全球供应链管理

Lee,Ching-En;NCTU

全球供應鏈管理中華民國八十八年五月六日

精品资料网1Lee,Ching-En;NCTU

製造業V.S.服務業

精品资料网2我們有供應鏈管理的問題嗎？Lee,Ching-En;NCTU

精品资料网3製造目標與趨勢的變遷成本品質交期彈性服務創新全球化結果

成本品質交期彈性速度創新成本品質交期服務速度成本品質彈性服務成本交期彈性品質交期成本品質成本Lee,Ching-En;NCTU

顧客迫使製造商／供應商生產／供應多樣、大量且低成本的一般化商品(Commodity)

精品资料网4如何建立競爭優勢/障礙(CompetitiveAdvantage/Barrier)Lee,Ching-En;NCTU

生產力優勢(ProductivityAdvantage)價值優勢(ValueAdvantage)

精品资料网5產業對策•建立技術優勢(Leading-EdgeTechnology／Innovation)•成為快速跟隨者並建立差異化(QuickFollower(TTX)andDifferentiation)•全球供應鏈管理(GlobalSupplyChainManagement)•著重核心競爭力(FocusonCoreCompetence)Lee,Ching-En;NCTU

精品资料网6產銷環境之演進From:”TransformYourSupplyChain－ReleasingValueinBusiness”,JonHughes,MarkRalf,Et.BillMichels

精品资料网7產銷環境演進之結果大量生產(MassProduction)大量客製化生產(MassCustomization)

多樣少量生產(JobShop)顧客滿意(CustomerSatisfaction)以顧客成功為依歸(CustomerSuccess)供應商管理(SupplierManagement)發展供應商合作關係(SupplierDevelopment)物料／產品供應鏈(Material/ProductSupplyChain)知識供應鏈

(KnowledgeSupply)ChainLee,Ching-En;NCTU

*資訊技術(InformationTechnology;IT)的高速發展是始做俑者。

精品资料网8基本製造型態Lee,Ching-En;NCTU

種類(Mix)量(Volume)

精品资料网9大量客製化之效應

Lee,Ching-En;NCTU

精品资料网10過去(推／Push)局部最佳化(LocalOptimization)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現在(推&拉／Push&Pull)整合且同步化的鏈（Integrated&SynchronizedChain）產銷模式變遷(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

精品资料网11供應流（SupplyFlow）產銷模式變遷(II)Lee,Ching-En;NCTU

需求流（DemandFlow）JITandQualityMaterialFlow供應商(Supplier)配銷商(Distribution)零售商(Retailer)顧客(Customer)Qn-time,AccurateandPaperlessInformationFlow

過去現在供應商(Supplier)配銷商(Distribution)零售商(Retailer)顧客(Customer)

精品资料网12產銷模式變遷（Ⅲ）•Emphasizerigourandtoughbarganing.供應商顧客過去：開放競爭（OpenCompetition）期望：從供應商上游到顧客下游的整合（FromSuppliers’SupplierstoCustomers’Customers）•Linkupalltheplayersinahorizontalsupplychain.•Emphasizeseamlessdelivery,optimizationandintegration.許多產業的現況（DominateorDie）上游下游

精品资料网13大量客製化的原則1.EnrichingCustomers-ProvidingSolutionsvs.Products2.MasteringChangeandUncertainty（RapidResponse）3.LeveragingtheImpactofPeopleandKnowledge4.CooperatingtoEnhanceCompetitiveness-VirtualOrganization

Source:TheAgilityForum

精品资料网14產業未來趨勢Lee,Ching-En;NCTU

•快速回應之供應鏈體系(ResponsiveSupplyChain)是必然趨勢

精品资料网15供應鏈管理的定義Lee,Ching-En;NCTU

Integrate,Synchronized,Lean,andResponsiveFlowofMaterials,Information,Funds,Processes,Services,andOrganizationsfromSuppliers’SupplierstoCustomers’Customers.

精品资料网16Lee,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。

精品资料网17造成供應鏈管理問題的原因資訊扭曲(InformationDistortion)不同步的通路(AsynchronizedChannel)鏈的複雜度(ChainComplexity)無效率的作業(InefficientOperations)文化地區之差異(CulturalProblems)Lee,Ching-En;NCTU

精品资料网18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Keyproblem:前置時間(Leadrime)太長Oneofobvioussolutions:正確且快速回應(AccurateandQuickResponse;AQR)Lee,Ching-En;NCTU

精品资料网19快速回應(QR)QR：以資訊取代存貨:(Thesubstitutionofinformationforinventory.)

[From:Christopher]AQR﹕QRwiththeeffectivemanagementofthesupplychain.Lee,Ching-En;NCTU

精品资料网20縮短前置時間的重要性Lee,Ching-En;NCTU

精品资料网21一些工業界的做法PostponementfromHPBTO(Build-To-Order)fromDellCTO(Configure-To-Order)fromCompaq98,2daysfromIBMTOM/VirtualFabfromTSMCVMI/CRPfrom3M,P&G,andWal-MartUni-LoadandLocalizationfromAcerECRfromWal-MartandP&GContractManufacturingfromLeoandGVCLee,Ching-En;NCTU

精品资料网22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（LogisticPostponement）：Movingcustomizationpointclosertocustomers.

形式的延遲（FormPostponement）Delayingdifferentiationpointbystandardization基本對策：DFSCMLee,Ching-En;NCTU

精品资料网23型式的延遲Lee,Ching-En;NCTU

標準化/模組化前標準化/模組化後From:“DesigningProductsandProcessforPostponement”,LeeandBillington

精品资料网24那些製程應由工廠完成?那些該由物流中心（D.C）或經銷商完成？如何評估(Justify)?RedesignCosts,ModuleSafetyStock,FinishedGoodsInventory,WIP,Testing,Freight,Customs&Duties,FixedInvestment,ExtraTrainingatDCs,Leadtime,ForecastErrors,ScheduleAccuracy,MaterialShortages?延遲的考慮因素Lee,Ching-En;NCTU

精品资料网25Lee,Ching-En;NCTU

戴爾(Dell)的作法Simplifyyoursupplychain;selldirecttothecustomer;cutoutthedealers;buildtocustomerrequirements;maketoorderMaintainandextendthepricefocusonthecorporatecustomer.Bypassthedistributorsanddealers.Alignproductiontofuturetrends.Adoptresponsivesupply.Closesupplychaincollaboration.Makepurchasingeasy.

精品资料网26康柏（Compaq）的作法CompaqERP(SAP)ImplementationSupplierAllianceIntegrationSupplyChainTotalIntegrationSupplierERPImplementationCompaqInterfaceSupplyChainCompaqInterfaceEnterpriseIntegrationFrom:CompaqpresentationmaterialsTotalSupplyChainProfitabilityLowestTotalDeliveryCostandHighestInventoryTurnsinTotalSupplyChainBuildtoCustomer“Pull”Lee,Ching-En;NCTU

精品资料网27VMI定義Lee,Ching-En;NCTU

Inventorymanagementviathesupplier’sgenerationoftimely,cost-effectivepurchaseordersforthecustomer.Supplierusessalesactivityinformationandproductdemandhistorysentfromitscustomertogeneratedemandforecasts,makeadjustmentstotheforecastwithmarketintelligence,andplanforinventoryreplenishment.AlldatabetweensupplierandcustomeraretransmittedviastandardEDI(ElectronicDataInterchange)relateddocuments.

精品资料网28VMI架構流程Lee,Ching-En;NCTU

精品资料网29一些物理現象Lee,Ching-En;NCTU

ManufacturingPhysicsSupplyChainPhysics100%Capacityused100%ServicelevelManufacturingLeadTimeInventoryoriginalattemptoriginalattemptFrom:HauLee’sLectureMaterials

精品资料网30經驗中我們學到了什麼以創意改善上下游所有相關人事物的關係Lee,Ching-En;NCTU

HelpMoreSuccessProvideBetterService

精品资料网31ReduceLeadtimeandReduceComplexityInfo.SharingObjective:Info.TransparencyMethods:ITTechnologyCALSERP/MRPIIWorkflowDatawarehouseCustomer-OrientedInterface(ATP/CTP,Planning,Scheduling,andOrderTracking)VirtualManufacturingObjective:DistanceXMethods:Internet/IntranetSimulationVMMulti-MediaTOM／OTIS／CSChannelAlignmentObjective:AllianceMethods:StrategicAllianceSupplierDevelopment/Mgt.SupplierReduction,Retionalization,andEarlyInvolvementOutsourceNon-coreWorkVMI/CRPFTLW/Consolidation3rdPartyLogisticsOperationEfficiencyObjective:Synchronization,AQR(TTX)Methods:ChainReconfigurationPostponement(Standardization/Modularity)DFSCMSKUReductionTargetSystemVAN/EDI/POS…ECRBPR/TOCQRM/COMCrossDockingLee,Ching-En;NCTU

如何做好供應鏈管理

精品资料网32供應鏈管理的範疇

精品资料网33你有下列供應鏈管理的問題嗎？Lee,Ching-En;NCTU

精品资料网34檢視在供應鏈管理所做的努力Audithowtimeisallocatedinthesupplychain.Assesswherevalueisadded.Thensetthegoalsforchangeandimprovement1.Concurrentnewproductdevelopmentwithmulti-processteams2.Closeinvolvementofsuppliersindesignformanufacturability3.Strategiccostmanagementandtargetcosting4.Integration