SMART

Supply Chain Volume

& Logistics
Volume Three

S-Council


FOREWORD

12
(S)(M)(A)(R)(T)

S-Council

2012

VMI

CONTENTS

157

0 118 130

86

2
6
18

137

10

50

71
41

01

Chapter 1

Section 1

1.1

1.2

1.3

ERPERP

1.4

20%~30%

20%~30%

15%~25%

10%
10%

15%~25%

10%~15%

10%~15%

Section 2

2.1

2.2

2.3

Section 3

3.1

3.2

Section 4

4.1

(,

()

4.2

10

Section 5

5.1

5.2

++

5.3

11

Section 6

5
6

12

Chapter 2

Section 1

MAPE = |A(t)-F(t)|/ A(t)

MAPE = |A(t)-F(t)|/ F(t)
MAPE= 2 |A(t)-F(t)|/ (A(t)+F(t))

13

Section 2

MAPE = |A(t)-F(t)|/ A(t)

MAPE = |A(t)-F(t)|/ F(t)
MAPE= 2 |A(t)-F(t)|/ (A(t)+F(t))

Section 3

BOM

MAPE= 2 |A(t)-F(t)|/ (A(t)+F(t))

14

Section 4

CRM

MAPE= 2 |A(t)-F(t)|/ (A(t)+F(t))

Section 5

MAPE= 2 |A(t)-F(t)|/ (A(t)+F(t))

15

Chapter 3

Section 1

3000, 400
7000 1005 15 100
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Section 2

300050%

60%

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16

Section 3

3
100%60%20%
20%100%

4KPI

17

Chapter 4

20%-30%

75%

M-1M-2M-3

18

VMI

19

Chapter 1

VMI

Section 1

VMI
VMIVMI

20

Section 2
VMI

VMI

ERP

VMI

VMI
ERP

40%-50%

21

Section 2.1
VMI
ERP
ERPVMI
ERP
WMS
WMS

ERPWMSVMI

VMI

VMI

EDIEXTRANET
WEBEXTRANET

22

Chapter 2
VMI
Section 1

VMI

Location

RFID

ABC

BI

VMI

VMI

ABC

ABC

VMI

23

Section

VMI

VMI

12
3

VMI

VMI

Section

WMSERP
WMS

VMI
VMI

MRT

VMI
VMIVMIVMI

borm

VMI

borm

24

Chapter 3

4S

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100
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VMI60A
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25

VMIVMI
2010
2010

70%-80%
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26

27

Section 1

Mass production
BTS

Project Production
DTO

Platform Production
CTO

Agile Production
BTO
/+/

Design To Modern,

Platform Production

28

( )

( )

( )

( )

BTO

29

Section 2

200

100

team

-/

30

SMED: Single Minute Exchange of Dies

OPF: One Piece Flow

202020
201

31

(TOC: Theory Of Constraint)

Theory of Constraints, TOC
(DrEliyahu MGoldratt)(Optimized
Production TechnologyOPT)

(Continuous Improvement)TOCMRPJIT

TOC

JITJIT

JIT

3
4
5

32

Section 3

A3-4
1-2A
A

1%

33

(A.T. Kearney)2080

34

BB
AB

35

Section 4

ABCRRSABC&RRS
ABC
ABC20%
30%50%ABC
RRS
RunnerRepeaterStranger

RunnerBOM

BOMRepeaterBOM
Stranger
ABC&RRS

Stranger Repeatel Runner

Expected Inventory Tuens by RRS and ABC

12

Expected VS Actual Inventory Tuens by RRS and ABC

Stranger Repeatel Runner

12/9

6/3

3/2

6/5

6/3

2/2

6/5

2/3

1/1

36

ABCrunnerrepeaterstrangerA

runner
Arunner129
12

Vendor Managed Inventory

POS

(Jointly Managed Inventory)

Collaborative Planning Forecasting and Replenishment

37

Section 5

S&OP

S&OP

(S&OP)

38

IT

IT
IT
1
2
3
4
5
6
7
8

39

&Q&A

KPI

BTOCTO

40

VMI

ERP

ABC

A
ABC
ABC
KPI

VMI
50%

41

2012

42

Chapter 1

Recruitment levels within the supply chain and quality

sectors are anticipated to remain moderate in 2012 due
to the global economic uncertainty. However, with the
local governments investment focus in commercial
vehicle, automotive and oil field services, these
industries are likely to experience steady growth
201212
3
automotive oil field services
commercial vehicle

Numerous global organizations are starting to see

demand for regional category managers and sourcing
project managers within the machinery, automotive
and electronics industries.

Country LevelRegional Level

Country Level
Regional Level
3

senior

Regional customer services

manager,position
localLocal
,
qualification

43

open to see.

AsiaPlanning
ManagerNike ZARA, H&M
technology
Mindset

CiscoNike

Numerous global organizations are also considering

setting up International Procurement Offices (IPO) in

Suzhou.

IPO,

44

Chapter 2

Regional Role VS China Role

The Top 5 Skills - Regional Supply Chain Management Role

Regional
exposure

Cross-functional
collaboration

Be part of the
global SCM team

Align with
segments
strategies

Manage different
time-zones

Identification for Supply Chain role
45% Fortune top 100 multination companies put planning, logistic and CSR as supply chain team.
27% only cover planning and Logistic, 22% cover planning, Logistic, Procurement and CSR and also,
there is about 5% company they only identify supply chain role as planning.
The different between China role and Asia role
In Top 100 multinational company, 57% Asia role cover China. 32% company pull out China from Asia
region as independent area report to Global.68% Asia supply chain Director role report to Global
directly.
How the localization of the multination company for supply chain senior role in Asia
In Top 100 company. In 2010, there are 32% Asia supply Chain director role was handled by local
people (People hold Chinese passport). In 2005, there only 7% Asia supply Chain director role was
handled by local people.

45

China Role, Regional RoleRegional Role

China Role Regional Role Regional
Role

Regional Rolecommunication
review conference

China Role Regional Role

China Role Regional Rolereporting

multinational people management

Regional
regioncountry
country

46

work
report,

700
4002

47

Chapter 3

Asia Pacific Supply Chain Talent Market Analysis

SINGAPORE
Despite some global uncertainty, the supply chain, procurement and logistics job market looks set
to remain buoyant in Singapore for Q1 and Q2 this year.
We are experiencing a continued and unexpected demand for candidates at all levels, with job
opportunities coming in from the FMCG, pharmaceutical and chemical sectors
A number of manufacturing companies are still expressing a strategy of double-digit growth over
the next few years and have ramped up their supply chain capabilities accordingly.
From a procurement point of view, there remained a demand for category managers but not for
candidates with a conventional procurement background.

HONG KONG
Third Party Logistics
We witnessed a noticeable increase in demand within third party logistics for both sales managers
and key account managers as organizations look to not only attract new accounts but also tighten
the grip on accounts already in their portfolio.
With the reduction in (import and export) volumes from Europe, the emphasis seems to have
shifted towards Intra Asia and Latin America/US trade routes.

Shipping
It has been a cautious start to the year within shipping as capacity increase is likely to continue to
outstrip demand growth, aggravating the current overcapacity problem.
We witnessed a small level of demand for both line managers and trade managers as organisations
focus on operational efficiency and driving revenue opportunities.

48

Retail
In particularly high demand are logistics professionals as well as supply and demand planners,
driven to a large extent by the rapidly growing business presence of international retail luxury
brands in Asia Pacific.
With the continued growth of the manufacturing sector in China, there is still a strong need for
Hong Kong candidates with regional exposure as well as lean manufacturing and supply chain
integration experience.
Sourcing & Procurement
The hiring levels for sourcing and procurement professionals from the financial services sector
have reached a plateau in comparison to late 2011.
However, most of the hiring is for replacement roles rather than new headcounts.

MALAYSIA
The moderate hiring levels witnessed at the end of 2011 are likely to continue in 2012 as employers
remain cautious in their recruitment approaches.
In addition to business development professionals, candidates with strong operational experience
such as warehousing, logistics and transport management will be in demand as third party
logistics companies compete heavily for contracts from manufacturing companies.
In the manufacturing sector, we expect continued demand for procurement professionals (i.e.
both direct and indirect), strategic sourcing as well as demand and supply planning roles as
companies continuously look for ways to manage costs and drive planning efficiencies.
We also anticipate strong demand for operations and material managers who are knowledgeable
in supply chain operations and have the ability to cut costs.
Demand/supply planners will also be sought-after to conduct forecast analysis as well as improve
productivity and customer service.

49

02

50

20074

591322011121

51

Chapter 1

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2003

2005

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1. 2005
2.
3. 2007

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3.
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5.
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52

2012
2011

ESD

2
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53

Chapter 2

7748102

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Section 1

344

GHS

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56

Section 2

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Section 4

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65

Section 6

MSDS

(GHS)

66

Section 7

Section 8

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67

Section 9

1.

1.

2.

3.

2.

4.

3.

5.

4.
5.
6.
7.

1.

8.
9.
10.

11.

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14.

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12.

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41

45

40
43

68

Chapter 3

12
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70

Chapter 4

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Chapter 1

Section 1

GB13690-2009 ,20

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7.

8.

9.

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Section 3

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Chapter 4

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Chapter 5

1
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591
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87

Chapter 1

Section 1

1.1 TDG(Transport of Dangerous Goods)

(RTDG), 1956

IMO
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Classification and Labeling of Chemicals)
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88

Section 2
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89

Section 3

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Section 4

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92

Section 5

5.1

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93

5.1.1

5.2

1
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94

Chapter 2

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Chapter 4

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101
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102

Section 1

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103

GDP

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104

Section 2

IT

105

Section 3

KPI

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106

3PL
WIN-WIN

1. Candidate Select
2. Access Rule Set Up
3. Info Collection and File
4. Supplier Evaluation
5. Negotiation and Decision
6. Contract Subscription
7. Periodic Review
8. Elimination Mechanism

107

Section 1

Win-Win is each sides get

what they want

100
110
105

CTO
Total Cost of Ownership =
Supplier Final Price + Other
Cost Related to Scope
Definition, Quality, Delivery,
Inventory, Ordering process,
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productivity, Maintenance and
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and conditions, Supplier
Contribution

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108

1.

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6 sigma51

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Section 2

Reduce suppliers unnecessary risk as much as possible

=+
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1.

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lead time

111

Best target rate =\= lowest price

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112

Section 3

1.
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114

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115

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116

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Section 1

2
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Section 2

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122

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123

Section 3

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124

Section 4

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125

Section 5

2
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126

10500

127

Parts

Inform Engineer

128

1
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3 (4PL)

1998

(Fourth party logistics)

4PL

129

(Regional Hub

130

131

Chapter 1

Section 1

8
9

10

132

Section 2

2.1

(2)

(1)

17

(2)

2.3

(1)

2.2

(2)

(1)

133

Chapter 1

Section 1

1.5

10

1.1

1.2

1.6

1.3

1.4

134

Section 2

21

264

2.2.3

266 6

267

2.2.4

2.2

2.2.5

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10

2.2.2
1

135

Chapter 3

Section 1

Section 2

136

Chapter 4

12

60

137

138

01
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15

139

Chapter 1

Reason 1

140

02
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180

180

180

141

Reason 2

1000/

800/200/

142

03
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200

143

144

145

04
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45

05
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06
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146

147

Chapter 2

Step 1

Step 3

Step 2

148

Step 1

01
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149

02
/

150

03
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151

Step 2
01/

02/

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152

Step 3

153

1993

1993

154

155

156

157

21

158

159

1.1
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1.2

RFID GPS

160

1.3

RFID

GPS

161

162

2011

20.0%

4.2%

10.8%

3.2%

8.3%

1.9%

6.4%

39.7%

5.5%

163

164

3.1
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3.2

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2008

165

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GPS
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3G
GIS

166

2008100
12722525
AP15200021GPS36

167

3.3

1
4400

20101.8
0.61.30.3

3
262

98.4%

168

169

RFIDRFID
RFIDGPS

RFID

RFID

170

EPC/RFID