供應(yīng)鏈管理與企業(yè)資源規(guī)劃課件

供應(yīng)鏈管理與企業(yè)資源規(guī)劃世新大學(xué)資管系鄒慶士副教授供應(yīng)鏈管理與企業(yè)資源規(guī)劃世新大學(xué)資管系鄒慶士副教授1Dell的故事低成本的製造與行銷作業(yè)營業(yè)額71%，利潤91%(1996年)攀升至PC市場(chǎng)的老三成功的秘訣為何？速度客製化電腦36小時(shí)內(nèi)交貨平均保有13天營業(yè)額的存貨(Compaq為25天)價(jià)格較競(jìng)爭(zhēng)者低10~15%Dell的故事低成本的製造與行銷作業(yè)營業(yè)額712彈性製造程序以及供應(yīng)商的績(jī)效直到訂單輸入後，方訂購組件及時(shí)的倉儲(chǔ)計(jì)畫零件可在15分鐘內(nèi)抵達(dá)Austin，Limerick(Ireland)，Penang(Malaysia)1992年供應(yīng)商家數(shù)由204家降至74家在Austin實(shí)施VMI(Vendor-ManagedInventory)有效率的物流服務(wù)UPSDell的故事(續(xù))彈性製造程序以及供應(yīng)商的績(jī)效Dell的故事(續(xù))3SCM的基本觀念供應(yīng)鏈：完成最終產(chǎn)品需要之所有各種不同程序的一群廠商。木製家俱的供應(yīng)鏈為何？供應(yīng)鏈管理：為了配合物流、服務(wù)流、資訊流與顧客需求，尋求公司各部門與其供應(yīng)商同步化的管理理念。SCMvs.MM(MaterialsManagement)協(xié)調(diào)公司中的關(guān)鍵功能-marketing、finance、engineering、informationsystem、operations、logistics、humanresource。SCM的基本觀念供應(yīng)鏈：完成最終產(chǎn)品需要之所有各種不同程序的4存貨的產(chǎn)生物料投入流存貨水準(zhǔn)廢料流物料的輸出流存貨的產(chǎn)生物料投入流存貨水準(zhǔn)廢料流物料的輸出流5不同儲(chǔ)存點(diǎn)的存貨不同儲(chǔ)存點(diǎn)的存貨6 內(nèi)部供應(yīng)鏈SupermarketAdistributioncenterSupermarketBdistributioncenterTransportationservicessupplierDistributiondomainofresponsibilityProductioncontroldomainofresponsibilityEggsupplierSugarsupplierFloursupplierChocolatechipssupplierMaintenanceservicessupplierFGstorageRMstorageTransformationprocessandWIPstorage 內(nèi)部供應(yīng)鏈SupermarketASupermar7製造商的供應(yīng)鏈SupplierofmaterialsSupplierofservicesTier1Tier3Tier2LegendCustomerCustomerCustomerCustomerDistributioncenterDistributioncenterManufacturer製造商的供應(yīng)鏈SupplierofmaterialsSu8服務(wù)廠商的供應(yīng)鏈HomecustomersCommercialcustomersOtherelectricutilitiesElectricpowerutilityElectrictransformersFacilitymaintenanceservicesJanitorialservicesProgrammingservicesElectricenergybackuppowerOfficesuppliesFuelsupplies服務(wù)廠商的供應(yīng)鏈HomecustomersCommerci9SCM的發(fā)展(I)隔絕技術(shù)核心TechnicalCoreRawMaterialInventoryFinishedGoodsInventorySuppliers(many)CustomerManufacturingfacilitySCM的發(fā)展(I)隔絕技術(shù)核心TechnicalRawFin10SCM的發(fā)展(II)JIT觀念的導(dǎo)入TechnicalCoreSuppliers(few)CustomerManufacturingfacilitySCM的發(fā)展(II)JIT觀念的導(dǎo)入TechnicalSup11SCM的發(fā)展(III)運(yùn)用單一的物流夥伴TechnicalCoreManufacturingfacilitySuppliers(few)Logistics(inbound)Logistics(outbound)CustomerSCM的發(fā)展(III)運(yùn)用單一的物流夥伴TechnicalM12SCM的發(fā)展(IV)將供應(yīng)商帶入工廠TechnicalCoreManufacturingfacilitySuppliers(few)Logistics(outbound)CustomerSCM的發(fā)展(IV)將供應(yīng)商帶入工廠TechnicalMan13Volkswagen巴西廠Volkswagen巴西廠14SCM的發(fā)展(Summary)SCM的發(fā)展(Summary)15整合式供應(yīng)鏈SuppliersPurchasingProductioncontrolDistributionCustomersSuppliersCustomersInternalsupplychainMaterialsmanagementdepartmentProductioncontrolPurchasingDistributionIntegratedsupplychainCustomersSuppliersInternalsupplychainPhase1:Independentsupply-chainentitiesPhase2:InternalintegrationPhase3:Supply-chainintegration整合式供應(yīng)鏈SuppliersPurchasingProdu16基本功夫跨功能團(tuán)隊(duì)完成整合之企業(yè)延伸的供應(yīng)鍊供應(yīng)鍊社區(qū)專注於品質(zhì)服務(wù)顧客驅(qū)動(dòng)營運(yùn)效率創(chuàng)造市場(chǎng)價(jià)值成為市場(chǎng)的領(lǐng)導(dǎo)者成為市場(chǎng)領(lǐng)導(dǎo)者的路徑供應(yīng)鏈指南競(jìng)爭(zhēng)必須競(jìng)爭(zhēng)優(yōu)勢(shì)基本功夫跨功能團(tuán)隊(duì)完成整合之企業(yè)延伸的供應(yīng)鍊供應(yīng)鍊社區(qū)專注於17影響供應(yīng)鏈的因素供應(yīng)商數(shù)目的減少競(jìng)爭(zhēng)的加劇較短的產(chǎn)品生命週期技術(shù)的革新風(fēng)險(xiǎn)的分?jǐn)偱c降低影響供應(yīng)鏈的因素供應(yīng)商數(shù)目的減少18成功供應(yīng)鏈的要件信任長期的關(guān)係資訊分享個(gè)別組織的優(yōu)勢(shì)成功供應(yīng)鏈的要件信任19存貨績(jī)效衡量平均總合存貨價(jià)值A(chǔ)verageinventory=$2millionCostofgoodssold=$10million52businessweeksperyear供給週數(shù)Weeksofsupply==10.4weeks存貨週轉(zhuǎn)數(shù)$2million($10million)/(52weeks)Inventoryturns==5turns/year$10million$2million存貨績(jī)效衡量平均總合存貨價(jià)值Weeksofsuppl20供應(yīng)鏈績(jī)效衡量 OperationsMeasure FinancialMeasureAggregateinventoryvalue Currentassets Weeksofsupply Workingcapital Inventoryturns Workingcapital Productionandmaterialcosts Contributionmargin Percentagedefects Contributionmargin Percentageon-timedelivery Revenue Newproductdevelopmenttime Revenue Supplierleadtimes Workingcapital

LinkingSupply-ChainPerformanceMeasurestoFinancialMeasures供應(yīng)鏈績(jī)效衡量 OperationsMeasure F21供應(yīng)鏈策略

EnvironmentsBestSuitedforEfficientandResponsiveSupplyChains Factor EfficientSupplyChains ResponsiveSupplyChains

Demand Predictable; Unpredictable; lowforecasterrors highforecasterrorsCompetitive Lowcost; Developmentspeed; priorities consistentquality; fastdeliverytimes; on-timedelivery customization; volumeflexibility; high-performance designqualityNew-product Infrequent Frequent introductionContribution Low High marginsProductvariety Low High供應(yīng)鏈策略 EnvironmentsBestSuited22供應(yīng)鏈設(shè)計(jì)

DesignFeaturesforEfficientandResponsiveSupplyChainsFactor EfficientSupplyChains ResponsiveSupplyChains

Flowstrategy Lineflows;emphasizehigh Flexibleorintermediate volume,standardized flows;emphasizeproduct products,orservices orservicevarietyCapacity Low High cushionInventory Low;enablehigh Asneededtoenablefast investment inventoryturns deliverytimeLeadtime Shorten,butdonot Shortenaggressively increasecostsSupplier Emphasizelowprices; Emphasizefastdelivery selection consistentquality;on- time;customization; timedelivery volumeflexibility;high- performancedesign quality供應(yīng)鏈設(shè)計(jì) DesignFeaturesforEffi23Supply-ChainDynamicsCustomerCustomerFirmAFirmBFirmCMaterialsRequirementsTimeFirmCFirmA(a)(b)Figure11.7Supply-ChainDynamicsCustomerC24Supply-ChainDynamics(cont.)外部供應(yīng)鏈成因內(nèi)部供應(yīng)鏈成因VolumechangesProduct/servicemixchangesLatedeliveriesUnderfilledshipments

InternallygeneratedshortagesEngineeringchangesNewproduct/serviceintroductionsProduct/servicepromotionsInformationerrorsSupply-ChainDynamics(cont.)外部25SCM與ERP的整合SupplyChainPlanning使用現(xiàn)存Transaction系統(tǒng)(ERP)的資訊，以提供快速規(guī)劃及排程的智慧型決策支援功能。採購訂單輸入製造管理系統(tǒng)運(yùn)籌/出貨ERP系統(tǒng)CurrentSituationFinalPlanSupplyChainPlannerInputDemandCapacityMaterialsOutputProductionPlanShippingPlanPromisePlanSCM與ERP的整合SupplyChainPlannin26SCM與ERP的整合(續(xù))Distribution(BranchOffice/Distributor)CentralSalesCentralPlanningManufacturingProcurementCustomerDemandPlanningSupplyNetworkPlanningProcurementSupplierProductionPlanningManageLocalSales&MarketingManageCustOrdersGlobalATPCheckORProduction

Planning&DetailScheduleProduceProductCustomerManageWarehouseForecastForecastForecastForecastSalesOrderOptimisedSupplyPlannedOrderProcurementPlanP/RCapacityAllocationPlanSalesOrderATPRequestFGDeliverySchedule(ATPProposal)DeliverySchedule(ATPProposal)PlanOrdersCust.OrdersFGFGFGSCM與ERP的整合(續(xù))DistributionCentr27供應(yīng)鏈常用軟體i2-eBPOIBM-BPMATSAPManugisticsAdexa供應(yīng)鏈常用軟體i2-eBPO28i2對(duì)SCM的定義：在原料供應(yīng)、生產(chǎn)製造、運(yùn)輸配送、倉儲(chǔ)存放與產(chǎn)品銷售的環(huán)節(jié)中，以最有效率的方式將原料轉(zhuǎn)變成產(chǎn)品交予客戶。供應(yīng)鏈中的每個(gè)廠商均會(huì)進(jìn)行五項(xiàng)基本活動(dòng)(Buy、Make、Move、Store、Sell)的長/短期決策，尤其強(qiáng)調(diào)廠內(nèi)機(jī)臺(tái)的排程客戶訂單可否接受與準(zhǔn)時(shí)達(dá)交機(jī)臺(tái)利用率的最佳化利用介面將suppliers/logistics與排程模組溝通i2對(duì)SCM的定義：在原料供應(yīng)、生產(chǎn)製造、運(yùn)輸配送、倉儲(chǔ)存放29i2-eBPO(electronicBusinessProcessOptimization)是企業(yè)的決策智庫(decisionintelligence)提供企業(yè)核心程序的最佳化與整合解決方案PLC管理SCM客戶管理Inter-ProcessPlanningStrategicPlanningi2-eBPO(electronicBusinessPr30i2-eBPO的三個(gè)次系統(tǒng)DemandPlanning產(chǎn)品vs.地理區(qū)域長期、中期和短期由上至下的整體性預(yù)測(cè)由下至上的個(gè)別性預(yù)測(cè)i2-eBPO的三個(gè)次系統(tǒng)DemandPlanning31i2-eBPO的三個(gè)次系統(tǒng)(續(xù))SupplyPlanning有效率地運(yùn)用企業(yè)資源來配合市場(chǎng)需求規(guī)劃此次系統(tǒng)包含戰(zhàn)略性與戰(zhàn)術(shù)性規(guī)劃策略規(guī)劃自製或外購存貨規(guī)劃配銷規(guī)劃原料採購運(yùn)輸規(guī)劃供應(yīng)點(diǎn)位置以DemandPlanning產(chǎn)生的需求預(yù)測(cè)值，求得存貨水準(zhǔn)、客戶滿意度與企業(yè)資源使用效率的最佳平衡點(diǎn)。i2-eBPO的三個(gè)次系統(tǒng)(續(xù))SupplyPlannin32i2-eBPO的三個(gè)次系統(tǒng)(再續(xù))DemandFulfillment包括訂單取得、訂單確認(rèn)、訂單承諾、未交付貨品管理與訂單完成等數(shù)個(gè)程序。根據(jù)SupplyPlanning提供的Materials、Capacity與TransportationTime及協(xié)力廠商等資料，提供正確迅速可靠的交貨日期。i2-eBPO的三個(gè)次系統(tǒng)(再續(xù))DemandFulfil33IBM-BPMAT(BusinessProcessModelingandAnalysisTools)建立、模擬與分析企業(yè)模型、評(píng)估資訊與物料流程在整體供應(yīng)鏈的績(jī)效。並以O(shè)ptimization與Forecasting技術(shù)來調(diào)整CustomerSatisfaction與Inventory水準(zhǔn)。使用者須先了解其DomainKnowledge，包括所有的企業(yè)營運(yùn)活動(dòng)與定義，其間的互動(dòng)關(guān)係、所需資源和流動(dòng)的實(shí)體(entity)。IBM-BPMAT(BusinessProcessMod34BPMAT建置企業(yè)流程模型的步驟使用圖形介面建立企業(yè)流程架構(gòu)圖。定義企業(yè)流程中流動(dòng)的實(shí)體(parts、order)、所需資源(personnels、equipments)及企業(yè)模型所需的特定參數(shù)。選擇評(píng)估績(jī)效的標(biāo)準(zhǔn)(cycletime、waitingtime、resourcesutilization、costingreport、outputperformance、servicelevel、inventorylevel、marketshare…..)。BPMAT建置企業(yè)流程模型的步驟使用圖形介面建立企業(yè)流程架構(gòu)35BPMAT建置企業(yè)流程模型的步驟(續(xù))執(zhí)行BPMAT觀察實(shí)體在模型中流動(dòng)的狀況。執(zhí)行系統(tǒng)模擬收集相關(guān)資訊。分析系統(tǒng)最終報(bào)告作為決策者參考資訊。BPMAT建置企業(yè)流程模型的步驟(續(xù))執(zhí)行BPMAT觀察實(shí)體36

BPMAT提供SCM的專用函式庫供應(yīng)鏈中每一節(jié)點(diǎn)的存貨水準(zhǔn)企業(yè)補(bǔ)貨(continuousvs.periodic)與生產(chǎn)(BTP、BTP…)的方式。供應(yīng)商的前置時(shí)間製造的週期時(shí)間運(yùn)輸時(shí)間需求的變動(dòng)程度供應(yīng)商、工廠與倉儲(chǔ)的數(shù)目與位置。物料供應(yīng)計(jì)劃BPMAT提供SCM的專用函式庫供應(yīng)鏈中每一節(jié)點(diǎn)的存貨水準(zhǔn)37BPMAT的助益迅速?zèng)Q定企業(yè)存貨準(zhǔn)則、存貨水準(zhǔn)與服務(wù)水準(zhǔn)。提供企業(yè)流程瓶頸的解決方法。評(píng)估不同生產(chǎn)方式績(jī)效，可減少生產(chǎn)週期成本。緊密地結(jié)合企業(yè)流程，縮短訂單實(shí)現(xiàn)(fulfillment)的時(shí)間。BPMAT的助益迅速?zèng)Q定企業(yè)存貨準(zhǔn)則、存貨水準(zhǔn)與服務(wù)水準(zhǔn)。38SAP-APO(AdvancedPlannerandOptimizer)SAP的SCM解決方案：SAPR/3+規(guī)劃及排程產(chǎn)品+協(xié)力廠商+Internet功能+供應(yīng)鏈先進(jìn)規(guī)劃暨最佳化元件(APO)。規(guī)劃、最佳化與排程管理。迅速建置與監(jiān)督供應(yīng)鏈體系。有效協(xié)調(diào)工廠人員與工作流程以符合顧客需求。SAP-APO(AdvancedPlannerandO39APO的即時(shí)規(guī)劃與決策支援供應(yīng)鏈導(dǎo)航中心(SupplyChainCockpit)直覺式圖形介面、例外事件自動(dòng)警示、訊息廣播、多種KPIs、系統(tǒng)模擬功能(What-ifscenarios)。需求規(guī)劃(DemandPlanning)協(xié)同合作預(yù)測(cè)(CollaborativeForecasting)、PLC管理、促銷規(guī)劃、新產(chǎn)品的需求預(yù)測(cè)、因果分析(TimeSeries、Regression、StochasticModels….)。APO的即時(shí)規(guī)劃與決策支援供應(yīng)鏈導(dǎo)航中心(SupplyCh40APO的即時(shí)規(guī)劃與決策支援(續(xù))供應(yīng)網(wǎng)路規(guī)劃與佈局總體層次與細(xì)部計(jì)畫、執(zhí)行What-if分折(Simplex-basedAlgorithms、BranchandBoundMethods、Constrained-basedPropagation)、VMI、最佳供應(yīng)配銷網(wǎng)路。全球可允訂購量(GlobalAvailable-to-Promise,ATP)替代生產(chǎn)資料、供應(yīng)商的選擇、配置管理APO的即時(shí)規(guī)劃與決策支援(續(xù))供應(yīng)網(wǎng)路規(guī)劃與佈局41APO的即時(shí)規(guī)劃與決策支援(再續(xù))生產(chǎn)規(guī)畫與詳細(xì)排程(ProductionPlanningandDetailedScheduling,PP/DS)整體供應(yīng)鏈的前推與後推排程，同時(shí)進(jìn)行產(chǎn)能規(guī)劃與物料規(guī)劃。同步修訂整體供應(yīng)鏈的BOM，使用Gantt圖排定時(shí)程與計(jì)劃，將延期交貨單整合至供應(yīng)鏈生產(chǎn)流程。APO的即時(shí)規(guī)劃與決策支援(再續(xù))生產(chǎn)規(guī)畫與詳細(xì)排程(Pro42SCM的未來挑戰(zhàn)跨組織的風(fēng)險(xiǎn)分?jǐn)傟P(guān)係全球供應(yīng)鏈的管理綠化供應(yīng)鏈易於供應(yīng)鏈管理的設(shè)計(jì)智慧型資訊系統(tǒng)SCM的未來挑戰(zhàn)跨組織的風(fēng)險(xiǎn)分?jǐn)傟P(guān)係43供應(yīng)鏈管理與企業(yè)資源規(guī)劃世新大學(xué)資管系鄒慶士副教授供應(yīng)鏈管理與企業(yè)資源規(guī)劃世新大學(xué)資管系鄒慶士副教授44Dell的故事低成本的製造與行銷作業(yè)營業(yè)額71%，利潤91%(1996年)攀升至PC市場(chǎng)的老三成功的秘訣為何？速度客製化電腦36小時(shí)內(nèi)交貨平均保有13天營業(yè)額的存貨(Compaq為25天)價(jià)格較競(jìng)爭(zhēng)者低10~15%Dell的故事低成本的製造與行銷作業(yè)營業(yè)額7145彈性製造程序以及供應(yīng)商的績(jī)效直到訂單輸入後，方訂購組件及時(shí)的倉儲(chǔ)計(jì)畫零件可在15分鐘內(nèi)抵達(dá)Austin，Limerick(Ireland)，Penang(Malaysia)1992年供應(yīng)商家數(shù)由204家降至74家在Austin實(shí)施VMI(Vendor-ManagedInventory)有效率的物流服務(wù)UPSDell的故事(續(xù))彈性製造程序以及供應(yīng)商的績(jī)效Dell的故事(續(xù))46SCM的基本觀念供應(yīng)鏈：完成最終產(chǎn)品需要之所有各種不同程序的一群廠商。木製家俱的供應(yīng)鏈為何？供應(yīng)鏈管理：為了配合物流、服務(wù)流、資訊流與顧客需求，尋求公司各部門與其供應(yīng)商同步化的管理理念。SCMvs.MM(MaterialsManagement)協(xié)調(diào)公司中的關(guān)鍵功能-marketing、finance、engineering、informationsystem、operations、logistics、humanresource。SCM的基本觀念供應(yīng)鏈：完成最終產(chǎn)品需要之所有各種不同程序的47存貨的產(chǎn)生物料投入流存貨水準(zhǔn)廢料流物料的輸出流存貨的產(chǎn)生物料投入流存貨水準(zhǔn)廢料流物料的輸出流48不同儲(chǔ)存點(diǎn)的存貨不同儲(chǔ)存點(diǎn)的存貨49 內(nèi)部供應(yīng)鏈SupermarketAdistributioncenterSupermarketBdistributioncenterTransportationservicessupplierDistributiondomainofresponsibilityProductioncontroldomainofresponsibilityEggsupplierSugarsupplierFloursupplierChocolatechipssupplierMaintenanceservicessupplierFGstorageRMstorageTransformationprocessandWIPstorage 內(nèi)部供應(yīng)鏈SupermarketASupermar50製造商的供應(yīng)鏈SupplierofmaterialsSupplierofservicesTier1Tier3Tier2LegendCustomerCustomerCustomerCustomerDistributioncenterDistributioncenterManufacturer製造商的供應(yīng)鏈SupplierofmaterialsSu51服務(wù)廠商的供應(yīng)鏈HomecustomersCommercialcustomersOtherelectricutilitiesElectricpowerutilityElectrictransformersFacilitymaintenanceservicesJanitorialservicesProgrammingservicesElectricenergybackuppowerOfficesuppliesFuelsupplies服務(wù)廠商的供應(yīng)鏈HomecustomersCommerci52SCM的發(fā)展(I)隔絕技術(shù)核心TechnicalCoreRawMaterialInventoryFinishedGoodsInventorySuppliers(many)CustomerManufacturingfacilitySCM的發(fā)展(I)隔絕技術(shù)核心TechnicalRawFin53SCM的發(fā)展(II)JIT觀念的導(dǎo)入TechnicalCoreSuppliers(few)CustomerManufacturingfacilitySCM的發(fā)展(II)JIT觀念的導(dǎo)入TechnicalSup54SCM的發(fā)展(III)運(yùn)用單一的物流夥伴TechnicalCoreManufacturingfacilitySuppliers(few)Logistics(inbound)Logistics(outbound)CustomerSCM的發(fā)展(III)運(yùn)用單一的物流夥伴TechnicalM55SCM的發(fā)展(IV)將供應(yīng)商帶入工廠TechnicalCoreManufacturingfacilitySuppliers(few)Logistics(outbound)CustomerSCM的發(fā)展(IV)將供應(yīng)商帶入工廠TechnicalMan56Volkswagen巴西廠Volkswagen巴西廠57SCM的發(fā)展(Summary)SCM的發(fā)展(Summary)58整合式供應(yīng)鏈SuppliersPurchasingProductioncontrolDistributionCustomersSuppliersCustomersInternalsupplychainMaterialsmanagementdepartmentProductioncontrolPurchasingDistributionIntegratedsupplychainCustomersSuppliersInternalsupplychainPhase1:Independentsupply-chainentitiesPhase2:InternalintegrationPhase3:Supply-chainintegration整合式供應(yīng)鏈SuppliersPurchasingProdu59基本功夫跨功能團(tuán)隊(duì)完成整合之企業(yè)延伸的供應(yīng)鍊供應(yīng)鍊社區(qū)專注於品質(zhì)服務(wù)顧客驅(qū)動(dòng)營運(yùn)效率創(chuàng)造市場(chǎng)價(jià)值成為市場(chǎng)的領(lǐng)導(dǎo)者成為市場(chǎng)領(lǐng)導(dǎo)者的路徑供應(yīng)鏈指南競(jìng)爭(zhēng)必須競(jìng)爭(zhēng)優(yōu)勢(shì)基本功夫跨功能團(tuán)隊(duì)完成整合之企業(yè)延伸的供應(yīng)鍊供應(yīng)鍊社區(qū)專注於60影響供應(yīng)鏈的因素供應(yīng)商數(shù)目的減少競(jìng)爭(zhēng)的加劇較短的產(chǎn)品生命週期技術(shù)的革新風(fēng)險(xiǎn)的分?jǐn)偱c降低影響供應(yīng)鏈的因素供應(yīng)商數(shù)目的減少61成功供應(yīng)鏈的要件信任長期的關(guān)係資訊分享個(gè)別組織的優(yōu)勢(shì)成功供應(yīng)鏈的要件信任62存貨績(jī)效衡量平均總合存貨價(jià)值A(chǔ)verageinventory=$2millionCostofgoodssold=$10million52businessweeksperyear供給週數(shù)Weeksofsupply==10.4weeks存貨週轉(zhuǎn)數(shù)$2million($10million)/(52weeks)Inventoryturns==5turns/year$10million$2million存貨績(jī)效衡量平均總合存貨價(jià)值Weeksofsuppl63供應(yīng)鏈績(jī)效衡量 OperationsMeasure FinancialMeasureAggregateinventoryvalue Currentassets Weeksofsupply Workingcapital Inventoryturns Workingcapital Productionandmaterialcosts Contributionmargin Percentagedefects Contributionmargin Percentageon-timedelivery Revenue Newproductdevelopmenttime Revenue Supplierleadtimes Workingcapital

LinkingSupply-ChainPerformanceMeasurestoFinancialMeasures供應(yīng)鏈績(jī)效衡量 OperationsMeasure F64供應(yīng)鏈策略

EnvironmentsBestSuitedforEfficientandResponsiveSupplyChains Factor EfficientSupplyChains ResponsiveSupplyChains

Demand Predictable; Unpredictable; lowforecasterrors highforecasterrorsCompetitive Lowcost; Developmentspeed; priorities consistentquality; fastdeliverytimes; on-timedelivery customization; volumeflexibility; high-performance designqualityNew-product Infrequent Frequent introductionContribution Low High marginsProductvariety Low High供應(yīng)鏈策略 EnvironmentsBestSuited65供應(yīng)鏈設(shè)計(jì)

DesignFeaturesforEfficientandResponsiveSupplyChainsFactor EfficientSupplyChains ResponsiveSupplyChains

Flowstrategy Lineflows;emphasizehigh Flexibleorintermediate volume,standardized flows;emphasizeproduct products,orservices orservicevarietyCapacity Low High cushionInventory Low;enablehigh Asneededtoenablefast investment inventoryturns deliverytimeLeadtime Shorten,butdonot Shortenaggressively increasecostsSupplier Emphasizelowprices; Emphasizefastdelivery selection consistentquality;on- time;customization; timedelivery volumeflexibility;high- performancedesign quality供應(yīng)鏈設(shè)計(jì) DesignFeaturesforEffi66Supply-ChainDynamicsCustomerCustomerFirmAFirmBFirmCMaterialsRequirementsTimeFirmCFirmA(a)(b)Figure11.7Supply-ChainDynamicsCustomerC67Supply-ChainDynamics(cont.)外部供應(yīng)鏈成因內(nèi)部供應(yīng)鏈成因VolumechangesProduct/servicemixchangesLatedeliveriesUnderfilledshipments

InternallygeneratedshortagesEngineeringchangesNewproduct/serviceintroductionsProduct/servicepromotionsInformationerrorsSupply-ChainDynamics(cont.)外部68SCM與ERP的整合SupplyChainPlanning使用現(xiàn)存Transaction系統(tǒng)(ERP)的資訊，以提供快速規(guī)劃及排程的智慧型決策支援功能。採購訂單輸入製造管理系統(tǒng)運(yùn)籌/出貨ERP系統(tǒng)CurrentSituationFinalPlanSupplyChainPlannerInputDemandCapacityMaterialsOutputProductionPlanShippingPlanPromisePlanSCM與ERP的整合SupplyChainPlannin69SCM與ERP的整合(續(xù))Distribution(BranchOffice/Distributor)CentralSalesCentralPlanningManufacturingProcurementCustomerDemandPlanningSupplyNetworkPlanningProcurementSupplierProductionPlanningManageLocalSales&MarketingManageCustOrdersGlobalATPCheckORProduction

Planning&DetailScheduleProduceProductCustomerManageWarehouseForecastForecastForecastForecastSalesOrderOptimisedSupplyPlannedOrderProcurementPlanP/RCapacityAllocationPlanSalesOrderATPRequestFGDeliverySchedule(ATPProposal)DeliverySchedule(ATPProposal)PlanOrdersCust.OrdersFGFGFGSCM與ERP的整合(續(xù))DistributionCentr70供應(yīng)鏈常用軟體i2-eBPOIBM-BPMATSAPManugisticsAdexa供應(yīng)鏈常用軟體i2-eBPO71i2對(duì)SCM的定義：在原料供應(yīng)、生產(chǎn)製造、運(yùn)輸配送、倉儲(chǔ)存放與產(chǎn)品銷售的環(huán)節(jié)中，以最有效率的方式將原料轉(zhuǎn)變成產(chǎn)品交予客戶。供應(yīng)鏈中的每個(gè)廠商均會(huì)進(jìn)行五項(xiàng)基本活動(dòng)(Buy、Make、Move、Store、Sell)的長/短期決策，尤其強(qiáng)調(diào)廠內(nèi)機(jī)臺(tái)的排程客戶訂單可否接受與準(zhǔn)時(shí)達(dá)交機(jī)臺(tái)利用率的最佳化利用介面將suppliers/logistics與排程模組溝通i2對(duì)SCM的定義：在原料供應(yīng)、生產(chǎn)製造、運(yùn)輸配送、倉儲(chǔ)存放72i2-eBPO(electronicBusinessProcessOptimization)是企業(yè)的決策智庫(decisionintelligence)提供企業(yè)核心程序的最佳化與整合解決方案PLC管理SCM客戶管理Inter-ProcessPlanningStrategicPlanningi2-eBPO(electronicBusinessPr73i2-eBPO的三個(gè)次系統(tǒng)DemandPlanning產(chǎn)品vs.地理區(qū)域長期、中期和短期由上至下的整體性預(yù)測(cè)由下至上的個(gè)別性預(yù)測(cè)i2-eBPO的三個(gè)次系統(tǒng)DemandPlanning74i2-eBPO的三個(gè)次系統(tǒng)(續(xù))SupplyPlanning有效率地運(yùn)用企業(yè)資源來配合市場(chǎng)需求規(guī)劃此次系統(tǒng)包含戰(zhàn)略性與戰(zhàn)術(shù)性規(guī)劃策略規(guī)劃自製或外購存貨規(guī)劃配銷規(guī)劃原料採購運(yùn)輸規(guī)劃供應(yīng)點(diǎn)位置以DemandPlanning產(chǎn)生的需求預(yù)測(cè)值，求得存貨水準(zhǔn)、客戶滿意度與企業(yè)資源使用效率的最佳平衡點(diǎn)。i2-eBPO的三個(gè)次系統(tǒng)(續(xù))SupplyPlannin75i2-eBPO的三個(gè)次系統(tǒng)(再續(xù))DemandFulfillment包括訂單取得、訂單確認(rèn)、訂單承諾、未交付貨品管理與訂單完成等數(shù)個(gè)程序。根據(jù)SupplyPlanning提供的Materials、Capacity與TransportationTime及協(xié)力廠商等資料，提供正確迅速可靠的交貨日期。i2-eBPO的三個(gè)次系統(tǒng)(再續(xù))DemandFulfil76IBM-BPMAT(BusinessProcessModelingandAnalysi