全球供應(yīng)鏈管理2

Lee,Ching-En;NCTU

全球供應(yīng)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(yīng)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(wù)業(yè)2我們有供應(yīng)鏈管理的問題嗎？Lee,Ching-En;NCTU

3製造目標與趨勢的變遷成本品質(zhì)交期彈性服務(wù)創(chuàng)新全球化結(jié)果

成本品質(zhì)交期彈性速度創(chuàng)新成本品質(zhì)交期服務(wù)速度成本品質(zhì)彈性服務(wù)成本交期彈性品質(zhì)交期成本品質(zhì)成本Lee,Ching-En;NCTU

顧客迫使製造商／供應(yīng)商生產(chǎn)／供應(yīng)多樣、大量且低成本的一般化商品(Commodity)4如何建立競爭優(yōu)勢/障礙(CompetitiveAdvantage/Barrier)Lee,Ching-En;NCTU

生產(chǎn)力優(yōu)勢(ProductivityAdvantage)價值優(yōu)勢(ValueAdvantage)5產(chǎn)業(yè)對策?建立技術(shù)優(yōu)勢(Leading-EdgeTechnology／Innovation)?成為快速跟隨者並建立差異化(QuickFollower(TTX)andDifferentiation)?全球供應(yīng)鏈管理(GlobalSupplyChainManagement)?著重核心競爭力(FocusonCoreCompetence)Lee,Ching-En;NCTU

6產(chǎn)銷環(huán)境之演進From:”TransformYourSupplyChain－ReleasingValueinBusiness”,JonHughes,MarkRalf,Et.BillMichels7產(chǎn)銷環(huán)境演進之結(jié)果大量生產(chǎn)(MassProduction)大量客製化生產(chǎn)(MassCustomization)

多樣少量生產(chǎn)(JobShop)顧客滿意(CustomerSatisfaction)以顧客成功為依歸(CustomerSuccess)供應(yīng)商管理(SupplierManagement)發(fā)展供應(yīng)商合作關(guān)係(SupplierDevelopment)物料／產(chǎn)品供應(yīng)鏈(Material/ProductSupplyChain)知識供應(yīng)鏈(KnowledgeSupply)ChainLee,Ching-En;NCTU

*資訊技術(shù)(InformationTechnology;IT)的高速發(fā)展是始做俑者。8基本製造型態(tài)Lee,Ching-En;NCTU

種類(Mix)量(Volume)9大量客製化之效應(yīng)

Lee,Ching-En;NCTU

10過去(推推／／Push)局部最最佳化化(LocalOptimization)研發(fā)業(yè)業(yè)務(wù)務(wù)/行行銷採採購購生生產(chǎn)/製造造配配送/服務(wù)務(wù)財財務(wù)務(wù)(R&D)(Sales/Marketing)(Procurement)(Production)(Distribution)(Finance)&Service現(xiàn)在(推推&拉拉／Push&Pull)整合且且同步步化的的鏈（（Integrated&SynchronizedChain））產(chǎn)銷模模式變變遷(I)Lee,Ching-En;NCTU研發(fā)業(yè)業(yè)務(wù)務(wù)/行行銷採採購購生生產(chǎn)/製造造配配送/服務(wù)務(wù)財財務(wù)務(wù)(R&D)(Sales/Marketing)(Procurement)(Production)(Distribution)(Finance)&Service11供應(yīng)流流（SupplyFlow）產(chǎn)銷模模式變變遷(II)Lee,Ching-En;NCTU需求流流（DemandFlow）JITandQualityMaterialFlow供應(yīng)商商(Supplier)配銷商商(Distribution)零售商商(Retailer)顧客(Customer)Qn-time,AccurateandPaperlessInformationFlow過去去現(xiàn)在在供應(yīng)商商(Supplier)配銷商商(Distribution)零售商商(Retailer)顧客(Customer)12產(chǎn)銷模模式變變遷（（Ⅲ））?Emphasizerigourandtoughbarganing.供應(yīng)商顧客過去：：開放放競爭爭（OpenCompetition））期望：：從供供應(yīng)商商上游游到顧顧客下下游的的整合合（FromSuppliers’’SupplierstoCustomers’’Customers）?Linkupalltheplayersinahorizontalsupplychain.?Emphasizeseamlessdelivery,optimizationandintegration.許多產(chǎn)產(chǎn)業(yè)的的現(xiàn)況況（DominateorDie）上游下游13大量客客製化化的原則則1.EnrichingCustomers-ProvidingSolutionsvs.Products2.MasteringChangeandUncertainty（（RapidResponse））3.LeveragingtheImpactofPeopleandKnowledge4.CooperatingtoEnhanceCompetitiveness-VirtualOrganizationSource:TheAgilityForum14產(chǎn)業(yè)未未來趨趨勢Lee,Ching-En;NCTU?快速速回應(yīng)應(yīng)之供供應(yīng)鏈鏈體系系(ResponsiveSupplyChain)是是必然然趨勢勢15供應(yīng)鏈鏈管理理的定定義Lee,Ching-En;NCTUIntegrate,Synchronized,Lean,andResponsiveFlowofMaterials,Information,Funds,Processes,Services,andOrganizationsfromSuppliers’’SupplierstoCustomers’’Customers.16Lee,Ching-En;NCTU供應(yīng)鏈特性性（以電子子資訊產(chǎn)業(yè)業(yè)為例）產(chǎn)業(yè)特性：：(1)高科科技，高資資本，高報報酬，高風風險，高度度競爭。(2)產(chǎn)品品生命週期期短，市場場變化大，，價格變動動快。(3)產(chǎn)業(yè)業(yè)族群龐大大，供應(yīng)鏈鏈長鞭效應(yīng)應(yīng)明顯。(4)朝開開放及市場場標準化發(fā)發(fā)展，品牌牌價值差異異越來越小小。(5)IC與PC產(chǎn)產(chǎn)業(yè)考量重重點不同。。17造成供應(yīng)鏈鏈管理問題題的原因資訊扭曲(InformationDistortion)不同步的通通路(AsynchronizedChannel)鏈的複雜度度(ChainComplexity)無效率的作作業(yè)(InefficientOperations)文化地區(qū)之之差異(CulturalProblems)Lee,Ching-En;NCTU18常聽到與績績效管理有有關(guān)的問題題預(yù)測不準MPS變化太大存貨過高存貨週轉(zhuǎn)率率太低供供應(yīng)鏈管管理問題的的徵兆顧客服務(wù)水水準低落缺料，不預(yù)預(yù)期換線頻頻繁長鞭效應(yīng)明明顯Keyproblem:前置時間(Leadrime)太長長Oneofobvioussolutions:正確且快速速回應(yīng)(AccurateandQuickResponse;AQR)Lee,Ching-En;NCTU19快速回應(yīng)(QR)QR：以資資訊取代存存貨:(Thesubstitutionofinformationforinventory.)[From:Christopher]AQR﹕QRwiththeeffectivemanagementofthesupplychain.Lee,Ching-En;NCTU20縮短前置時時間的重要要性Lee,Ching-En;NCTU21一些工業(yè)界界的做法PostponementfromHPBTO(Build-To-Order)fromDellCTO(Configure-To-Order)fromCompaq98,2daysfromIBMTOM/VirtualFabfromTSMCVMI/CRPfrom3M,P&G,andWal-MartUni-LoadandLocalizationfromAcerECRfromWal-MartandP&GContractManufacturingfromLeoandGVCLee,Ching-En;NCTU22延遲理論(postponement)延遲：延後後產(chǎn)品間之之差異化，，以降低因因多樣性產(chǎn)產(chǎn)生之不良良效效應(yīng)兩大手法運送的延遲遲（LogisticPostponement）：：Movingcustomizationpointclosertocustomers.形式的延遲遲（FormPostponement）Delayingdifferentiationpointbystandardization基本對策：：DFSCMLee,Ching-En;NCTU23型式的延遲遲Lee,Ching-En;NCTU標準化/模模組化前前標準化/模模組化後From:“DesigningProductsandProcessforPostponement”,LeeandBillington24那些製程應(yīng)由工廠完完成?那些些該由物流中心（（D.C））或經(jīng)銷商商完成？如何評估(Justify)?RedesignCosts,ModuleSafetyStock,FinishedGoodsInventory,WIP,Testing,Freight,Customs&Duties,FixedInvestment,ExtraTrainingatDCs,Leadtime,ForecastErrors,ScheduleAccuracy,MaterialShortages?延遲的考慮慮因素Lee,Ching-En;NCTU25Lee,Ching-En;NCTU戴爾(Dell)的作法Simplifyyoursupplychain;selldirecttothecustomer;cutoutthedealers;buildtocustomerrequirements;maketoorderMaintainandextendthepricefocusonthecorporatecustomer.Bypassthedistributorsanddealers.Alignproductiontofuturetrends.Adoptresponsivesupply.Closesupplychaincollaboration.Makepurchasingeasy.26康柏（Compaq）的作法法CompaqERP(SAP)ImplementationSupplierAllianceIntegrationSupplyChainTotalIntegrationSupplierERPImplementationCompaqInterfaceSupplyChainCompaqInterfaceEnterpriseIntegrationFrom:CompaqpresentationmaterialsTotalSupplyChainProfitabilityLowestTotalDeliveryCostandHighestInventoryTurnsinTotalSupplyChainBuildtoCustomer““Pull”Lee,Ching-En;NCTU27VMI定義Lee,Ching-En;NCTUInventorymanagementviathesupplier’sgenerationoftimely,cost-effectivepurchaseordersforthecustomer.Supplierusessalesactivityinformationandproductdemandhistorysentfromitscustomertogeneratedemandforecasts,makeadjustmentstotheforecastwithmarketintelligence,andplanforinventoryreplenishment.AlldatabetweensupplierandcustomeraretransmittedviastandardEDI(ElectronicDataInterchange)relateddocuments.28VMI架構(gòu)流程程Lee,Ching-En;NCTU29一些物理理現(xiàn)象Lee,Ching-En;NCTUManufacturingPhysicsSupplyChainPhysics100%Capacityused100%ServicelevelManufacturingLeadTimeInventoryoriginalattemptoriginalattemptFrom:HauLee’sLectureMaterials30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;NCTUHelpMoreSuccessProvideBetterService31ReduceLeadtimeandReduceComplexityInfo.SharingObjective:Info.TransparencyMethods:ITTechnologyCALSERP/MRPIIWorkflowDatawarehouseCustomer-OrientedInterface(ATP/CTP,Planning,Scheduling,andOrderTracking)VirtualManufacturingObjective:DistanceXMethods:Internet/IntranetSimulationVMMulti-MediaTOM／／OTIS／CSChannelAlignmentObjective:AllianceMethods:StrategicAllianceSupplierDevelopment/Mgt.SupplierReduction,Retionalization,andEarlyInvolvementOutsourceNon-coreWorkVMI/CRPFTLW/Consolidation3rdPartyLogisticsOperationEfficiencyObjective:Synchronization,AQR(TTX)Methods:ChainReconfigurationPostponement(Standardization/Modularity)DFSCMSKUReductionTargetSystemVAN/EDI/POS…ECRBPR/TOCQRM/COMCrossDockingLee,Ching-En;NCTU如何做好好供應(yīng)鏈鏈管理32供應(yīng)鏈管管理的範範疇33你有下列列供應(yīng)鏈鏈管理的的問題嗎嗎？Lee,Ching-En;NCTU34檢視在供供應(yīng)鏈管管理所做做的努力力Audithowtimeisallocatedinthesupplychain.Assesswherevalueisadded.Thensetthegoalsforchangeandimprovement1.Concurrentnewproductdevelopmentwithmulti-processteams2.Closeinvolvementofsuppliersindesignformanufacturability3.Strategiccostmanagementandtargetcosting4.Integrationofdemanddataviaelectroniccommerce5.Breakthroughprojectsoninventoryandlogistics6.Joint