供应链管理与企业资源规划

1、ASK123学习培训网供應鏈管理與企業資源規劃世新大學資管系 鄒慶士 副教授ASK123学习培训网Dell的故事n低成本的製造與行銷作業 營業額 71%，利潤 91%(1996年)n攀升至PC市場的老三n成功的秘訣為何？n速度n客製化電腦36小時內交貨n平均保有13天營業額的存貨(Compaq為25天)n價格較競爭者低1015%ASK123学习培训网n彈性製造程序以及供應商的績效n直到訂單輸入後，方訂購組件n及時的倉儲計畫n零件可在15分鐘內抵達Austin，Limerick (Ireland)，Penang (Malaysia)n1992年供應商家數由204家降至74家n在Austin實施V

2、MI(Vendor-Managed Inventory)n有效率的物流服務nUPSDell的故事(續)ASK123学习培训网SCM的基本觀念n供應鏈：完成最終產品需要之所有各種不同程序的一群廠商。n木製家俱的供應鏈為何？n供應鏈管理：為了配合物流、服務流、資訊流與顧客需求，尋求公司各部門與其供應商同步化的管理理念。nSCM vs. MM(Materials Management)n協調公司中的關鍵功能-marketing、finance、engineering、information system、operations、logistics、human resource。ASK123学习培训网存

3、貨的產生物料投入流物料投入流存貨水準存貨水準廢料流廢料流物料的輸出流物料的輸出流ASK123学习培训网不同儲存點的存貨ASK123学习培训网內部供應鏈Supermarket Adistribution centerSupermarket Bdistribution centerTransportationservices supplierDistribution domain of responsibilityProduction control domain of responsibilityEgg supplierSugar supplierFlour supplierChocolate

4、chips supplierMaintenance services supplierFG storageRM storageTransformation process and WIP storageASK123学习培训网製造商的供應鏈Supplier of materialsSupplier of servicesTier 1Tier 3Tier 2LegendCustomerCustomerCustomerCustomerDistribution centerDistribution centerManufacturerASK123学习培训网服務廠商的供應鏈Home customersC

5、ommercial customersOther electric utilitiesElectric power utilityElectric transformersFacility maintenance servicesJanitorial servicesProgramming servicesElectric energy backup powerOffice suppliesFuel suppliesASK123学习培训网SCM的發展(I)n隔絕技術核心TechnicalCoreRawMaterialInventoryFinishedGoodsInventorySupplier

6、s(many)CustomerManufacturing facilityASK123学习培训网SCM的發展(II)nJIT觀念的導入TechnicalCoreSuppliers (few)CustomerManufacturing facilityASK123学习培训网SCM的發展(III)n運用單一的物流夥伴TechnicalCoreManufacturing facilitySuppliers (few)Logistics(inbound) Logistics(outbound)CustomerASK123学习培训网SCM的發展(IV)n將供應商帶入工廠TechnicalCoreManu

7、facturing facilitySuppliers (few) Logistics(outbound) CustomerASK123学习培训网Volkswagen巴西廠ASK123学习培训网SCM的發展(Summary)ASK123学习培训网整合式供應鏈SuppliersPurchasingProduction controlDistributionCustomersSuppliersCustomersInternal supply chainMaterials management departmentProduction controlPurchasingDistributionInt

8、egrated supply chainCustomersSuppliersInternal supply chainPhase 1:Independent supply-chain entitiesPhase 2:Internal integrationPhase 3:Supply-chain integrationASK123学习培训网基本功夫基本功夫跨功能團隊跨功能團隊完成整合之完成整合之企業企業延伸的供延伸的供應鍊應鍊供應鍊社區供應鍊社區專注於品質專注於品質服務顧客服務顧客驅動營運效驅動營運效率率創造市創造市場價值場價值成為市場成為市場的領導者的領導者成為市場領導者的路徑成為市場領導者

9、的路徑 供應鏈指南 競爭必須競爭必須競爭優勢競爭優勢ASK123学习培训网影響供應鏈的因素n供應商數目的減少n競爭的加劇n較短的產品生命週期n技術的革新n風險的分攤與降低ASK123学习培训网成功供應鏈的要件n信任n長期的關係n資訊分享n個別組織的優勢ASK123学习培训网存貨績效衡量平均總合存貨價值平均總合存貨價值 Average inventory = $2 million Cost of goods sold = $10 million 52 business weeks per year供給週數供給週數 Weeks of supply = = 10.4 weeks存貨週轉數存貨週轉數$

10、2 million($10 million)/(52 weeks)Inventory turns = = 5 turns/year$10 million$2 millionASK123学习培训网供應鏈績效衡量Operations MeasureFinancial MeasureAggregate inventory value Current assets Weeks of supply Working capital Inventory turns Working capital Production and material costs Contribution margin Percen

11、tage defects Contribution margin Percentage on-time delivery Revenue New product development time Revenue Supplier lead times Working capital Linking Supply-Chain Performance Measures to Financial MeasuresASK123学习培训网供應鏈策略Environments Best Suited for Efficient and Responsive Supply ChainsFactorEffici

12、ent Supply Chains Responsive Supply ChainsDemandPredictable; Unpredictable;low forecast errors high forecast errorsCompetitiveLow cost; Development speed; prioritiesconsistent quality; fast delivery times; on-time delivery customization; volume flexibility; high-performancedesign qualityNew-productI

13、nfrequentFrequentintroductionContributionLowHighmarginsProduct varietyLowHighASK123学习培训网供應鏈設計Design Features for Efficient and Responsive Supply ChainsFactorEfficient Supply Chains Responsive Supply ChainsFlow strategyLine flows; emphasize highFlexible or intermediatevolume, standardized flows; emph

14、asize productproducts, or servicesor service varietyCapacity LowHigh cushionInventoryLow; enable high As needed to enable fastinvestmentinventory turnsdelivery timeLead timeShorten, but do not Shorten aggressivelyincrease costsSupplier Emphasize low prices; Emphasize fast delivery selection consiste

15、nt quality; on-time; customization; time deliveryvolume flexibility; high-performance designqualityASK123学习培训网Supply-Chain DynamicsCustomerCustomerFirm AFirm BFirm CMaterials RequirementsTimeFirm CFirm A(a)(b)Figure 11.7ASK123学习培训网Supply-Chain Dynamics(cont.)外部供應鏈成因外部供應鏈成因內部供應鏈成因內部供應鏈成因Volume change

16、sProduct/service mix changesLate deliveriesUnderfilled shipmentsInternally generated shortagesEngineering changesNew product/service introductionsProduct/service promotionsInformation errorsASK123学习培训网SCM與ERP的整合nSupply Chain Planning使用現存Transaction系統(ERP)的資訊，以提供快速規劃及排程的智慧型決策支援功能。採購訂單輸入製造管理系統運籌/出貨ERP

17、系統Current SituationFinalPlanSupply Chain PlannerInputDemandCapacityMaterialsOutputProduction PlanShipping PlanPromise PlanASK123学习培训网SCM與ERP的整合(續)Distribution(Branch Office/Distributor)Central SalesCentral PlanningManufacturing ProcurementCustomerDemandPlanningSupply NetworkPlanningProcurementSuppli

18、erProductionPlanningManageLocal Sales&MarketingManage CustOrdersGlobal ATP CheckORProduction Planning&Detail ScheduleProduce ProductCustomerManageWarehouseForecastForecastForecastForecastSalesOrderOptimised Supply Planned OrderProcurement PlanP/RCapacity Allocation PlanSalesOrderATPRequestFG

19、 Delivery Schedule(ATP Proposal)Delivery Schedule(ATP Proposal)Plan OrdersCust. OrdersFGFGFGASK123学习培训网供應鏈常用軟體ni2-eBPOnIBM-BPMATnSAPnManugisticsnAdexaASK123学习培训网i2n對SCM的定義：在原料供應、生產製造、運輸配送、倉儲存放與產品銷售的環節中，以最有效率的方式將原料轉變成產品交予客戶。n供應鏈中的每個廠商均會進行五項基本活動(Buy、Make、Move、Store、Sell)的長/短期決策，尤其強調n廠內機台的排程n客戶訂單可否接受與準

20、時達交n機台利用率的最佳化n利用介面將suppliers/logistics與排程模組溝通ASK123学习培训网i2-eBPO(electronic Business Process Optimization)n是企業的決策智庫(decision intelligence)n提供企業核心程序的最佳化與整合解決方案nPLC管理nSCMn客戶管理nInter-Process PlanningnStrategic PlanningASK123学习培训网i2-eBPO的三個次系統nDemand Planningn產品 vs. 地理區域n長期、中期和短期n由上至下的整體性預測n由下至上的個別性預測ASK

21、123学习培训网i2-eBPO的三個次系統(續)nSupply Planningn有效率地運用企業資源來配合市場需求規劃n此次系統包含戰略性與戰術性規劃n策略規劃n自製或外購n存貨規劃n配銷規劃n原料採購n運輸規劃n供應點位置n以Demand Planning產生的需求預測值，求得存貨水準、客戶滿意度與企業資源使用效率的最佳平衡點。ASK123学习培训网i2-eBPO的三個次系統(再續)nDemand Fulfillmentn包括訂單取得、訂單確認、訂單承諾、未交付貨品管理與訂單完成等數個程序。n根據Supply Planning提供的Materials、Capacity與Transporta

22、tion Time及協力廠商等資料，提供正確迅速可靠的交貨日期。ASK123学习培训网IBM-BPMAT(Business Process Modeling and Analysis Tools)n建立、模擬與分析企業模型、評估資訊 與物料流程在整體供應鏈的績效。並以Optimization與Forecasting技術來調整Customer Satisfaction與Inventory水準。n使用者須先了解其Domain Knowledge，包括所有的企業營運活動與定義，其間的互動關係、所需資源和流動的實體(entity)。ASK123学习培训网BPMAT建置企業流程模型的步驟n使用圖形介面建

23、立企業流程架構圖。n定義企業流程中流動的實體(parts、order) 、所需資源(personnels 、equipments)及企業模型所需的特定參數。n選擇評估績效的標準(cycle time、waiting time、resources utilization、costing report、output performance、service level、inventory level、market share.)。ASK123学习培训网BPMAT建置企業流程模型的步驟(續)n執行BPMAT觀察實體在模型中流動的狀況。n執行系統模擬收集相關資訊。n分析系統最終報告作為決策者參考資訊。A

24、SK123学习培训网 BPMAT提供SCM的專用函式庫n供應鏈中每一節點的存貨水準n企業補貨(continuous vs. periodic)與生產(BTP、BTP)的方式。n供應商的前置時間n製造的週期時間n運輸時間n需求的變動程度n供應商、工廠與倉儲的數目與位置。n物料供應計劃ASK123学习培训网BPMAT的助益n迅速決定企業存貨準則、存貨水準與服務水準。n提供企業流程瓶頸的解決方法。n評估不同生產方式績效，可減少生產週期成本。n緊密地結合企業流程，縮短訂單實現(fulfillment)的時間。ASK123学习培训网SAP-APO(Advanced Planner and Optimizer)nS