试论供应链管理之全球最佳实务(英文版)

供應鏈管理之全球最佳實務,勤業管理顧問公司ArthurAndersenBusinessConsulting陳光敏(TimothyChen),SCMGlobalBestPractice,Agenda,GlobalBestPracticeSupplyChainGlobalBestPracticeIntroductionCaseStudy1&2(Capacitor&Notebook)Q&A,5min20min10min5min,HowCanBestPracticesBeApplied?,Re-engineeringProcessImprovementModelTQMBenchmarking,ArthurAndersenGlobalBestPracticeKnowledgeSpace,SupplyChainGlobalBestPractice,LinksintheSupplyChain,SeniormanagementCustomerserviceDesignMarketingandsalesProductionPurchasingLogisticsTreasurymanagement,SeniorManagementLink,SummaryofBestPracticesGivevisiblesupportAlignSCMobjectiveswithstrategicplanProvideSCMtraining,SourceMaterial:BeyondLogistics:SupplyChainManagement,SeniorManagementLink,ThreeimportwaysseniormanagementcancontributetotheSCM,SourceMaterial:BeyondLogistics:SupplyChainManagement,MandatingperformancemeasurementPerformer-XeroxBestpractice-Identifyperformancemeasurement,AllocationresourcestotheprogramPerformer-SmithKlineBeechamBestpractice-Contractedwithaconsultantfirmtodeveloplearning-by-doingcourses,CustomerServiceLink,Thecustomerservicelinkcanbeasourceofvaluableinformationfororganizingtheentiresupplychain,Performer-FederalExpressBestPractice-SurveycustomertoidentifyincidentsofdissatisfactionBroadcastincidentoccurrencesandimprovementRespondquicklytoincidentsofcustomerdissatisfactionCreateincentivesforemployeestoimproveperformanceMonitorthecustomerserviceinitiative,SourceMaterial:NotRestingonItsLaurels,CustomerServiceLink,DesignLink,SummaryofBestPracticesCreateaconsistentflowofnewproductsintothemarketplaceManagecarefullythenewproductgeneration,developmentandgestationprocess.Invokekeysuppliersintheproductdesignprocess,DesignLink,Performer-XeroxBestPractice-XeroxmadecriticalsupplierspartofTeamXeroxImplementBlack-boxsourcingconcept100%increaseinquality,75%reductioninmaterialcosts,morethan75%reductionintotalmanufacturingleadtime,SourceMaterial:TheDesignTeam:SuppliersMoveIntotheLineofFire,MarketingandSalesLink,SummaryofBestPracticesFormpartnershipswithdistributorsIdentifyanddevelopinnovativemarketingstrategiesUseamultichannelsystemtoreachdiverseanduniquecustomersegmentsOffervalue-addedincentivestosecuredistributorsAllowdistributorstoassembleproductsonorderandbydemandSetupanetworkofdistributors,MarketingandSalesLink,Performer-DellComputerCorp.BestPractice-InnovativedistributionchannelsDellhasdroppeditsretaildistributorsandispursuingotherdistributionchannels,includingdirectmarketingandinternetordertakingOverthepast20years,thepersonalcomputerdealersshareofprofitsgrewfrom13to63%,whilethemanufacturerssharefellfrom79to29%oftotalprofits.,SourceMaterial:TheDynamicsofCorporateGrowth,MarketingandSalesLink,Performer-IBM,SunMicrosystems,AT&TGlobalInformationSolutions,Hewlett-Packard,AcerAmericaCorp.BestPractice-FinalassemblybydistributorsDistributorcanconfiguretheproductsatorderandbydemand.Reductionininventoryrequirementsforresellersandaquickerto-markettime,SourceMaterial:DistributorsJumpontheBandwagon,ProductionLink,Operatingwithleanresources:MinimizedinventoryTighterschedulesSmallerbatchOptimizedfactoryandwarehousingfacilities,ProductionLink,Performer-TOYOTA/Freudenberg-NOKBestPractice-LeanproductionsystemToyotadevelopedtheleanproductionsystemusingacombinationofJITmanufacturing,TQM,andCIFreudenberg-NOKimplementGetRidofWasteThroughTeamHarmony(GROWTTH),SourceMaterial:Freudenberg-NOKpromotionalmaterials,PurchasingLink,SummaryofBestPracticesDevelopanSCMstrategicplanforpurchasingStreamlinePOprocessImplementEDIwithselectedsuppliersImplementvendormanagementprogram,PurchasingLink,Performer-JanssenPharmaceuticalGroupBelgium-basedsubsidiaryofJohnson&JohnsonPharmaceuticalBestPractice-SCMplanandITtoolsSCMplanwaspreparedaround3majorobjectives:IncreaseinternalcustomersatisfactionReducethetotalcostforgoodsprocurementImprovepurchasingstaffefficiencyandjobsatisfactionPROMS(electronicprocurementmanagementsystem)&EDI(electronicdatainterchange)orderingsystem.,SourceMaterial:SupplyChains:ReengineeringaBelgiumUnit,LogisticsLink,SummaryofBestPracticesMinimizeglobalmovementImplementawarehousemanagementsystemQualifythird-partylogisticsservicesproviders,LogisticsLink,Performer-EMCCorp.EMCCorp.hasfor14yearsbeenmanufacturinghigh-availabilitycomputerstorage.BestPractice-MinimizeglobalmovementMinimizevendorsnumberQAonvendorsite,SourceMaterial:HowLogisticsGivesEMCaStrategicEdge,TreasuryManagementLink,Werarelyacknowledgesthetreasurymanagementfunctionaspartofthesupplychain.Thealways-innvoativeMotorola,however,hasbeenmanagingthisimportantlinksince1976.,TreasuryManagementLink,Performer-MotorolaBestPractice-Internalnettingsystem-Motorolahasbeensavingabout$6.5millionannuallyinforeigncurrencyexchangeandbankcharges.Externalnettingsystem-donethroughEDIandwiththecooperationofCItibank,SourceMaterial:TheEvolutionofaGlobalCashManagementSystem,CaseStudy1CapacitorManufacturerSCMOperationModel,ProjectBackground,電容為三大被動元件之一,單價低且品牌認同度不高,未來之目標市場在3C產業,主要之競爭優勢在於如何降低成本、穩定品質、快速交貨。該公司擁有五個生產廠及七個營業據點分佈於台灣、大陸、東南亞、歐美,而原運作模式中係以存貨式生產為導向,各廠以生產產能來規劃生產計劃,且銷售據點和生產據點無明確之對映關係,故當實際銷售和預測產生差異時,無法及時調整生產計畫。隨著3C產業製造廠之外移,海外據點之擴張勢在必行,如何建構一個全球供應鏈運作模式,即成為其重要課題。,ProjectRoadmap,全球供應鏈模型介紹,瞭解現行產銷儲運運作,釐清未來發展方向,定義供應鏈運作內容,建立初步模型,發展完整模型,研擬工作計劃,資料收集,建立全球供應鏈整體模型,規劃績效衡量指標,將現行據點套入模型,建立全球供應鏈管理基礎建設,新運作模式之要點,SCORModel,SupplyChainOperationsReference,Frameworkdefiningthesupplychainbusinessprocesses,Source,Make,Deliver,Customers,Suppliers,ManufacturingValue-AddedTransformationProcesses,Plan,Manufacturer,未來供應鏈模型規劃,集團內,D1,業務區域,D1,D1,區域性生產據點,全球性生產據點,特殊品生產據點,銷售據點,D1,S1,S1,S1,S1,業務區域,業務區域,業務區域,P3,P4,P1,P2,未來供應鏈模型規劃,銷售,生產,產銷協調,擬訂銷售預測,彙總銷售預測,規劃生產排程,擬訂/修正採購計劃,協調據點內之產銷,採購,P1,P2,P4,P4,P3,P3,協調跨據點之產銷,差異狀況處理,差異,擬訂生產計劃,Yes,P3,P4,P3,P4,修正銷售計劃,修正生產計劃,P4,P3,第N-1月25日,第N-1月月底,第N月5日,月,第N月5-10日,年度採購計劃,月採購計劃,各據點自行協調,全球資策中心調配,總公司資材中心,DeliverableSample,Plan,P4PlanDeliver,P0PlanInfrastructure,定義-發展並建立一套運作模式以適切的規劃可用產品交付資源以符合產品交付需求輸入-銷售預測、現有訂單及客戶對產品交付之特殊需求-生產計劃、存貨、既有產品交付排程輸出-產品交付計劃:銷售點、品項、客戶、交期、數量、送貨地點、運送方式,P4PlanDeliver,DeliverableSample,時間年度,活動擬定年度銷售計劃彙總年度銷售計劃協調據點內部產銷,計劃內容-由業務人員對所負責之區域或客戶依產品群組，擬定下年度每月之銷售數量並註明運送區域及特殊需求-規劃安全庫存量，以減低銷售預測不準確之風險-依產品群組、客戶或運送區域彙總每月之計劃銷售數量-最小計劃單位係為一不可分割之交付需求數量，其資料內容包括銷售據點、月份、客戶或區域別、產品群組、數量、特殊需求-協調計劃產出以滿足據點內銷售單位所負責之業務區域的每月銷售(交付)計劃-提出無法由據點內生產單位所滿足之產品群組及數量，或過剩之產能(群組及數量),DeliverableSample,P3PlanMake-績效衡量指標,CaseStudy2NotebookManufacturer,ProjectBackground,在BTO及CTO風潮中，生產商必須具備快速且具彈性的產銷系統，縮短出貨前置時間，並配合快速工程變便，以因應市場需求之快速變化。因應產品生命週期縮短的產業特性，需加強產品規劃與研發能力，使產品能即時推往市場。生產之趨勢主要為追求廉價的生產資源，完整的產業結構，以及便利的物流通路。為了貼近市場，必須在規模市場附近設立生產據點。營運規模大幅擴充，有效存貨及應收帳款控管為企業營運成敗的關鍵。,專案執行架構,資訊科技(Info.Technology),策略(Strategy),組織架構(Structure),流程(Processes),變革促動(ChangeEnablement)建構變革能力以確保組織及人員順利轉型。,透過策略釐清研討會，以釐清公司願景、未來策略方向、目標及關鍵營運流程。,調整組織架構以配合未來營運策略。,針對關鍵流程，利用AA全球最佳實務進行流程改善，及整合公司未來營運流程與ERP系統。,應用ERP方法論，以迅速有效導入應用系統，提升營運績效。,引進ArthurAndersen專案執行架構，透過策略釐清、組織架構調整、流程改善及人員轉型，以確保ERP系統導入的成功。,策略釐清(StrategicArticulation),關鍵流程CriticalProcesses,組織目標OrganizationalGoals,策略Strategydifferentiator,驅動因子Drivers,願景Vision,使命Mission,價值觀Values,關鍵績效指標KeyPerformanceIndicator,MajorImplicationstoProject,T0-BeDesignDirectionsCustomerorientedorganization&processesExtendsupplychainvendorhuboperationtosupportBTO/CTOmodelMulti-sitecoordinationforplanning,manufacturingandlogistics.OperationTargetFocusTotalcycletimereductionFastresponseTotalcostownershipInventoryturnoverimprovement,MarketAssumption,BTF,BTOinCPU,VendorMgmt.CPUSpeedInventoryDataAccuracy,Model1,Model2,BTO,CPUforbasicunits,ConfigureMarketScaleGlobalCentersGlobalVendorHubProductModulization,Model3,BTF,SeparatePlantCentralizePlanning,Current,MajorChanges,Prerequisites,CustomizedOrg.PlanningToolPolicy&Responsibility,MajorOperationStyle,CTO,CTO,CTO,CTO,BTO,BTO,BTO,OperationModel1,TaiwanServicecenter,Salescenter2,Planningcenter,Salescenter1,CTO,BTF,BTF,MajorClient,Configurecenter,OtherCustomer,MFGcenter1,ServiceMfg.,OverseasServicecenter,SMT,Assembly,BTO(byEDI),MFGcenter2,SMT,Assembly,BTF/BTO,BTF,BTO,BTF,BTF,BTF,BTO,BTO,BTO,BTO,BTO,BTO,BTO,BTO,MajorClientF/GEDI/APSorderMajorClientCTOorderMajorClientserviceorder/RMAorderOthercustomerF/GorderOthercustomerserviceorder/RMAorder,BTO,BTF,BTO,BTF,OptimizedDelayedPoint-Model1,RawInv,MBInv,BasicunitInv,KeypartsInv,Stockpoint,Stockpoint,Stockpoint,RawInv,MBInv,BTF,BTF,CTO,EDI,EDIModel2,BTF,BTO,Rawmtrlsection,Vendor,SMTsection,Assemblysection,FinalConfigure,F/GDelivery,Customer,BTF,BTF,CTO,Rawmtrlsection,Vendor,SMTsection,Assemblysection,F/GDelivery,Customer,RawInv,MBInv,F/GInv,Rawmtrlsection,Vendor,SMTsection,Assemblysection,F/GDelivery,Customer,BTO,CTO,BTO,BasicunitInv,KeypartsInv,BTO,OptimizedDelayedPoint-Model2,RawInv,MBInv,BasicunitInv,KeypartsInv,Stockpoint,Stockpoint,Stockpoint,RawInv,MBInv,BTF,BTF,CTO,EDI,Model2,BTF,BTO,Rawmtrlsection,Vendor,SMTsection,Assemblysection,FinalConfigure,F/GDelivery,Customer,BTF,BTF,CTO,Rawmtrlsection,Vendor,SMTsection,Assemblysection,F/GDelivery,Customer,RawInv,MBInv,F/GInv,Rawmtrlsection,Vendor,SMTsection,Assemblysection,F/GDelivery,Customer,BTO,CTO,BTO,BasicunitInv,KeypartsInv,BTO,ChangeAreasonModel1,1.CentralizedProcurementResponsibleforsourcing,purchase,vendormanagement.,AVL,AML,Sourcing,Adm,Procedure,PolicyMaintenance,Purchase,Procurement,VendorQA,ComponentEngineering,ChangeAreasonModel1(cont.),1.CentralizedProcurement(cont.)DefineProcurementPolicytoImproveSupplyChain,Sourcing:23VendorsPurchase:BatchpurchaseProcurement:Opennewsource,Sourcing:SinglesourcePurchase:PeriodicallyreviewProcurement:VMI,Sourcing:S