VDA 9001 T1-2010 Collaborative Managed Inventory (CMI) and Vendor Managed Inventory (VMI) in the aftermarket - Process description and general comments《二手市场中的协作管理库存(CMI)和供应商管理库存 (V.pdf

《VDA 9001 T1-2010 Collaborative Managed Inventory (CMI) and Vendor Managed Inventory (VMI) in the aftermarket - Process description and general comments《二手市场中的协作管理库存(CMI)和供应商管理库存 (V.pdf》由会员分享，可在线阅读，更多相关《VDA 9001 T1-2010 Collaborative Managed Inventory (CMI) and Vendor Managed Inventory (VMI) in the aftermarket - Process description and general comments《二手市场中的协作管理库存(CMI)和供应商管理库存 (V.pdf（13页珍藏版）》请在麦多课文档分享上搜索。

1、VDA “Collaborative Managed Inventory (CMI) and Vendor Managed Inventory (VMI) in the aftermarket” 9001 Process description and general comments T1 This recommendation describes a standardised CMI/VMI process in which customer inventories are managed jointly by customers and suppliers. The document i

2、ncludes a recommendation for electronic data interchange (EDI) of the data required in the CMI/VMI process, as well as the process description. This recommendation has been issued by the VDA Project Group Interchange of master data and movement data in the aftermarket Version 1.0, February 2010 Tran

3、sparency of Master and Variable Data in the Aftermarket Project Group Issued by: Verband der Automobilindustrie Copyright Behrenstrae 35 This document may not be printed or 10117 Berlin otherwise reproduced without reference Phone +49 (0)30 897842-0 to the source Internet: www.vda.de VDA Recommendat

4、ion 9001 Version 1.0, Februar 2010 Page 2 of 13 Copyright: VDA Disclaimer VDA recommendations are freely available for general use. The user is responsible for ensuring correct application for the specific case. They represent the latest technology available at the time of issue. Application of VDA

5、recommendations does not relieve the user from responsibility for his own actions. In this regard, all users act at their own risk. VDA and those involved with VDA recommendations do not accept any liability. Anyone applying VDA recommendations who identifies inaccuracies or possible incorrect inter

6、pretations is invited to inform VDA immediately and any errors can thus be rectified.VDA Recommendation 9001 Version 1.0, Februar 2010 Page 3 of 13 Copyright: VDA Contents 1General .4 1.1 Preface.4 1.2 Objectives of the recommendation.4 1.3 Structure of the recommendation4 2 CMI/VMI process descript

7、ion.5 2.1 Basic principle/objective5 2.2 Process benefits.5 2.3 CMI/VMI general conditions6 2.4 CMI/VMI process set-up.7 2.5CMI/VMI process operation7 3 Measuring performance in the CMI-/VMI process10 4 Summary11 5 Appendix12 5.1 Abbreviations, terms, definitions.12 5.2 Bibliography12 5.3 Example of

8、 delivery performance measurement.13 Part 2 Data structureVDA Recommendation 9001 Version 1.0, Februar 2010 Page 4 of 13 Copyright: VDA 1 General 1.1 Preface This recommendation outlines specific aspects of Collaborative Managed Inventory (CMI) and Vendor Managed Inventory (VMI) for the aftermarket

9、business. The process sequence for a standard application is defined and an EDI interface format is developed for standardised interchange of relevant data between supplier and customer. A suitable method for measuring delivery performance in the aftermarket is also recommended. A general descriptio

10、n of the CMI and VMI processes can be found in the ODETTE Global CMI min/max and Vendor Managed Inventory (VMI) recommendations. 1.2 Objectives of the recommendation The purpose of this recommendation is to describe a standardised CMI and VMI process for the automotive aftermarket. It covers afterma

11、rket-specific aspects and extends existing ODETTE guidelines for CMI and VMI. A broader range of customers and suppliers should accept CMI/VMI applications through the introduction of a standardised data structure supporting process entry and implementation. Associated potential to reduce inventorie

12、s and improve service levels for the customer can thus be realised. 1.3 Structure of the recommendation Chapter 1 provides general comments regarding the recommendation. Chapter 2 gives a process description for CMI and VMI. The basic principle and objectives for application in the automotive afterm

13、arket are outlined here. General conditions for successful application are described and the benefits of the process are highlighted. There is also a schematic overview of the process. Chapter 3 illustrates a method to measure delivery performance specifically adapted for the aftermarket. Chapter 4

14、summarize the process. Chapter 5 lists abbreviations, terms, definitions and references. Part 2 of the recommendation includes preferred EDI interface format for standardised interchange of relevant data, including technical description. VDA Recommendation 9001 Version 1.0, Februar 2010 Page 5 of 13

15、 Copyright: VDA 2 CMI/VMI process description 2.1 Basic principle/objective Inventories should be jointly managed by customers and suppliers through the Collaborative Managed Inventory (CMI) and Vendor Managed Inventory (VMI) processes. In the CMI process, the customer is responsible for scheduling.

16、 The supplier receives forecast data in the form of delivery schedules over a suitable (agreed) period for planning to take place. The actual delivery is however not carried out through a delivery schedule, but through the mutually agreed general conditions for the CMI process. Essentially these inc

17、lude minimum and maximum inventory levels and time parameters to be observed (transport ties, goods receipt processing times etc.) Within these general conditions, the supplier can manage deliveries independently. In other words, there are no fixed delivery dates specified by the customer. The deliv

18、ery date can be set by the supplier within a period of time, observing prescribed parameters. In the VMI process, the supplier is responsible for scheduling and implementing the process. In other words, the customer does not have to draw up a forecast for the supplier. The delivery capacity of the c

19、ustomer has top priority here. To control the CMI/VMI processes, data must be transmitted regularly (e.g. every day) and at a defined time by the customer to the supplier. Through the data, the supplier can finely adjust and adapt inventories at the customer. Transmission of the data at least for la

20、rge volumes should take place with a standardised data format. This is the only way that CMI/VMI can be implemented effectively for a larger number of material numbers and multiple customers/suppliers. The corresponding data format is outlined in Part 2 of the recommendation. Application of CMI/VMI

21、does not necessarily also mean simultaneous management of consignment stocks. 2.2 Process benefits The following benefits can be achieved through co-operative application: Improved delivery performance for the customer Greater transparency regarding inventories, flexibility in production and supply

22、Optimised production batches Reduced inventories through virtual pool (capital commitment, storage area) Optimised delivery frequencies, bundling of transport VDA Recommendation 9001 Version 1.0, Februar 2010 Page 6 of 13 Copyright: VDA Focus on essential problem cases, fewer exceptions, thus lower

23、communication costs, more efficient bottleneck management Prevention of special deliveries/transport costs 2.3 CMI/VMI General conditions The following general conditions and rules must be established for successful application. The basic pre-requisite for implementation is co-operative and regular

24、coordination between the supplier and customer. As a rule, single sourcing of the customer is required for the CMI/VMI process. If there is multi-sourcing, the process conditions for handling CMI/VMI must be established with realistic delineation from other sources of supply. CMI/VMI is generally on

25、ly used for one storage level. As a further step, multi-stage processing is also conceivable. The suitability of CMI/VMI processing for a material number increases according to its constancy of demand planning reliability and the quantity required. To evaluate planning reliability, refer to the plan

26、ning KPI according to VDA recommendation 9000. It is sensible to have a stable usage history of at least 6 months when including a material number in the CMI/VMI process. In the CMI process, a customer forecast is required (at least 6 months, if possible 12 months). Through drawing up a forecast, th

27、e customer retains responsibility for a key function in material planning. The supplier must know the customers requirement history in order to create a customer requirement forecast in the VMI process (it is possible to transmit the requirement history in the data format described in Part 2). Param

28、eters must be mutually agreed when measuring performance (see Chapter 3). The process performance and general conditions are reviewed regularly, consistently checking and adjusting if necessary. In particular, the min/max limits are validated according to planning performance and volatility of deman

29、d and the range of parts adjusted if necessary. Exceptions, e.g. in response to sudden significant changes in demand, must be agreed between customer and supplier immediately. This is assisted by prompt communication of market or demand information from the customer and purchasing information from t

30、he supplier (supported if necessary by VDA recommendation Suggestions to standardise communication for exception handling through the supply chain in the aftermarket, VDA 4949). Special care must be taken to set upper and lower inventory limits for new product launches. Frequent process monitoring i

31、s required. Performance measurement needs to be interpreted appropriately as demand in such cases is generally uncertain. For product withdrawals (phase-out period, technical change or replacement by cut-off date), it is necessary to communicate the expiry date and agree future action. VDA Recommend

32、ation 9001 Version 1.0, Februar 2010 Page 7 of 13 Copyright: VDA 2.4 CMI/VMI Process set-up The following points are to be observed when setting up the CMI/VMI process: Mutually define and agree range of parts Agree exchange of data Set date of data update at the customer, also the interchange Estab

33、lish transmission timings/frequency Mutually define upper and lower limits, also adaptation procedure The following factors must be taken into account when setting the min/max limits - Replenishment lead time - Production time/production cycles - Transport time - Delivery frequency - Goods receipt p

34、rocessing/repacking times There must be one full batch size difference between the min/max limits (packaging units, frequency of supply etc. must be taken into account). The necessary details are transmitted, e.g. customer part number, part number, supplier, description, batch size, min/max limit, a

35、lso the average daily consumption, the last three delivery notes in the goods-in department, inventory, demand, delivery schedule ID, valid order number. See Part 2 for a detailed description of data and formats to be exchanged. Agree date of use Measure performance as soon as the part is in the inv

36、entory corridor between the min and max limit for the first time 2.5 CMI/VMI Process operation A schematic overview of the CMI/VMI process is outlined below. The numbers refer to the various process steps marked on the flow diagram. The requirement forecast transmitted per schedule is not essential

37、for consistent supply and measurement of delivery performance is not based on the forecast. It can however be used to measure forecasting accuracy (CMI) 1+2 Regular (e.g. daily) information on inventories, requirements and goods received by the customer, transit of stocks (by customer) using standar

38、dised data format (Part 2) 3 Information on despatch EDI despatch notification (by supplier) when a delivery is created 8 The supplier determines whether a consignment is due by viewing the status of each part. Visualisation through a traffic light system (green = within the min and max limit, amber

39、 = between min limit and zero stock at the customer, red = shortfall at the customer, blue = above max limit VDA Recommendation 9001 Version 1.0, Februar 2010 Page 8 of 13 Copyright: VDA Establish the inventory days in the green range for all parts. Purpose: to identify replenishment time 4-6 Organi

40、se replenishment supply. 9 If restocking cannot take place (due to production problems or insufficient quantities following higher than forecast call-offs etc.), escalation management takes place (see VDA Recommendation Suggestions to standardise communication for exception handling through the supp

41、ly chain in the aftermarket, VDA 4949) 7 CMI/VMI process visualisation To complete the process, monitoring must be supported by alerts. The following alerts can be used here: Above max limit Below min limit Below critical limit (established as an alert signal to identify potential stock-out situatio

42、ns at the customer) Stock-Out VDA Recommendation 9001 Version 1.0, Februar 2010 Page 9 of 13 Copyright: VDA These alerts are shown in graphic form below: Stock limits for alerts VDA Recommendation 9001 Version 1.0, Februar 2010 Page 10 of 13 Copyright: VDA 3 Measuring performance in the CMI/VMI proc

43、ess Performance measurements against customers delivery schedules are not required in the CMI/VMI process, since these schedules are not delivery-relevant. The supplier makes deliveries based on agreed arrangements. The following standard measurement method is therefore recommended. Daily measuremen

44、ts are taken, regardless of deliveries carried out, to compare the stock level in the custoers warehouse with set target levels. Measurement is based on the customers available and transmitted stock The quantity of stock is evaluated Measurement is carried out daily Unscheduled/extraordinary fluctua

45、tions in demand in relation to daily variations and deviations from forecast must be taken into account (carried out bilaterally in monitoring between customer and supplier) Stock is categorised into the following areas: Area Description Green range Stock within agreed min/max limits Amber range Sto

46、ck below minimum limit and above zero Red range Zero stock and/or customer shortfalls Blue range Stock above maximum limit (also see illustration on page 9) The defined areas receive the following % ratings in the daily measurements NB: the agreed time limits are suggestions which may be amended if

47、necessary (e.g. tolerance must not be smaller than the target in days for the inimum limit) Area Rating Description Green range 100% Amber range 100% For the first 5 working days below the minimum limit, but before reaching the red area 70% From the 6th working day below the minimum limit, but befor

48、e reaching the red area Red range 0% Blue range 100% For the first 5 working days above the maximum limit 0% From the 6th working day above the maximum limit VDA Recommendation 9001 Version 1.0, Februar 2010 Page 11 of 13 Copyright: VDA Values across an agreed period (e.g. rolling period or monthly

49、measurement) are calculated from the arithmetic mean of daily totals for each material number The proportion of days in which customer stocks are within the various areas during the measured period should also be shown Results are shown in % (0 100%). Aggregation of material numbers and/or times can be carried out by arithmetic averaging or depending on turnover. Instead of measuring delivery accuracy in the conventional way, values may be included in the relevant