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1 SCM 의전략실현을위한 WMS 의역할 Dong Gi Yea / Managing Consultant Retail Solution Skill Group Leader / dgyea@kr.ibm.com

2 Contents Ⅰ. SCM 으로의 Roadmap Ⅱ. WMS is SCM Bridge Ⅲ. WMS Role / Benefits 2

3 The Supply Chain is under Fundamental Pressure 최근들어, 국내 / 외전통적인산업은성숙과정체로인해, 거의대부분의기업들은외형적인성장보다는 수익향상 과 비용절감 이라는큰도전과극복과제를안고있습니다. Margin pressure through growth & cost containment Industry consolidation & alliances CEOs agree that change is needed Q: How much change is needed in your operations? Aggressive global competition Changing market boundaries & new channels A lot 65% Little or no 13% Moderate 22% Increased reliance on specialization & partnerships Logistics Disruptions Global Manufacturing Challenges Shortening product lifecycles & lean/jit programs 3

4 CP (Cunsumer Product) 기업들의 Value Chain 별 Issue 이는, 정교한 Analytic 역량과깊이있는 Consumer Insight 부족에서기인하며, 이로인해 CP 기업들의운영이최적화되지못하고성장에도어려움이있습니다. CP Value Chain 별 Key Issue Develop Products Procure Materials/ Services Produce Products Manage Logistics/ Distribution Market to Consumers Manage Trade Customers 소비자 Wants/ Needs 와신상품개발의연계가미흡 신상품성공률저하 내부 / 외부협업역량미비로개발 Lead Time 이길어짐 구매와수요와의연계미흡 원자재재고와수요와의연계미흡 생산계획과주문수요와의연계미흡 생산설비 Over/ Under Utilization 배송성과저하 결품율증대 Under-loaded 출하 비효율적인물류센타관리 고객과시장에대한 Insight 부족 소비자이해, 획득및유지가어려움 소비자충성도수준저하 비효과적인가격전략 비효과적인 Marketing Mix 비효과적인 Product Mix 비효과적인 Trade Marketing 전략 비효율적인프로모션 낮은 Trade Fund ROI 관리역량 낮은 Retailer P&L 성과 4

5 Customer s Betrayal 혹시 우리회사는중국집이아닌지, 나는중국집배달기사가아닌가? 분수효과도 샤워효과도 나비효과도 배신효과 Solution 질투효과 5

6 SCM Driver 따라서, 중국집 Business 가아닌, 고객 Insight 를기반으로한기업탄력성과유연성확보를위해서는 SCM Business 로의전환이필요한시점입니다. 고객님들의 [ ㄴ. ㅡㅁ ) 들을생각하셔야합니다.. 6

7 SCM Driver SCM 은 수요와공급간균형유지를통해재고통제와품절을예방하고, 궁극적으로기업의경영성과향상과소비자만족도향상을위한활동 입니다. 수요 (SCP) 재고통제 기업경영성과향상 기 통 SCM 균형 반기 합역 술 량 공급 (SCE) 품절예방 고객만족도향상 Retail

8 Why 계획은 SCM 틀리기? 위해존재 그래서. SCM이필요 SCM의필요성은아무리강조해도지나치지않으며, 아무리훌륭한수요예측이라도실제 SCM 운영과는격차가생길수밖에없으므로, 이러한격차를조기에탐지하는것이매우중요합니다. Enterprise Resource Planning (ERP) Supply Chain Planning Supply Chain Execution Supply Chain Collaboration Manufacturing & Distribution Planning Order Demand Forecasting Supply -Demand Planning 계획과실행사이의 Gap 발생 Warehouse Network Design Customer Segmentation & Pricing Inventory Other APS Application 공급과잉 (Supply Overage) 공급부족 (Supply Shortage) Transportation 재고비용 매출손실 8

9 Needs for Supply Chain Planning 최근의 Supply Chain Planning 관련하여의사결정지원을위한정보의 Visibility 확보와운영비용, Monitoring 체계구축이요구되고있습니다. Supply Chain Planning Suppliers Transportation Systems Warehouse Systems Manufacturing Warehouse Systems Transportation Systems Customer Capacity Availability and Utilization Capacity Planning (Docks, Labor, Equipment) Operational Costs Monitors and Alerts (Service Failure Warnings) 9

10 Needs for Supply Chain Planning 또한, WMS 는 Customer 의 Needs 에대한 Quick Response 에대응하고, 전반적인 Capacity 의효율 / 효과적관리를통해물류생산성을향상시킬수있습니다. Allowing quick response to customer needs Representing the company to customers in new markets Performing post-manufacturing in different regional markets, providing production flexibility and reducing overall supply chain inventories Providing capacity to consolidate shipments and reduce transportation costs Flow of finished goods Deploy to regional distribution centers Transport to warehouse Deliver to customer Retail

11 SCM Objectives 즉, SCM 은목표는공급자의공급자에서부터고객의고객까지상품의흐름, 서비스의흐름, 정보의흐름, 자금흐름의최적화하기위한경영혁신기법입니다. Supply Chain Key Objectives Maximize responsiveness to Customer Balancing of Demand & Supply, Information & Goods Demand Planning Replenishment Planning Manufacturing Execution Transportation Planning Minimize total supply chain costs Optimize asset utilization Bullwhip Effect Multi-Tier Suppliers Sales Time Manufacturer Distributors/ Retailers Consumers Wholesalers Sales Time Sales Time Sales Time Poor communication Lack of visibility Human error Process constraints Time lags Retail

12 재고불균형으로인한영향 유통업체와제조업체 (CPG) 의최대 Issue 인결품은모두에게심각한영향을미치기때문에기업들은 재고 와 결품 사이에서많은고민을하게됩니다. 결품이발생했을때의소비자행동 유통업체와소비재업체의결품에의한영향 Paper Towels Toilet Tissue 17% 19% 21% 24% 12% 8% 18% 25% 32% 24% 17% Retailer Impact (49%) Shampoo Pet Food 21% 21% 32% 35% 10% 8% 19% 20% 18% 16% 100% 32% Manufacturer Impact (37%) 11% Fem Hygiene 11% 38% 6% 26% 19% 20% Cosmetics 22% 43% 15% 12% 8% 20% 0% 20% 40% 60% 80% 100% 나중에구입 - Same Store 다른점포에서구입구입안함 같은 Brand 의대체품 다른 Brand 의대체품 Total Bought Later - Same Store Bought at Another Store Did not Buy Substitute within Brand* * - 30% loss of sales due to switching to smaller or cheaper substitutes 유통업체 : 고객및판매기회손실제조업체 : 경쟁브랜드에게고객및시장기회망실 Substitute other Brand 12

13 SCM Roadmap : Supply Chain Insight Framework (SCIF) SCM 으로의첫걸음은, Supply Chain 이 Customer 와어떻게 Interface 할것인가? 에서출발하여, 물류 Network 를포함하여, WMS 를어떻게 Design 할것인가로귀결됩니다. External 1. How will the supply chain(s) interface with customers? 2. How will the supply chain(s) interface with product life cycle management? 3. How do economic, environmental, legislative and safety factors drive or constrain the supply chain? Iteration as answers indicate higher order decisions are unreasonable, impractical or uneconomic Sequential approach through four logical groups Operating philosophy 4. What should be done in house and what should be outsourced? 5. How should the supply chain be configured? Structural design 6. How will the physical distribution be structured and managed? 7. How will manufacturing be structured? 8. How will suppliers be managed and integrated? Organisation and management 9. How will the performance of the supply chain be managed? 10. How will human resources be organised in the supply chain? 13

14 CBM (Component Business Model) SCM 달성을통해, Business Model 을 Component 화해서바라보는시각은변화에필요한과업들을보다효과적으로계획하고, 조율하며, 실행할수있게해줄것입니다. Consumer Relationship Customer Relationship Manufacturing Inventory and Distribution Business Administration Component? Direct Category/Brand Strategy Category/Brand Planning Brand P&L Customer Relationship Strategy Customer Relationship Planning Assessing Customer Satisfaction Manufacturing Strategy Supplier Relationship Production/Materials Development & Planning Supply Chain Strategy Inventory Planning Network & Asset Configuration Distribution Oversight Corporate Strategy Corporate Planning Alliance Corporate Governance Business Performance 정해진목적의달성을위해제반경영자원들 ( 인력, 자산, 업무활동 ) 을활용하여수행되는일련의업무활동군 Control Execute Matching Supply and Demand Marketing Development and Effectiveness Product Ideation Concept/Product Testing Product Development Product Marketing Execution Consumer Service Product Directory Customer Insights Account Value-Added Services Customer Account Servicing Retail Marketing Execution In-store Inventory Mgmt Customer Directory Manufacturing Oversight Supplier Control Product/Component Manufacturing Assemble/Pkg. Products Plant Inventory Manufacturing Procurement Inbound Transportation Outbound Transportation Distribution Center Operations Transportation Resources En route Inventory External Market Analysis Organization and Process Design Legal, Tax and Regulatory Compliance Treasury & Risk Mgmt Financial Accounting & Reporting Indirect Procurement Facilities & Equip Mgmt Resource Development HR Administration IT Systems & Operations 각컴포넌트들은공통프로세스와정보시스템, SLA 등을통해다른컴포넌트와연결됨 차별적일경우내재화하고, 비차별적일경우외주화함 Differentiating Non-differentiating 14

15 Contents Ⅰ. SCM 으로의 Roadmap Ⅱ. WMS is SCM Bridge Ⅲ. WMS Role / Benefits 15

16 Logistics Positioning 물류는자원운용및성과측면에서기업운영의중심축에위치하며, 기업이제공하는가치를고객에게전달하는핵심인프라의역할을담당하고있습니다. Logistics 위상정의... the Meat in the Sandwich... a Central Cog in the Organisation Corporate Corporate Logistics Logistics Operations Operations 물류부문은자원운용측면에서조직의다른부문과독립적인위상확보가필요하며, 물류성과가기업운영전반의성과에주요한변수가됨으로다른조직부문과상호견제의권한유지필요 Retail

17 Logistics Pyramid : WMS Area IBM 은물류영역을물류전략에서부터물류시스템에이르기까지 8 개로나누었으며, Warehouse 는 Tactical & Operational Level 의주요한영역중에하나입니다. Logistics Pyramid 각제품과유통채널의중요서비스항목은무엇인가? Partner 간의가장적절한연계활용방안은무엇인가? 운송비용을최소화하기위해운송사와운송방법을어떻게최적화할것인가? 기업전략과운영전략에가장적합한조직구조는무엇인가? Transportation Channel Design Customer Service Inventory Deployment Network Rationalize Logistics Information Systems Warehouse Organization & Performance Measures 고객만족도를향상하기위한적합한프로세스는무엇인가? 최저의비용으로목표한서비스수준을달성할수있는유통시설, 운송방법, 재고관리전략의최적의조합은무엇인가? 수요예측과실주문을일치시켜수요와공급의균형을맞출수있는재고운영능력을어떻게키울것인가? 총비용을최소화하면서최고의서비스를제공할수있는물류센타운영방안은무엇인가? 물류프로세스를계획하고관리하는데가장적합한시스템은무엇인가? 비부가가치활동을제거하고가장효과적인서비스를제공할수있는업무프로세스를어떻게설계할것인가? 17

18 Warehouse s Scope Warehouse system 은 SCM 의여러프로세스에영향을미치지만그기능은주로물류센타의 Operation 에초점을두고있습니다. Inbound Transport. Warehouse Outbound Strategy Product Development Procurement Manufacturing Execution Logistics - Distribution Raw & Finished Goods Sales / Customer Service ORGANIZATION INFORMATION TECHNOLOGY STRUCTURE AND FACILITIES FINANCE & ADMINISTRATION Support Functions Indicates areas covered in the scope of a WMS Implementation Indicates areas impacted by the WMS Implementation 18

19 WMS is SCM Bridge 물류란 잘가지고와서, 잘가지고있다가, 잘갖다주는것 이다? 이중에서 WMS 는전체공급망에서 Bridge 역할을담당하고있습니다. 잘가지고온다? 잘가지고있는다? 잘갖다준다? 언제 가져오느냐? 무엇을, 얼마나 가져오느냐? 어디서 가져오느냐? 얼마에 가져오느냐? 어떻게 가져오느냐? 얼마나 가지고있느냐? 언제까지 가지고있느냐? 어떻게 가지고있느냐? 언제 갖다주느냐? 무엇을 갖다주느냐? 얼마나 갖다주느냐? 어떻게 갖다주느냐? 어디로 갖다주느냐? 공급업체조달물류제조업체유통업체배송고객 WMS WMS WMS WMS WMS WMS WMS WMS 19

20 Warehousing Process Warehouse 는고객주문에서배송에이르는전체과정의 Customer Service 속도를향상시킬뿐아니라, 재고비용절감을통해물류전반적의 Cost 최적화관리가가능해집니다. Used traditionally as an interim storage facility, the warehouse has evolved into a distribution center that plays a vital role in meeting supply chain management objectives of speed, customer service, and inventory cost reduction Order Transportation Receiving Cross-Docking Flow-Through High-Speed Sortation Staging & Shipping Putaway Picking Conveyors/ Sortation Storage Traditional Replenishment Post Mfg Services Retail

21 WMS Features and Functions WMS 의기능및구성은다음과같이, Inbound 와 Outbound 의가교역할을담당하고있으며, 주요기능은상품의입하및출하, 재고및 Location 관리입니다. Inbound / Transportation Warehousing Outbound Delivery Appointment Planning / Scheduling Yard Inbound Dock Door Carrier Maintenance Receipt Control Inventory /Tracking Location ASN s Picking & Putaway ( Interleaving ) Cycle Counting Replenishment of the Pick Face Host Interfaces RF functionality Units Of Measure Wave Planning / Planning in Wave Cross Docking Flow-Through Processing Outbound Carrier Optimization Transportation Planning Route Scheduling Bolt-On/ Front - End Core Acquisition & Development 21

22 WMS 는 Logistics System 의완성 통합적인물류관리가되기위해서는 OMS-WMS-TMS 를통한전체 Operation 이최적화되어야하며, 그중심에는 WMS 가있습니다. OMS Order System 입하관리 (Order Entry) - Web 기반의발주관리 Stock Commitment/approval) - 재고수준검색에따른물량가능여부판단 Order release - Intra-web 기반물류센타발주 ASN(Advance Shipping Notice) 을통한사전납품예정통지 WMS Warehouse System Barcode Scanning과 HHT에의한실시간 ( 입고와동시 ) 재고정보 update 거래선이물류센타의재고정보에온라인접속, 자동납품 Slotting algorithms을통한물류센타활용의최적화 고객 ( 점포 ) 로부터의주문주기와판매주기정보에의한재고관리 입고일정 ( 량 ) 및배송일정 ( 량 ) 에따른최적인력계획수립 TMS Transportation System 배송최적화 일간 / 주간단위의배송계획에따른차량배정, routing, load planning 배송 Tracking 인터넷으로파악되는실시간교통및도로상황에위한배송중 rerouting 배송업체 ( 배송차량 ) 으로부터접수되는배송상황 ( 위치, 상품온도등 ) 은고객의정보검색을위해 DB 에저장 22

23 Contents Ⅰ. SCM 으로의 Roadmap Ⅱ. WMS is SCM Bridge Ⅲ. WMS Role / Benefits 23

24 Why use a WMS? WMS 는정보의흐름과실물정보흐름의 Match, 고객서비스및 Cycle Time 감소, Business Process 개선등전사적수준에서의재고흐름관리의효율성을향상시켜줍니다. 전사적수준에서재고의흐름을파악하여, 회계상의정보흐름과실물정보의흐름을 Match 시켜실시간으로동시에정보의흐름을파악, 운영함으로써시장의요구에보다효율적으로대처할수있는 SCM 의구현을위한기초를만들기위해서사용된다. 고객서비스, 비용절감, 그리고 Cycle Time 감소를위한물류센타의중추적인자원의관리를효율화하기위해서사용된다. 주문처리, 구매, 그리고수송계획 실행과같은 WMS 의기능에의해지원되는 Business Process 의개선을위해서사용된다. Source : AMR Report on Supply Chain 24

25 WMS 의도입배경 기업에서는물류관련통합프로세스관리및상품의입 / 출고예정정보의공유, 물류센타작업생산성및효율성향상을위해 WMS 를도입하고자합니다. 통합프로세스정보대비물류현장에대한상세정보미약 입 출고예정정보의현장공유부족으로즉흥적업무수행 현장작업자의작업량분석불가로비효율적인원배분초래 물류센타내작업진척상황파악불가 물류센타단위의재고정보제공으로보관하역담당자외재고위치파악난해 현물입 출고작업과시스템확정작업의시간차이로인한정물불일치발생 RF 단말기를통한작업지시및바코드활용으로작업오류개선효과기대 25

26 WMS 의도입효과 기업은 WMS 을통해물류센타작업결과가실시간으로시스템에반영되는현장완결형업무체계를구현할수있습니다. Rack 단위 / RF 를이용한의상시재고조사기능으로인한재고정확도향상 합리적인 Logic 에의한작업지시로업무효율 30% 향상 RF 작업지시로누구나손쉽게작업할수있는창고환경구현 현장작업인원의탄력적인운영 입 출고작업진척현황모니터링 Rack 단위의 Picking 작업지시로제품위치파악시간단축 소형제품의관리효율향상 동일모델의산발적인적재감소 RF 및 Barcode 를통한입출고작업 오출하율개선 Source: Gartner Group 전사적수준에서재고의흐름을파악하여, 회계상의정보흐름과실물정보의흐름을 match 시켜실시간으로동시에정보의흐름을파악, 운영함으로써시장의요구에보다효율적으로대처할수있는 SCM 의구현 고객서비스, 비용절감및 Cycle Time 감소를위한제품창고 / 유통기지 / 물류센터의중추적인자원의관리효율화 주문처리, 구매및수송계획 / 실행과같이 WMS 의기능에의해지원되는 Business Process 의개선 Source : AMR Report on Supply Chain 26

Warehouse Practice Case F 사 프로젝트목적 F 사물류창고의 Cycle Time/ 재고감소, 운영비용최소화, 작업 / 업무 / 재고통제에대한관리강화를위해 Package 를통한 WMS 시스템구축구축 물류센터구매제품입 / 출고정보적시전송 입고예정정보 (ASN) 을이용하여입고와관련된작업최소화 본사 Order to Delivery

27 Warehouse Practice Case F 사 프로젝트목적 F 사물류창고의 Cycle Time/ 재고감소, 운영비용최소화, 작업 / 업무 / 재고통제에대한관리강화를위해 Package 를통한 WMS 시스템구축구축 물류센터구매제품입 / 출고정보적시전송 입고예정정보 (ASN) 을이용하여입고와관련된작업최소화 본사 Order to Delivery 단축및고객서비스향상 입고정보 작업지시 출고정보 물류센터 공급업체 입고 적치 출고 고객 직송 Cross Docking 을활용한 Cycle Time 과재고감소 시스템지시에의한작업통제로입고 / 적치 / 상차 / 출하작업흐름및자원최적화 Dock Scheduling 을통한우선순위에따른 Dock 운영최적화 Yard Mgmt 을통한트레일러관리로공간활용극대화 패키지를통한 Re-engineering 을이용하여년 7~8 백만달러의운영비용및 17 백만달러의재고절감 시스템을통한작업표준 (System Enabled Engineered Work Standards) 을적용하여직접노무시간 15% 절감 27

카테고리매니저가확정한발주정보 점포의품목단위의판매 / 발주 / 입고정보 점포재고정보 물류센터 물류센터의입고, 출하정보와재고정보 보충발주를위한 Algorithm 정비 전점포의단품별판매 / 발주 / 입고정보 모든물류센터의입고, 출하정보와재고정보

28 전사차원의재고및발주정책을담당하는 Inventory Planner 운영 Wal-Mart 는본부자동발주량산정시스템에근거하여산출된발주량정보를점포에서확인하고, 본부에서는판촉정보와예외사항을고려하여최종적인발주량을산출하여대응합니다. 점포 전미국 3100 상점 *Wal*Mart; 자동보충 본부 Planning & Algorithm Maintenance 오전추천보충품목에대한추천보충량리스트 ( 오전 6 시에송신 ) Achieving Visibility PDA POS 카테고리매니저가확정한발주정보 점포의품목단위의판매 / 발주 / 입고정보 점포재고정보 물류센터 물류센터의입고, 출하정보와재고정보 보충발주를위한 Algorithm 정비 전점포의단품별판매 / 발주 / 입고정보 모든물류센터의입고, 출하정보와재고정보 입고예정정보 Inventory Optimization 품목다른보충이력파일 일차 Replenishment 프로세스 최종발주량확인 발주 EDI 데이터웨어하우스 12 만품목 117 주의이력 데이터 상품계획데이터 벤더수주 출하처리재고분석 본부바이어에의한재고 / 매출분석 28

판촉량과재고보충량연계 전사판촉구매량산정 상품 #1 : 3 EA 상품 #2 : 7 EA 상품 #3 : 8 EA 상품 #1 : 3 EA 상품 #2 : 7 EA 상품 #1 : 2 EA 상품 #2 : 5 EA 거래처 DC#2 점포판촉량및발주량산정 상품 #2

29 판촉재고정보공유를통한점포 / 본부의통합판촉체계구축 국내선두할인점인이마트의경우, 점포별판촉량에대해센터의총발주량으로합계되고, 거래처와입고예정량및입고량에대한정보를공유하고있습니다. 점포 #1 점포판촉량및발주량산정 본부 D/C 판촉구매량전송 거래처 DC#1 생산가능량 상품 #1 : 3 EA 상품 #2 : 5 EA 점포 #2 점포판촉량전송 전사판촉량합계 상품 #1 : 3 EA 상품 #2 : 7 EA 상품 #3 : 8 EA 판촉량과재고보충량연계 전사판촉구매량산정 상품 #1 : 3 EA 상품 #2 : 7 EA 상품 #3 : 8 EA 상품 #1 : 3 EA 상품 #2 : 7 EA 상품 #1 : 2 EA 상품 #2 : 5 EA 거래처 DC#2 점포판촉량및발주량산정 상품 #2 : 2 EA 상품 #3 : 8 EA 점포판촉량조정 전사판촉량재조정 상품 #1 : 2 EA 상품 #2 : 5 EA 상품 #3 : 8 EA 거래처생산가능량확인및판촉구매량변경 상품 #1 : 2 EA 상품 #2 : 5 EA 상품 #3 : 8 EA 상품 #3 : 8 EA 거래처생산가능량수신 (ASN) 생산가능량 상품 #3 : 8 EA 29

30 IBM Retail Solutions Strategy Attract, Interact, Transact 30

31 Questions? For more information contact: Dong Gi Yea / Managing Consultant Retail Solution Skill Group Leader / dgyea@kr.ibm.com 31

ecorp-프로젝트제안서작성실무(양식3)

ecorp-프로젝트제안서작성실무(양식3) (BSC: Balanced ScoreCard) ( ) (Value Chain) (Firm Infrastructure) (Support Activities) (Human Resource Management) (Technology Development) (Primary Activities) (Procurement) (Inbound (Outbound (Marketing