全球供应链管理的定义

1,Lee,Ching-En;NCTU,全球供應鏈管理,講員:李慶恩教授國立交通大學工業工程與管理學系國科會電子資訊產業供應鏈管理總計畫主持人,中華民國八十八年五月六日,2,Lee,Ching-En;NCTU,製造業V.S.服務業,3,我們有供應鏈管理的問題嗎？,Lee,Ching-En;NCTU,4,製造目標與趨勢的變遷,成本品質交期彈性服務創新全球化結果成本品質交期彈性速度創新成本品質交期服務速度成本品質彈性服務成本交期彈性品質交期成本品質成本,Lee,Ching-En;NCTU,顧客迫使製造商供應商生產供應多樣、大量且低成本的一般化商品(Commodity),5,如何建立競爭優勢/障礙(CompetitiveAdvantage/Barrier),Lee,Ching-En;NCTU,生產力優勢(ProductivityAdvantage),價值優勢(ValueAdvantage),6,產業對策,建立技術優勢(Leading-EdgeTechnologyInnovation)成為快速跟隨者並建立差異化(QuickFollower(TTX)andDifferentiation)全球供應鏈管理(GlobalSupplyChainManagement)著重核心競爭力(FocusonCoreCompetence),Lee,Ching-En;NCTU,7,產銷環境之演進,From:”TransformYourSupplyChainReleasingValueinBusiness”,JonHughes,MarkRalf,Et.BillMichels,8,產銷環境演進之結果,大量生產(MassProduction)大量客製化生產(MassCustomization)多樣少量生產(JobShop)顧客滿意(CustomerSatisfaction)以顧客成功為依歸(CustomerSuccess)供應商管理(SupplierManagement)發展供應商合作關係(SupplierDevelopment)物料產品供應鏈(Material/ProductSupplyChain)知識供應鏈(KnowledgeSupply)Chain,Lee,Ching-En;NCTU,*資訊技術(InformationTechnology;IT)的高速發展是始做俑者。,9,基本製造型態,Lee,Ching-En;NCTU,種類(Mix),量(Volume),10,大量客製化之效應,Lee,Ching-En;NCTU,11,過去(推Push)局部最佳化(LocalOptimization),研發業務/行銷採購生產/製造配送/服務財務(RNCTU,研發業務/行銷採購生產/製造配送/服務財務(RNCTU,需求流（DemandFlow）,JITandQualityMaterialFlow,供應商(Supplier)配銷商(Distribution)零售商(Retailer)顧客(Customer),Qn-time,AccurateandPaperlessInformationFlow,過去,現在,供應商(Supplier)配銷商(Distribution)零售商(Retailer)顧客(Customer),13,產銷模式變遷（）,Emphasizerigourandtoughbarganing.,過去：開放競爭（OpenCompetition）,期望：從供應商上游到顧客下游的整合（FromSuppliersSupplierstoCustomersCustomers）,Linkupalltheplayersinahorizontalsupplychain.Emphasizeseamlessdelivery,optimizationandintegration.,許多產業的現況（DominateorDie）,上游,下游,14,大量客製化的原則,1.EnrichingCustomers-ProvidingSolutionsvs.Products2.MasteringChangeandUncertainty（RapidResponse）3.LeveragingtheImpactofPeopleandKnowledge4.CooperatingtoEnhanceCompetitiveness-VirtualOrganization,Source:TheAgilityForum,15,產業未來趨勢,Lee,Ching-En;NCTU,快速回應之供應鏈體系(ResponsiveSupplyChain)是必然趨勢,16,供應鏈管理的定義,Lee,Ching-En;NCTU,Integrate,Synchronized,Lean,andResponsiveFlowofMaterials,Information,Funds,Processes,Services,andOrganizationsfromSuppliersSupplierstoCustomersCustomers.,17,Lee,Ching-En;NCTU,供應鏈特性（以電子資訊產業為例）,產業特性：(1)高科技，高資本，高報酬，高風險，高度競爭。(2)產品生命週期短，市場變化大，價格變動快。(3)產業族群龐大，供應鏈長鞭效應明顯。(4)朝開放及市場標準化發展，品牌價值差異越來越小。(5)IC與PC產業考量重點不同。,18,造成供應鏈管理問題的原因,資訊扭曲(InformationDistortion)不同步的通路(AsynchronizedChannel)鏈的複雜度(ChainComplexity)無效率的作業(InefficientOperations)文化地區之差異(CulturalProblems),Lee,Ching-En;NCTU,19,常聽到與績效管理有關的問題,預測不準MPS變化太大存貨過高存貨週轉率太低供應鏈管理問題的徵兆顧客服務水準低落缺料，不預期換線頻繁長鞭效應明顯Keyproblem:前置時間(Leadrime)太長Oneofobvioussolutions:正確且快速回應(AccurateandQuickResponse;AQR),Lee,Ching-En;NCTU,20,快速回應(QR),QR：以資訊取代存貨:(Thesubstitutionofinformationforinventory.)From:Christopher,AQRQRwiththeeffectivemanagementofthesupplychain.,Lee,Ching-En;NCTU,21,縮短前置時間的重要性,Lee,Ching-En;NCTU,22,一些工業界的做法,PostponementfromHPBTO(Build-To-Order)fromDellCTO(Configure-To-Order)fromCompaq98,2daysfromIBMTOM/VirtualFabfromTSMCVMI/CRPfrom3M,PNCTU,23,延遲理論(postponement),延遲：延後產品間之差異化，以降低因多樣性產生之不良效應兩大手法運送的延遲（LogisticPostponement）：Movingcustomizationpointclosertocustomers.形式的延遲（FormPostponement）Delayingdifferentiationpointbystandardization基本對策：DFSCM,Lee,Ching-En;NCTU,24,型式的延遲,Lee,Ching-En;NCTU,標準化/模組化前,標準化/模組化後,From:“DesigningProductsandProcessforPostponement”,LeeandBillington,25,那些製程應由工廠完成?那些該由物流中心（D.C）或經銷商完成？如何評估(Justify)?RedesignCosts,ModuleSafetyStock,FinishedGoodsInventory,WIP,Testing,Freight,CustomsNCTU,26,Lee,Ching-En;NCTU,戴爾(Dell)的作法,Simplifyyoursupplychain;selldirecttothecustomer;cutoutthedealers;buildtocustomerrequirements;maketoorderMaintainandextendthepricefocusonthecorporatecustomer.Bypassthedistributorsanddealers.Alignproductiontofuturetrends.Adoptresponsivesupply.Closesupplychaincollaboration.Makepurchasingeasy.,27,康柏（Compaq）的作法,Compaq,ERP(SAP)Implementation,SupplierAllianceIntegration,SupplyChain,TotalIntegration,Supplier,ERPImplementation,CompaqInterface,SupplyChainCompaqInterface,EnterpriseIntegration,From:Compaqpresentationmaterials,TotalSupplyChainProfitabilityLowestTotalDeliveryCostandHighestInventoryTurnsinTotalSupplyChainBuildtoCustomer“Pull”,Lee,Ching-En;NCTU,28,VMI定義,Lee,Ching-En;NCTU,Inventorymanagementviathesuppliersgenerationoftimely,cost-effectivepurchaseordersforthecustomer.Supplierusessalesactivityinformationandproductdemandhistorysentfromitscustomertogeneratedemandforecasts,makeadjustmentstotheforecastwithmarketintelligence,andplanforinventoryreplenishment.AlldatabetweensupplierandcustomeraretransmittedviastandardEDI(ElectronicDataInterchange)relateddocuments.,29,VMI架構流程,Lee,Ching-En;NCTU,30,一些物理現象,Lee,Ching-En;NCTU,ManufacturingPhysics,SupplyChainPhysics,100%Capacityused,100%Servicelevel,ManufacturingLeadTime,Inventory,original,attempt,original,attempt,From:HauLeesLectureMaterials,31,經驗中我們學到了什麼,以創意改善上下游所有相關人事物的關係,Lee,Ching-En;NCTU,HelpMoreSuccess,ProvideBetterService,32,ReduceLeadtimeandReduceComplexity,Info.SharingObjective:Info.TransparencyMethods:ITTechnologyCALSERP/MRPIIWorkflowDatawarehouseCustomer-OrientedInterface(ATP/CTP,Planning,Scheduling,andOrderTracking),VirtualManufacturingObjective:DistanceXMethods:Internet/IntranetSimulationVMMulti-MediaTOMOTISCS,ChannelAlignmentObjective:AllianceMethods:StrategicAllianceSupplierDevelopment/Mgt.SupplierReduction,Retionalization,andEarlyInvolvementOutsourceNon-coreWorkVMI/CRPFTLW/Consolidation3rdPartyLogistics,OperationEfficiencyObjective:Synchronization,AQR(TTX)Methods:ChainReconfigurationPostponement(Standardization/Modularity)DFSCMSKUReductionTargetSystemVAN/EDI/POSECRBPR/TOCQRM/COMCrossDocking,Lee,Ching-En;NCTU,如何做好供應鏈管理,33,供應鏈管理的範疇,34,你有下列供應鏈管理的問題嗎？,Lee,Ching-En;NCTU,35,檢視在供應鏈管理所做的努力,Audithowtimeisallocatedinthesupplychain.Assesswherevalueisadded.Thensetthegoalsforchangeandimprovement,1.Concurrentnewproductdevelopmentwithmulti-processteams2.Closeinvolvementofsuppliersindesignformanufacturability3.Strategiccostmanagementandtargetcosting4.Integrationofdemanddataviaelectroniccommerce5.Breakthroughprojectsoninventoryandlogistics6.Jointpurchaser-s