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Lutfi apiliogullari
- 1. Tedarik Zinciri ve Sat脹n Almada Yal脹n Y旦netim Uygulamalar脹 ile Maliyet Azalt脹m脹 Firman脹z deil, tedarik zinciriniz rekabet ediyor. Dr. L端tfi Apilioullar脹 / Y旦netim Dan脹man脹 Nisan / 2017 We deliver result, not report!
- 2. 2 Dr. L端tfi Apilioullar脹 Ajanda 1. OEE ve Sat脹n Alma maliyetleri 2. Tedarik巽inin Sat脹n Alma maliyetlerine etkisi 3. Tedarik巽i se巽me 4. r端n hayat erisi ve tedarik巽i se巽imi 5. Tedarik巽i gelitirme 6. Toplam maliyet yakla脹m脹 7. Tam Zaman脹nda Sat脹n Alma 8. Erteleme stratejileri 9. Tedarik巽i y旦netimli envanter 10. D脹 kaynak kullan脹m脹 11. Tedarik Zinciri Y旦netiminin 7 prensibi
- 3. 3 Dr. L端tfi Apilioullar脹 Neyi Sat脹n Al脹yoruz ? Sat脹n Almaya ne kadar harc脹yoruz ? 40% 50% ... 90% Ham Madde Ta脹ma / Depolama 聴巽ilik / Enerji Amortisman Reklam / Promosyon .....
- 4. 4 Dr. L端tfi Apilioullar脹 Ciro ve Maliyetler... Tedarik Bitmi r端n Depo Malzeme Depo (HM) retim (TC) M端teri Y旦netim (OPEX) DMC MSCC TC OPEX 46% 7% 19% 15% 13% DMC MSCC TC OPEX PROFIT C聴RO 51% 8% 24% 15% 2%
- 5. 5 Dr. L端tfi Apilioullar脹 Doru Tedarik巽i Tedarik巽i retici OTD / Quality Stok ARTAR Maliyet ARTAR Ciro AZALIR
- 6. 6 Dr. L端tfi Apilioullar脹 Doru Tedarik巽iyi Se巽me Sezgisel En ucuz En yak脹n En tan脹d脹k .. ... Analitik Yakla脹m En 聴deal Tedarik巽i Kriterler 1. Kalite 2. Teslimat 3. Maliyet 4. H脹z 5. Esneklik AHP / ANP
- 7. 7 Dr. L端tfi Apilioullar脹 Doru Tedarik巽iyi Se巽me Sezgisel En ucuz : Ted-A En kaliteli : Ted-D ... ... ... En 聴deal : Ted- B Kalite Teslimat Maliyet H脹z Esneklik A脹rl脹k Kalite 1,00 2,00 1,50 3,00 4,00 0,36 Teslimat 0,50 1,00 0,75 1,50 2,00 0,18 Maliyet 0,67 1,33 1,00 2,00 3,00 0,25 H脹z 0,33 0,67 0,50 1,00 1,50 0,12 Esneklik 0,25 0,50 0,33 0,67 1,00 0,09 A脹rl脹k Ted-A Ted-B Ted-C Ted-D Ted-E Kalite 36% 75 93 80 95 75 Teslimat 18% 87 75 85 75 90 Maliyet 25% 100 90 95 95 95 H脹z 12% 85 90 85 85 85 Esneklik 9% 65 75 80 50 70 Toplam Skor 83,72 87,08 85,23 86,26 83,46 81,00 82,00 83,00 84,00 85,00 86,00 87,00 88,00 Ted-A Ted-B Ted-C Ted-D Ted-E Analitik sezgisel analitik
- 8. 8 Giri (Introduction) B端y端me (Growth) Azalma (Decline) Olgunluk (Maturity) MRP Kanban MTO / CTO MRP Azalma Noktas脹 Hatal脹 Azalma Noktas脹 Sat脹lamayan Stok Dr. L端tfi Apilioullar脹 r端n Hayat Erisi (PLM) Tedarik巽i - B Tedarik巽i - A
- 9. 9 Dr. L端tfi Apilioullar脹 Tedarik巽i Performans脹 聴zleme ve Gelitirme OTD / Quality Sertifikasyon Girdi Kontrol rnek (AQL) 100% Tedarik巽i Gelitirme Tedarik巽i Park脹 Milk Run Az say脹da tedarik巽i (limited number) Tedarik巽i park脹 SQI Milk Run
- 10. 10 EOQ Sipari adet Maliyet Sipari verme maliyeti 100 200 300 400 500 600 5.000 10.000 15.000 0 Toplam Maliyet Stok Maliyeti Sipari Verme Maliyeti 2KD hc Q = K: Talep D: Sipari verme maliyeti hc: Elde tutma maliyeti Ekonomik Sipari Miktar脹
- 11. 11 Y脹ll脹k Malzeme 聴htiyac脹 18.000 ve malzeme birim maliyeti 20 TLdir. Sipari verme maliyeti 30 TL. Toplam Maliyet ? N = 35 N = 4 Maliyet = 2,080 Maliyet = 9,120 4.500 520 Sipari miktar脹 Sipari miktar脹 Durum_1, EOQya g旦re sipari Durum_2, 端巽 ayda bir sipari EOQ = 520 TM = SM + SVM 2.080 = 1.040 + 1.040 EOQ = 4.500 TM = SM + SVM 9.120 = 9.000 + 120 Ekonomik Sipari Miktar脹
- 12. 12 Sipari adedi Sipari Miktar脹 Averaj Stok Stok maliyeti Sipari maliyeti Toplam Maliyet 1 18,000 9,000 36,000 30 36,030 2 9,000 4,500 18,000 60 18,060 4 4,500 2,250 9,000 120 9,120 12 1,500 750 3,000 360 3,360 36 500 250 1,000 1,080 2,080 72 250 125 500 2,160 2,660 - 5.000 10.000 15.000 20.000 25.000 30.000 35.000 40.000 18.000 9.000 4.500 1.500 500 250 Toplam Maliyet TM Min Maliyet Ekonomik Sipari Miktar脹
- 13. 13 Durum_1 retici sadece kendi maliyetlerini 旦nemseyecek, tedarik巽inin set-up maliyetini dikkate almayacak ve kendisi a巽脹s脹ndan en uygun EOQya g旦re sipari a巽acak. Durum_2 retici sadece kendi maliyetlerini deil, toplam tedarik zinciri maliyetlerini dikkate alacak ve tedarik zincirindeki en uygun EOQya g旦re sipari a巽acak. Talep Sipari verme maliyeti 10.000 100 $ Elde tutma maliyeti 10 $ Set-up maliyeti 300 $ Tedarik巽i / Sat脹c脹 retici / Al脹c脹 M端teri Dr. L端tfi Apilioullar脹 Tedarik Zinciri Rekabet Etmektedir
- 14. 14 Dr. L端tfi Apilioullar脹 Durum_1, Durum_2, 2KD hc Q = 2*10.000*100 10 Q = EOQ = 447 Al脹c脹 Firma Sat脹c脹 Firma Tedarik Zinc. 4.472 6.711 11.183 EOQ = 894 Al脹c脹 Firma Sat脹c脹 Firma Tedarik Zinc. 5.589 3.356 8.945 2KD hc Q = 2*10.000*(100+300) 10 Q = Tedarik Zinciri Rekabet Etmektedir
- 15. 15 Dr. L端tfi Apilioullar脹 Al脹c脹 Maliyeti Sat脹c脹 Maliyeti Tedarik Zinciri Maliyeti Maliyet Sipari Miktar脹Q: 447 Q: 894 11.183 8.945 Tedarik巽i retici Da脹t脹m Merkezi M端teri Toplam Maliyet Rekabet eden ve M端teri'yi ilgilendiren maliyet Toplam Maliyettir. Art脹k firmalar deil, Tedarik Zincirleri Rekabet etmektedir (Christopher) Tedarik Zinciri Rekabet Etmektedir
- 16. Dr. L端tfi Apilioullar脹 POPO POPOPO reticiTedarik巽iTedarik巽inin Tedarik巽isi M端teri Ham Madde SM Tedarik巽i SM Bitmi r端n SM M端teri Talebi Tam Zaman脹nda Sat脹n Alma
- 17. Dr. L端tfi Apilioullar脹 POPO Min Level POPO Min Level PO Ham Madde SM Tedarik巽i SM Bitmi r端n SM M端teri Talebi reticiTedarik巽iTedarik巽inin Tedarik巽isi M端teri Immediate Response Shorter LEAD Time Immediate Response Shorter LEAD Time Shortest Lead time between customer order and shipment Standardized stock level and increased stock turn Tam Zaman脹nda Sat脹n Alma
- 18. 18 Dr. L端tfi Apilioullar脹 Tam Zaman脹nda Sat脹n Alma M端teri SMTedarik巽i SM Fab-1 Fab-2 Fab-3 nce Sonra Stok Adet 255,000 85,000 0 100,000 200,000 300,000 Stok Adet nce Sonra Stok TL 51,000 16,000 51,000 16,000 Stok TL nce Sonra Stok m'2 100 33 0 25 50 75 100 STOK M2 (ALAN)
- 19. 19 Dr. L端tfi Apilioullar脹 Thomas Watson, CEO / IBM (1943) Gordon Moore, Co-Founder / INTEL (1965) D端nyada ancak be adet bilgisayar i巽in pazar olabilir. Teknoloji her on sekiz ayda kendini ikiye katlamaktad脹r. retim Sistemlerinin Geliimi
- 20. 20 Dr. L端tfi Apilioullar脹 End端stri tarihi a巽脹s脹ndan ilk 旦nemli mihenk ta脹 olarak buhardan g端巽 端retimi ile balayan End端stri devrimi g旦sterilmektedir. 聴nsanl脹k makinelemeyi 旦renmi, g端n端m端z end端strisinin temelleri at脹lm脹t脹r. End端stri 1.0 178X 聴lk Mihenk Ta脹 / Buhar G端c端
- 21. 21 Dr. L端tfi Apilioullar脹 Ford seri 端rerimde konvey旦rlerin kullan脹lmaya balanmas脹, End端stri 2.0 191X GEnin farkl脹 modeller ile pazarda yer almas脹, Fordun tek modele endeksli, toplu 端retim yapma felsefesinin beklentilere cevap veremez duruma gelmesi, 聴kinci S脹巽rama: Henry Ford
- 22. 22 Dr. L端tfi Apilioullar脹 retim sistemlerinde k脹smi olarak PLC, DCS gibi sistemler kullan脹lmaya balanmas脹, Bilgisayar destekli / kontroll端 端retim sistemlerinin geliimi, retim eskiye oranla daha h脹zl脹, daha kaliteli yap脹larak standartlar gelitirilmesi, End端stri 3.0 195X Bu deiimin m端teri beklentilerini ve 端r端n 巽eitliliini art脹rmas脹, Piyasalara m端teri taraf脹ndan y旦nlendirilmeye balamas脹, Elektronik ve Otomasyonda 聴lerleme
- 23. 23 Dr. L端tfi Apilioullar脹 Tam Zaman脹nda retim (JIT) Anormalliklerde Duru (JIDOKA) Seviyelendirme (HEIJUNKA) Yal脹n retim Yal脹n retim Sistemi Deer, Deer Zinciri, Ak脹, ekme, Kusursuzluk. Womack (1990) Yal脹n retimin Douu
- 24. 24 Dr. L端tfi Apilioullar脹 Teknolojik geliim K端reselleme Sosyo k端lt端rel deiim evik retim Teknoloji Sosyo K端lt端r K端reselleme Kiiselletirilmi r端n r端n eitlilii r端n Hayat S端resi 辿 棚 Farkl脹 retim Stratejileri l巽ek Ekonomisi Out Kapsam Ekonomisi In Lean Out Leagile In Sanal Tedarik Zinciri (IT) Pazara Duyarl脹l脹k Tedarik Zinciri A Y旦ne mi S端re巽 Entegrasyonu eviklik Gereksinimi
- 25. 25 Ham MaddeTedarik巽i Sipari MTO Proses_1 Yar脹 Mamul Proses_2 Bitmi r端n CTO MTSETO Planlama Dr. L端tfi Apilioullar脹 retim Stratejileri
- 26. 26 Dr. L端tfi Apilioullar脹 retim Stratejileri Ham MaddeTedarik巽i Enjeks Yar脹 Mamul Bitmi r端n Planlama MTS : Make to Stock 5L, Sar脹 WO KKK Boyama Lead Time: 0 Kanban SinyaliKanban SinyaliKanban Sinyali r端n Strateji (PDP) MTS: Make to Stock CTO: Configure to Order MTO: Make to Order ETO: Engineering to Order Teslim S端resi (LT) 0 1h 2h 3h
- 27. 27 Dr. L端tfi Apilioullar脹 retim Stratejileri Ham MaddeTedarik巽i Enjeks Yar脹 Mamul Bitmi r端n Planlama CTO : ConfigureTo Order 5L, Siyah WO KK Boyama Lead Time: 1h Kanban SinyaliKanban Sinyali r端n Strateji (PDP) MTS: Make to Stock CTO: Configure to Order MTO: Make to Order ETO: Engineering to Order Teslim S端resi (LT) 0 1h 2h 3h
- 28. 28 Dr. L端tfi Apilioullar脹 retim Stratejileri Ham MaddeTedarik巽i Enjeks Yar脹 Mamul Bitmi r端n Planlama MTO : MakeTo Order 10L, Siyah WO K Boyama Lead Time: 2h Kanban Sinyali r端n Strateji (PDP) MTS: Make to Stock CTO: Configure to Order MTO: Make to Order ETO: Engineering to Order Teslim S端resi (LT) 0 1h 2h 3h
- 29. 29 Dr. L端tfi Apilioullar脹 retim Stratejileri Ham MaddeTedarik巽i Enjeks Yar脹 Mamul Bitmi r端n Planlama MTO : EngineeringTo Order 20L, Siyah WO Boyama Lead Time: 3h r端n Strateji (PDP) MTS: Make to Stock CTO: Configure to Order MTO: Make to Order ETO: Engineering to Order Teslim S端resi (LT) 0 1h 2h 3h
- 30. 30 Dr. L端tfi Apilioullar脹 Hibrid ModelPlanlama Proses_1 Proses_2 Ham Madde (RM) Ayr脹脹m Noktas脹 (Decoupling Point) Bitmi r端n (FG) MTSCTOMTO YALIN EV聴K End端stri 4.0 201X Dinamik Tedarik Zinciri (One size does not fit all) Hibrid Model (Leagile Supply Chain) Google a脹 ve IoT
- 31. 31 retim Montaj zel r端n Ayr脹脹m Noktas脹 (Decoupling Point) Yal脹n (Lean) evik (Agile) Fiyat: A + N Komponent SM Standart r端n Fiyat: A A Grubu 端r端nler Dr. L端tfi Apilioullar脹 Dell: Hibrid Strateji rnei
- 32. Dr. L端tfi Apilioullar脹 retim Plan脹 retim Hatt脹 Cam Stok & Montaj Tedarik巽i Kontrol端 Depo M端teri Lokasyonu Tedarik巽i Y旦netimli Envanter
- 33. Dr. L端tfi Apilioullar脹 D脹 Kaynak Kullan脹m脹 + Uzmanl脹a odaklanma. + Kapasite / teknoloji ve uzman i g端c端ne daha kolay eriim. + Finansal riskin payla脹lmas脹. + Pazara daha h脹zl脹 giri. + l巽ek ekonomisi ve daha ucuza mal edi ! ? D脹 kaynaa ba脹ml脹 olma riski ! ? Kritik bilgilerin bakalar脹 taraf脹ndan kullan脹lmas脹 riski ! ? Hedeflerin 旦rt端memesi sebebi ile esnek olamama riski ! TOYOTA % 30 i巽eride 聴巽 trim %35 Motor blou %100 %70 d脹 kaynak Mod端ler ve basit komponentler % 100
- 34. 34 Dr. L端tfi Apilioullar脹 Tedarik Zinciri Tasar脹m脹
- 35. Dr. L端tfi Apilioullar脹 Kalite TeslimatMaliyetH脹z Esneklik Tedarik巽i Se巽me Kriterleri Az Say脹da Tedarik巽i Park脹 ekme Sistemi Tedarik巽i Gelitirme Yeni r端n Gelitirme Talep Tahminleme Kam巽脹 Etkisi retici Stok bilgileri Etkin 聴letiim / Network Entegrasyonu 聴 planlar脹 Tasar脹m bilgileri Market / Trend Stratejik Planlar ekme Sistemi
- 36. 36 7. Effective Communication (ICT: ERP, DP, MES, CRM, WMS, etc.,) 6. Systemwide KPI (SCOR) 4. Strategic Sourcing 5. Logistics network Optimization 3. Hibrid Manufacturing (Leagile) Operational Availability (TPM) Quality Assurance (TQM) Workplace Organization (WPO) OEE > 85% On time Required quantity Required quality JIT Purchasing Continious Improvement Academy Kaizen / Genchi Gembutsu 1. Segmentation (VSM) 2. Demand Driven Manufacturing Bullwhip Effect Cost / Service Cost / Service Tedarik Zincirinin 7 聴lkesi
- 37. 37 7. Effective Communication (ICT: ERP, DP, MES, CRM, WMS, etc.,) 6. Systemwide KPI (SCOR) 4. Strategic Sourcing 5. Logistics network Optimization 3. Hibrid Manufacturing (Leagile) Operational Availability (TPM) Quality Assurance (TQM) Workplace Organization (WPO) OEE > 85% On time Required quantity Required quality JIT Purchasing Continious Improvement Academy Kaizen / Genchi Gembutsu 1. Segmentation (VSM) 2. Demand Driven Manufacturing Bullwhip Effect Cost / Service Cost / Service 1. Segmentation (VSM) 1. Segmentation Segment customers base on their needs VSM base organization Tedarik Zincirinin 7 聴lkesi
- 38. 38 7. Effective Communication (ICT: ERP, DP, MES, CRM, WMS, etc.,) 6. Systemwide KPI (SCOR) 4. Strategic Sourcing 5. Logistics network Optimization 3. Hibrid Manufacturing (Leagile) Operational Availability (TPM) Quality Assurance (TQM) Workplace Organization (WPO) OEE > 85% On time Required quantity Required quality JIT Purchasing Continious Improvement Academy Kaizen / Genchi Gembutsu 1. Segmentation (VSM) 2. Demand Driven Manufacturing Bullwhip Effect Cost / Service Cost / Service 2. Demand Driven Manufacturing 2. Demand Driven Manufacturing Market sensitivity Fast product development Collaborative Planning and Replenishment (CPFR) Tedarik Zincirinin 7 聴lkesi
- 39. 39 7. Effective Communication (ICT: ERP, DP, MES, CRM, WMS, etc.,) 6. Systemwide KPI (SCOR) 4. Strategic Sourcing 5. Logistics network Optimization 3. Hibrid Manufacturing (Leagile) Operational Availability (TPM) Quality Assurance (TQM) Workplace Organization (WPO) OEE > 85% On time Required quantity Required quality JIT Purchasing Continious Improvement Academy Kaizen / Genchi Gembutsu 1. Segmentation (VSM) 2. Demand Driven Manufacturing Bullwhip Effect Cost / Service Cost / Service 3. Leagile Manufacturing Product Delivery Process (PDP & Hibrid Manufacturing) Operational Availability (TPM) Quality Assurance (TQM) Continious Improvement (Kaizen & Genchi Gembutsu) Learning Organization (Academy) 3. Hibrid Manufacturing (Leagile) Operational Availability (TPM) Quality Assurance (TQM) Workplace Organization (WPO) Continious Improvement Academy Tedarik Zincirinin 7 聴lkesi
- 40. 40 7. Effective Communication (ICT: ERP, DP, MES, CRM, WMS, etc.,) 6. Systemwide KPI (SCOR) 4. Strategic Sourcing 5. Logistics network Optimization 3. Hibrid Manufacturing (Leagile) Operational Availability (TPM) Quality Assurance (TQM) Workplace Organization (WPO) OEE > 85% On time Required quantity Required quality JIT Purchasing Continious Improvement Academy Kaizen / Genchi Gembutsu 1. Segmentation (VSM) 2. Demand Driven Manufacturing Bullwhip Effect Cost / Service Cost / Service 4. Strategic Sourcing 4. Strategic Sourcing Supplier selecting & improvement Strategic alliance and outsourcing VMI JIT Purchasing Tedarik Zincirinin 7 聴lkesi
- 41. 41 7. Effective Communication (ICT: ERP, DP, MES, CRM, WMS, etc.,) 6. Systemwide KPI (SCOR) 4. Strategic Sourcing 5. Logistics network Optimization 3. Hibrid Manufacturing (Leagile) Operational Availability (TPM) Quality Assurance (TQM) Workplace Organization (WPO) OEE > 85% On time Required quantity Required quality JIT Purchasing Continious Improvement Academy Kaizen / Genchi Gembutsu 1. Segmentation (VSM) 2. Demand Driven Manufacturing Bullwhip Effect Cost / Service Cost / Service 5. Logistics network Optimization 5. Logistics Network Optimization Location base SKU Optimization Warehouse / Distribution center location Route optimization Tedarik Zincirinin 7 聴lkesi
- 42. 42 7. Effective Communication (ICT: ERP, DP, MES, CRM, WMS, etc.,) 6. Systemwide KPI (SCOR) 4. Strategic Sourcing 5. Logistics network Optimization 3. Hibrid Manufacturing (Leagile) Operational Availability (TPM) Quality Assurance (TQM) Workplace Organization (WPO) OEE > 85% On time Required quantity Required quality JIT Purchasing Continious Improvement Academy Kaizen / Genchi Gembutsu 1. Segmentation (VSM) 2. Demand Driven Manufacturing Bullwhip Effect Cost / Service Cost / Service 6. Systemwide KPI (SCOR) 6. System wide KPIs Total cost approach Integrated Supply Chain Performance Metrics (SCOR) Tedarik Zincirinin 7 聴lkesi
- 43. 43 7. Effective Communication (ICT: ERP, DP, MES, CRM, WMS, etc.,) 6. Systemwide KPI (SCOR) 4. Strategic Sourcing 5. Logistics network Optimization 3. Hibrid Manufacturing (Leagile) Operational Availability (TPM) Quality Assurance (TQM) Workplace Organization (WPO) OEE > 85% On time Required quantity Required quality JIT Purchasing Continious Improvement Academy Kaizen / Genchi Gembutsu 1. Segmentation (VSM) 2. Demand Driven Manufacturing Bullwhip Effect Cost / Service Cost / Service 7. Effective Communication (ICT: ERP, DP, MES, CRM, WMS, etc.,) 7. Information and Communication SCM management systems (ERP, MES, CRM, WMS, DP, etc) Effective Communication to all directions (Vendor Customer) Tedarik Zincirinin 7 聴lkesi
- 44. 44
Editor's Notes
- #45: IBMin eksi CEOsu Thom