i2供应链实施

©1995-2001i2Technologies,Inc.CONFIDENTIALSlide*SolutionEssentialsforSCM-PlanMar.12,2001KwokPoon©1995-2001i2Technologies,Inc.CONFIDENTIALAgenda SettingtheStage BusinessBackground&CustomerProblems i2SolutionMessage Differentiators Benefits SolutionDetails WhiteboardofSolutionOverview FlowbetweenComponents ComponentCapabilities IdealCustomerProfile Day-in-the-Life CompetitiveLandscape Roadmaps Touchpointstootheri2Solutions©1995-2001i2Technologies,Inc.CONFIDENTIALBusinessProcess Mission Increaseprofitabilitywhileproducingtherightquantityoftherightproductsdeliveredtotherightcustomerswhen,where,andhowtheywantthem.©1995-2001i2Technologies,Inc.CONFIDENTIALChallenges NoStrategizingorwargamingforthelongtermmarketmovements Fragmenteddecisionmakingprocesses Inabilitytomeetconflictingobjectivesacrossthesupplychain InabilitytoanticipateandreacttouncertaintyinDemandandSupply. ©1995-2001i2Technologies,Inc.CONFIDENTIALProblems Poorcustomerservice Frequentstockouts Excesscapitaltiedupininventory Inventorymarkdowns,write-offs Excessiveexpediting Lowassetutilization Depressedprofitsthrupoorproductmix©1995-2001i2Technologies,Inc.CONFIDENTIALWhatcustomersneed… Multi-Enterprise IntegratedBusinessProcesses Realworldplanning Responsiveness“WithTradeMatrix,ourcustomersareforwardinginformationtoletusknowhowwe’redoing.They’renowabletoseethatwe’redoingalotbetter-andthey’relettingusknow.Thatisthebestcomplimentintheworld.Othersupplychainvendorsaresellingsoftware;i2sellsbusinesssolutions.”-TerryReuland,ManagerofSupplyChainIntegrationThomsonConsumerElectronicsAracecardriverneedsforwardvisibilitybecausehecan’tdrivebylookingintotherearviewmirror.Patrickneedstorunapromotionandthisisananticipatedspikeindemand.Heneedstoseewhatthiswilldotohissupplychain:sales,suppliers,production,transpiration,etc.Heneedsadecisionsupportsystemthatcoversthese:MultiEnterprise–Transportation,Supplier,ContractManufacturers,IntegratedBusinessProcesses–Sales,Marketing,ProductionRealWorldPlanning–weneedtomaketheproductwhenit’sneededandunderstandconstrainstswhenandwheretheyare.Responsiveness©1995-2001i2Technologies,Inc.CONFIDENTIALi2SCM–PlanSolutioni2’sPlanSolutionenablescompaniestoplanandpositiontheirsupplychainresourcestooptimallymatchcustomerdemandwithsupply.©1995-2001i2Technologies,Inc.CONFIDENTIALDifferentiatorsMulti-Enterpriseplanning:Visibility,Optimizedplanning&collaborationacrossmulti-tiersupplychain,basedonrichrepresentationandproblemspecificalgorithms.IntegratedBusinessProcesses:WebenabledDecisionSupportformultipleplanningdomains-StrategicplanningtoExecution,withtotalIntegrationforheterogeneousdatasupportthroughi2’sTradeMatrixPlatformRealWorldplanning:Solvestruebusinessproblemsacrossmultipledimensionswiththeabilitytorepresentandplansupplychainsandrelationshipsrespectingyourbusinessrulesandconstraints.Responsiveness:Memoryresidentplanningenginesenablefast“what-if”scenariosandimmediatedecisionsupportthroughexceptionhighlightingandProblemorientedplanningworkflowsMultiEnterprise:Multi-Enterpriseplanning&collaborationcapability:Visibility,Optimizedplanning&collaborationacrossmulti-tiersupplychainbasedonrichrepresentationandproblemspecificalgorithms.IntegratedBusinessProcesses:Breadth&depthofsolution:WebenabledDecisionSupportformultipleplanningdomains-StrategicplanningtoExecutionTotalIntegrationforheterogeneousdatasupportthroughi2’sTradeMatrixPlatformStateoftheartForwardlookingmanagementreporting&analysisthroughScenarioanalyzer,withalertbasedmessagingondeviationsofKPIsandmetricsBusinessValuedeliveredforover850clients,inamultitudeofindustries.RealWorldPlanningSolvestruebusinessproblems:TrulyIntegratedplanningacrossmultipledimensionsbyconcurrentconsiderationofcost,material,capacity&transportationconstraintsProven,industry-specificsolutiontemplatestosolvetheindustryspecificproblems,enableadoptionofbestpractices,acceleratedandlow-riskdeploymentResponsivenessFlexibleplanningworkflows&configurableUItosuityourusers,specificbusinessrequirementsandworkflowsSpeed:MemoryresidentAPSenginesenablefast“what-if”scenariosandimmediatedecisionsupportthroughexceptionhighlightingandProblemorientedplanningworkflowsReal-timeCapabletoPromisedeliverydatequotingwithmaterialandcapacityconsiderationsUnparalleledLargeScalePlanning,reachingnewheightsinscalability&performance©1995-2001i2Technologies,Inc.CONFIDENTIALCustomerBenefits Competesuccessfullyine-business Gaincompetitiveadvantagebystrategizingforfuturemarketmovements marketsharethroughimprovedcustomersatisfaction earningswithoptimalproductmixdecisions warehousing,transportationandreturnscosts Higherprofitabilityandassetutilization inventoryandobsolescence overtimeandexpediting©1995-2001i2Technologies,Inc.CONFIDENTIALAgenda SettingtheStage BusinessBackground&CustomerProblems i2SolutionMessage Differentiators Benefits SolutionDetails SolutionOverview FlowbetweenComponents ComponentCapabilities IdealCustomerProfile Day-in-the-Life CompetitiveLandscape Roadmaps Touchpointstootheri2Solutions©1995-2001i2Technologies,Inc.CONFIDENTIALThePlanningProcesseshoursdaysweeksmonthsyear+buymakemovesellstoreoperationaltacticalstrategicexecutionStrategicPlanning:Theplanningprocesswhichlooksanumberofyearsoutandattemptstooptimallylocateplantsgeographically,determineplantcapacities,andlocateDCstosatisfythetargetedmarkets.Inshortthisistheprocessofdesigningthesupplynetwork.Thisprocesstypicallydoneonceayearorlessfrequent.DemandManagement:Theprocessofestimatingandinfluencingfuturedemandfortheproductsfromservedgeographies,customers.Promotionplanningisasubprocessandattemptstoinfluencedemandintheshorttermbyprovidingincentivesbackedupbyadvertisingcampaigns.Demandcollaborationistheprocessofengagingchannelpartnersintheprocessofforecastingfuturebusiness.Thisprocesscouldbeasfrequentasweekly,monthlyandlooksoutcoupleofmonthstoayearormore.SupplyPlanning:Processofmatchingavailablesupply(materialandcapacity)toprioritizeddemandasdeterminedbythedemandmanagementprocess.Inamultiplant,multiDCsupplychain,itdetermineswhichdemandwillbeservedthruwhichDCandplant.Itdetermineswheretostockhowmuchinventory,aswellasthedistributionplanningandroughcutcapacityplanningofthemanufacturingsitesandtransportationresources.Inthecaseofshortsupply,itwillallocatetheshortsupplytohighprioritydemandfirst,thustheallocationplanning.Thisprocesscouldbeasfrequentasweekly,monthlyandlooksoutcoupleofmonthstoayearormore.Thisprocessoverallisalsoknownasmasterplanning.FactoryPlanning&Scheduling:SupplyPlanningwilldeterminewhateachplantwillproduceandwhen.Productionplanningwouldthendetailplanthese“manufacturingorders”determiningfinitecapacityresourceloads,aswellastimephaseddirectprocurement(inputmaterial)requirements.Schedulingistheshortterm,downtothehour/minutedetailschedulingofmanufacturingordersattheresourcelevel.Thisprocesscouldbeasfrequentasdaily,weekly,monthlyandlooksoutcoupleofmonths.Logistics:Detailedplanningofinternaland/oroutsourcedlogisticscapacityforinbound,intra-enterprise,andoutboundmovementofgoods.processofselectionoflanes(truck,rail,air,etc)basedoncapacity,cost,leadtimestobalancecustomerservicewithprofitability.Thisprocesscouldbeasfrequentasdaily,weekly,monthlyandlooksoutcoupleofmonths.©1995-2001i2Technologies,Inc.CONFIDENTIALi2’sTradeMatrixPLANSolutionhoursdaysweeksmonthsyear+buymakemovesellstoreoperationaltacticalstrategicexecutionSupplyChainPlannerInventoryPlannerReplenishmentPlannerValueChainPlannerScenarioAnalyzerTM-TO-LC*StrategicPlanning:Theplanningprocesswhichlooksanumberofyearsoutandattemptstooptimallylocateplantsgeographically,determineplantcapacities,andlocateDCstosatisfythetargetedmarkets.Inshortthisistheprocessofdesigningthesupplynetwork.Thisprocesstypicallydoneonceayearorlessfrequent.DemandManagement:Theprocessofestimatingandinfluencingfuturedemandfortheproductsfromservedgeographies,customers.Promotionplanningisasubprocessandattemptstoinfluencedemandintheshorttermbyprovidingincentivesbackedupbyadvertisingcampaigns.Demandcollaborationistheprocessofengagingchannelpartnersintheprocessofforecastingfuturebusiness.Thisprocesscouldbeasfrequentasweekly,monthlyandlooksoutcoupleofmonthstoayearormore.SupplyPlanning:Processofmatchingavailablesupply(materialandcapacity)toprioritizeddemandasdeterminedbythedemandmanagementprocess.Inamultiplant,multiDCsupplychain,itdetermineswhichdemandwillbeservedthruwhichDCandplant.Itdetermineswheretostockhowmuchinventory,aswellasthedistributionplanningandroughcutcapacityplanningofthemanufacturingsitesandtransportationresources.Inthecaseofshortsupply,itwillallocatetheshortsupplytohighprioritydemandfirst,thustheallocationplanning.Thisprocesscouldbeasfrequentasweekly,monthlyandlooksoutcoupleofmonthstoayearormore.Thisprocessoverallisalsoknownasmasterplanning.FactoryPlanning&Scheduling:SupplyPlanningwilldeterminewhateachplantwillproduceandwhen.Productionplanningwouldthendetailplanthese“manufacturingorders”determiningfinitecapacityresourceloads,aswellastimephaseddirectprocurement(inputmaterial)requirements.Schedulingistheshortterm,downtothehour/minutedetailschedulingofmanufacturingordersattheresourcelevel.Thisprocesscouldbeasfrequentasdaily,weekly,monthlyandlooksoutcoupleofmonths.Logistics:Detailedplanningofinternaland/oroutsourcedlogisticscapacityforinbound,intra-enterprise,andoutboundmovementofgoods.processofselectionoflanes(truck,rail,air,etc)basedoncapacity,cost,leadtimestobalancecustomerservicewithprofitability.Thisprocesscouldbeasfrequentasdaily,weekly,monthlyandlooksoutcoupleofmonths.©1995-2001i2Technologies,Inc.CONFIDENTIALPLANSolutionRelationships UnconstrainedDemandPlanStrategicPlanningSupplyPlanningDemandPlanningFactoryPlanningScheduling ConstrainedSupplyPlan ConstrainedSupplyPlan ProductionPlan NetworkDesign WorkstationSchedulesFulfillment SupplyPlan AllocationsPlan TransportationPlan OrdersDemandCollaborationSupplyCollaboration UnconstrainedDemandPlan Customerdemand©1995-2001i2Technologies,Inc.CONFIDENTIALSolutionComponentCapabilitiesSupplyChainManagementPLANFulfillSupplyPlanningDemandManagementStrategicPlanningSupplyChainPerformanceSupplyChainDesignWhat’stherightsupplychaindesign?Howwillthesupplychainperform? KeyCapabilities:LP/MIPoptimization,MonteCarlosimulation,flexibleandpowerfulmodeling,intuitiveUI,modelingonthefly i2Products:SupplyChainStrategist KeyCapabilities:Forwardlookingmanagementreporting,alertbasedmessaging,SupplyChain i2Products:ScenarioAnalyzerFactoryPlanning&Scheduling Objective:Rationalizetradeoffsinthenetworkdesigntobalanceprofitability,coststructure,andcustomerservice KeyDecisions:Strategizeonwhichmarketstoserve,whatproductstosell,wheretolocateplantsandDCs,determineplantproduction,transportationandstoragecapacities©1995-2001i2Technologies,Inc.CONFIDENTIALSolutionComponentCapabilitiesSupplyChainManagementPLANFulfillSupplyPlanningDemandManagementStrategicPlanningPromotionPlanningDemandPlanningWhatisourbestestimateforfuturedemand?Whattopromote,when?Whatproductshouldbeontheshelf?MerchandisePlanning KeyCapabilities:Consensusandcollaborativeforecasting,provenstatisticaltechniquesandadhocmodelinglanguage i2Products:DemandPlanner KeyCapabilities:Promotioneffectiveness,collaborativepromotioneffects i2Products:PromotionPlanner KeyCapabilities:Reconciledprocess,largescaleplanningenvironments i2Products:MerchandisePlanner FactoryPlanning&Scheduling Objective:Anticipateandinfluencedemand KeyDecisions:Organization-wideconsensuson“unconstraineddemand”byproduct,geography,timeperiod.©1995-2001i2Technologies,Inc.CONFIDENTIALSolutionComponentCapabilitiesSupplyChainManagementPLANFulfillSupplyPlanningDemandManagementStrategicPlanningAllocationPlanningInventoryPlanningMasterPlanningWhattomake,whenandwhere?Whattoreplenishandwhen?Howmuchtostock?Whogetsconstrainedsupply?DistributionPlanning KeyCapabilities:Optimallymatchsupplytodemand,problem-orientedplanning,extremespeed i2Products:SupplyChainPlanner,SCP-ProfitOptimization KeyCapabilities:Highlyscalableplanning&optimizationacrossadistributionnetwork i2Products:ReplenishmentPlanner,SupplyChainPlanner KeyCapabilities:Multi-location,multi-echelon,highlyscalableplanning i2Products:ReplenishmentPlanner,SupplyChainPlanner KeyCapabilities:Multi-Channel,businessruledrivenallocation i2Products:SCP-AllocationPlanningextensionFactoryPlanning&Scheduling Objective:CreateaSupply-Demandmatchwithmaximumprofitabilityandcustomerservice KeyDecisions:What,howmuch,whereandwhentoproduceanddistribute.Whereandhowmuchinventorytodeploy.Allocateconstrainedsupplybasedonmarginandimportance.©1995-2001i2Technologies,Inc.CONFIDENTIALSolutionComponentCapabilitiesWhattoproduceandwhen,Balanceresources&loads,generatematerialrequirementsSupplyChainManagementPLANFulfillFactoryPlanning&SchedulingSupplyPlanningDemandManagementStrategicPlanningFiniteCapacity&MaterialsplanningOrderPromisingDecideontherightscheduleandsequenceofproductiontoprofitablymeetfactoryplan.KeyCapabilities:Provenoptimizationalgorithmswithsimultaneousconsiderationofmaterial&capacity,highlyinteractiveproblem-orientedplanning,Speedi2Products:FactoryPlanner-DE,FactoryPlanner-PEKeyCapabilities:RealtimeDueDateQuotingwithMaterialandcapacityconsiderationsi2Products:FactoryPlanner,SchedulerAdvancedSchedulingDecideontherightscheduleandsequenceofproductiontoprofitablymeetfactoryplan.KeyCapabilities:Provenoptimizationalgorithms,Industryspecific,highlyinteractiveproblem-orientedplanning,Speedi2Products:Scheduler Objective:Giventhesupplyplan,recognizingmaterialandcapacityconstraints,developafactoryplantomeetduedates. KeyDecisions:Whattoproduceandwhen,Balanceresources&loads,generatematerialrequirements Objective:Givenafactoryplan,developdetailedwork-centerschedulestomeetduedaterequirements. KeyDecisions:Balanceresources&loads,MinimizeWIP,changeovers&setups©1995-2001i2Technologies,Inc.CONFIDENTIALPLANSolutionProductHierarchySupplyChainManagementPLANFulfillFactoryPlanningSupplyPlanningDemandPlanningStrategicPlanningSuperSolutionSolutionProcessWorkflowProduct Datagathering NetworkValidation Whatif Strategydevelopment Plandemand PlanPromotions PlanMerchandise PlanProducttransitions Publish Collaborate Measure Whatif Reporting&Analysis ConstrainedMaterialandCapacityPlanning Distributionplanning Inventoryplanning Allocationsplanning Collaborate ExceptionHighlighting Problemresolution Whatif Interactiveplanning Reporting&Analysis ManualScheduling AutomaticScheduling Interactiveplanning Exceptionhighlighting Problemresolution Reporting&Analysis SupplyChainStrategist ScenarioAnalyzer DemandPlanner MerchandisePlanner ScenarioAnalyzer SupplyChainPlanner InventoryPlanner ReplenishmentPlanner ValueChainPlanner ScenarioAnalyzer Scheduler ScenarioAnalyzerScheduling InfiniteCapacityplanning ConstrainedWorkstationIdentificationandLoadbalancing Exceptionhighlighting Problemresolution Advancedscheduling OrderPromising Whatif Interactiveplanning Reporting&Analysis FactoryPlanner Pronto ScenarioAnalyzer©1995-2001i2Technologies,Inc.CONFIDENTIALWhodowesellto?KeyDecisionMakers CEO VPSupplyChainUsers/Influencers VPSupplyChain DemandPlanner MasterPlanner FactoryPlanner Scheduler©1995-2001i2Technologies,Inc.CONFIDENTIALIdealCustomerProfile General Industry-trailingcustomerservice Slowinventoryturns Stagnantrevenueormarketshare Longplanningcycletimes Multipledisparateplanningorganizations UsequalificationcriteriaforProducts©1995-2001i2Technologies,Inc.CONFIDENTIALIdealCustomerProfile StrategicPlanning Multi-divisional,Multi-Site SignificantTransportation&Distributioncosts RecentMerger/Acquisition DemandPlanning Multipledisparateplanningorganizations PoorCustomerservice HighInventory&ObsolescenceCosts Longplanningcycletimes©1995-2001i2Technologies,Inc.CONFIDENTIALIdealCustomerProfile SupplyPlanning&FactoryPlanning Multipledisparateplanningorganizations Slowinventoryturns PoorCustomerservice HighInventory&ObsolescenceCosts Longplanningcycletimes LowassetUtilization Lowprofitmargins FrequentExpediting©1995-2001i2Technologies,Inc.CONFIDENTIALIdealCustomerProfile Scheduling ComplexScheduling/Sequencingrules PoorCustomerservice LowassetUtilization Lowprofitmargins FrequentExpediting ©1995-2001i2Technologies,Inc.CONFIDENTIALSupplyChainStructureLANJLA-DCClearTone2000MiniShelf2000LuxRide2000MiniDisc20001500/wk2000/wkRotterdamDCTorontoDCCanadianMarketEastUSmarket7days2day1day3daysEuropeMarketWestUSMarketClearTone2000MiniShelf2000LuxRide2000NJDC©1995-2001i2Technologies,Inc.CONFIDENTIALDay-in-the-lifeVPSupplyChain Keyresponsibilities StrategicSupplyChaindesign CustomerService Profitabilityofoperations Supply&Suppliermanagement PainPoints Rationalizingallaspectsofthesupplychainnetwork Strategizingforthelongterm Operationalweaknesses UncertaintyinDemandandSupply. “Whatif” Metrics Revenuegrowth,COGS,P/L,Servicelevels©1995-2001i2Technologies,Inc.CONFIDENTIALStrategicPlanningWorkflowDataGatheringMission:Strategizeonwhichmarketstoserve,whatproductstosell,wheretolocateplantsandDCs,plantproduction,transportationandstoragecapacities KeyConcepts Optimization Simulation Strategyformulation i2Differentiators Combinedpowerofoptimization&Simulation Abilitytohandlerealworldcomplexities Speed&Scalability©1995-2001i2Technologies,Inc.CONFIDENTIALDay-in-the-lifeDemandPlanner KeyResponsibilities Developaforecast AddMarketIntelligence Monitorandanalyzeforecast Communicate&achieveconsensus IssuesandPainPoints Demandvisibility Islandsofinformation Factoreffectsofevents Arriveataconsensus LongPlanningcycletimes Metrics Forecastaccuracy,PlanningCycletime©1995-2001i2Technologies,Inc.CONFIDENTIALDemandPlanningWorkflowBaselineForecastingMission:Projectdemandfortherightproductstotherightcustomersattherighttime. KeyConcepts BaselineForecasting MarketIntelligence Consensus i2Differentiators PickBestTechnique Supportforconsensusprocess©1995-2001i2Technologies,Inc.CONFIDENTIALDay-in-the-lifeMasterPlanner KeyResponsibilities Developarealisticmasterplan Anticipateandeliminateexceptions Allocateavailablematerial&capacity Issues&Painpoints Limitedvisibility Meetingconflictingobjectives Inabilitytoconsiderrealworldconstraints Positioninventoryalongthesupplychain Manualplanning Metrics: CustomerService,duedateperformance,inventoryturns,resourceutilization©1995-2001i2Technologies,Inc.CONFIDENTIALSupplyPlanningWorkflowInventoryPlanningMission:Positiontherightsupplychainresourcesattherightplaceattherighttimetoprofitablymeetdemand. i2Differentiators Industryfocusedsolutions Abilitytohandlerealworldcomplexities Multi-enterprisecollaboration KeyConcepts Constraintsandgoals Exception Optimization SequentialvsConcurrent©1995-2001i2Technologies,Inc.CONFIDENTIALInventoryPlanningWorkflowDataGatheringInventoryClassificationSafetyStockComputationDemandvariabilitySupplyvariabilityServiceLevelsItemType/CostItemLocationServiceLevelsStockingPolicyInventoryPlanExceptionManagementDataAnalysisScenarioManagementMission:Determinetherightlevelsofinventorybasedonvariability,serviceandcosttrade-offs KeyConcepts Frequency Inventorystrategies Optimizationi2DifferentiatorsMultidimensionalviewsScenariomanagementExceptionmanagementSpeedD1–“Besidestheheavydutybatterybackofforecastingtechniquesthe“PickBest”techniqueisahighvalueofferingthatnooneelseoffers…”V1–“Demand&SupplyCollaborationpermitrealtimeMultiEnterprisecollaborationandeliminatethebullwhipeffectoninformationflow.”D2:“ConsensusForecastingEnablesmultiplefunctionalgroupstoeffectivelyparticipateintheDemandPlanningprocess”R1:“OptimalintegratedSupplyplanbyoptimallymatchingsupplytodemandandmeetingallbusinessObjectives”,acapabilitythatcannotmematchedbyanydecisionsupporttool.Ifyoudonothavethisnoamount