app-供应链管理的战略和工具

1、ASia V-ChainAdvanced Strategies and Tools for Virtual Supply Chain Management in Asian environmentASIA IT&CProgrammeGENERAL AIMSTheEuropeanCommission(EC) launched theAsia IT&CProgramme in 1999inorderto:co-finance mutually beneficialpartnerships in ICTbetween EuropeandAsiaimprove thequality of Europe

2、-Asia partnershipslink thetworegionsinthesearch forinnovative andcompatible solutionsinIT&CAREASOFACTIVITY- Society- e-Commerce-Education-Transport-Health- Agricolture-Tourism-i-ManufacturingASIA V-CHAINProjectApplicant:University ofUdine DepartmentofElectronic,Managerial andMechanical EngineeringUn

3、it co-ordinator:Prof.Alberto FeliceDeToni (Project manager)Europeanpartner:UniversidadPolitcnicadeValencia DepartmentofBusinessOrganisation, FinancialEconomy &AccountingUnit co-ordinator:Prof.AngelOrtizBasAsianpartner:TheChineseUniversity of HongKongDepartment ofDecisionSciencesandManagerialEconomic

4、sUnit co-ordinator:Prof.Jeff Hoi-yanYeung,Prof.Xiande ZhaoASIA V-CHAINProject HongKongTeamJeff YeungCUHKXiandeZhaoCUHK徐學軍教授華南理工大大學XieJinxing清華大學ZhaoXiaobo清華大學General Aimsfacilitatingthe accessofAsiancompaniestoEUadvancedand innovativeorganisationalmethodologiesandICT solutionsdesignedforamore effici

5、entmanagement of industrialprocesses (negotiation,planning, scheduling, delivery etc.) andflows(materials,information,etc.).providinginformationand tools forhelping Asian companiestoimplementinnovativeapproaches in thefieldofSupplyChainManagementfocussingonupstreamphysical, information andeconomicva

6、luesflows, withparticularreferencetocomplexindustrial situations, suchasInter-firmNetworks.V-CHAIN Project: MAINOBJECTIVESDevelopaframework(methodology, architecture,reference model andtechnologies) forsupplychainmanagementinaVirtual EnterprisecontextAnalyse andprovide means anda migrationpath to mo

7、vefromanExtendedEnterpriseAS-ISstatetoaVirtual EnterpriseTO-BEstateV-CHAIN Project: MAINOBJECTIVESDevelopalgorithmsthat allow to defineglobalobjectives(supply chain-wide) based on constraints of allinvolvedactorsAnalyse andapplyrecenttechnologicalinnovation ICTtrendstosolveVEproblemsanddevelopa supp

8、ortingtechnologicalframeworkV-CHAIN Project: CONSORTIUMScientific PartnersPolytechnic of ValenciaDynamitNobel(Fordssupplier)NationalInstitutefor Research in Computer Scienceand Control(France)Industrial PartnersFord SpainConsulting companiesDMRCosulting(projectcoordinator)InnovaOtherpartnersExel(log

9、isticoperator)Vitria(softwarehouse)FranciscoSegura(Fordssupplier)Johnson Controls(Fordssupplier)ApriliaUniversity of UdineV-CHAIN Project:CONTEXTSupplyChainManagementRelationships betweenassemblycompanyandsuppliersSuppliersCustomersRaw materialssupplierPartssuppliersManufacturersDistributioncentresR

10、esellersV-CHAIN Project: definitionofEXTENDEDENTERPRISEAnExtendedEnterprise is adominantcompanywhichextends itsboundaries bybuildingpartnershipswith othersinitssupply chain,improvingitscustomersvaluepropositiontoachieve asustainablecompetitiveadvantageEND CUSTOMERSuppliersSuppliersOEM / AssemblerOEM

11、 / AssemblerEnvironmentEnvironmentIntermediariesIntermediariesSingle enterprise boundariesExtended enterprise boundariesV-CHAIN Project: definitionofVIRTUALENTERPRISEA VirtualEnterpriseisasinglebusinessentity, compoundedbycompaniesthatsharecapitalsandmaintaindynamic andagilerelationships, in order t

12、oenhance itscustomers value propositionandtimelycreateand exploitcomplexmarketopportunitiesENDCUSTOMERSingleenterpriseboundariesVirtual enterpriseboundarySuppliersOEM/AssemblerEnvironmentIntermediariesOPS/OPA joint strategyVEdemands integrating notonly capitals withinpartnersbutalsothestrategic deci

13、sions.Thus,the partners fully share their capitals to createthenamedbusinessentity in order to betterdefineand establishstrategic, tacticandoperationalgoalsintothevirtualentity.Financial FlowHCOCTCKCSCFCRCSHCOCTCKCSCFCRCDecision/Management FlowProducts & Services FlowInformation & Knowledge FlowHC=

14、Human CapitalOC=OperationalCapitalKC=KnowledgeCapitalTC=TechnologicalCapitalSC=StructuralCapitalFC=FinancialCapitalRC=RelationshipCapitalS=StrategyVEBUSINESSDIMENSIONEECollaborationSynchronisationVisibilityCommunicationAcknowledgementBasicEEAdvancedEECollaborationSynchronisationVisibilityCommunicati

15、onAcknowledgementRecommendedMigrationSpaceCompleteMigrationSpaceV-CHAIN Project: MIGRATIONPATHICTDIMENSIONCOMMUNICATIONFrom the knowledge islands . to the knowledge highwaysVISIBILITYFrom the opaque company. to the transparent companyCOLLABORATIONFrom the Win - Lose relationship. to the Win Win rela

16、tionshipSYNCHRONISATIONFrom the track of a discotheque . to the choreography of a balletThefoursupplychainintegrationlevelsA companycannot seekthe level of VisibilityinaSCwithout havingreachedbeforethe oneofCommunication,andsoonwithallthe restofthe levelsinthis hierarchy.Source: DMRConsultingOEMWINL

17、OSE /LOSE- WINWIN-WINStage1ExtendedEnterprise(Basic/Advanced)Stage2AcknowledgedVirtual EnterpriseStage3CommunicatingVirtual EnterpriseStage4VisibleVirtual EnterpriseStage5SynchronisedVirtual EnterpriseStage6CollaborativeVirtual Enterprise VEOEM VE C VE CV VE CVS VE CVSCollUnderstanding thesixmigrati

18、on stagesS1- Theextendedenterprise(basicand advanced):Thisstagerepresents theinitial step.S2 Theacknowledgedvirtualenterprise: predominant companyrecognisesthat companiesinvolvedintheEEmustevolvetogether.S3 Thecommunicating virtualenterprise: achievement of thecommunication integration level withint

19、henetworked organisation.S4 Thevisible virtualenterprise: achievement of thevisibility integration level withinthenetworked organisation.S5 Thesynchronisedvirtualenterprise: achievement of thesynchronisationintegrationlevelwithin thenetworkedorganisation.S6 Thecollaborative virtualenterprise: Thefin

20、alstage.FORDsCaseExtendedEnterprise Business ReferenceModel:Relationshipsand flowsTherelationshipsandflows(Products &servicesflow;Information&knowledgeflow;and Financialflow)between these actorsareshownbelow:Goods, services, revenue Information & Knowledge J.I.T. Supplier Sequence Supplier D.A.D. Su

21、pplier Dealer OEM (OriginalEquipment Manufacturer) Carriers Planning& Sequence Info $ Order Goods $ Planning&SequenceInfo. $ SubAssemblies (JIT &Seq) Parts(O.C.) PlanningInfo. SubAssemblyInfo. $ Constraints Constraints Parts(O.C.)/Empties SequenceSubAssemblies Parts (O.C.)/Empties Planning& Sequence

22、 Info $ Constraints GoodsInfo J.I.T.SubAssemblies SubAssemblyInfo. SubAssemblyInfo. D.A.D.Sub Assemblies LogisticOperator $ Routes&Materials info. Traditional Supplier Parts Planning Info $ Order DeliveryNote DeliveryNote DeliveryNote TimeWindows &Materials info. TimeWindows &MaterialsInfoDistant Su

23、ppliersOtherPlantsLogisticCentreLocalSuppliersAlmussafesFord PlantSeq/JITSeq/JITDADDADIndustrial ParkSeq/JITLogisticOperatorSeq/JITSeq/JITLogisticOperatorSeq/JITSupplychainnodesofFordINDUSTRIAL PARKSUPPLIERS54suppliersinstalled (Production=22,Services=32).SUPPLYMETHODS(INCLUDING NEARBYSUPPLIERS)J.I.

24、T.SequenceTOTAL20Suppliers18Suppliers38Suppliers281References836References1117ReferencesTRANSPORTJ.I.T./SEQUENCE(EXCLUDING DELIVERIESBYCONVEYOR)30Trucksper day258Tripsper dayInformationflowsLong-termdemand planMid-termdemandplanShort-term demandplanSequenceinformationShippingnotesTrip sheetsConstrai

25、ntsInvoicesTheV-CHAINVirtual EnterpriseReference Model,theTO-BEModel, hasbeen conceivedastheframework neededtoobtainanintegratedsolving problemapproachSuppliersAssemblerLogisticsOperator(Operator forPlanning andSequencing)(Operator forPlanning)OtheractorsCarriersVEBUSINESSREFERENCEMODEL: OVERVIEWWha

26、t do we needtodo?Step I: In-depth supplychainsstudy:Therelationshipsandflows(Products &servicesflow;Information&knowledgeflow;and Financialflow)between thedifferentplayerswithintheirsupply chainThecurrentstatusofprocessintegrationbetween differentplayersWhat information is currentlybeingshared?What

27、information do theyhopethat theycan get?Howare theyusingthe information in their decision making?What arethey doing in terms of coordination,collaborationandjointdecisionmaking etc?What aresome of potentialways of improvingtherelationship or processestoenhance supplychainperformance?What aretheirexp

28、ectationsfor virtualsupply chain managementintermofinformationtechnology,management systems, processintegrationand managementofthe relationshipsetc?What do we needtodo?Step II:IdentifycriticalissuesProblemsInformationthat areimportantDecisiontoolsWhat do we needtodo?Step III:EvaluatingthebenefitsofInformationsharingandCoordination throughComputerSimulationandmodellingIdentifyandproposemethods of information sharingand coordinationtoenhance supplychainperformance.Buildsimulation modelstoinvestigatethecostsand benefits of theproposedapproaches.Developing