某汽車物料規(guī)劃與運(yùn)籌

Fordlio-HoMaterialPlanningAndLogistics

福特六和物料規(guī)劃與運(yùn)籌MP&LManagerA.L.Fan范阿浪協(xié)理1FordProductionSystemandVision,MP&LMission,RoleandResponsibilityofMP&LModelLine-UpComplexityProductionScheduleandReleaseMP&LExteriorandInternalLogisticsCommonMaterialManagementSystemIntroductionofFLHMP&L介紹內(nèi)容2何謂福特生產(chǎn)系統(tǒng)(FPS)?福特生產(chǎn)系統(tǒng)(FordProductionSystem)–FPS是一精實(shí)(lean)及一致的生產(chǎn)系統(tǒng)，經(jīng)由整合後勤供應(yīng)系統(tǒng)，支持FPS的目標(biāo)，促使Ford所有的生產(chǎn)工廠內(nèi)皆能排除物料、空間、設(shè)備及時(shí)間等浪費(fèi)。3精實(shí)(lean)，有彈性(flexible)，紀(jì)律性(disciplined)有能力及被授權(quán)的員工。共同學(xué)習(xí)並安全的工作在一起。持續(xù)性的提供超越顧客在品質(zhì)、成本及時(shí)效上的期望。福特生產(chǎn)系統(tǒng)願(yuàn)景(FPSVision)4FPS精實(shí)(Lean)生產(chǎn)的5個(gè)階段性步驟1穩(wěn)定性生產(chǎn) (製程自我改善)

2流動(dòng)連續(xù)生產(chǎn)

(製程自我改善)同步化生產(chǎn) (協(xié)力廠商的配合)3拉動(dòng)式系統(tǒng)

(協(xié)力廠商的配合)4

平準(zhǔn)化生產(chǎn)

(整合營銷與協(xié)力廠商)5穩(wěn)定之作業(yè)製程能力，有一致性之生產(chǎn)流程作業(yè)站與站之間單件流的連續(xù)生產(chǎn)穩(wěn)定與一致性的作業(yè)流程，包括物料之同步化供應(yīng)穩(wěn)定一致的作業(yè)站，拉動(dòng)式之物料供應(yīng)，完全符合作業(yè)站需要依據(jù)顧客訂單生產(chǎn)，生產(chǎn)量及配比完全平準(zhǔn)化5福特生產(chǎn)系統(tǒng)的執(zhí)行福特產(chǎn)品開發(fā)系統(tǒng)FPDS售後服務(wù).Sales&Services.QualityCare.CustomerSatisfaction.GQRS從訂單到交車(OrdertoDelivery)福特生產(chǎn)系統(tǒng)FPS6Sigma/VCATS/TQE

CMIDCDAPA6執(zhí)行預(yù)測計(jì)劃生產(chǎn)排程供應(yīng)商排程BOM存貨管理福特六和汽車供應(yīng)商顧客出貨運(yùn)送管理驗(yàn)收訂單及發(fā)料供應(yīng)商需求生產(chǎn)排程檢料包裝生產(chǎn)存貨存貨資料出貨排程顧客需求ASN支援的流程管理資源工程設(shè)變品質(zhì)工具教育訓(xùn)練資訊控制規(guī)劃資訊流物料流運(yùn)輸供應(yīng)鍊圖供應(yīng)商排程7Coststructure成本結(jié)構(gòu)8

MissionOfMaterialPlanningandLogistic物料規(guī)劃與運(yùn)籌之使命Tooptimizetheglobalsupplychainthrough:Synchronousflowofinformation.Synchronousflowofmaterial.Coordinationoftheoverallprocessofproduction.9MP&LRoleandResponsibility物料規(guī)劃與運(yùn)運(yùn)籌之角色與與責(zé)任SynchronousMaterialFlowSynchronousInformationFlowOptimizedSupplyChainRightMaterialStableandAccurateinformationflowMinimalInventoryRightQualityDataformalenablestransformationfromdatatoknowledgetopredictabilityMinimalExpendingRightPackingMinimalLead-timeRightLocationRightTimeOptimizedLogisticRightTimeLowestTotalCost10MP&LMetrics物料規(guī)劃與運(yùn)運(yùn)籌之衡量指指數(shù)BuildtoScheduleDocktoDockOEENumberofPartsOnPullReplenishmentInventoryTurnBuildtoorderIMFillRateTotalCostConveyancesOnWindow11Pre-ProductionpreparationProductionScheduling&ReleaseImportPartsSupplyChainManagementInventoryControlIn-PlantMaterialHandlingLocalPartsSupplyChainManagementMajorFunctionOfMaterialPlanningandLogistics物料規(guī)劃之組組織與功能12ModellineandComplexity生產(chǎn)車型及物物料一覽表ItemModelCatCodeMSCSourcePackPackSizeImportPartsItemLocalPartsItemNoofConsignmentPartsModelCommonSatellite1C206Tierra18MazdaLotNBLI18080720101019LIII12080J396020HB60402C224MAVPremacy4MazdaLotFordC2246040702109061MazdaJ54403CD132Mondeo16EuropePXPPXPFromEurope.EnginefromChihuahua,T/MfromBatavia863875564U204Escape8USIEOPXPDirectSourcedfromUS14parts770595149MCLot60205EII8MCLot40900818216Pronto10SuzukiLot4879784668Total644752523437413OtherMajorComplexity其他主要複雜雜度DifferentPartNumberingSystemPartscountnear10,000(9,986)EngineeringChangeControlSystemClaimandPSPO(MPPO)SystemsLessPartsCommonization休旅車轎車商用車14FLHMPL-ExteriorLogistics(Import)進(jìn)口零件運(yùn)籌籌概況圖JapanSuzukiProntoFordLoHoPlantUSIEOU204/J1414Directshipparts3.0Engine2.0/3.0T/MRGLMexicoChihuahuaEng.2.0CoughlinJapanMazadaC206EIIU204JapanJatco2.5AutoT/MEuropeIEOCD132HuppertzHBuildingCD132PXPWeeklyShipmentTransitTime51Days(Including16DaysFloat)iPXPWeeklyShipmentTransitTime10DaysPXPWeeklyShipmentTransitTime46DaysLotWeeklyShipmentTransitTime10Days15FLHLocalComponentsLogistics臺(tái)灣本地零件件概況North:62suppliersDeliveryTime:1-1.5HMajorComponents:StampingParts/TrimParts/Seat/Tire/ChassisParts/ColorPartsMiddle:12SuppliersDeliveryTime:3~4HSouth:11SuppliersDeliveryTime:5-6HTotalQ1Suppliers:85MajorComponents:Hand-onParts/Wiring/Lamp/Pistonetc.MajorComponents:DoorTrim/ParkingCable/Glass/Topceilingpistonpinetc.16FLHBOM/MaterialmanagementSystem零件表之管理理WERS/TESSEngineeringReleaseEngineeringBOMManufacturingBOMEstablishment&maintenanceEngineeringChangecontrolandmanagement

ECNNotice

KDLocalCMMS3M|BOMTPCRDeviation

Sourcechangecontrol.Spec./usageclarification.BOMMaintenance.Obsolescencecontrol.Productfeaturechange17OrdertoDelivery從接訂單到交交車18生產(chǎn)計(jì)劃與訂訂料A月的20日日在生產(chǎn)計(jì)劃會(huì)議議上決定A+1月的的需求生產(chǎn)計(jì)劃的考考量因素零件情況工廠產(chǎn)能車型車種之平平均與平準(zhǔn)以CMMS3發(fā)出交貨通知單45天的計(jì)劃12個(gè)月的預(yù)預(yù)估量每日生產(chǎn)報(bào)告告為CD132發(fā)出單一零件A+4月月的交貨通知單批購CKD1.A+3月月2.A+4月月15%及及A+5月20%的變動(dòng)量量進(jìn)口零件到廠廠監(jiān)控A+3月月的船期監(jiān)控進(jìn)口零件件的庫存量及倉儲(chǔ)儲(chǔ)遲滯費(fèi)用的發(fā)生與各工廠主任任討論生產(chǎn)計(jì)劃劃生產(chǎn)計(jì)劃與本本地零件的訂購購進(jìn)口零件的訂購`19MaterialRequirementReleasingProcessforSpecialVehicleOrdersfromDealers特別訂單車的的物料作業(yè)程程序Illustration:EverySVOisbuiltonabasemodelAddedanddeletedpartlistisderivedfromthebasemodelTheNumbers:Jan:305Feb:137Mar:45Apr:111May:205Jun:73Total:876unitsReleaseoftheNormalProductionPartsoftheBaseModelReleaseoftheAddedPartstotheBaseModel20Release交貨單的產(chǎn)生生FordProductsCD132(VehicleLineCNE)WERSCMMSWIPSSOLMISSupplierNON-FordProductsMazda,SuzukiandFordMazdaU204ImportParts:KDLotOrderByMSC.LotKDSourceLocalParts:TESS(Manual)CMMSWIPSSOLMISSupplier21FLHVendorReleasesystem物料交貨通通知系統(tǒng)Forecast45DaysDailyRequirement12MonthsForecastrequirementOrderLineUpDealerOrder(FromSIDOBank)tobeMaintained14DaysVISEmergingMktsSch.ProcessGPAMSolve,NiehlCologne,GermanyCMMS3FloatTransittime%ofBusinessOthersVenderReleaseDaily(862)LocalWeekly(830)Local&Import3MonthsWeekly3MonthsMonthly22KDLotOrdering&SupplyTimingFrame(Japan)批量訂購與與供應(yīng)時(shí)間間AA+1A+2A+3A+4FirmOrderForMonthA+2PackingForMonthA+3ProductionPackingForThe1StShipmentPartsOnTheSeaCustomsClearance1StShipmentIN-PlantForProduction23123456789101112131415161718192021222324252627282930313233343536373839404142434445464748495051partsleavetradingcompanycustomclearence&in-plant,3daysreadyforproduction16days'floatTransittime35daysRemarks:Systemset-upWesetuptotal51daysastheparameterofin-transittimeforsupplierreleasecalculationinCMMS3.The51daysin-transittimeincludes:1.Vesselshippingonwater:27days2.TradingCompanytoPort:5days3.Custom&Clearance:3days4.SafetyFloatStocks:16daysReleaseleadtimepriortoproduction1.IncompliancewithrulesindicatedinIEOsupplymanual,a3-weekleadtimeisrequiredforfabricationatsuppliers.Furthermore,anotherweekofpartdeliveryandpackingisneeded.2.Combiningalltheleadtime,includingtransittime,partfabricartion,delivery,andpacking,partrequirementsforproductioninaspecificweekshouldbefirmed74daysinadvance.VesselsleaveRotterdamButFLHpartsnotloadedVesselsleaveRotterdamVesselsleaveFelixstoweLeaveAntwerpenVesselleaveSouthamptonAPLKLine2ndOceanFreightRoute,KLine5Days27Days1stOceanFreightRoute,APLSystemSetUpforEuropeanLogistics單件訂購之之時(shí)間設(shè)定定24(2)(6)(1)(3)(4)Totalmeasureofarea:341,650squaremeter25FLHVehicleInformationSystem車輛資訊系系統(tǒng)VehicleInformationSystemSupplierBodyPaintFAP-1FAP-2WarehouseDealerShippingCAIFinalPBSOnTrimCAIAllocationPrimer26FLHVendorDeliveryPattern臺(tái)灣本地零零件交貨方方式1.ILVSDelivery:?Seat,Tire,SideSkirt,Bumper,DoorTrimPanel.

(SynchronizeddeliverybasedonOn-LineInformationBroadcastSystembyPBS).2.KanBanDelivery:?BodyParts,LargeScaleParts.3.GeneralMRPDelivery.27In-plant&Out-plantSequentialFeeding(ILVS)廠內(nèi)廠外序序列交貨方方式SupplierAAAABBMarketArea(574parts)CCCCDDFFFECCCCDDAAAABBFFFEPBSPBSpasstheproductionsequenceinformationtothePickingstationTheoperatorpicksthepartsaccordingtoproductionsequenceandputinthetrolleyinsequenceTheoperatordeliverthepartswithtrolleytothefitofpoint(1)AAAABB(2)(3)Benefits:Tosavelinesidespaceandreduceoperatorworkloadhandlingpart’’scomplexity(Out-plant:324parts)28ColorPartsDeliveryProcess顏色零件之之交貨程序序BodyAllocationFordLioHoSuppliersSend1+6BodyAllocationat3:30PMEmailMultifrequencydeliverybaseonon-to-primerinformationILVSdeliveryforBumper,sideskirt29SMARTOfficeAAAABBFFFECCCCDDFillActiveFillActiveFillActiveA-01A-03AAAAAAAAAAAA{{BBCCBBBBBBBBDDDDDDCCCCCCPartCPartBPartAPartDDDZoneMailboxKan-BanPartProcess看板供料程程序SerialNumberLinesideMailboxLinesideMailboxOperatorAOperatorBWorkgroupLeaderMHBenefits:Tokeeplinesideinventoryataminimumlevel,improve5Sandreduceemergencydelivery1.Theoperatorpicksthekan-banattachedinthecontainerwhenheusesthefirstpieceofthepart.2.Theworkgroupleadercollectsthekan-baninLinesideMailboxesandsendsthemtoZoneMailboxeverythreehours.3.MHcollectsthekan-baninZoneMailboxesandsendsthemtoSMARTOfficeforsortingandputtingthemindifferentMarketMailbox.4.Thenumberofthekan-bansentbacktoMarketMailboxarethenumberofcontainerstobedeliveredtothelinesideLineFeederBMarketArea(764parts)LineFeederAMarketMailboxAMarketMailboxA7:20AM7:30AM7:40AM30CallPartsProcess呼呼叫供料PartNumberSMARTNoMarketAddressLineSideAddressF7C6-5422401-AG000122DTL-A-02E26-N-010F8C6-5426075-AA005126DTL-A-03E27-S-020F7C6-5467934-AB003412DTL-A-01E26-N-030CalllightboardABCABCBCallbuttonMarketArea(269parts)Benefits:Tominimizestocklevelsatlinesideandspareoutspacesforthenewpartsofnewmodel.Theoperatorpushesthecallbuttontorequestthepartheneeds.ThelightonthecalllightboardforthepartwillbefleshingindicatingtheparthasbeingrequestedThelinefeederpushestheresetbuttonontheResetpanelresetThelinefeedcometomarketareatopickthepartanddelivertothefitofpoint(1)(2)OnOffOnOffOnOffABCResetpanel(3)(4)CallbuttonCallbuttonTotal:269parts31InventoryControlProcess庫存管理程程序PackSizeConfirmationFloatDayParameterSet-upinCMMSWeeklyOn-SiteReviewInventoryObjectiveSet-upInventoryPerformanceReviewContinuousImprovementForm-1121Confirmation.ByEachAnalystMonthlyinventoryPerformancereviewbyEachAnalystFollowupActionPlanSafetyStock/Adv.JobShippingFrequencyOrgReviewTeam32MaterialControl物料管理福特生產(chǎn)系系統(tǒng)小組活活動(dòng)倡導(dǎo)每一位位員工對物物料的新觀觀念以合乎乎同步物流流的要求防止刮傷人人人有責(zé)紅桌物料檢檢討物料改善會(huì)會(huì)議庫存檢討改改善會(huì)議門禁33ModelB/outManagementprocess車種結(jié)束物物料管理程程序DiscontinuePartsListFirstCycleCountSecondCycleCountSpecialCycleCountAnalystsubmitthelistsSpecialcountforLocal-importparts3monthsbeforebalanceoutAdjustBOH.SpecialCountonemonthbeforeBalanceoutAdjustBOH.SpecialCountbyMSC34MS-9000物料料管管理理系系統(tǒng)統(tǒng)簡簡介介MS-9000物物料料管管理理系系統(tǒng)統(tǒng)為為福福特特汽汽車車事事業(yè)業(yè)總總部部根根據(jù)據(jù)ISO-9000及及QS-9000之之精精神神所所發(fā)發(fā)展展出出來來的的物物料料管管理理系系統(tǒng)統(tǒng)及及評評估估標(biāo)標(biāo)準(zhǔn)準(zhǔn)，，為為最最高高的的物物料料規(guī)規(guī)劃劃標(biāo)標(biāo)準(zhǔn)準(zhǔn)。。評分分方方法法：：評分分依依20要要項(xiàng)項(xiàng)，，每每一一要要項(xiàng)項(xiàng)再再依依O、、M、、C及及CI（（4））個(gè)個(gè)層層級級問問題題來來評評定定，，分分別別給給予予每每一一要要項(xiàng)項(xiàng)0~3分分再再以以要要項(xiàng)項(xiàng)的的平平均均分分?jǐn)?shù)數(shù)乘乘以以50來來計(jì)計(jì)算算，，總總分分範(fàn)範(fàn)圍圍為為0~150分分。?；颈疽笄髼l條件件：最低低必必要要條條件件－－新新廠廠商商80分分以以上上，，且且各各項(xiàng)項(xiàng)問問題題評評分分不不得得低低於於1分分。。Q1獎(jiǎng)獎(jiǎng)必必要要條條件件－－最最低低100分分，，且且各各項(xiàng)項(xiàng)問問題題評評分分不不可可低低於於2分分。。TQE獎(jiǎng)獎(jiǎng)必必要要條條件件－－符符合合Q1必必要要條條件件及及通通過過TQE審審核核。。35MS-9000物物料料管管理理系系統(tǒng)統(tǒng)必必要要條條件件4.1管管理理責(zé)責(zé)任任4.2物物料料管管理理系系統(tǒng)統(tǒng)4.3檢檢討討合合約約/客客戶戶接接觸觸面面4.4時(shí)時(shí)間間表表系系統(tǒng)統(tǒng)4.5文文件控制制4.6採採購轉(zhuǎn)包包商管理理4.8產(chǎn)產(chǎn)品驗(yàn)證證與追蹤蹤4.9裝裝船4.10製告告彈性/存貨管管理4.11檢驗(yàn)驗(yàn)測量與與測試4.14糾正正與防範(fàn)範(fàn)4.15處理理、存放放、包裝裝和交貨貨4.15.2處處理4.15.3存存放4.15.4包包裝4.15.6交交貨4.16物料料記錄的的與控制制4.17物料料內(nèi)部審審核4.18訓(xùn)練練4.20統(tǒng)計(jì)計(jì)方法36SupplierDeliveryPerformance協(xié)力廠商商交貨實(shí)實(shí)績CriteriaASNAchievement: 30%Timeliness:20%ShippingDiscrepancy:20%Overshipment:5%Packaging:15%ProblemReport:10%37執(zhí)行SixSigma的的現(xiàn)況2000年開始始推廣SixSigma黑黑帶訓(xùn)練練開始2001年計(jì)畫畫開始上上課並執(zhí)執(zhí)行2002現(xiàn)況:黑帶人數(shù)數(shù):2人執(zhí)行行專案5個(gè)綠黑人數(shù)數(shù):53人執(zhí)行行專案14個(gè)節(jié)省金金額:U$2,000/專案案38通用物物流管管理系系統(tǒng)39進(jìn)口零零件來來源，，訂購購及包包裝方方式JapanSuzukiProntoUSIEOU204/J1414Directshipparts3.0Engine2.0/3.0T/MMexicoChihuahuaEng.2.0JapanMazadaC206EIIU204JapanJatco2.5AutoT/MEuropeIEOCD132HuppertzHBuildingCD132RGLCoughlinPXPWeeklyShipmentTransitTime51Days(Including16DaysFloat)iPXPWeeklyShipmentTransitTime46DaysLotWeeklyShipmentTransitTime10DaysPXPWeeklyShipmentTransitTime10DaysFordLoHoPlant40PartByPart訂購(Metrostar)批量訂訂購(其他他車種種Mazda,SuzukiandFordU204)以車型型車種種別以以批量量訂購購KDLotOrderByMSC.Lot國外供供應(yīng)商商KDSource全球工工程發(fā)發(fā)行系系統(tǒng)WERS通用物物流管管理系系統(tǒng)CMMS供應(yīng)商商資訊訊系統(tǒng)統(tǒng)SOLMIS供應(yīng)商商訂單發(fā)發(fā)送方方式41BridgeInterfaceBetweenCorporate&LocalSystemNewModuleToBeDevelopedCorporateSystemExistingLocalSystemCMMS3-CD132PartUsage-VBOMWIPSATPSourcingSOLMISTradingCompanyUSSupplierMailboxFLHLocalSupplierRelease(CIF830/862)ASN(CIF856)VISMailboxEuropeanSystem-------------------------MSC→→EOC→→SFIEXCELFileDaily/MonthlyVehicleScheduleCatCodetoEOCForecast/Offline/OrderLine-upAccountsPayableMailboxReceipt(1-32)ActualPriceApprovedToolingDataReceiptActualPriceApprovedToolingDataPANDAMailboxUnitCostFAPCCommittedToolingDataICSImportpartspricemark-upPriceLook-upPriceLook-upMailboxMultipleBridgesImportPartsCMMS3ASN(web-based)VehicleCostAccountingMQSeriesSourcingMSCtoSFIConversionMailboxMailboxEuropeanSupplier42TaiwanForecast/SchedulingFeedstoCMMS3TAIWANLOCALSYSTEM(VIS)CatCode/EOCTableKDLotEmergingMktsForecastProcessEmergingMktsSchedulingProcess------------------------GPAMSolveCumCountsCMMS3CatCodeToEOCFileCatCodeToEOCCatCodeForecastByPeriodSegmented/SequencedOrderLine-up@EOCDay0Prod(Offline)Body&AssyplusCaptiveSeq.OrderLine-up@EOCSFICountsTYDProdDay-1(Bridge3-43)SFIEOCDay0Offline&CaptiveSeqConfirmedOrderLine-upGPAMTableOpPlanforTaiwanEventTableforTaiwanMaterialForecast@SFIbydayEventTableOpPlan(Bridge3-43)(Bridge3-42)(Bridge3-44)EXCELFILE==========Daily&MonthlyVehicleSchedule43批量(LotKit)訂訂購與PartByPart訂訂購與包包裝PartsUsage/Pack12345A4B1C5D3E2PartsPack123456789101112A6B12C7D5E10最低包裝量量最低訂購量量44(CommonMaterialManagementSystem)主要功能產(chǎn)生物料清清單及單一一零件採購購功能以支支援所有物物流作業(yè)。。推展零件製製造計(jì)劃,生產(chǎn)排程程及安全存存貨計(jì)劃。。計(jì)算及發(fā)佈佈每日/每每週的交貨貨通知給供供應(yīng)商。提供即時(shí)的的存貨狀態(tài)態(tài)和資料驗(yàn)驗(yàn)證。管理各儲(chǔ)存存區(qū)的物流流進(jìn)/出轉(zhuǎn)轉(zhuǎn)移作業(yè)。。以條碼系統(tǒng)統(tǒng)收集零件件使用量。。出貨程序的的管理。計(jì)算交易及及存貨價(jià)值值並提供存存貨預(yù)算的的控制報(bào)表表。提供與供應(yīng)應(yīng)商及顧客客間的電訊訊雙向溝通通。通用物流管管理系統(tǒng)(CMMS)45系統(tǒng)設(shè)置及及導(dǎo)入由福特歐洲洲製程先導(dǎo)導(dǎo)部門主導(dǎo)導(dǎo)總投資費(fèi)用用：US$1,697,000福特六和公公司七名優(yōu)優(yōu)秀員工參參與配合導(dǎo)導(dǎo)入計(jì)劃通用物流管管理系統(tǒng)46導(dǎo)入時(shí)程表表通用物流管管理系統(tǒng)Feb.212000完成CMMS3系統(tǒng)連接FLH內(nèi)部網(wǎng)路Feb.282000WERS與CMMS3PlantCodeFI1LF連結(jié)(BOM)May292000WIPS連接(PartsSourcing)Jun.012000核準(zhǔn)BOM(BillOfMaterial)Jul.312000車輛需求及預(yù)測資料(Forecast&Order)的試送及確認(rèn)Aug.142000完成零件交貨通知連接至供應(yīng)商(SOLMIS~FLHASN)Dec.042000CMMS3FullProduction正式啟用及首次收料Jan.062001CD132(Metrostar)開始試裝Jun.042001CD132Job#1Dec312001完成其他車種本地零件之應(yīng)用47PXPVSKDLOT成本比比較(Atmigration,normalizedFLHcosts)成本PerUnit(US$)CDW162(KD)CD132(PXP)PXP(B/W)KD防鏽/包裝Oiling/boxing$729$246$483海運(yùn)費(fèi)/陸運(yùn)費(fèi)Seafreight/landing6290(29)空運(yùn)費(fèi)Airfreight12(1)進(jìn)口稅Duty1385979報(bào)廢Obsolescence1266存貨InventoryCarryingCost-44(44)人工ManpowerIncrease-67(67)設(shè)備折舊FacilityDepreciation&Others-7(7)合計(jì)TotalCostImpactPerUnit$941$521$42048競爭優(yōu)勢國際觀－全全球化之物物流系統(tǒng)去去執(zhí)行全球球採購與物物料跟催，，達(dá)到全球球化專業(yè)分分工與策略略聯(lián)盟之目目的。福特特六和為全全亞洲與北北美第一個(gè)個(gè)汽車裝配配廠導(dǎo)入CMMS3系統(tǒng)(通用物流流管理系統(tǒng)統(tǒng))的工廠廠。CMMS3提供最及及時(shí)之物料料移動(dòng)狀況況及庫存狀狀況，結(jié)合合福特生產(chǎn)產(chǎn)系統(tǒng)同步步化物流與與JIT之之物流管理理之精神。。成本效益－－存貨水準(zhǔn)準(zhǔn)更容易控控制與管理理，達(dá)到物物流成本極極小化之目目標(biāo)。彈性化之生生產(chǎn)－以零零件為訂貨貨單位，生生產(chǎn)更具彈彈性化，使使顧客滿意意達(dá)到極大大化。全球IT資資源分享，，減少系統(tǒng)統(tǒng)發(fā)展之投投資成本。。49拓展外銷商商機(jī)50C206L3PartsExportOperationTierra零件外銷東東南亞FMI(Indonesia)IPM:Mar2002Job1:Apr2002Volume:873Units/YFM(Malaysia)IPM:Sep.2000Job1:Mar.2001Volume:1,080Units/YFVL(Vietnam)IPM:Jan.2002Job1:Mar.2002Volume:1,860Units/YFMCP(Philippines)IPM:Sep2001Job1Feb2002Volume:3,698Units/YFSST(Thailand)IPM:Feb2002Job1:Mar2002Volume:2,400Units/Y51JapanS.AfricaTaiwanEuropePhilippinesMalaysiaVietnamPhilippinesTaiwanKDLotSupplierSupplyChainMapping策策略聯(lián)盟盟與專業(yè)分分工MaterialSourcesS.AfricaLotAssemblyLotAssemblyThailandMalaysiaLocalSuppliersLocalSuppliersLocalSuppliersLocalSuppliersLocalSuppliersPxPAssemblyKDLotsrequiredforMalaysiaandVietnamduetolowvolume,Lackoflocalsystemscapability,anddevelopingexperienceinAPxPenvironmentKoreaChina52謝謝各位539、靜夜四無無鄰，荒居居舊業(yè)貧。。。12月-2212月-22Thursday,December29,202210、雨中中黃葉葉樹，，燈下下白頭頭人。。。14:34:4414:34:4414:3412/29/20222:34:44PM11、以我獨(dú)沈沈久，愧君君相見頻。。。12月-2214:34:4414:34Dec-2229-Dec-2212、故人江江海別，，幾度隔隔山川。。。14:34:4514:34:4514:34Thursday,December29,202213、乍見翻翻疑夢，，相悲各各問年。。。12月-2212月-2214:34:4514:34:45December29,202214、他鄉(xiāng)生白發(fā)發(fā)，舊國見青青山。。29十二月月20222:34:45下午14:34:4512月-2215、比不了得就就不比，得不不到的就不要