论文题目供应链管理绩效永续经营 以六个标准差为管理意涵之研究

1、論文題目供應鏈管理績效永續經營，以六個標準差為管理意涵之研究,企碩二乙 M924012040 鄭志恆,文獻探討,長鞭效應( Bullwhip Effect) 供應鏈的變革歷程( Envolution) 供應鏈之績效衡量 ( Measure Performance) 供應鏈作業參考模式( Supply Chain Operations Reference Model) 供應鏈的下一步( Six Sigma / SCOR/ Lean,文獻探討,長鞭效應( Bullwhip Effect) 供應鏈的變革歷程( Envolution) 供應鏈之績效衡量 ( Measure Performance) 供

2、應鏈作業參考模式( Supply Chain Operations Reference Model) 供應鏈的下一步( Six Sigma / SCOR/ Lean,長鞭效應 The Bullwhip Effect,傳播方向,長鞭效應和供應鏈動態,時間,訂單數量,生產計畫,Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998,管理得到的狀況,Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998,訂單數

3、量,生產計畫,顧客需求,時間,管理的目標及希望,Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998,數量,時間,生產計畫,顧客需求,訂單的變異往上游增加,Lee, H, P. Padmanabhan and S. Wang (1997), Sloan Management Review,長鞭效應成因彙整表 01/02,長鞭效應成因彙整表 02/02,The Causes of Bullwhip Effect,Demand Forecast Long lead times Order Batchi

4、ng Price fluctuation (Promotional sales) Inflated orders - IBM Aptiva orders increased by 2-3 times when retailers thought that IBM would be out of stock over Christmas - Same with Motorolas Cellular phones,Single retailer, single manufacturer. Retailer observes customer demand, Dt. Retailer orders

5、qt from manufacturer. Lead time = L,What are the Causes,The Bullwhip Effect,Var(q)/Var(D):For Various Lead Times,p,函數值,Multi-Stage Supply Chains,Consider a multi-stage supply chain: Stage i places order qi to stage i+1. Li is lead time between stage i and i+1,Formula,Multi-Stage Systems:Var(qk)/Var(

6、D,The Bullwhip Effect:Managerial Insights,Exists, in part, due to the retailers need to estimate the mean and variance of demand. The increase in variability is an increasing function of the lead time. The more complicated the demand models and the forecasting techniques, the greater the increase. C

7、entralized demand information can reduce the bullwhip effect, but will not eliminate it,Coping with the Bullwhip Effect,Reduce Uncertainty - POS - Sharing Information - Centralizing demand information Reduce Variability Year round or Everyday low pricing Reduce Lead Times - Information lead times: E

8、DI - Order lead times: Cross Docking Alliance Arrangements Vendor managed inventory,文獻探討,長鞭效應( Bullwhip Effect) 供應鏈的變革歷程( Envolution) 供應鏈之績效衡量 ( Measure Performance) 供應鏈作業參考模式( Supply Chain Operations Reference Model) 供應鏈的下一步( Six Sigma / SCOR/ Lean,文獻探討,長鞭效應( Bullwhip Effect) 供應鏈的變革歷程( Envolution)

9、供應鏈之績效衡量 ( Measure Performance) 供應鏈作業參考模式( Supply Chain Operations Reference Model) 供應鏈的下一步( Six Sigma / SCOR/ Lean,SC Performance Measurement,Focus on customer service Partnership measures Continuous improvement Balanced approach (ie. Multiple measures) Benchmarking (Handfield pp. 52-53) BPR Balanc

10、ed Scorecard- multiple levels Financial/Customer/Business process/Learning,SC Performance Measurement,供應鏈管理的成功關鍵因素 01/04,Turner(1993)提到供應鏈管理要成功有三個關鍵： 1. 供應鏈各階層的所有成員要用一致的規劃工具和流程 如共同使用MRP、MRPII等。 2. 整合較上層(higher levels)的需要(needs)來滿足下層 (lower levels) 的需求(demand)，即資訊系統必須整合 ， 使得可以把一階層的需求推至上一層， 如零售的 需求推至配

11、銷中心或製造商的需求推至供應 商。 3. 供應鏈各階層成員的溝通(communication)必須有效益 且及時，如透過 bar-code，利用EDI 將有用的資料傳給 需要的單位,藍仁昌(1999)歸納出供應鏈管理是跨組織的管理，也可說是在產業水平分工原理中，上下游企業間的一種統合管理，其難度較高於個別企業內之自我管理。依國外的經驗，其成功的關鍵要素有三： 1. 成功協調者的出現 2. 資訊資源的共享化 3. 物流系統的共同化,供應鏈管理的成功關鍵因素 02/04,林瑞唐與卓怡君（1999）也整理了國內宏碁在推動供應鏈管理的經驗，整理出其重要的成功關鍵因素如下： 1.清楚的公司方向與策略：

12、企業必須清楚制定推動的方向，及明確的策略規則。 2. 上層管理者強烈的驅動力及妥善的變革管理： 供應鏈管理的導入過程複雜且冗長，高層要能夠堅 持、承諾投入資源；內部共識的建立與員工觀念的 調整也是重要工作。 3. 線上主管積極參與： 宏碁執行該項計劃以來，花了許多心思和各主要負責 主管商談,供應鏈管理的成功關鍵因素 03/04,4. 陣容堅強的專案執行團隊： 需要強而有力的User group、集團內專職的專案經理 及資訊人員、沒有語言溝通障礙的軟體顧問。 5. 流程導向系統： 要能夠從整體流程如何滿足顧客需求的方向去思考， 再利用流程管理去滿足需求，不能光從技術的角度 思考。 6. 效能監測

13、系統： 設立每個階段的目標，並設計好相關階段目標的評估 及成果監測。 7. 紀律： 資料的正確性是極重要的關鍵,供應鏈管理的成功關鍵因素 04/04,文獻探討,長鞭效應( Bullwhip Effect) 供應鏈的變革歷程( Envolution) 供應鏈之績效衡量 ( Measure Performance) 供應鏈作業參考模式( Supply Chain Operations Reference Model) 供應鏈的下一步( Six Sigma / SCOR/ Lean,Supply Chain Operations Reference-Model (SCOR) Overview,Sim

14、chi-Levi et al. (2001)提到有關供應鏈管理的議題主要為三個層級： 策略層級 是指對於企業具有長期與持久性的效果的決策。這決策包含了倉庫和生產工廠的數量、地點、容量或產能，與在物流網路中原料的流動。 戰術層級 是指在每季與每年一次之間，依據當時的資訊所做的決策。這包含了採購及生產決策、存貨決策、運輸策略、以及拜訪顧客的頻率。 作業層級 是指關係到一般日常的決策，好比排程規劃、前置時間的 報知(quotation)、路程以及卡車裝載的規劃。 而美國供應鏈協會亦提出相同的觀點，並加以具體化,Quantify the operational performance of simil

15、ar companies and establish internal targets based on “best-in-class” results,Benchmarking,Characterize the management practices and software solutions that result in “best-in-class” performance,Best Practices Analysis,Process Reference Model,Capture the “as-is” state of a process and derive the desi

16、red “to-be” future state,Business Process Reengineering,Capture the “as-is” state of a process and derive the desired “to-be” future state,Quantify the operational performance of similar companies and establish internal targets based on “best-in-class” results,Characterize the management practices a

17、nd software solutions that result in “best-in-class” performance,What is a process reference model,Process reference models integrate the well-known concepts of business process reengineering, benchmarking, and process measurement into a cross-functional framework,Supplier,Customer,CustomersCustomer

18、,SuppliersSupplier,Make,Deliver,Make,Deliver,Make,Source,Deliver,Source,Internal or External,Internal or External,Your Company,Source,Building Block Approach ProcessesMetrics Best PracticeTechnology,SCOR Model,SCOR is structured around five distinct management processes,SCOR Boundaries,SCOR Spans Al

19、l supplier / customer interactions Order entry through paid invoice All physical material transactions From your suppliers supplier to your customers customer, including equipment, supplies, spare parts, bulk product, software, etc. All market interactions From the understanding of aggregate demand

20、to the fulfillment of each order Returns,SCOR Boundaries (contd,SCOR does not include Sales administration processes Technology development processes Product and process design and development processes Some post-delivery technical support processes SCOR assumes but does not explicitly address Train

21、ing Quality Information Technology (IT) administration (non-SCM,1) 第一層Level 1提供對規劃(Plan)、採購(Source)、製造(Make)及配送(Deliver)較廣的定義。公司基於此點建立其供應鏈競爭性的目標。 (2) 第二層Level 2定義26 項供應鏈組成核心流程範圍。據此，公司可以架構實際與理想的供應鏈。 (3) 第三層Level 3提供公司成功規劃所需的資訊，與設定改善供應鏈的目標。規劃的因素包含了流程元素的定義、目標標竿(target benchmarks)、最佳實現化(best practices)、

22、與提供最佳實現化的軟體能力。 (4) 第四層Level 4 當公司將實施指定的供應鏈改善案時，必須要集中在實施面上。由於第四層在每家公司變化不一，因此此層並未定義在業界標準上,papiNet messages can be categorized according to the Supply-Chain Councils, Supply-Chain Operations Reference (SCOR) model,Product Attributes Planning,Request For Quotation Availability Purchase Order Order Confirmation Call-Off Order Status Inventory Status,Product Quality Usage Inventory Change Product Performance,Delivery Message Goods Receipt Invoice,Credit/Debit Note Business Ack Information Request Complaint Complaint Request,Supply Models