采购管理--供应链管理现况趋势与教育(PPT 55页)(1)

供應鏈管理現況趨勢與教育,林正章教授台灣成功大學交通管理科學系2008.11,演講大綱,何謂供應鏈管理供應鏈管理與消費者汰舊換新、多樣化、客製化便捷、新鮮、安全供應鏈管理與企業行銷經濟效益、缺貨、長鞭效益供應鏈管理與物流企業整合服務供應鏈管理安全與環境供應鏈管理教育教學目標與課程,傳統社會,國富論(TheWealthofNations)蘇格蘭經濟學家、亞當史密斯的一本經濟學專著致力於滿足市場廣大的需要提倡分工論金字塔型的分工連續性的大量生產，達到規模經濟,當今社會,全球環境,已開發國家生產過剩外銷給開發中或未開發國家。供應鏈核心產品與周邊活動委外之結合為獲利策略。洲際內經貿增加經貿協定以提昇與保護經貿活動。資訊科技的進步增進全球性相同的消費型態。全球金融與運輸解除管制簡易貨幣流通，提昇運輸效率降低運輸成本。,資料來源：BowersoxandCloss(1996),物流管理,物流(logistics)是透過資訊科技，對物料由最始原料一直到配送成品至最終消費者整體過程中所牽涉的原料、半成品、成品的流通與儲存，以最有效益的計畫、執行與控制，來滿足並符合消費者的需求。LogisticsManagementisthatpartoftheSupplyChainManagementthatplans,implements,andcontrolstheefficient,effectiveforwardandreverseflowandstorageofgoods,services,andrelatedinformationbetweenthepointoforiginandthepointofconsumptioninordertomeetcustomersrequirements.-USCouncilofSupplyChainManagementProfessionals(USCouncilofLogisticsManagement,美國物流學會),供應鏈管理,SupplyChainManagementencompassestheplanningandmanagementofallactivitiesinvolvedinsourcingandprocurement,conversion,andallLogisticsManagementactivities.Importantly,italsoincludescoordinationandcollaborationwithchannelpartners,whichcanbesuppliers,intermediaries,third-partyserviceproviders,andcustomers.Inessence,SupplyChainManagementintegratessupplyanddemandmanagementwithinandacrosscompanies.-USCouncilofSupplyChainManagementProfessionals,供應鏈管理內涵,供應鏈與新產品快速推出,供應鏈與新產品快速推出,供應鏈與新產品快速推出,TraditionalphasepriceStressphaseAcceptanceofshort-noticerequirementsResolvedphaseJITprinciplesPartnershipphaseLong-termperspective,exchangeoperatingandfinancialinformation,sharerisksandjointinvestmentinfacilities-ScharyandSkjott-Larsen1995,供應鏈與新產品快速推出,ClusterproductionSetupproductionunitsclosetothecustomersassemblyplantAfirst-tiersuppliertoanassemblerinonecountrymustbeabletosupplytheassemblerinotherpartsoftheworldInvolvedindevelopmentofnewmodelsintheearlieststageExpectedtobeatechnologyleader,developingnewtechnologiesindependently-ScharyandSkjott-Larsen1995,供應鏈與客製化,FedExCaseStudy,FedExNet,OrderManagementSystem,CallCenter,ComponentA,ComponentB,ComponentC,FedExEDC/Alliance,BuildorconfigureOrders,ExpressDeliveryofFinishedProduct,WebOrders,PhoneOrders,OrderConfirmation,AdvancedShippingNotice,Build/Configure-to-Order,製程延遲策略,冒險策略(Speculation,anticipatory-based)由預測來決定生產種類和數量，與延滯策略相反。由生產的規模經濟，減少行銷、存貨出清，以及生產的不確定性，降低成本。延遲策略(Postponement,response-based)目的：Masscustomization,deliverrapidlyandreducecost產品製程的延遲(manufacturing)不必要製程成品，保持原料型態，維持改變彈性與避免成品過時。亦稱為拉式生產。產品物流的延遲(logistics)不必要在下游，倉儲於上游供應鍊結構，避免成品需求變動再移轉成本。,製程延遲策略,IncludesproductredesignandprocessredesignProductredesignStandardizeacrossallmarketsProcessredesignIncludesre-sequencingthesub-processesDye,cutandsew,vscut,sewanddye,製程延遲策略,ThreedesignprinciplesDesignsoitconsistsofindependentmodulesthatcanbeassembledintodifferentformsoftheproducteasilyandinexpensivelyManufacturingprocessesconsistofcanbemovedorrearrangedeasilyfordifferentdistribution-networkdesignSupplynetworkshouldsupplythebasicproducttothefacilitiesinacosteffectivebeflexibleandresponsivetotakeanddelivercustomersorders,HP個案,LaserJetprinterForEuropeandNorthAmericamarketsDifferentiateproductwithbuilt-indedicatedpowersupplyof110and220voltsassoonasproductionbeganinJapanStandardizepowersupplyforentireproductfamilyHighermaterialcost,butlowertotalcostsofmanufacturing,stockinganddeliveryby5%,HP個案,DeskJetprinterBuiltinSingaporeanddistributedinStuttgart,GermanyforEuropemarketCountry-specificexternalpowersupplythatplugsinwhensettinguptheprinterDifferentiationwasperformedinStuttgartHighermanufacturingforfactoriestocustomizetheprinters,butlowertotalcostsofmanufacturing,shippingandinventorydroppedby5%,供應鏈與便捷性,電子商務與宅配,大榮個案,供應鏈與新鮮,台灣地區冷凍冷藏產業每年約有300億元的冷凍冷藏產業規模低溫物流保持新鮮食品及冷凍食品品質從生產到消費過程均處於低溫狀態低溫控制技術加工製造，低溫監控下儲存，運輸配送和銷售仰賴合乎放置低溫食品低溫標準冷凍冷藏設備運送過程保持適當溫度，確保食品安全及品質,供應鏈與新鮮,供應鏈與新鮮,供應鏈與新鮮,供應鏈與安全,PfizerInc.MakerofprescriptiondrugsasLipitorandZoloftStrategiesItshipseverypackage,caseandpalletofitsViagrawithRFIDtagstocounterfeititsproductSinceJan2006.Procurementpurchasesrawmaterials,drugsubstances,andthehiringoffreighttransportation.Distribution/logisticscoordinatesthemovementofproductsbetweenglobalsitesSupplychainplanningworkscloselywiththesales/marketingLong-rangeplanningusesmathematicaloptimizationtechnologytocreatethebestO-DroutesOrderentrysystemsinterfacewithafulfillmentmanagementsystemtomonitorflowandinventorywith50globalmanufacturingsites/DCswithareplenishmentmodel,供應鏈與行銷,KoreanHyundaiStatusHyundaistartedofferinga10-yearwarrantyonitscarsinUSGoalDistributionnetworksetuptogetthepartsdeliveredquicklytokeepcustomersandasefficientlytokeepthedealershappy.StrategiesThededicatedcarrierarepricedonaper-shipmentdeliveredcostandovernightdeliveriestodealerships.InformationvisibilityImportsfromKoreausinga3PLtotrackallinboundshipmentsMilestoneischeckedandupdated,shipmentstotheports,vesselsailandarrivaldates,intoandreleasebycustoms,originanddestinationrailhead,deliverytoDCandputaway.Hyundaihasbeenabletoreduceinventorybytwoweeks,供應鏈與缺貨ProcterandGamble,StatusOut-of-stockratearound10%.GoalAddressingproductavailability,shelfquality,andon-timedelivery.toreduceinventoryby50%,trimout-of-stocksby50%andachieve20%savingsinlogisticscosts.StrategiesConsumer-drivensupplynetworkofsuppliers,manufacturersandretailersthatfacilitatesreal-timeinformation.Replenishingproductsassoonastheyrepurchasedreceivedbypoint-of-saledataCollaboratescloselywithretailpartnersonin-storepromotionsandevents.20%ofproductcategories(withmorethan10%out-of-stocks)weredroppedtobelow5%ofproducts.Saves$25million/yearbyeliminatingunnecessarytranscriptionworkandout-of-stocks,供應鏈與長鞭效應,長鞭效應(bullwhiporwhiplash)產品需求預測，來自於零售商對顧客需求的預測，進而向製造商下訂單，而製造商向供應商下訂單也是依照零售商的預測。如果最底層的顧客需求發生變動，則層層牽動，影響會愈來愈加大,供應鏈與長鞭效應,供應鏈與長鞭效應,VendorManagedInventory,VendorManagedInventory(VMI)CoordinatedmanagementoffinishedgoodsinventoriesGoodsinventoriesoutboundfrommanufacturer,distributororresellertoaretailerorothermerchandiserReplenishingfinishedgoodsonareorderpointbasis,Productsongrocerystoreshelves:Frito-Lay&othersnackfood,candyorbeveragevendorsVMIvendorsmissionGeneratepurchaseordersonas-neededbasisReplenishingsuppliesbasedonanestablishedinventoryplanEnsuringhighin-stockperformancewithminimalinventory,VendorManagedInventory,VMI-CaseStudy,VendorImporter&marketerofhygieneproductsCustomerCapitanoftheretailchains:ThewholesalerMainoperationalproblemsinthechainVendorLongleadtimeinsourcingfrominternationalproducersHighvariabilityofordervolumeWholesalerHighstocksPeriodicallypoorserviceforthevendorsproducts,VMI-CaseStudy,ReasonsandresultsPartlyresultfromdemanddistortionSupplychainisnotsynchronizedtoconsumerdemandWholesalerfeelsbufferneedstokeepservicelevelBenefitsofimplementingVMIClosercooperation&increaseddeliveryfrequencyReducedstockcoveratthewholesalerTotalstockcoverdownfrom10to6daysServicelevelremainstable,全球運籌風險管理,SourceEnvironment、Supply、Demand、Process、Control經營策略,Source:Juttner,Uta(2005),Supplychainriskmanagement,I.J.ofLogisticsManagement,16(1):120-141.,全球運籌風險管理實際運作,Source:Juttner,Uta(2005),Supplychainriskmanagement,I.J.ofLogisticsManagement,16(1):120-141.,全球運籌風險管理規劃,Source:Juttner,Uta(2005),Supplychainriskmanagement,I.J.ofLogisticsManagement,16(1):120-141.,GlobalLogisticsSecurity,Eachtradetransactioncaninvolveupto25differentparties.Atypicalcross-bordertransactionmightinvolvefiling35documents,communicatingwith25partiesandcomplyingwithmorethan600lawsand500tradeagreements(Cassidy,2003).,SecurityInitiatives,Source:SheuandLee(2006),Avoluntarylogisticssecurityprogram,SupplyChainManagement,11(4):363-374.,MemorandumofUnderstanding,Customs,SecurityProfile,Within60days,Reviews&makescertificationdecisions,Within60days,Oncecertified,companybecomesaC-TPATParticipant.,ForC-TPATvalidation,30daynoticeisgiven,Necessarydocumentmustbesubmitted,Within30days,PartnershipValidationTeam,Customs,Customs,Customs,Certification,Validation,Within3yearsofcertification,10days,14,TheImpacts,TheC-TPATcertificationresemblestheISO9000certificationprogram.Bothprogramsareagenericsecurityorqualityassurancesysteminsteadofasecurityorqualityperformancestandard.C-TPATrequiresthattheUScompaniesdevelopamoredetailedunderstandingofforeignsupplierstomonitortheirshipments.Thepracticeofsourcingfromforeignsuppliers,whileeconomicallysound,nowchallengescompaniestocollaboratewithsupplierstoimprovesecurity.,供應鏈管理與環境,Sheu,J.B.,Chou,Y.H.andHu,C.C.(2005),台灣筆記型電腦,供應鏈管理與環境,汽車產業,伍中流，民國91年,目前處理廠家數已足夠廢車拆解後，經由破碎廠處理再進入煉鋼廠，有助於降低整體營運成本,供應鏈與環境,由消費者、產業到都市、社會,第三方專業物流公司,“Arelationshipbetweenashipperandthirdpartywhich,hasmorecustomizedofferings,encompassesabroadernumberofservicefunctionsandischaracterizedbyalonger-term,moremutuallybeneficialrelationship.”-AfrickandCalkins,1994-P.MurphyandR.Point,2000,專業物流業服務內容,專業物流業發展趨勢,standardization,homogenization,tailoring,adaptation,multi-domestic,GlobalStrategy,Global/Glolocal,併購或聯盟,投資,聯盟、合作、建立全球網路,強調規模經濟,強調產品客製化,LogisticsResponsibilities(2008),LaLondeandGinter(2008),Careerpatternsinlogistics,FactorswillinfluenceSCdevelopment,Weighted1st,2ndand3rdchoiceswith3,2,and1pointsLaLondeandGinter(2008),Careerpatternsinlogistics,Curriculumfor90daycourse,Weighted1st,2ndand3rdchoiceswith3,2,and1pointsLaLondeandGinter(2008),Careerpatternsinlogistics,USLogisticsProgramRanking,LearningGoals,MichiganStateUniversityTobuildtheirfunctional,entrepreneurial,analytical,learning,andpersuasivecapabilitiestomaximizetheirflexibilityandimpactinadyn