全球供應鏈管理的定義

1、Lee, Ching-En; NCTU 全球供應鏈管理講員:李慶恩 教授 國立交通大學工業(yè)工程與管理學系 國科會電子資訊產(chǎn)業(yè)供應鏈管理總計畫主持人中華民國八十八年五月六日1Lee, Ching-En;NCTU製造業(yè)V.S.服務業(yè)2我們有供供應鏈管管理的問問題嗎？Lee, Ching-En;NCTU3製造目標標與趨勢勢的變遷遷成本品品質(zhì)交交期期彈彈性服服務創(chuàng)創(chuàng)新新全全球化結(jié)果成本品品質(zhì)交交期期彈彈性速速度創(chuàng)創(chuàng)新新成本品品質(zhì)交交期期服服務速速度成本品品質(zhì)彈彈性性服服務成本交交期彈彈性性品質(zhì)交交期成本品品質(zhì)成本Lee, Ching-En;NCTU顧客迫使使製造商商供應應商生產(chǎn)產(chǎn)供應應多樣、大量且且低

2、成本本的一般般化商品品(Commodity)4如何建立立競爭優(yōu)優(yōu)勢/障障礙(CompetitiveAdvantage/Barrier)Lee, Ching-En;NCTU生產(chǎn)力優(yōu)優(yōu)勢(ProductivityAdvantage)價值優(yōu)勢勢(ValueAdvantage)5產(chǎn)業(yè)對策策建立技術(shù)術(shù)優(yōu)勢(Leading-Edge TechnologyInnovation)成為快速跟跟隨者並並建立差差異化(QuickFollower(TTX)andDifferentiation )全球供應應鏈管理理(GlobalSupply Chain Management)著重核心心競爭力力(FocusonCore

3、Competence)Lee, Ching-En;NCTU6產(chǎn)銷環(huán)境境之演進進From:”TransformYourSupplyChainReleasingValueinBusiness”,JonHughes,Mark Ralf, Et.Bill Michels7產(chǎn)銷環(huán)境境 演進進之結(jié)果果大量生產(chǎn)產(chǎn)(Mass Production)大量客製製化生產(chǎn)產(chǎn)(Mass Customization)多樣少量量生產(chǎn)(JobShop)顧客滿意意(CustomerSatisfaction)以顧客成成功為依依歸(CustomerSuccess)供應商管管理(SupplierManagement)發(fā)展供應應商合作

4、作關(guān)係(SupplierDevelopment)物料產(chǎn)產(chǎn)品供應應鏈(Material/ ProductSupply Chain)知識供應應鏈(KnowledgeSupply)ChainLee, Ching-En;NCTU*資訊技術(shù)術(shù)(InformationTechnology;IT)的高速發(fā)發(fā)展是始始做俑者者。8基本製造造型態(tài)Lee, Ching-En;NCTU種類(Mix)量(Volume)9大量客製製化之效應 Lee, Ching-En;NCTU10過去( 推Push )局部最佳佳化(LocalOptimization)研發(fā)業(yè)業(yè)務/行銷採採購生生產(chǎn)產(chǎn)/製造造配送送/服務務財財務(R&D)(

5、Sales/Marketing)(Procurement)(Production)(Distribution)(Finance)& Service現(xiàn)在( 推&拉Push &Pull)整合且同同步化的的鏈（Integrated &Synchronized Chain）產(chǎn)銷模式式變遷(I)Lee, Ching-En;NCTU研發(fā)業(yè)業(yè)務/行銷採採購生生產(chǎn)產(chǎn)/製造造配送送/服務務財財務(R&D)(Sales/Marketing)(Procurement)(Production)(Distribution)(Finance)& Service11供應流（SupplyFlow）產(chǎn)銷模式式變遷(II)Lee

6、, Ching-En;NCTU需求流（DemandFlow）JITand QualityMaterialFlow供應商(Supplier)配銷商( Distribution)零售商(Retailer)顧客(Customer)Qn-time,AccurateandPaperless Information Flow過去現(xiàn)在在供應商(Supplier)配銷商( Distribution)零售商(Retailer)顧客(Customer)12產(chǎn)銷模式式變遷（）Emphasize rigourandtoughbarganing.供應商顧客過去：開開放競爭爭（Open Competition）期望：從從

7、供應商商上游到到顧客下下游的整整合（From SuppliersSuppliers to CustomersCustomers） Linkupall theplayers in ahorizontalsupplychain. Emphasizeseamlessdelivery,optimization andintegration.許多產(chǎn)業(yè)業(yè)的現(xiàn)況況（DominateorDie）上游下游13大量客製製化的原則1.EnrichingCustomers-ProvidingSolutions vs.Products2.MasteringChangeand Uncertainty （RapidResp

8、onse）3.Leveraging theImpactofPeople andKnowledge4.CooperatingtoEnhance Competitiveness- VirtualOrganizationSource: TheAgility Forum14產(chǎn)業(yè)未來來趨勢Lee, Ching-En;NCTU快速回回應之供供應鏈體體系(Responsive SupplyChain)是必然趨趨勢15供應鏈管管理的定定義Lee, Ching-En;NCTUIntegrate, Synchronized,Lean,and ResponsiveFlowofMaterials, Informati

9、on,Funds,Processes,Services,and OrganizationsfromSuppliers SupplierstoCustomers Customers.16Lee, Ching-En;NCTU供應鏈特特性（以以電子資資訊產(chǎn)業(yè)業(yè)為例）產(chǎn)業(yè)特性性：(1)高高科技，高資本本，高報報酬，高高風險，高度競競爭。(2)產(chǎn)產(chǎn)品生命命週期短短，市場場變化大大，價格格變動快快。(3)產(chǎn)產(chǎn)業(yè)族群群龐大，供應鏈鏈長鞭效效應明顯顯。(4)朝朝開放及及市場標標準化發(fā)發(fā)展，品品牌價值值差異越越來越小小。(5)IC與PC產(chǎn)業(yè)考量量重點不不同。17造成供應應鏈管理理問題的的原因資訊扭曲曲(Info

10、rmationDistortion)不同步的的通路(AsynchronizedChannel)鏈的複雜雜度(ChainComplexity)無效率的的作業(yè)(InefficientOperations)文化地區(qū)區(qū)之差異異(CulturalProblems)Lee, Ching-En;NCTU18常聽到與與績效管管理有關(guān)關(guān)的問題題預測不準準MPS變化太大大存貨過高高存貨週轉(zhuǎn)轉(zhuǎn)率太低低供供應鏈鏈管理問問題的徵徵兆顧客服務務水準低低落缺料，不不預期換換線頻繁繁長鞭效應應明顯Keyproblem:前置時間間(Lead rime)太長Oneofobvioussolutions:正確且快快速回應應(Accu

11、rateandQuickResponse;AQR)Lee, Ching-En;NCTU19快速回應應 (QR)QR：以資訊取取代存貨貨:(Thesubstitution of information forinventory.)From:ChristopherAQRQRwiththeeffective managementofthe supplychain.Lee, Ching-En;NCTU20縮短前置置時間的的重要性性Lee, Ching-En;NCTU21一些工業(yè)業(yè)界的做做法PostponementfromHPBTO(Build-To-Order) fromDellCTO(Configu

12、re-To-Order)from Compaq98,2days fromIBMTOM/Virtual Fabfrom TSMCVMI/CRPfrom3M,P&G,andWal-MartUni-LoadandLocalization fromAcerECRfromWal-MartandP&GContractManufacturing fromLeo andGVCLee, Ching-En;NCTU22延遲理論論(postponement)延遲：延延後產(chǎn)品品間之差差異化，以降低低因多樣樣性產(chǎn)生生之不良良效效應應兩大手法法運送的延延遲（LogisticPostponement）：Movingcust

13、omizationpointclosertocustomers.形式的延延遲（Form Postponement）Delayingdifferentiationpointbystandardization基本對策策：DFSCMLee, Ching-En;NCTU23型式的延延遲Lee, Ching-En;NCTU標準化/ 模組組化前標準化/模組化化後From:“Designing Products andProcess forPostponement”,Leeand Billington24那些製程程應由工廠廠完成?那些該該由物流中心心（D.C）或經(jīng)銷商商完成？如何評估估(Justify)?R

14、edesignCosts,Module SafetyStock,FinishedGoodsInventory,WIP, Testing, Freight, Customs&Duties, Fixed Investment, Extra Training atDCs,Leadtime, Forecast Errors,ScheduleAccuracy, Material Shortages?延遲的考考慮因素素Lee, Ching-En;NCTU25Lee, Ching-En;NCTU戴爾(Dell)的作法Simplifyyour supplychain;selldirecttothe custo

15、mer;cutout thedealers;buildtocustomerrequirements;make to orderMaintainandextend thepricefocusonthecorporatecustomer.Bypassthe distributorsanddealers.Alignproduction to futuretrends.Adoptresponsive supply.Closesupplychaincollaboration.Make purchasingeasy.26康柏（Compaq）的作法CompaqERP(SAP)ImplementationSu

16、pplierAllianceIntegrationSupplyChainTotalIntegrationSupplierERPImplementationCompaqInterfaceSupplyChainCompaqInterfaceEnterpriseIntegrationFrom :Compaq presentationmaterialsTotalSupplyChainProfitabilityLowestTotalDeliveryCostandHighestInventoryTurnsinTotalSupply ChainBuildtoCustomer“Pull”Lee, Ching-

17、En;NCTU27VMI定義Lee, Ching-En;NCTUInventorymanagementviathe suppliersgenerationoftimely, cost-effective purchase ordersforthe customer.Supplieruses sales activity information andproductdemandhistorysent fromits customer to generatedemandforecasts,makeadjustmentstothe forecast withmarketintelligence,an

18、dplanforinventory replenishment.Alldatabetween supplier andcustomeraretransmittedviastandardEDI (Electronic DataInterchange) relateddocuments.28VMI架構(gòu)流程程Lee, Ching-En;NCTU29一些物理理現(xiàn)象Lee, Ching-En;NCTUManufacturing PhysicsSupplyChainPhysics100%Capacityused100%ServicelevelManufacturingLead TimeInventoryo

19、riginalattemptoriginalattemptFrom:HauLeesLectureMaterials30經(jīng)驗中我我們學到到了什麼麼以創(chuàng)意改改善上下下游所有有相關(guān)人人事物的的關(guān)係Lee, Ching-En;NCTUHelpMoreSuccessProvideBetterService31ReduceLeadtimeand ReduceComplexityInfo.SharingObjective:Info.TransparencyMethods:ITTechnologyCALSERP/MRPIIWorkflowDatawarehouseCustomer-OrientedInterf

20、ace(ATP/CTP, Planning,Scheduling,andOrderTracking)VirtualManufacturingObjective:DistanceXMethods:Internet/IntranetSimulationVMMulti-MediaTOMOTISCSChannel AlignmentObjective:AllianceMethods:StrategicAllianceSupplierDevelopment/Mgt.SupplierReduction,Retionalization, andEarlyInvolvementOutsourceNon-cor

21、eWorkVMI/CRPFTLW/Consolidation3rdPartyLogisticsOperationEfficiencyObjective:Synchronization, AQR(TTX)Methods:ChainReconfigurationPostponement(Standardization /Modularity)DFSCMSKUReductionTargetSystemVAN/EDI/POSECRBPR/TOCQRM/COMCrossDockingLee, Ching-En;NCTU如何做好好供應鏈鏈管理32供應鏈管管理的範範疇33你有下列列供應鏈鏈管理的的問題嗎嗎？

22、Lee, Ching-En;NCTU34檢視在供供應鏈管管理所做做的努力力Audithowtimeisallocatedinthe supplychain.Assess where value is added.Then setthegoalsfor changeandimprovement1.Concurrent newproduct development withmulti-process teams2.Closeinvolvementofsuppliersindesign formanufacturability3.Strategiccostmanagement andtargetcosting4.Integrationofdemanddataviaelectroniccommerce5.Breakthroughprojectsoni