Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (16)
Similaire à JD Edwards & Peoplesoft 2 _ Scott Ash _ Fullfillment and apparel management modules.pdf
Similaire à JD Edwards & Peoplesoft 2 _ Scott Ash _ Fullfillment and apparel management modules.pdf (20)
Plus de InSync2011
Plus de InSync2011 (20)
Dernier
Dernier (20)
JD Edwards & Peoplesoft 2 _ Scott Ash _ Fullfillment and apparel management modules.pdf
- 1. <Insert Picture Here> JD Edwards EnterpriseOne Apparel Management and Fulfillment Management Solutions Scott Ashn Sr. Managern APAC Product Mgmt & Strategy - JD Edwards Sydney, Australia
- 2. The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle. 2
- 3. Program Agenda • Fulfillment Management • Apparel Management • Q&A 3
- 5. Target Industries CPG CPG Retail and Wholesale Distribution (Consumables) (Food and Beverage) Manufacturing Engineering Natural Resources (Industrial Products) and Construction (Mills, Mining, Oil) 5 5
- 6. Business Challenges Improve order fill rates? How can we… Reduce penalty fees? Provide the best service? Prioritize customer demand? Reduce costs? 6
- 7. Fulfillment Distribution Methods Compared Traditional FIFO Fulfillment Management warehouse customers: x y z x y z qty: 3 $$ 2 $ 2 $$$ 3 $$ 2 $ 2 $$$ $ = importance of customer for distributor’s priority ranking 7
- 8. Order Management Process Sales Order Management Enter Print Confirm Print Update Orders Pick Slips Shipment Invoice Sales Fulfill Orders 8
- 9. Fulfillment Management Process Score & Select Attach Assign Review Release Rules 9
- 10. Fulfillment Management Process Score & Select Attach Assign Review Release Rules Determine the order lines that enter the process • Create orders using any method of sales order entry SO Entry CSR SO Entry CSS Blankets Recurring DSE EDI Transfers • Determine the order lines that enter the fulfillment process using preferences – Activate by document type – Set up by item, item group, customer, and customer group 10
- 11. Fulfillment Management Process Score & Select Attach Assign Review Release Rules Define the priority rank of the order lines • Score order detail lines based on: – Order Type, Line Type, Requested Date, and Customer Priority – Optional call to a custom business function • Score order lines during sales order entry or using batch application 11
- 12. Fulfillment Management Process Score & Select Attach Assign Review Release Rules Define the priority rank of the order lines Advanced Preference Scoring Basic Score Assignment 12
- 13. Fulfillment Management Process Score & Select Attach Assign Review Release Rules Specify how the system fulfills inventory • Fulfillment Rules – Fill percent is based on score and current inventory level • Examples: – Order lines with higher priority scores are entitled to dip into safety stock more than lines with lower priority scores – When inventory levels are low, lines may be partially filled 13
- 14. Fulfillment Management Process Score & Select Attach Assign Review Release Rules Specify how the system fulfills inventory Service Level Rules: • Line Fill Percentage – Compare the order quantity and the allocated quantity to the service level fill percent • Order Fill Percentage by Line Count – Used in conjunction with the line fill percentage – Compare the number of lines that meet fill requirements to the total number of lines on the order • Maximum Number of Releases • Specify whether to commit partial quantities if the service level fill percent is not met 14
- 15. Fulfillment Management Process Score & Select Attach Assign Review Release Rules Assign inventory to open sales order lines • Batch Fulfillment – Fill inventory to order lines based on: • Data selection • Sort sequence (ie: score, date) • Fulfillment rules • Service level rules – Evaluate and optionally re-evaluate order lines multiple times before the inventory is assigned (run “what-if” scenarios) 15
- 16. Fulfillment Management Process Score & Select Attach Assign Review Release Rules Modify inventory assignments • Interactive Workbench – View the results of the batch fulfillment – Exception monitoring for order lines that could not be filled – Make changes: • Quantity to Fill • Promised Delivery Date • Branch/Plant 16
- 20. Fulfillment Management Process Score & Select Attach Assign Review Release Rules 20
- 21. Fulfillment Management Process Drives Operational Improvements Prioritize Demand • Score sales orders lines • Assign inventory based on priority and service level rules • Assign partial quantities based on customer • Cancel open balance quantities based on user defined fill rate rules Improve Customer Service • Improve order and line fill rates for priority customers • Enforce targeted service levels • Reduce late orders for priority customers • Reduce backorders and lost sales • Track reasons for overriding standard service level rules Decrease Administrative Costs • Enforce fill rates automatically • Reduce costly penalty fees and fines • Cancel open balances automatically based on rules • Reduce transportation costs by enforcing number of releases (shipments) 21
- 22. Apparel Management 22
- 23. Apparel Management: Not Just for Clothes Capabilities Apply to Other Industries Supports any Product Produced with Differentiated Multiple Attributes sizes, lengths, colors, widths, materials … Furniture Rolled Goods Food Products Carpets Paper Products Beverages Linens Automotive Parts Consumer Electronics 23
- 24. Apparel Trade Industry Throughout the Supply Chain Suppliers Finished Harvesting Goods Fabricators Material Production Wholesalers Distributors Retailers Distribution Channels Consumer Customer Boutique Web 24 24
- 25. Apparel Trade Industry Challenges • Different Products for Different Consumers – Apparel • Ready-to-wear • Consumers • Couture • Women – Shoes • Men – Socks & Sockets • Children – Lingerie and Beachwear – Leather Goods – Costume Jewelry – Sporting Good 25 25
- 26. Realities of the Apparel Industry Large Number of SKU/s to Manage • Many items to manage in a very short time – Consumer expectations are increasingly specific – E.g. Leg measurements for Jeans – E.g. Various widths for Shoes – Increase number of products • General characteristics to be defined at top level of the structure • General characteristics to be propagated to any item of the structure 26 26
- 27. Integrated Apparel Overview Managing the Global Supply Chain Inventory/Item Allocations Management Procurement- Collection Matrix Management Management Apparel Management Shop Floor, WO, Price List Matrix Planning Messaging SOM – Matrix PDM - BOM, Management Routing 27
- 28. JD Edwards EnterpriseOne Apparel Management Features • Item Management – Style – Labels – Composition Management – Cleaning Codes – Category Codes – Size Management • Matrix Management – Inventory – Sales Order Entry – Procurement – Shop Floor Control – Material Planning 28 28
- 29. JD Edwards EnterpriseOne Apparel Management Features • Collection Management – Coherent assortment of items – A collection is marketed during a limited period of time – Control Data consistency in: • Sales Orders, Purchase Orders, Work Orders – Manage Sales Prices by Season / Collection – A single item can belong to several collections at the same time 29 29
- 30. JD Edwards EnterpriseOne Apparel Management Features • Sales Order Mass Maintenance – Update many orders at one time • Update Dates • Cancel Orders (with reason code update) • Reset Commitments • Sales Pricing • Allocations – Dynamic order priority definition • Determine effective and efficient distribution of goods to be shipped • Consideration of factors like size preference, top/bottom management, color ratio satisfaction etc. 30 30
- 31. JD Edwards EnterpriseOne Bill of Materials Illustration 31 31
- 32. JD Edwards EnterpriseOne Apparel Management Features • Product Data Management – Routing • The routings for the lowest level child style items are copied from the top level. • Inheritance and Exceptions – Outsource Operations • Automatic *OP item creation and maintenance • Automatic BOM and Routing copy • Automatic Item Branch creation for Item and Components • Update Item Supplier and Country of Origin 32 32
- 33. JD Edwards EnterpriseOne Apparel Management Features Grouping of WO for Global WO creation Master Work Order 2 Fabrics 10 SKUs ONE Blue WO 1 – Cutting XS WO 2 – BLUE.XS S BLUE.S – WO 3 Operation M BLUE.M – WO 4 Red L BLUE.L – WO 5 XL BLUE.XL WO 6 – XS RED.XS – WO 7 S RED.S8 – WO M RED.M – WO 9 L RED.L 10 – WO XL RED.XL 33 33
- 34. JD Edwards EnterpriseOne Master Work Order via Matrix Illustration 34
- 35. <Insert Picture Here> Matt Blumenshine Senior Business Analyst Spyder Active Sports – Boulder, Colorado September 2010 “I can spend less time worrying about product fulfillment and more time focused on skiing in some fresh powder snow.” 35
- 36. <Insert Picture Here> Sally Wheeler Solution Architect Bendon Intimate Apparel Auckland, New Zealand September 2010 “Great Flexibility, Standardized Matrix View. Great Improvement with Allocations & Proposal.” 36
- 37. <Insert Picture Here> Carlo Gaj Tripiano Operation Director Clothing Accessories Beretta – Gardone Valtrompia, Italy September 2010 “This product represents an integrated solution that can cover all functionalities of Apparel Management; starting from an excellent bill of material to the matrix size/ colour (Style Items).” 37
- 38. JD Edwards EnterpriseOne Apparel Management Summary • Large number of SKUs to manage • Multi-levels structure items • Multi-structures depending on type of product • Intensive usage of matrixes • Specific Data • Material Composition, Cleaning Codes • Sizes, Collection (catalogs) • Specific Processes • Allocations • Product Data Management (BOM) • Manufacturing-Cutting of Fabric • Wholesale Forecasting • Retail Forecasting and Replenishment 38 38
- 39. Q+A Q & A © 2011 Oracle Corporation – Proprietary and Confidential 39