全球供应链管理1ppt课件

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.Lee, Ching-En; NCTU 製造業V.S.服務業.我們有供應鏈管理的問題嗎？Lee, Ching-En; NCTU .製造目標與趨勢的變遷本钱 品質 交期 彈性 服務 創新 全球化 結果 本钱 品質 交期 彈性 速度 創新 本钱 品質 交期 服務 速度 本钱 品質 彈性 服務 本钱 交期 彈性 品質 交期 本钱 品質 本钱Lee, Ching-En; NCTU 顧客迫使製造商供應商生產供應多樣、大量且低本钱的普通

2、化商品(Commodity).如何建立競爭優勢/障礙(Competitive Advantage/Barrier)Lee, Ching-En; NCTU 生產力優勢(Productivity Advantage)價值優勢(Value Advantage).產業對策建立技術優勢(Leading- Edge TechnologyInnovation)成為快速跟隨者並建立差異化( Quick Follower (TTX) and Differentiation )全球供應鏈管理( Global Supply Chain Management)著重中心競爭力( Focus on Core Compet

3、ence)Lee, Ching-En; NCTU .產銷環境之演進From:Transform Your Supply Chain Releasing Value in Business, Jon Hughes, Mark Ralf, Et. Bill Michels.產銷環境 演進之結果大量生產(Mass Production) 大量客製化生產( Mass Customization) 多樣少量生產(Job Shop)顧客滿意(Customer Satisfaction) 以顧客胜利為依歸 (Customer Success)供應商管理(Supplier Management) 發展供應商协

4、作關係(Supplier Development)物料產品供應鏈(Material / Product Supply Chain) 知識供應鏈 (Knowledge Supply) ChainLee, Ching-En; NCTU *資訊技術(Information Technology; IT)的高速發展是始做俑者。.根本製外型態Lee, Ching-En; NCTU 種類(Mix)量(Volume).大量客製化之效應 Lee, Ching-En; NCTU .過去 ( 推Push ) 部分最正确化(Local Optimization)研發 業務/行銷 採購生產/製造配送/服務 財務(R&

5、D) (Sales/Marketing) (Procurement) (Production) (Distribution) (Finance) & Service現在 ( 推 &拉Push & Pull)整合且同步化的鏈Integrated & Synchronized Chain產銷方式變遷(I)Lee, Ching-En; NCTU 研發 業務/行銷 採購生產/製造配送/服務 財務(R&D) (Sales/Marketing) (Procurement) (Production) (Distribution) (Finance) & Service.供應流Supply Flow產銷方式變

6、遷(II)Lee, Ching-En; NCTU 需求流Demand FlowJIT and Quality Material Flow供應商(Supplier) 配銷商( Distribution) 零售商(Retailer) 顧客(Customer)Qn-time, Accurate and Paperless Information Flow 過去現 在供應商(Supplier) 配銷商( Distribution) 零售商(Retailer) 顧客(Customer).產銷方式變遷Emphasize rigour and tough barganing.供應商顧客過去：開放競爭Open

7、 Competition期望：從供應商上游到顧客下游的整合From Suppliers Suppliers to Customers Customers Link up all the players in a horizontal supply chain. Emphasize seamless delivery, optimization and integration.許多產業的現況Dominate or Die上游下游.大量客製化的原則1.Enriching Customers- Providing Solutions vs. Products2.Mastering Change an

8、d Uncertainty Rapid Response3. Leveraging the Impact of People and Knowledge4. Cooperating to Enhance Competitiveness - Virtual Organization Source: The Agility Forum.產業未來趨勢Lee, Ching-En; NCTU 快速回應之供應鏈體系(Responsive Supply Chain)是必然趨勢.供應鏈管理的定義Lee, Ching-En; NCTU Integrate, Synchronized, Lean, and Res

9、ponsive Flow of Materials, Information, Funds, Processes, Services, and Organizations from Suppliers Suppliers to Customers Customers.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。.呵斥供應鏈管理問題的缘由資訊扭曲

10、(Information Distortion)不同步的通路(Asynchronized Channel)鏈的複雜度(Chain Complexity)無效率的作業(Inefficient Operations)文化地區之差異(Cultural Problems)Lee, Ching-En; NCTU .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Key problem : 前置時間(Lead rime)太長One of obvious solutions : 正確且快速回應(Accurate an

11、d Quick Response; AQR)Lee, Ching-En; NCTU .快速回應 (QR)QR：以資訊取代存貨:(The substitution of information for inventory.) From:ChristopherAQRQR with the effective management of the supply chain.Lee, Ching-En; NCTU .縮短前置時間的重要性Lee, Ching-En; NCTU .一些工業界的做法Postponement from HPBTO ( Build-To-Order ) from DellCTO

12、( Configure-To-Order ) from Compaq98, 2 days from IBMTOM / Virtual Fab from TSMCVMI / CRP from 3M, P&G, and Wal-MartUni-Load and Localization from AcerECR from Wal-Mart and P&G Contract Manufacturing from Leo and GVCLee, Ching-En; NCTU .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Logist

13、ic Postponement：Moving customization point closer to customers. 方式的延遲Form PostponementDelaying differentiation point by standardization 根本對策：DFSCMLee, Ching-En; NCTU .型式的延遲Lee, Ching-En; NCTU 標準化/ 模組化前標準化/模組化後From: “Designing Products and Process for Postponement, Lee and Billington.那些製程應由工廠完成?那些該由物

14、流中心D.C或經銷商完成？如何評估(Justify)? Redesign Costs, Module Safety Stock, Finished Goods Inventory, WIP, Testing, Freight, Customs & Duties, Fixed Investment, Extra Training at DCs, Leadtime, Forecast Errors, Schedule Accuracy, Material Shortages?延遲的考慮要素Lee, Ching-En; NCTU .Lee, Ching-En; NCTU 戴爾(Dell)的作法Sim

15、plify your supply chain; sell direct to the customer;cut out the dealers; build to customer requirements;make to orderMaintain and extend the price focus on the corporate customer.Bypass the distributors and dealers.Align production to future trends.Adopt responsive supply.Close supply chain collabo

16、ration.Make purchasing easy.康柏Compaq的作法CompaqERP(SAP)ImplementationSupplierAllianceIntegrationSupplyChainTotalIntegrationSupplierERPImplementationCompaqInterfaceSupplyChainCompaqInterfaceEnterpriseIntegrationFrom : Compaq presentation materialsTotal Supply Chain ProfitabilityLowest Total Delivery Co

17、st and Highest Inventory Turns in Total Supply ChainBuild to Customer “PullLee, Ching-En; NCTU .VMI 定義Lee, Ching-En; NCTU Inventory management via the suppliers generationof timely, cost-effective purchase orders for the customer. Supplier uses sales activity information and product demand history s

18、ent from its customer to generate demand forecasts,make adjustments to the forecast withmarket intelligence, and plan for inventory replenishment. All data between supplier and customer are transmitted via standard EDI (Electronic Data Interchange) related documents.VMI 架構流程Lee, Ching-En; NCTU .一些物理

19、現象Lee, Ching-En; NCTU Manufacturing PhysicsSupply Chain Physics100%Capacityused100%ServicelevelManufacturingLead TimeInventoryoriginalattemptoriginalattemptFrom: Hau Lees Lecture Materials.經驗中我們學到了什麼以創意改善上下游一切相關人事物的關係Lee, Ching-En; NCTU HelpMoreSuccessProvideBetterService.Reduce Leadtime and Reduce

20、ComplexityInfo. SharingObjective:Info. TransparencyMethods:IT TechnologyCALSERP/MRPIIWorkflowDatawarehouseCustomer-OrientedInterface (ATP/CTP, Planning, Scheduling, and Order Tracking)VirtualManufacturingObjective:Distance XMethods:Internet/IntranetSimulationVMMulti-MediaTOMOTISCSChannel AlignmentOb

21、jective:AllianceMethods:Strategic AllianceSupplier Development/Mgt.Supplier Reduction, Retionalization, and Early InvolvementOutsource Non-core WorkVMI/CRPFTL W/ Consolidation3rd Party LogisticsOperation EfficiencyObjective:Synchronization, AQR(TTX)Methods:Chain ReconfigurationPostponement(Standardi

22、zation / Modularity )DFSCMSKU ReductionTarget SystemVAN/EDI/POSECRBPR/TOCQRM/COMCross DockingLee, Ching-En; NCTU 如何做好供應鏈管理.供應鏈管理的範疇.他有以下供應鏈管理的問題嗎？Lee, Ching-En; NCTU .檢視在供應鏈管理所做的努力Audit how time is allocated in the supply chain. Assess where value is added.Then set the goals for change and improvement1. Concurrent new product development with multi-process teams2. Close involvement of suppliers in design for manufacturability3. Strategic cost management and target costing4. Integration of demand data via electronic commerce5. Breakthr