供应链管理的战略和工具.ppt

ASiaV Chain AdvancedStrategiesandToolsforVirtualSupplyChainManagementinAsianenvironment ASIAIT CProgrammeGENERALAIMSTheEuropeanCommission EC launchedtheAsiaIT CProgrammein1999inorderto co financemutuallybeneficialpartnershipsinICTbetweenEuropeandAsiaimprovethequalityofEurope AsiapartnershipslinkthetworegionsinthesearchforinnovativeandcompatiblesolutionsinIT CAREASOFACTIVITY Society e Commerce Education Transport Health Agricolture Tourism i Manufacturing ASIAV CHAINProjectApplicant UniversityofUdine DepartmentofElectronic ManagerialandMechanicalEngineeringUnitco ordinator Prof AlbertoFeliceDeToni Projectmanager Europeanpartner UniversidadPolit cnicadeValencia DepartmentofBusinessOrganisation FinancialEconomy AccountingUnitco ordinator Prof AngelOrtizBasAsianpartner TheChineseUniversityofHongKong DepartmentofDecisionSciencesandManagerialEconomicsUnitco ordinator Prof JeffHoi yanYeung Prof XiandeZhao ASIAV CHAINProject HongKongTeam JeffYeungCUHKXiandeZhaoCUHK徐學軍教授華南理工大學XieJinxing清華大學ZhaoXiaobo清華大學 GeneralAimsfacilitatingtheaccessofAsiancompaniestoEUadvancedandinnovativeorganisationalmethodologiesandICTsolutionsdesignedforamoreefficientmanagementofindustrialprocesses negotiation planning scheduling deliveryetc andflows materials information etc providinginformationandtoolsforhelpingAsiancompaniestoimplementinnovativeapproachesinthefieldofSupplyChainManagementfocussingonupstreamphysical informationandeconomicvaluesflows withparticularreferencetocomplexindustrialsituations suchasInter firmNetworks V CHAINProject MAINOBJECTIVESDevelopaframework methodology architecture referencemodelandtechnologies forsupplychainmanagementinaVirtualEnterprisecontextAnalyseandprovidemeansandamigrationpathtomovefromanExtendedEnterpriseAS ISstatetoaVirtualEnterpriseTO BEstate V CHAINProject MAINOBJECTIVESDevelopalgorithmsthatallowtodefineglobalobjectives supplychain wide basedonconstraintsofallinvolvedactorsAnalyseandapplyrecenttechnologicalinnovationICTtrendstosolveVEproblemsanddevelopasupportingtechnologicalframework V CHAINProject CONSORTIUM ScientificPartners PolytechnicofValencia DynamitNobel Ford ssupplier NationalInstituteforResearchinComputerScienceandControl France IndustrialPartners FordSpain Consultingcompanies DMRCosulting projectcoordinator Innova Otherpartners Exel logisticoperator Vitria softwarehouse FranciscoSegura Ford ssupplier JohnsonControls Ford ssupplier Aprilia UniversityofUdine V CHAINProject CONTEXT SupplyChainManagementRelationshipsbetweenassemblycompanyandsuppliers Suppliers Customers V CHAINProject definitionofEXTENDEDENTERPRISE AnExtendedEnterpriseisadominantcompanywhichextendsitsboundariesbybuildingpartnershipswithothersinitssupplychain improvingitscustomersvaluepropositiontoachieveasustainablecompetitiveadvantage V CHAINProject definitionofVIRTUALENTERPRISE AVirtualEnterpriseisasinglebusinessentity compoundedbycompaniesthatsharecapitalsandmaintaindynamicandagilerelationships inordertoenhanceitscustomer svaluepropositionandtimelycreateandexploitcomplexmarketopportunities ENDCUSTOMER Singleenterpriseboundaries Virtualenterpriseboundary OEM Assembler Environment OPS OP Ajointstrategy VEdemandsintegratingnotonlycapitalswithinpartnersbutalsothestrategicdecisions Thus thepartnersfullysharetheircapitalstocreatethenamedbusinessentityinordertobetterdefineandestablishstrategic tacticandoperationalgoalsintothevirtualentity HC HumanCapitalOC OperationalCapitalKC KnowledgeCapitalTC TechnologicalCapitalSC StructuralCapitalFC FinancialCapitalRC RelationshipCapitalS Strategy VE BUSINESSDIMENSION EE BasicEE AdvancedEE RecommendedMigrationSpace CompleteMigrationSpace V CHAINProject MIGRATIONPATH ICTDIMENSION Thefoursupplychainintegrationlevels AcompanycannotseekthelevelofVisibilityinaSCwithouthavingreachedbeforetheoneofCommunication andsoonwithalltherestofthelevelsinthishierarchy Source DMRConsulting WIN LOSE LOSE WIN WIN WIN Stage1ExtendedEnterprise Basic Advanced Stage2AcknowledgedVirtualEnterprise Stage3CommunicatingVirtualEnterprise Stage4VisibleVirtualEnterprise Stage5SynchronisedVirtualEnterprise Stage6CollaborativeVirtualEnterprise Understandingthesixmigrationstages S1 Theextendedenterprise basicandadvanced Thisstagerepresentstheinitialstep S2 Theacknowledgedvirtualenterprise predominantcompanyrecognisesthatcompaniesinvolvedintheEEmustevolvetogether S3 Thecommunicatingvirtualenterprise achievementofthecommunicationintegrationlevelwithinthenetworkedorganisation S4 Thevisiblevirtualenterprise achievementofthevisibilityintegrationlevelwithinthenetworkedorganisation S5 Thesynchronisedvirtualenterprise achievementofthesynchronisationintegrationlevelwithinthenetworkedorganisation S6 Thecollaborativevirtualenterprise Thefinalstage FORD sCase ExtendedEnterpriseBusinessReferenceModel Relationshipsandflows Therelationshipsandflows ProductsandFinancialflow betweentheseactorsareshownbelow J I T Supplier Sequence Supplier D A D Supplier Dealer OEM Original Equipment Manufacturer Carriers Planning SequenceInfo Order Goods Planning SequenceInfo SubAssemblies JIT Seq Parts O C PlanningInfo SubAssemblyInfo Constraints Constraints Parts O C Empties SequenceSub Assemblies Part s O C Empties Planning Sequence Info Constraints Goods Info J I T Sub Assemblies SubAssemblyInfo Sub Assembly Info D A D SubAssemblies Logistic Operator Routes Material s info Traditional Supplier Parts Planning Info Order DeliveryNote Delivery Note Delivery Note Time Windows M a terial s info TimeWindows MaterialsInfo DistantSuppliers OtherPlants LogisticCentre LocalSuppliers AlmussafesFordPlant Seq JIT Seq JIT DAD DAD IndustrialPark Seq JIT LogisticOperator Seq JIT Seq JIT LogisticOperator Seq JIT SupplychainnodesofFord INDUSTRIALPARKSUPPLIERS54suppliersinstalled Production 22 Services 32 SUPPLYMETHODS INCLUDINGNEARBYSUPPLIERS J I T SequenceTOTAL20Suppliers18Suppliers38Suppliers281References836References1117ReferencesTRANSPORTJ I T SEQUENCE EXCLUDINGDELIVERIESBYCONVEYOR 30Trucksperday258Tripsperday Informationflows Long termdemandplanMid termdemandplanShort termdemandplanSequenceinformationShippingnotesTripsheetsConstraintsInvoices TheV CHAINVirtualEnterpriseReferenceModel theTO BEModel hasbeenconceivedastheframeworkneededtoobtainanintegratedsolvingproblemapproach Assembler LogisticsOperator OperatorforPlanningandSequencing OperatorforPlanning Otheractors Carriers VEBUSINESSREFERENCEMODEL OVERVIEW Whatdoweneedtodo StepI In depthsupplychainsstudy Therelationshipsandflows ProductsandFinancialflow betweenthedifferentplayerswithintheirsupplychainThecurrentstatusofprocessintegrationbetweendifferentplayersWhatinformationiscurrentlybeingshared Whatinformationdotheyhopethattheycanget Howaretheyusingtheinformationintheirdecisionmaking Whataretheydoingintermsofcoordination collaborationandjointdecisionmakingetc Whataresomeofpotentialwaysofimprovingtherelationshiporprocessestoenhancesupplychainperformance Whataretheirexpectationsforvirtualsupplychainmanagementintermofinformationtechnology managementsystems processintegrationandmanagementoftherelationshipsetc Whatdoweneedtodo StepII IdentifycriticalissuesProblemsInformationthatareimportantDecisiontools Whatdoweneedtodo StepIII EvaluatingthebenefitsofInformationsharingandCoordinationthroughComputerSimulationandmodellingIdentifyandproposemethodsofinformationsharingandcoordinationtoenhancesupplychainperformance Buildsimulationmodelstoinvestigatethecostsandbenefitsoftheproposedapproaches Developingguidelinesforcompaniestoimprovetheirsupplychainperformancethroughinformationsharinga