安達(dá)信-供應(yīng)鏈管理之全球最佳實(shí)務(wù)

1、123QualityEvaluateResultsImplementSolutionsDevelopDetailedDesignCreateReengineeringStrategyProcessOrganizationTechnologyPeopleMeasurementPhase 1Phase 2Phase 3Phase 4Continuously ImprovementUnderstand Customer WantEvaluate Process Measure ImprovementImplement Improvement45678910uGive visible support

2、uAlign SCM objectives with strategic planuProvide SCM trainingSource Material: Beyond Logistics:Supply Chain Management11Three import ways senior management can contribute to the SCM Source Material: Beyond Logistics:Supply Chain ManagementuMandating performance measurementPerformer - XeroxBest prac

3、tice - Identify performance measurementuAllocation resources to the programPerformer - SmithKline BeechamBest practice - Contracted with a consultant firm to develop learning-by-doing courses12The customer service link can be a source of valuable information for organizing the entire supply chain13P

4、erformer - Federal Express Best Practice - - Survey customer to identify incidents of dissatisfaction- Broadcast incident occurrences and improvement- Respond quickly to incidents of customer dissatisfaction- Create incentives for employees to improve performance- Monitor the customer service initia

5、tiveSource Material: Not Resting on Its Laurels14uCreate a consistent flow of new products into the marketplaceuManage carefully the new product generation, development and gestation process. uInvoke key suppliers in the product design process15Performer - XeroxBest Practice - uXerox made critical s

6、uppliers part of Team Xeroxu Implement Black-box sourcing conceptu100% increase in quality, 75% reduction in material costs, more than 75% reduction in total manufacturing lead timeSource Material: The Design Team: Suppliers Move Into the Line of Fire16uForm partnerships with distributorsuIdentify a

7、nd develop innovative marketing strategiesuUse a multichannel system to reach diverse and unique customer segmentsuOffer value-added incentives to secure distributorsuAllow distributors to assemble products on order and by demanduSet up a network of distributors17Performer - Dell Computer Corp.Best

8、Practice - Innovative distribution channelsDell has dropped its retail distributors and is pursuing other distribution channels, including direct marketing and internet order taking Over the past 20 years, the personal computer dealers share of profits grew from 13 to 63 %, while the manufacturers s

9、hare fell from 79 to 29 % of total profits.Source Material: The Dynamics of Corporate Growth18Performer - IBM, Sun Microsystems, AT&T Global Information Solutions, Hewlett-Packard, Acer America Corp.Best Practice - Final assembly by distributorsuDistributor can configure the products at order an

10、d by demand.uReduction in inventory requirements for resellers and a quicker to-market time Source Material: Distributors Jump on the Bandwagon19uOperating with lean resources: - Minimized inventory- Tighter schedules- Smaller batch- Optimized factory and warehousing facilities20Performer - TOYOTA /

11、 Freudenberg-NOKBest Practice - Lean production systemuToyota developed the lean production system using a combination of JIT manufacturing, TQM, and CI uFreudenberg-NOK implement Get Rid of Waste Through Team Harmony (GROWTTH)Source Material: Freudenberg-NOK promotional materials21uDevelop an SCM s

12、trategic plan for purchasinguStreamline PO processuImplement EDI with selected suppliersuImplement vendor management program22Performer - Janssen Pharmaceutical GroupBelgium-based subsidiary of Johnson & Johnson PharmaceuticalBest Practice - SCM plan and IT tools uSCM plan was prepared around 3

13、major objectives: - Increase internal customer satisfaction- Reduce the total cost for goods procurement - Improve purchasing staff efficiency and job satisfactionuPROMS (electronic procurement management system) & EDI (electronic data interchange) ordering system. Source Material: Supply Chains

14、: Reengineering a Belgium Unit23uMinimize global movementuImplement a warehouse management systemuQualify third-party logistics services providers24Performer - EMC Corp.EMC Corp. has for 14 years been manufacturing high-availability computer storage. Best Practice - uMinimize global movement uMinimi

15、ze vendors numberuQA on vendor site Source Material: How Logistics Gives EMC a Strategic Edge25We rarely acknowledges the treasury management function as part of the supply chain. The always-innvoative Motorola, however, has been managing this important link since 1976.26Performer - Motorola Best Pr

16、actice - uInternal netting system - Motorola has been saving about $6.5 million annually in foreign currency exchange and bank charges.uExternal netting system - done through EDI and with the cooperation of CItibankSource Material: The Evolution of a Global Cash Management System2728Project Backgrou

17、nd29Project Roadmap全球供應(yīng)鏈模型介紹瞭解現(xiàn)行產(chǎn)銷儲運(yùn)運(yùn)作釐清未來發(fā)展方向定義供應(yīng)鏈運(yùn)作內(nèi)容建立初步模型發(fā)展完整模型研擬工作計(jì)劃資料收集建立全球供應(yīng)鏈整體模型規(guī)劃績效衡量指標(biāo)將現(xiàn)行據(jù)點(diǎn)套入模型建立全球供應(yīng)鏈管理基礎(chǔ)建設(shè)30規(guī)劃供應(yīng)鏈資源 規(guī)劃集團(tuán)內(nèi)部供應(yīng)鏈中各功能據(jù)點(diǎn)之類型 明確定義各類型據(jù)點(diǎn)之角色扮演及職責(zé) 定義各據(jù)點(diǎn)之責(zé)任範(fàn)圍 - 業(yè)務(wù)區(qū)域或生產(chǎn)產(chǎn)品群組建立產(chǎn)銷調(diào)配模式 定義銷售點(diǎn)及生產(chǎn)點(diǎn)之供需關(guān)係 建立跨據(jù)點(diǎn)之自動協(xié)調(diào)機(jī)制 設(shè)立全球產(chǎn)銷平衡之監(jiān)控協(xié)調(diào)單位整合生產(chǎn)和銷售計(jì)畫 依據(jù)產(chǎn)能及銷售計(jì)畫編列生產(chǎn)計(jì)畫 依據(jù)銷售預(yù)測調(diào)整生產(chǎn)計(jì)畫 發(fā)展績效衡量指標(biāo)落實(shí)銷售預(yù)測 評估市場趨

18、勢確實(shí)編列年度銷售預(yù)測 持續(xù)根據(jù)銷售狀況及市場反應(yīng)修正銷售預(yù)測31 Framework defining the supply chain business processesSourceMakeDeliverManufacturing Value-Added Transformation ProcessesPlan32未來供應(yīng)鏈模型規(guī)劃集團(tuán)內(nèi)D1業(yè)務(wù)區(qū)域S1M4D1S1M4D1D1D1區(qū)域性生產(chǎn)據(jù)點(diǎn)全球性生產(chǎn)據(jù)點(diǎn)特殊品生產(chǎn)據(jù)點(diǎn)銷售據(jù)點(diǎn)D1S1M4D1S1S1S1S1業(yè)務(wù)區(qū)域業(yè)務(wù)區(qū)域業(yè)務(wù)區(qū)域P3P4P1P233未來供應(yīng)鏈模型規(guī)劃銷售生產(chǎn)產(chǎn)銷協(xié)調(diào)擬訂銷售預(yù)測彙總銷售預(yù)測規(guī)劃生產(chǎn)排程擬訂/修正採購

19、計(jì)劃協(xié)調(diào)據(jù)點(diǎn)內(nèi)之產(chǎn)銷採購P1P2P4P4P3P3協(xié)調(diào)跨據(jù)點(diǎn)之產(chǎn)銷差異狀況處理差異擬訂生產(chǎn)計(jì)劃 YesP3, P4P3, P4修正銷售計(jì)劃修正生產(chǎn)計(jì)劃P4P3第N-1月25日第N-1月月底第N月5日月第N月5-10日年度採購計(jì)劃月採購計(jì)劃各據(jù)點(diǎn)自行協(xié)調(diào)全球資策中心調(diào)配總公司資材中心34P1 Plan Supply ChainPlanP2 Plan SourceP3 Plan MakeP4 Plan DeliverP0 Plan Infrastructure定義 - 發(fā)展並建立一套運(yùn)作模式以適切的規(guī)劃可用產(chǎn)品交付資源以符合產(chǎn)品交付需求輸入 - 銷售預(yù)測、現(xiàn)有訂單及客戶對產(chǎn)品交付之特殊需求- 生產(chǎn)計(jì)

20、劃、存貨、既有產(chǎn)品交付排程輸出- 產(chǎn)品交付計(jì)劃 : 銷售點(diǎn)、品項(xiàng)、客戶、交期、數(shù)量、送貨地點(diǎn)、運(yùn)送方式 P4 Plan Deliver35時(shí)間年度活動擬定年度銷售計(jì)劃彙總年度銷售計(jì)劃協(xié)調(diào)據(jù)點(diǎn)內(nèi)部產(chǎn)銷計(jì)劃內(nèi)容- 由業(yè)務(wù)人員對所負(fù)責(zé)之區(qū)域或客戶依產(chǎn)品群組，擬定下年度每月之銷售數(shù)量並註明運(yùn)送區(qū)域及特殊需求- 規(guī)劃安全庫存量，以減低銷售預(yù)測不準(zhǔn)確之風(fēng)險(xiǎn)- 依產(chǎn)品群組、客戶或運(yùn)送區(qū)域彙總每月之計(jì)劃銷售數(shù)量- 最小計(jì)劃單位係為一不可分割之交付需求數(shù)量，其資料內(nèi)容包括銷售據(jù)點(diǎn)、月份、客戶或區(qū)域別、產(chǎn)品群組、數(shù)量、特殊需求- 協(xié)調(diào)計(jì)劃產(chǎn)出以滿足據(jù)點(diǎn)內(nèi)銷售單位所負(fù)責(zé)之業(yè)務(wù)區(qū)域的每月銷售(交付)計(jì)劃- 提出無法由

21、據(jù)點(diǎn)內(nèi)生產(chǎn)單位所滿足之產(chǎn)品群組及數(shù)量，或過剩之產(chǎn)能(群組及數(shù)量)36Performance Indicators績效指標(biāo)(中文) 指 標(biāo)屬 性公式ManufacturingPerformance(By Factory)製造達(dá)成率(依工廠別)品質(zhì) 本月實(shí)際完成繳庫數(shù)本月預(yù)計(jì)生產(chǎn)完成繳庫數(shù) 每月收集一次, 每次收集一個(gè)月Work-In-ProcessInventory Costs(By Factory)在製品成本(依工廠別)成本 (期初在製品成本+期末在製品成本) 2 每月收集一次, 每次計(jì)算年度累計(jì)WIP InventoryTurnover Days(By Factory)在製品週轉(zhuǎn)天數(shù)(依工廠

22、別)成本 平均在製品成本金額在製品轉(zhuǎn)製成品金額 / 工作天數(shù) 每月收集一次, 每次計(jì)算年度累計(jì)Make Cycle Time(By Factory)製造週期時(shí)間(依工廠別)時(shí)間 本月成品繳庫工單之週期天數(shù)總和 本月成品繳庫工單張數(shù) 每月收集一次, 每次收集一個(gè)月P3 Plan Make - 績效衡量指標(biāo)3738Project Background39資訊科技(Info. Technology)策略(Strategy)組織架構(gòu)(Structure)流程(Processes)變革促動(Change Enablement)建構(gòu)變革能力以確保組織及人員順利轉(zhuǎn)型。透過策略釐清研討會，以釐清公司願景、未來

23、策略方向、目標(biāo)及關(guān)鍵營運(yùn)流程。調(diào)整組織架構(gòu)以配合未來營運(yùn)策略。針對關(guān)鍵流程，利用AA全球最佳實(shí)務(wù)進(jìn)行流程改善，及整合公司未來營運(yùn)流程與ERP系統(tǒng)。應(yīng)用ERP方法論，以迅速有效導(dǎo)入應(yīng)用系統(tǒng)，提升營運(yùn)績效。引進(jìn)Arthur Andersen專案執(zhí)行架構(gòu)，透過策略釐清、組織架構(gòu)調(diào)整、流程改善及人員轉(zhuǎn)型，以確保ERP系統(tǒng)導(dǎo)入的成功。40關(guān)鍵流程Critical Processes組織目標(biāo)OrganizationalGoals策略 Strategy differentiator驅(qū)動因子Drivers願景 Vision使命 Mission價(jià)值觀 Values關(guān)鍵績效指標(biāo)Key PerformanceInd

24、icator41Major Implications to Project42Market AssumptionBTFBTOBTFCTOCTOCTOCTOBTOBTOBTO43Operation Model 1 TaiwanServicecenterSalescenter 2PlanningcenterSales center 1ConfigurecenterMFG center 1ServiceMfg.OverseasServicecenterSMTAssemblyMFG center 2SMTAssembly44Optimized Delayed Point - Model 1Raw In

25、vMB InvBasicunitInvKey parts InvBTFBTFRaw mtrlsectionSMT sectionAssembly sectionFinal ConfigureF/G DeliveryBTFBTFCTORaw mtrlsectionSMT sectionAssembly sectionF/G DeliveryRaw InvMB InvF/GInvRaw mtrlsectionSMT sectionAssembly sectionF/G DeliveryBTOCTOBasicunitInvKey parts InvBTO45Optimized Delayed Point - - M