供应链管理案例.ppt

YusanSupplyChainRedesignandImprovement HKUST Stanford YusanIndustriesLimitedFinalPresentationMarch27 2006 Objective EnhanceYusan sProfitabilitybyRe designingandImprovingSupplyChain 2 FacingProblem ExtraSupplyChainCostAirshipmentcostin2005 2MHKD 0 5 oftotalrevenue HighreworkcostLowOn Time DeliveryRateThomson 28 3 Methodology Identify Investigate Recommend Objective 4 Scope Thomson sProductsin2005 7 2005Products 3 Pre 2005Products 4 CS190 CS86 RCD147B TM9235 TM9237 TM9245 RCD147 5 Scopeoftheanalysis Thomsonproducts IdentifiedProblem FocusonProduction 6 OrderProcess Sales ProductionPlanning Purchasing Production 1 2 3 4 5 6 Customer 7 8 CustomerOrders JobOrders JobOrders ProductionSchedule week 7 InvestigationofProduction 8 PartSupply 44 ofthepartsupplylate ConsequencesandCauses Source ProductionPlanningReport Jan May2005 9 CriticalPartDelay CriticalParts LongLeadtime Expensive NosubstituteNon CriticalParts ShortLeadtime Commodity Source MeetingMinutesOct Dec2005 10 330Suppliersin2005131 40 averagequality 99 8 48RegularSuppliersNoonecanachieve99 8 QAstandardUnreliableRegularSuppliersQualityPerformance SuppliersAnalysisSummary 11 Potentialtoimprovesupplierperformance RegularSuppliersQualityPerformancein2005 12 QualityPassRate Makesuresupplierskeepahighlevelofquality Source IQC2005 PartSupplyQuality Criticalpartsalsoarelessreliable QualityPassRate 13 Source IQC2005 Criticalparts CapacityEvaluation Source ProductionPlanSept Dec2005 Probleminallocatingthecapacitytoeachcustomer OvertimeEmployed 15 Source WorkshopDailyReport Feb2006 Inanon peakseason overtimeisstillhigh Productivity 16 Source WorkshopDailyReport Feb2005 RealProductivityisloworexpectedoneisnotappropriate WorkforceDistribution 17 Source WorkshopDailyReport Feb2005 MoreattentionhastobepaidtoValue addedprocedures FinishedProductReworkRate 18 Source QualityAssurance2005 89 11 ReworkRatebyCustomers 19 Source QA 2005 ReworkRateonProductionLines 20 Verydifferentreworkratesamongthelines Source QCDailyReport Feb2006 Averagereworkrate 17 4 CausesandEffect 21 Rework CapacityPlanning PartSupply LowProfitability Recommendations 22 MakeSupplyChainPerformanceVisible Source SCOR Feb2005 23 UseKeyIndicatorstocontrolSCimprovements MakeSupplyChainPerformanceVisible MakeSupplyChainPerformanceVisible 24 KeeptrackofSupplyChainExtraCosts Recommendations 25 MakeSupplyChainPerformanceVisible EnhanceSupplierPerformance EnhanceSupplierPerformance 26 Recommendations 27 MakeSupplyChainPerformanceVisible Bettermanageorders EnhanceSupplierPerformance Bettermanageorders ProductionPlanning PlanforalltheexistingordersPlanforboththeassemblyandPCBAlinesPurchasingUnreliablesuppliers Criticalparts PurchaseAsSoonAsPossibleReliablesuppliers PurchasebasedonProductionPlanningscheduleCommonparts KeepSafetyStock UnaddressedProblem CommittedOrder OrderDelivery ProductionStart 0 4 2 LT LT 6 10 1 PartorderPlacement LT ForecastedOrder weeks TheEndThankYou BackUpSlides SuppliersAnalysisSup RegularSuppliers Yusanpurchasedpartsfromthissuppliersmorethan10monthsAssumeoneproductuses50differentsuppliersX 50 FinalproductpassrateToachieve95 finalproductpassrate eachsuppliersshouldprovidepartsat99 98 QualityToachieve90 finalproductpassrate eachsuppliersshouldprovidepartsat99 79 Quality CalculationandAssumptions Inventory CalculationInventory YearlyInterestRate CalculationandAssumptions Backlog CalculationIfDelayedLength ThresholdUrgentDeliveryUnitUrgentDeliveryCost NumofUnitsIfDelayedLength ThresholdCustomerSatisfactionDepreciationCostUnitBacklogCost NumofUnits DelayedLengthAssumptionUnitBacklogCost 10UnitHoldingCost CalculationandAssumptions Rework CalculationFinishedProductReworkCostUnitProductionC