产业运筹管理策略规划实务探讨课件

產業運籌管理策略規劃實務探討遠擎管理顧問公司總顧問郭浩明產業運籌管理策略規劃實務探討遠擎管理顧問公司總顧問供應鏈管理與運籌管理的不同Tier2CustomerTier1CustomerDeliveryMakeSourceTier1SupplierTier2SupplierCorporateGlobalLogisticsTotalSupplyChain供應鏈管理與運籌管理的不同Tier2Tier1Delive2運籌管理的範圍DemandPlanning/forecastingOrderfulfillmentProcurementPlantandwarehouselocationselectionManufacturingInventorymanagementTrafficandtransportationmanagementReturngoodsmanagementPerformancemanagementsystem運籌管理的範圍DemandPlanning/forecas3運作模式的變更MFGASSYChannelVendorsCustomersMFGW/HChannelVendorsCustomers運作模式的變更MFGASSYChannelVendorsCu4宏碁集團第一次再造之時代背景-1992

成品運輸時間太長CPU,HDD,SIMM降價速度太快設計變更太多庫存及呆滯料壓力降價及利潤壓力宏碁集團第一次再造之時代背景-1992成品運輸時間太長5宏碁如何推動全球運籌策略?

---第一次再造宏碁---流程再造組織再造理念再造全球品牌,地方結緣網狀主從架構速食式全球供應1998/04/306宏碁如何推動全球運籌策略?

---第一次再造宏碁---流宏碁集團第一次再造之基本理念~區域產銷模式(1992-1995)

1998/04/307宏碁集團第一次再造之基本理念1998/04/307宏碁如何推動流程再造?FastFoodBusinessModel(1)設計篇~DFA/DFD(模組化,易組,易拆,易維修)生產線:30人/班--->18人/每班產能:250台/班---->500台/班CPUChipUp技術(易昇級)減重計劃(空運:材積重--->實際重)HSF包裝(海運:8台每棧--->32台每棧)1998/04/308宏碁如何推動流程再造?FastFoodBusiness宏碁如何推動流程再造?FastFoodBusinessModel(2)擴廠篇~Uniload全球佈點策略成吉思汗特攻隊26個國家vs.35個據點GlobalSourcing,LocalPurchasing空運,海運的應用要點DropShipment的應用1998/04/309宏碁如何推動流程再造?FastFoodBusinessUniload材料供應策略空運:體積小的,市場變化大MainBoard,Cards,......海運:體積大,市場變化小Housing,Monitor,.....LocalPurchasing:貴重,且市價變化大HDD,CPU,Memory,CD-ROM,......LocalSupply:地區性之材料Manual,Carton,Label,...1998/04/3010Uniload材料供應策略空運:體積小的,市場變化大宏碁的全球擴廠理念著重於"市場之開拓",而不是人工成本之考量.接近客戶,在客戶需要時,才依客戶之需求製造商品,並將商品依約定之時間送達客戶指定之地點就地取才,材,財宏碁的全球擴廠理念著重於"市場之開拓",而不是人工成本之考量11宏碁集團銷售成長趨勢圖01000200030004000500060007000Y89Y90Y91Y92Y93Y94Y95Y96Y97US$M再造宏碁之成效1998/04/3012宏碁集團銷售成長趨勢圖0100020003000400050宏碁流程再造之成效宏碁集團之營業額1993達US$1.8BG/R50%1994達US$3.2BG/R80%1995達US$5.8BG/R70%庫存水準:1995vs.1993降低約45%客戶滿意度大幅提高Timetomarket速度加快宏碁流程再造之成效宏碁集團之營業額13企業流程改造成功的關鍵有強勢的領袖領導有足夠授權及能力的改革小組來推動有創新的構想加入,能打破現有格局新流程比現在的流程更快速,有效益必須考量人事組織變化的衝擊及因應對策不斷溝通,宣導,與訓練企業流程改造成功的關鍵有強勢的領袖領導14再造宏碁後之瓶頸

瓶頸1998/04/3015再造宏碁後之瓶頸瓶頸1998/04/3015Dell運作模式興起

-IT的有效應用

Dell運作模式興起

-IT的有效應用GlobalSCMchangesandTrendMaterialPreparationProductionWarehousingShipmentOrderReceivedpointAdvantages:-Quickdelivery-SmoothproductionBuildtoStockDisadvantages:-Highinventory

-HighReworkprobability-WrongproductmixGlobalSCMchangesandTrendMa17MaterialPreparationProductionShipmentOrderReceivedpointAdvantages:-Productflexibility-Lowerinventory-QuickdeliveryBuildtoOrderGlobalSCMchangesandTrendDisadvantages:-Longerleadtime

-HighRequirementforEngandQualityMaterialProductionShipm18MaterialPreparationAssemblyShipmentOrderReceivedpointAdvantages:-Masscustomization-Quickdelivery-LowerinventoryBuildtoConfigurationGlobalSCMchangesandTrendDisadvantages:-Highlysystemintegrationrequired

-MaterialPlanningmethod

Change

MaterialAssemblyShipmen19BusinessModel與料號之關係CycleTimeProductModelsBTCConfigurationListKitBillBTOSKUBTSBOMConfigurationManagement(Components)BOMManagement(ProductGroup,Product,F/G)BusinessModel與料號之關係CycleTime20BusinessModel與工程變更之關係CycleTimeProductModelsBTCConfigurationListKitBillBTOSKUBTSBOMWhere-usecannotbedefinedinapprovalstageWhere-usemustbedefinedinapprovalstageBusinessModel與工程變更之關係CycleTi21BTCSystemArchitectureBTCSystemArchitecture22BTCSystemMajorFunctionsRealTimeWebOrderingOnlineproductpricingRealtimeBOMgenerationAssemblytocustomerorderOnlineordertrackingModularizeTestingsystemBTCSystemMajorFunctionsRea23GlobalLogisticsArrangementWorldwideMFG/Assemblylocationconsolidation.RegionalLogisticsoperationfocusManufacturing-outboundlogisticsbyairOtherRBUterritory-RegionaldistributionVMILongtermpartnershipwithkeyforwardersOrderTrackingandforwardermanagementsystemGlobalLogisticsArrangementWo24LocationSelectionCriteriaManufacturingsitesTechnologyinfrastructureVendorCapabilityLogisticsnetworkingLaborcostAssemblysitesClosetomarketDistributionnetworkLaborcostInputDutyLocationSelectionCriteriaMan25LogisticsPartnerselectionProvedperformanceresultworldwidecoverageOperationscopeITcapabilityCooperationattitudeLogisticsPartnerselectionP26VMIArrangementVendorHubforCustomerWebuildinventoryforCustomerVendorHubforAssemblysitesVenderbuildinventoryforassembly3rdpartyselectioncriteriaWarehousemanagementexperienceITcapabilityInventoryvisibilitythroughWebVMIArrangementVendorHubf27TransportationITNetworkERPPicking&PackingSystemExportControlSystemForwarderCarrierOTSTrafficEISCustomerVendorS/OPickingPackingOrderinquiryShippinginfo.S/OInvoiceDataShipAdviceShippingDocumentP/OForwarderCarrierTransportationinfo.ShippingDocument

TransportationITNetworkERP28ITUtilityintheGlobalLogisticsERPSCM/APSB2BiTransportationmanagementEIP/PortalBI/EISITUtilityintheGlobalLogis29RoleofAPSAPSusetheinformationfromtheexistingtransactionsystem(ERP)toprovideintelligentdecisionsupportcapabilityinPlanningandSchedulingPurchasingOrderEntryMfg.ManagementSystemLogisticsTransactionSystem(Legacy,ERP)PurchasingSalesLogisticsManufacturingShippingAPSDecisionMakingSupportDataDemandCapacityMaterialsOutputProductionPlanShippingPlanPromisePlanFinalPlanCurrentSituationRoleofAPSAPSusetheinform30APSResourcesAvailableProductionCapacityDistribution/WarehouseRoutingInventoryLevelsCustomerDueDatesRawMaterialsProcurement/SupplierLeadTimesOptimalPlanDemandForecast/CustomerOrdersConcurrentPlanningAPSAvailableDistribution/Inven31APSBenefitsIntegrateallthemodules,allsitesWorld-wideoperationinformationvisibilityhighlightproblemarea-dataandresult.Frequency-10xthanMRP.Speed-within15minutes.Easytodothesimulation.Quickresponsetocustomer’srequirement.APSBenefitsIntegrateallth32產業運籌管理策略規劃實務探討遠擎管理顧問公司總顧問郭浩明產業運籌管理策略規劃實務探討遠擎管理顧問公司總顧問供應鏈管理與運籌管理的不同Tier2CustomerTier1CustomerDeliveryMakeSourceTier1SupplierTier2SupplierCorporateGlobalLogisticsTotalSupplyChain供應鏈管理與運籌管理的不同Tier2Tier1Delive34運籌管理的範圍DemandPlanning/forecastingOrderfulfillmentProcurementPlantandwarehouselocationselectionManufacturingInventorymanagementTrafficandtransportationmanagementReturngoodsmanagementPerformancemanagementsystem運籌管理的範圍DemandPlanning/forecas35運作模式的變更MFGASSYChannelVendorsCustomersMFGW/HChannelVendorsCustomers運作模式的變更MFGASSYChannelVendorsCu36宏碁集團第一次再造之時代背景-1992

成品運輸時間太長CPU,HDD,SIMM降價速度太快設計變更太多庫存及呆滯料壓力降價及利潤壓力宏碁集團第一次再造之時代背景-1992成品運輸時間太長37宏碁如何推動全球運籌策略?

---第一次再造宏碁---流程再造組織再造理念再造全球品牌,地方結緣網狀主從架構速食式全球供應1998/04/3038宏碁如何推動全球運籌策略?

---第一次再造宏碁---流宏碁集團第一次再造之基本理念~區域產銷模式(1992-1995)

1998/04/3039宏碁集團第一次再造之基本理念1998/04/307宏碁如何推動流程再造?FastFoodBusinessModel(1)設計篇~DFA/DFD(模組化,易組,易拆,易維修)生產線:30人/班--->18人/每班產能:250台/班---->500台/班CPUChipUp技術(易昇級)減重計劃(空運:材積重--->實際重)HSF包裝(海運:8台每棧--->32台每棧)1998/04/3040宏碁如何推動流程再造?FastFoodBusiness宏碁如何推動流程再造?FastFoodBusinessModel(2)擴廠篇~Uniload全球佈點策略成吉思汗特攻隊26個國家vs.35個據點GlobalSourcing,LocalPurchasing空運,海運的應用要點DropShipment的應用1998/04/3041宏碁如何推動流程再造?FastFoodBusinessUniload材料供應策略空運:體積小的,市場變化大MainBoard,Cards,......海運:體積大,市場變化小Housing,Monitor,.....LocalPurchasing:貴重,且市價變化大HDD,CPU,Memory,CD-ROM,......LocalSupply:地區性之材料Manual,Carton,Label,...1998/04/3042Uniload材料供應策略空運:體積小的,市場變化大宏碁的全球擴廠理念著重於"市場之開拓",而不是人工成本之考量.接近客戶,在客戶需要時,才依客戶之需求製造商品,並將商品依約定之時間送達客戶指定之地點就地取才,材,財宏碁的全球擴廠理念著重於"市場之開拓",而不是人工成本之考量43宏碁集團銷售成長趨勢圖01000200030004000500060007000Y89Y90Y91Y92Y93Y94Y95Y96Y97US$M再造宏碁之成效1998/04/3044宏碁集團銷售成長趨勢圖0100020003000400050宏碁流程再造之成效宏碁集團之營業額1993達US$1.8BG/R50%1994達US$3.2BG/R80%1995達US$5.8BG/R70%庫存水準:1995vs.1993降低約45%客戶滿意度大幅提高Timetomarket速度加快宏碁流程再造之成效宏碁集團之營業額45企業流程改造成功的關鍵有強勢的領袖領導有足夠授權及能力的改革小組來推動有創新的構想加入,能打破現有格局新流程比現在的流程更快速,有效益必須考量人事組織變化的衝擊及因應對策不斷溝通,宣導,與訓練企業流程改造成功的關鍵有強勢的領袖領導46再造宏碁後之瓶頸

瓶頸1998/04/3047再造宏碁後之瓶頸瓶頸1998/04/3015Dell運作模式興起

-IT的有效應用

Dell運作模式興起

-IT的有效應用GlobalSCMchangesandTrendMaterialPreparationProductionWarehousingShipmentOrderReceivedpointAdvantages:-Quickdelivery-SmoothproductionBuildtoStockDisadvantages:-Highinventory

-HighReworkprobability-WrongproductmixGlobalSCMchangesandTrendMa49MaterialPreparationProductionShipmentOrderReceivedpointAdvantages:-Productflexibility-Lowerinventory-QuickdeliveryBuildtoOrderGlobalSCMchangesandTrendDisadvantages:-Longerleadtime

-HighRequirementforEngandQualityMaterialProductionShipm50MaterialPreparationAssemblyShipmentOrderReceivedpointAdvantages:-Masscustomization-Quickdelivery-LowerinventoryBuildtoConfigurationGlobalSCMchangesandTrendDisadvantages:-Highlysystemintegrationrequired

-MaterialPlanningmethod

Change

MaterialAssemblyShipmen51BusinessModel與料號之關係CycleTimeProductModelsBTCConfigurationListKitBillBTOSKUBTSBOMConfigurationManagement(Components)BOMManagement(ProductGroup,Product,F/G)BusinessModel與料號之關係CycleTime52BusinessModel與工程變更之關係CycleTimeProductModelsBTCConfigurationListKitBillBTOSKUBTSBOMWhere-usecannotbedefinedinapprovalstageWhere-usemustbedefinedinapprovalstageBusinessModel與工程變更之關係CycleTi53BTCSystemArchitectureBTCSystemArchitecture54BTCSystemMajorFunctionsRealTimeWebOrderingOnlineproductpricingRealtimeBOMgenerationAssemblytocustomerorderOnlineordertrackingModularizeTestingsystemBTCSystemMajorFunctionsRea55GlobalLogisticsArrangementWorldwideMFG/Assemblylocationconsolidation.RegionalLogisticsoperationfocusManufacturing-outboundlogisticsbyairOtherRBUterritory-RegionaldistributionVMILongtermpartnershipwithkeyforwardersOrderTrackingandforwardermanagementsystemGlobalLogisticsArrangementWo56LocationSelectionCriteriaManufacturingsitesTechnologyinfrastructureVendorCapabilityLogisticsnetworkingLaborcostAssemblysitesClosetomarketDistributionnetworkLaborcostInputDutyLocationSelectionCriteriaMan57LogisticsPartnerselectionProvedperformanceresultworldwidecoverageOperationscopeITcapabilityCooperationattitudeLogisticsPartnerselectionP58VMIArrangementVendorHubforCustomerWebuildinventoryforCustomerVendorHubforAssemblysitesVenderbuildinventoryforassembly3rdpartyselectioncriteriaWarehousemanagementexperienceITcapabilityInventoryvisibilitythroughWebVMIArrangementVendorHubf59TransportationITNetworkERPPicking&PackingSystemExportControlSystemForwarderCarrierOTSTrafficEISCustomerVendorS/OPickingPackingOrderinquiryShippinginfo.S/OInvoiceDataShipAdviceShip