供应链管理案例

1、Yusan Supply ChainRedesign and ImprovementHKUST & StanfordYusan Industries LimitedFinal PresentationMarch 27, 2006ObjectiveEnhanceYusansProfitabilitybyRe-designingand ImprovingSupplyChain2FacingProblemExtraSupplyChainCostAirshipmentcostin2005:2MHKD(0.5%oftotalrevenue)High reworkcostLowOn-Time-Delive

2、ryRateThomson:28%3MethodologyIdentifyInvestigateRecommendObjective4ScopeThomsonsProductsin2005(7)2005 Products(3)Pre-2005Products(4)CS190CS86RCD147BTM9235TM9237TM9245RCD1475InvestigateRecommendIdentifyScopeoftheanalysis: ThomsonproductsIdentified ProblemFocusonProduction6InvestigateRecommendIdentify

3、OrderProcessSalesProductionPlanningPurchasingProduction123456Customer78CustomerOrdersJobOrdersJobOrdersProduction ScheduleRecommendIdentifyInvestigateweek7Investigation of ProductionProduction Part SupplyCapacity PlanningRework8RecommendIdentifyInvestigatePart Supply44%ofthe partsupply late: Consequ

4、encesandCauses?Source: ProductionPlanningReport(Jan May2005)9Investigate Part SupplyCapacity PlanningReworkCriticalPart DelayCriticalParts:LongLeadtime- Expensive- No substituteNon-CriticalParts:ShortLeadtime-CommodityCritical PartsNon-Critical PartsPercentage of critical part lateOctober95414%Novem

5、ber81296%December2921012%Total 4639310%Source: MeetingMinutesOct-Dec 2005Investigate Part SupplyCapacity PlanningRework10330Suppliers in 2005131(40%)averagequality 39.0Inventory Days of Supply (days)68.172.5Cash-to-Cash Cycle Time (days)73.330.5Source: SCOR(Feb2005)23IdentifyInvestigateRecommendUseK

6、ey IndicatorstocontrolSCimprovementsMake SupplyChainPerformanceVisibleMake SupplyChainPerformanceVisibleCostM HKDAs % of RevenueInventory Carrying10.62.3%Backlog28.16.0%Rework & Scrap19.54.2%Total58.212.5%24IdentifyInvestigateRecommendKeep track of SupplyChainExtraCostsRecommendations25IdentifyInves

7、tigateRecommend123Make SupplyChainPerformanceVisibleEnhance Supplier PerformanceEnhance Supplier PerformanceCreate a Cross Function TeamPurchasing, Quality Assurance, Engineering, ProductionDetermine Critical Performance MetricsDelivery Lead Time, QualityDetermine Minimum Performance StandardMinimum

8、 Quality Standard, Minimum Lead TimeReduce Supplier BaseEliminate Non-qualified Suppliers Assess Supplier PerformanceRefine Supplier Base Quarterly26IdentifyInvestigateRecommendRecommendations27IdentifyInvestigateRecommend123Make SupplyChainPerformanceVisibleBettermanage ordersEnhance Supplier Perfo

9、rmanceBettermanage ordersProduction Planning:Plan forallthe existing ordersPlan forboth theassemblyandPCBAlinesPurchasingUnreliable suppliers/ Critical parts:PurchaseAsSoon As PossibleReliablesuppliers: Purchase based on ProductionPlanningscheduleCommonparts: KeepSafety StockUnaddressedProblemCommit

10、tedOrderOrderDeliveryProduction Start042LTLT-6-101Part order PlacementLTForecasted OrderweeksTheEndBack Up SlidesSuppliersAnalysisSup.Regular SuppliersYusanpurchasedpartsfromthis suppliersmore than10monthsAssumeone productuses50differentsuppliersX50 =Finalproductpass rateToachieve 95%finalproduct pa

11、ssrate,eachsuppliersshould providepartsat99.98% QualityToachieve 90%finalproduct passrate,eachsuppliersshould providepartsat99.79% QualityCalculationandAssumptions: InventoryCalculationInventory*YearlyInterestRateCalculationandAssumptions: BacklogCalculationIfDelayed Length ThresholdUrgentDeliveryUnit UrgentDeliveryCost *Num of UnitsIfDelayed LengthThresholdCustomerSatisfactionDepreciation CostUnit BacklogCost* NumofUnits* DelayedLengthAssumptionUnit BacklogCost= 10 UnitHoldingCostCalculationandAssumptions: ReworkCalculationFinishedProduct ReworkCostUnit ProductionCost* NumofUnitsSemi