have: • 15% less inventory 15% 较低的库存 • 17% better perfect order fulfillment 17% 优越订单履行表现 • 35% shorter cash-to-cash cycle times 35% 较短的现金回收周期 Which translates to: • 10% increase in revenue improvement10% 销售收入提高 • 5-7% rise in profitability 5-7% 利润率提高

  15. Supplier Management 供应商管理 Expand communications扩展沟通– Key indicators such as capacity, demand, forecasts, inventory, production and yields should be accessible to key members of the supply chain. 关键指标比如能力、需求、预测、库存、生产和收益应该能够让供应链的关键成员看得到。 If any of these appears to be “going nuclear”, an early warning should be circulated at once. 如果任何一项显示不清楚，就应立即发出预警。 Vinod Singhal, Georgia Institute of Technology 佐治亚技术学院

  16. Business is relationship centric业务以关系为中心 Technology removes the “gaps” 技术弥补“差距” Decision making is a shared process 决策是共享的过程 Suppliers manage inventories at your premises供应商管理库存的前提 Demand is ‘pulled through’需求是“拉动”的过程 Suppliers, Firms and Customers Collaborate供应商、企业和客户协同 Systems can auto-replenish based on agreed business rules 系统基于预定的业务规则可以自动补充 Automate the mundane, manage by exception标准流程自动化，管理重点例外化 The Survivor’s Profile幸存者素描 Demand Planning/ Order Management 需求计划/订单管理 CRM and Service & Support CRM 服务及支持 Customers客户 Procurement 采购 Manufacturing 制造 Distribution 分销 Suppliers供应商

  17. ERP – A strategic investment ERP 是战略投资 Seeburger Introduction SEEBURGER介绍 China Supply Chain Success供应链成功故事 Summary总结 Agenda议程

  18. SEEBURGER Company Group 公司概览 • Founded in 1986 in Bretten, Germany1986年成立于德国的Bretten • Profitable and self-financed, Continuous annual growth rates成立至今一直保持盈利，每年持续稳定增长

  19. Business Integration vendor for complete partner integration业务集成供应商帮助企业实现完全合作伙伴集成 7,500+ Customers in 35 Countries7500多家客户位于35个国家 Concepts, Products and Implementation “all from a single source”从概念、产品到实施“一站式服务” Member of W3C, OASIS, ebXML, AIAG, ODETTE, VDA, EAN, EDIFICE, GS1, SWIFT, EDNA, EPCglobal, RosettaNet, TD-IHK etc..全球著名组织的成员 Support all kinds of EDI Industry Standards and Communication Protocols via VAN or Internet 支持所有EDI行业标准和通讯协议（无论VAN还是Internet） Strong partnerships with application providers and consultants：与应用系统供应商和咨询公司保持紧密合作关系 SEEBURGER,Business Integration Expert 企业信息集成专家

  20. SEEBURGER Customers (sample list) 部分客户

  21. ERP – A strategic investment ERP 是战略投资 Seeburger Introduction SEEBURGER介绍 China Supply Chain Success供应链成功故事 Summary总结 Agenda议程

  22. AIAG – Automotive Industry Action Group AIAG美国汽车工业行动集团www.aiag.org MMOG/LE Global Materials Management Operations Guideline LogisticsEvaluation Improve materials management efficiency and accuracy while reducing costs from errors and waste. 全球<物料管理运作指南/物流评估>(MMOG/LE) 提高物料管理效率和精确性同时降低错误和浪费的成本 Mandatory for FORD suppliers 福特供应商的强制要求 Encouraged and strongly recommended for GM and Daimler Chrysler suppliers 通用和戴姆勒·克莱斯勒供应商鼓励和强烈推荐 Recognized by Toyota and Honda 丰田和本田认可 EDI is mandatory for MMOG/ LE certification EDI是MMOG/LE认证的强制要求 Industry Initiatives – MMOG/LE 行业标准

  23. Data Formats 数据格式 EDIFACT ANSI X12 ODETTE VDA RosettaNet UCCNET Jama EDIFACT ebXML Communication 通讯 VAN AS2 (EDI INT) ISDN OFTP HTTP (s) DELFOR for VMI INVRPT for VMI DESADV for VMI Routing Information for VMI Delivery Instruction (DELFOR) Purchase Order (ORDERS) Conf. Delivery Instructions (DELFOR) Order Confirmation (ORDRSP) Advanced Shipping Notification (DESADV) Forwarder Pickup Advice (IFTMIN) Stock Movements (INVRPT) Self Billing Invoice (INVOIC) Pricing Corrections (INVOIC) Manual Credit and Debit Notes (INVOIC) Remittance Advice (REMADV) Invoice (INVOIC) What is EDI? Content and work flow (business process) 内容和工作流（业务流程）

  24. Screenshots 北京奔驰-戴姆勒·克莱斯勒有限公司

  25. EDI compliance was mandatory for all suppliers对所有供应商来说EDI是必须的 Traditional EDI via AS2 or 基于SA2的传统EDI或者 Web EDI solution webEDI 解决方案 Delivery of ASN was mandatory 发送发货通知(ASN)也是必须的 Bar Code labeling was made mandatory for all suppliers 所有供应商必须打印条形码标签 AIAG B10 standards AIAG B10标准 Web EDI included an integrated Bar Code generator to assist suppliers WebEDI集成了可协助供应商的条码产生器 Integrated 3PL into the system as an internal SAP user 作为内部SAP用户将第三方物流集成在系统之中 Suppliers were given the option to deliver direct to the OEM or 供应商可以选择直接发货到整车厂 或 Deliver via the appointed 3PL who would handle sequencing on their behalf 发货到第三方物流由他们处理排序 The Project - SCM 供应链管理项目

  26. Phase One 第一阶段 Direction ANSI X.12 transaction # Material Release Outbound 830 Purchase Order Outbound 850 Ship Notice ASN Inbound 856 Ship Schedule JIT Outbound 862 Material Release for COSCO Milk Run Outbound 862 Production Sequence JIS Outbound 866 (JIS suppliers only) Functional Acknowledgement Outbound 997 Application Advise Outbound 864 (confirm ASN content) Purchase Order Change Request Outbound 860 Phase Two 第二阶段 Invoice Inbound 810 Payment Order Outbound 820 Application Advise Outbound 824 Supplier Routing Instruction Outbound 853 Receiving Advise Outbound 861 Production Sequence JIS Outbound 866 EDI Transactions EDI交换

  27. ERP – A strategic investment ERP 是战略投资 Seeburger Introduction SEEBURGER介绍 China Supply Chain Success供应链成功故事 Summary总结 Agenda议程

  28. Communication is the key to effective supply chain management 沟通是有效供应链管理的关键 When you have visibility of Supplier Capabilities & Customer Demand 当您可以看到供应商的能力和客户需求时您可以 You can plan better 更好的规划 Manage inventory better 更好的管理库存 Reduce Expedites 减少加班 Increase customer satisfaction提高客户满意度 Operational efficiency = bottom line profit!运作效率=利润 Business Integration商业集成

  29. Supplier Communication Methods供应商沟通方法 • Traditional EDI传统EDI • Traditional EDI is used to transmit electronic messages from one system to another. • This requires that the Suppliers implement a standard EDI Software Package. • All messages can be transmitted in EDIFACT/ VDA / Ansx12 format. • Connectivity can be made using MQSeries and a standard EDI Solution. Complexity Operation Cost • Web-EDIWeb-EDI • Web EDI provides Suppliers with an Internet based application, which is used to retrieve, print or download the Daily and Weekly Delivery Schedules. • Suppliers require Internet Connectivity only: Broadband or Dial-UP • File-Transfer文件传输 • Transferring of files in proprietary format via FTP or SSH protocol over the internet • Cost-Effective communication channel for small message volume to Suppliers. • Limited set-up cost for ftp/ssh server (if required by supplier) • FAX / E-Mail传真/电子邮件 • Cost-Effective communication channel for small message volume to Suppliers. • NO additional set-up cost required on supplier side.

  30. Current Communication Methods? 您当前的沟通方法？

  31. Supply Chain Solutions are real in China 供应链管理在中国是急需的 Cost of doing business is increasing开展业务的成本在增加 “Doing nothing,” a dangerous option等待是一个错误的选择 I.T. has a critical role BUT you need to fit the big pictureIT扮演关键角色但必须配合大的框架 Global trade is driving the evolution of China I.T. 全球贸易正推动中国IT的进化 Will you lead, survive or fade away??? 您将是领导、幸存还是消亡？？？ Summary 总结

  32. KIS = Keep it Simple 简单化 Use value based methodologies 采用基于价值的方法论 Implement using a phased approach 实施采用阶段性目标 Leverage existing infrastructure 利用现有架构 Improve visibility then worry about more sophisticated capabilities 提高可视性，然后关心更高端的能力 Getting things done, quickly! 解决它，快！

  33. SEEBURGER Asia Pacific Ltd. Level 3, Three Pacific Place 1 Queen‘s Road East Hong Kong Phone +852 2584 6220 Fax +852 2588 3499 Mobile +61 401767689 James Hatcher Managing Director e-mail: j.hatcher@seeburger.com • www.seeburger.com SEEBURGER - Contact 联络 Thank you!谢谢！

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