大型船厂供应链管理系统之建置

大型船厂供应链管理系统之建置

中国造船暨轮机工程学刊第二十三卷第三期民国九十三年169

JournalofTaiwanSocietyofNavalArchitectsandMarineEngineers,Vol.23,No.3,pp.169-178,

2004

Correspondingauthor(nmshaw@.tw)

THEESTABLISHMENTOFTHESUPPLYCHAIN

MANAGEMENTSYSTEMFORTHEBIG-SIZEDSHIPYARD

H.J.ShawW.TannandL.L.Chuang

DepartmentofSystemandNavalMechatronicEngineering,NationalChengKungUniversity,

Taiwan,ROC

Keywords:E-commerce(EC),VirtualShipyard(VS),SuppierChainManagement(SCM)

关键词：电子商业，虚拟船厂，供应链管理

ABSTRACT摘要

Alongwiththerapiddevelopmentoftheinternet,thereisnoevenoneenterprisewhichisnot

makingE-businessasitsprimarydirectionandstrategy.Thebig-sizedshipyardutilizesthe

constructionforthevirtualshipyard,withResearchandDesign(R&D)asthekernel,via

EnterpriseResourcePlanning(ERP)integratinginteriorresourcesintheshipyard,andthen

throughSupplyChainManagement(SCM)coordinating(heup-anddown-streams'suppliers,then

tostepforwardbusiness-to-business(B2B).Withinthebig-sizedshipyard'sproductionprocedure,

theschedulingandqualityoftheoutfittingofteninfluencetheentireschedulingandconstruction

oftheships.Thereforehewtosupplythetimely,appropriateandcorrectoutfitting,saveus

communicationtimeandallowsustocooperatewiththesuppliers,andincreasetheefficiency,

reduce(hecost,isthemostimportanttopic.Thispaperisdirectedtowardtheshipbuilding

propertytoplanthefunctionalitiesbasedonMSWindowsDNA-(DistributcdinterNet

Architecture)architectureandtherelatedtechnologies,toestablishaseiofSCMsystem.Bythe

friendlyinterfaceandXMLexchange,theinformationbetweentheshipyardandsupplierscanbe

integratedmuchtighter,toreachquickresponses,andthenimprovethecompetitivenessofthe

shipyard.

随着互联网的迅速进展，

INTRODUCTION

Generallyspeaking,traditionalshipyardscouldbedividedintofourdepartments:business,design,

manufacture,andmanagementdepartments.Duetoiheirchaoticfunctionalities,itiseasytodig

outthemanagementdefectsinducingtheossifiedorganization,whichwillbearduoustosurvive

inthecompetitivemarinemarket.

Accordingly,theconceptisproposedfromenterprisere-engineering,andthroughvirtualshipyard

(VS)tore-planthemainfunctionalitiesfortraditionalshipyards.

ThesemainfunctionalitiesforVSinvolveERP,ResearchandDevelopment(R&D),Customer

relationshipmanagement(CRM),ProductDataManagement(PDM),andSCM(Fig.1).A"Virtual

Shipyard"isagroupconstructedonarealisticshipyardoforganizationsworkingonasingle

projectwithasigngoalwheretheheterogeneousmembersfunctionasasingleintegratedhomoge­

neousorganization.

Bytheintranettechnologyusersinrealisticshipyardcanrealtimeaccessandmodifythe

productioninformationstoredinthedatabasealanytime&anywhere,sothattheworking

progressandcommunicationwillbespeededupineachsingledepartment.

THEANALYSISOFSCMINVIRTUALSHIPYARD

Supplychainmanagement(Fig.2),istheactivemanagementofsupplychainactivities(o

maximizecustomervalueandachieveasustainablecompetitiveadvantage.Itrepresentsa

consciouseffortbythesupplychainfirmstodevelopandrunsupplychainsinthemostH.J.Shaw,

W.TannandL.L.Chuang:TheEstablishmentoftheSupplyChainManagementSystemforthe

Big-sizedShipyard17()effective&efficientwayspossible.Supplychainactivitiescover

everythingfromproductdevelopment,sourcing,production,andlogistics,aswellasthe

informationsystemsneededtocoordinatetheseactivities.

Owingtointernetcriteriaadoptedandwebprevalent,enterprisescommencechangingtheirused

waysandstrategiestodevelopEContheinternetandapplyittosharetheinformationwitheach

other.Therequestfbrflexibleandrapidreactionsundertheglobalplanningandmanagement

trends,enterprisesmustevolvefrommanufacturingastheprincipaltointegratingSCM

informationera.Inthebig-sizedship-yard,thequantityanddeliverytimeofoutfittingveryoften

influencetheentirebuildingqualitythatwastesthetimeofcommunicationandpursuingmaterials.

Inthemarineindustryover70%ofthecostofthedeliveredproductisformaterialandequipment,

especiallyifsubcontractorsareinvolved.

THEPRACTICESIN

SUPPLYCHAINMANAGEMENT

BasedonTaiwan'sindigenousmarineindustryaswellastheotherexperiencesavailabletothe

study,thepracticesaredividedintofourprimarysections,SupplyChainManagement(SCM)

Strategy,SCMPlanning,Mechanisms,Systems.

Thisisasimplificationof(hemodelinFig.3.Wiihineachofthosesectionsitstartswithabrief

descriptionofthetopicandthenprovidesresultsinformofspecificpractices.Thesesections

defineihepracticewithreferencetootherindustries(typicallyautomotive,aerospaceordefense

electronics)andthendescribehowthemarineindustryappearstobeperforming.

1.SCMStrategy

SCMStrategyincludesallofthehigh-levelsupplychainrelatedactivitiesthecompanydoesto

planitsproductandbasicapproach(obusiness.Werecognizethatother,morespecificstrategic

choices

Fig.1Thevirtualshipyardoutline.

Fig.2Thesupplychainmanagementactive.

InternetExtranetSupplierCSBC

VirtualShipyard

Shid

CRMSCM

ERP

R&DPDM

Supplier

Supplier

Internet

Extranet

Ship-owner

Ship-owner

Ship-owner

JournalofTaiwanSocietyofNavalArchitectsandMarineEngineers,R.O.C.,VoL23,No.3,2004

171

Fig.3Summarizesthepracticesinthefoursections,haveamajoreffectonsupplychain

management-e.g.,thedecisiontoenteraspecificmarketwillaffectthenatureofthesupplychain

needed.Nonetheless,thosedecisionsarenotfocusedenoughonthesupplychainissuetomerit

ourattentionhere.Also,whilestrategycoversacertainamountofplanning(e.g.,strategic

planning),theplanningsection(below)coversonlythatplanningwhichspecificallypertainsto

supplychainmanagement.

2.SCMPlanning

SCMPlanningrefersspecificallytothoseactivitiesthatareassociatedwithsupplychain

management.Itincludesthewholeprocessofplanninghowtorationalizemake-buydecisionsas

wellasplanningrolesandresponsibilitiesforspecificactivitiesforbothcomponentsandservices.

Inaddition,itincludesplanningthetypesofrelationshipsthecompanywantstohavewithits

varioustypesofsuppliers.

3.Mechanisms

Mechanismsarespecificsupplychainmanagementpractices(hatareusedtoworkwithmembers

ofthesupplychain.Inotherwords,thesearethepracticesusedbytheshipyardstoimplementthe

plans.Inthesubsequentsection.Systems,theinfrastructureneedstobeinplacetointegratewith

suppliers.

4.Systems

Whatiscall"systems"includesthebusinessprocesses,organization,culture,andtechnologyin

boththecustomerandsupplierthatserveastheenvironment.

Someofthesearenoteasyifatallchangeable(nationalcultjreisthebestexample);allareharder

tochangethantheothernon-systems.

THESTUDYFORRELEVANT

SHIPBUILDINGSCM

Widevariationsinsupplychainmanagementphilosophiesandpracticesexistinboththeforeign

anddomesticmarineindustries,asistrueofanyindustrysector.

RelationshipsbetweenUSshipyardsandmostoftheirsuppliers(endtobesignificantlymorearms

lengthandadversarialthanisthecaseinEurope.Experiencefromothersectors,particularly

automotiveandaerospace,showsthatsuppliersaremuchmoreresponsivetotheneedsoftheir

customerswhencloserelationshipsexistandcommunicationisfrequentandopen.Thesourcing

practicesofsomeofUSshipyardshavetheeffectofmakingrelationswithmanysuppliersfar

moreadversarialthannecessary.

TheshipbuildingPartnersandSuppliers(SPARS)Consortiummembershipincludesthe

shipbuildingoperationsatGeneralDynamics-Electricboats,BathIronWorks,NationalSteeland

shipbuildingCompany(NASSCO),ToddPacificShipyard,NewportNewsShipbuilding,

AvondaleShipbuildingandIngallsShipbuilding,LeadingUSShipbuildingindustrysupplier.

IBM,andAllarum.SPARSconsortiumisdevelopinganddeployingshipbuildingSupplyChain

(SC)VirtualEnterprises(VEs)thatintegratetheshipbuildingsupplySCMStrategy

I.SupplierManagementasaStrategy

2.SpecificGoalsforSupplierManagementSCMPlanning

1.CoreCompetencyAnalysis

2.IncreaseSupplier

Responsibilities&Tiering

3.OutsourcingRationalization

4.StrategicAlliance&LongTermAgreementsMechanisms

I.FrameAgreements

2.ConsolidatedPurchasing

3.CustomerSupplierTeams

4.IntegrationofSuppliers

5.LowestTotalCostSelection

6.SupplierContinuousImprovement

7.SupplierTraining

8.DevelopNewSuppliers

9.SupplierManagedInventory

10.TurnkeySuppliersSystems

I.IntegratedDataSystems

2.Integrationwith

3.CustomerPlanning&Scheduling

4.OrganizingforCoordination

5.CultureofTrust

H.J.Shaw,W.TannandL.L.Chuang:TheEstablishmentoftheSupplyChainManagement

SystemfortheBig-sizedShipyard172chaincomposedofcustomers,partners,subcontractors,

andsuppliers.TheSPARSprojectisinnovativeinthemannerinwhichitfacilitatesand

acceleratestheimplementationofshipbuildingsupplychainandvirtualenterprisesforUS

shipyardsbyEstablishingshipyardsasvirtualshipyardgatewaysthatprovidenear-turnkey

shipbuildingbusinessprocesstotheirsupplychain,thusenablingproductteamsto

cost-effectivelyworkasintegratedunits.Providingasecureandeasy-touse,on-line,internetbased

systemforlocatingandexchanginginformation(e.g.supplierinformation(qualificationsand

product)byprimecontractorinformation(solicitationandprocurement)bysuppliers),Providing

accurateandcost-effectivesharingofdesigninfbnrationusingNSRP-sponsoredpart

representation,translation,andexchangetechnology,Buildingarobustandextensiblesystemto

captureandapplybusinesspracticesandpoliciesinacomputableandenforceableform(Fig.4).

TheSPARSSupplyChainprojectprovidestheUSshipbuildingCommunitywithaninformation

infrastructurethatwillenableshipyardsandsupplierstoworktogetherasiftheywerepartofthe

same"VirtualEnterprise."

TheJapaneseapproachissignificantlydifferentfromwhatisoccurringinEuropeandtheUS.

Becauseoftheiralmost100%domesticsupplyandlongtermworkingrelationshipswiththeir

suppliers,JapaneseshipVirtualEnterpriseServer

Fig.4IntegratedShipbuildingSupplyChainVirtualEnterprise.

buildershaveaverytraditional,buteffective,supplierrelationship.OnlynowastheJapanese

ship-builderslookoutsideJapanforsuppliers,intheirquesttoremaincompetitivewithKorea,

arctheylookingtowardtheneedtofocusonsupplychainmanagement.

ShipbuildinginTaiwanissomethingdifferentfromtheothercountries'.CSBCwithits

constructioncompletedinJune1976istheonlyonebig-sizedpubliclyownedshipyardwhichcan

affordtobuildbid-sizedcommercialships,suchascontainers,bulkcarriers,etc.nowadays.A

monopolyofbuildingbid-sizedcommercialshipsisthefeatureoftheeconomiesofscalein

Taiwan'sshipbuildingmarket.Furthermore,duetotherestrictionofgovernment'srelevant

procurementlaw,theapplicationstrategyforSCisirresistiblymodulatedtoCSBC;thestrategyis

tobecomeacentralizedbuycr-dircctcdbuy-sidcmarketplace.

THEBOTTLENECKFORCSBS'S

DOWNSTREAMDATAFLOW

OverthepastseveralyearsCSBC'sproductivitywasobviouslylowerthanothernearbyAsian

countries1.

Indeed,materialcostisoneofthemajorsourcesofthelackofinternationalcompetitivenessto

CSBC.Toconquerthispredicament,sinceNovember1997CSBChasinitiatedaseriesof

researchinganddevelopingwaysonhowtoreconstructtheentireworkflow(henimprovethe

performance,andevenattemptedtosetupitsownERPsystem.Inthissystemtheproduction

informationwithintheoutfittingmanagementsystemisanticipatedtobeabletohandleadvanced

designingstageinwhichcesignandproductioncanaccessthesamedatabase.Forfindingthe

solution,in2001,thesystemsetofSCMwasdevelopedtotransactwiththeupstreamlong-term

suppliers;meanwhileconcludingtheXMLDTDstandard,thesystemenabletodirectlyexchange

componentdataandaccesseachother'sdatabase,evenintegratethesuppliers'ERPsystem(Rg.5).

Fig.5Sharedsystemworkspace.

Supplier

Supplier

ShipyardVESERVER

AssociationofBusiness&TechnicalDataIn

Shipyard-supplierbusinessprocess

Supportofstandardsbasedbusinessprocesses

transactionformatsviatheWEB

CollaborationToolsSecureWebServer

SSCCMM

EERRPP

LLoonngg—tteerrmm

SSuupppplliieerrss

LLoonngg-tteerrmni

SSuupppplliieerrss

ERP

Internet

CSBC

JournalofTaiwanSocietyofNavalArchitectsandMarineEngineers,R.O.C.,Vol.23,No.3,2004

173

Fig.6SCMintheprocureinentchain.

Procurementsoforders(POS)shouldbeoriginalfromathoroughbillofmaterial(BOM),withthe

bidsforthematerialsbeforeproductionstage;howeverinactualprocurementprocessmostof

POSareexecutedveryoftenearlierthanBOMgeneratedbecauseoftightscheduling.Themajor

portionofpresentmaterialoperationsinCSBC'sdesigndepartmentdependsonconstructiondata

ofsistershipsorotherforeignshipyards'builtshipsetc.toestimatetherequiredamountsof

outfittingandthentobethepracticalstatisticmaterialinformation.Becausetheestimationofthe

greatamountsofoutfittingbypeopleisaminuteandcomplicatedwork,andtheproduction

informationfromtheupstreamdesigntodownstreamprocurementisnotintegratedyet,itusually

directlyimpactsthecountmanagementintheconstructionunit,andobstructstheachieved

percentageofscheduledprogress.

Theobjectivetoconstructabusiness-to-business(B2B)SCMsystemistoassistCSBCusing

electronicwaystotransferinefficientprocurement,inextricableprocessandunmethodical

searchingintoahighperformanceelectronicprocuringprocess(Fig.6).Toimprovethe

transmissionefficiencyofalteredinformationanddesigndrawingsinthetraditionaloutfitting

supplychain,thesystemisanticipatedtobemorecapableofcontroloftheschedulesandprogress

ofproductionofsuppliers,andenablethelong-termsupplierstocoordinatewiththeshipbuilding

progress,nottopostponetheproductionschedule.

SUPPORTINACCESSINGDATA

Viareconstructingtherationalizedandstandardizedworkprocess,tolettheoperationofthe

productioncontrolbeadvancedtowardthedesignstageisanticipated.

Toolsforsupportinaccessingdatahavetoenabledirectlyaccess3Dmodeling.DataintheTribon

productioninformationmodel(PIM)arcaccessibleviatheDataExtractionfacilities[2],whichis

abletoretrievespecificinformationfromoneorseveralobjectsbyspecifyingthetypeandname

ofthemodelobjectandthewanteditemwithintheobject.Further,thedataextractedform

productionmodeldatabasegeneratedbydesigndepartmentcanbeintegratedwithSCMs,and

spontaneouslyupdatetheproductioninformationinManagementInformationSystem(MIS).

ComprisingtheDataExtractionobjects,VitesseisamajormoduleofTribonDeveloper'sToolkit,

whichisusedbycustomerstodevelopadditionalfunctions,e.g.automationofmodelingand

draftingtasks,dataexchangeandsystemintegrationwithprojectdatamanagementsystemsonan

enterpriselevel.TheextracleddataisdirectlyimportedintoSQLandOracledatabases,orthrough

datapost-processgeneratedesignatedreports.Afterthecomplicatedcustomizeddataextraction

fromPIM,ihepartialmaterialdatasourcingforPOScanbegenerated.However,thereisstillone

portionofmaterialdataalsoextractedfromPDMSbyProgranimingMacroLanguage,morecom­

monlycalledPML.

REQUIREMENTANALYSIS

1.DetailAnalysis

Detailanalysisistosearchandcollecttherelevantinformarionofthissystemcarefully,andthen

therealrequirementsforthissystemcanbeknownandgivencleardefinitions.Afterdetail

analysisit'seasytounderstandwhattherequirementsare,andfurtherconsiderthefeatureofship

building'sSCM.

2.PreliminaryAnalysis

Bypreliminaryanalysistograspthepurposes,functionalities,limitconditions,mainrequest

information,workflowetc.oftheentiresystem,thedescriptionsareasPOSAgreementcirculation

deliveryaccountspayablereceivingroutetorecipientBidinquiryannounccmcnts/Quotation

SCMsystemAgreementOrders

H.J.Shaw,W.TannandL.L.Chuang:TheEstablishmentoftheSupplyChainManagement

SystemfortheBig-sizedShipyard174follows:

Purpose:OfferingoutfittingwiththerightqualityandquantitythroughJIT(JustInTime),and

savingthetimetocommunicateandpursuematerials,promotingtheperformanceandreducing

theproductioncosts.

Functionality:Offeringaclearmanagementforcontracts,inventories,goodsreceived,query

information,andaccountscfsuppliersetc..Requirements:Viathesystemtoquerytheorderstates

andgoodsreceived,CSBCcanknowtheinformationofrelevantsuppliersandmaintain(he

accountinformation;supplierscancheckorderstatus,receivedgoods,accounts,andmaintain

theirowninformation.Bothcantransmitinformationmutually(Fig.7).

Conditions:TheSCMsystemneedstointegratewiththematerialandfinancesystemswithin

CSBC'sERPsystem.Thenumberofshipbuildingsuppliersisenormous.In(hefirststage,

choosingtenupstreamoutfittingsuppliers,eachsinglehasdifferentinformationcircumstances,

forsatisfyingtheirrequirements,andhencethesystemmustofferseveraldifferentwaysto

transmitinformation;therearethreedifferentoptions:WebForm.ExcelandXML,usedtoupload

thedatabythesuppliers.

SYSTEMESTABLISHMENT

1.ArchitectureandSystemAnalysisIn1997,Microsoftprovidedaihree-lierDNA-based

architectureastheconstructionofwebapplication.

ThesolutionarchitectureofferingfromtheDNAcansatisfytherequirementsforcollaborative

computation,internet,intranetandE-commerceetc.,anddecreasetheentiredevelopmentfee.The

DNAarchitectureisbasedonscalabilityandbinaryobjectre-use.Thedesignofapplicationsusing

DNAprovidesseamlessscalabilityfromasingleworkstationtoafullydistributedapplications

networkofcomputersbymarkinguseofallthebinarycomponentsavailableonthemarketThe

mainSCMfunctionalitiesforCSBCandsuppliers'functionalitiesrespectivelyispresentedin(Fig.

8).

2.SystemDesign

Thissystemisbasedontheinternetenvironment,usingWindowsDNAarchitecturetoconstructa

systemsetofinternetapplication.Thepresentationservicetiercanheusednotonlytobrowsethe

operationsystem,butalsotosupporttheXMLdataexchangeanddisplay.

UtilizingtheWebDAVandOfficeWebComponent(OWC),thedatacanalsobeuploadedbythis

presentation(ier.TheapplicationservicetierusestheASPtechnology,andbycallingupon(he

XMLDOMcomponentstoprocesstheXMLdocuments(Fig.9).Thedataservicetieraccessesthe

MicrosoftStructuredQueryLanguage(MSSQL)serverandOracledatabasebyActiveXData

Objects(ADO)andObjectLinkingandEmbeddingDataBase(OLEDB).Allservicesinthe

DNAkernelinvolve(Fig.10):

PresentationService:HTML(HyperTextMarkupLanguage),DHTML(DynamicHyperText

MarkupLanguage),Components,Scripting(VBscriptorJscript),andWin32API(Win32

ApplicationInterface),whichhandletheGraphicsUserInterface(GUI).

ApplicationService:InternetInformationServer(IIS),MessageQueuing(MSMQ),Microsoft

TransactionServer(MTS),ComponentObjectModel(COM),ActiveServerPages(ASP),

DistributedComponentObjectModel(DCOM)etc.,whichhandleailthebusinessobjectsand

rules,andensuredataconsistencybeforecommittinganytransactiontotheserver.

DataService:ADO.OLEDB.OpenDatabaseConnectivity(ODBC),whichhandlethedataaccess.

WindowsDNAOffersanotherdegreeofscalability,andprovidesawaytodownsizeapplications.

Allofthosecanpromotethedevelopmentspeedandintegrationability.Basedonthiskindof

architecture,thedistributedapplicationsystembecomesmoreextensible,suitableandflexible.

3.UserInterfaceDesign

Developingauser-friendlyinterfacetohelpclientusersrapidlycompletetheirjobsisofthefirst

mostimportance.Inaninternetenvironment,theuserinterface

Fig.9TheelementsinDOMtree.

Fig.1()TheDNAarchitecture.

HTML/DHTML/JavaScript/CSSXML/XSL

IIS/ASP

XMLDOM

ActiveXDataObjects(ADO)

OLEDBProviderfor

SQLServer

OLEDBProviderfor

ORACLE

SQLScncrORACLEDatabase

Presentation

Service

Application

Service

Data

Service

HJ.Shaw,W.TannandL.L.Chuang:TheEstablishmentoftheSupplyChainManagement

SystemfortheBig-sizedShipyard176

isbasedonHTML,andusingDHTML,JavaScript,CascadingStyleSheets(CSS)technologies

etc.toenhancetheHTMLfunction.Theuserinterfacedesignprinciplesare:

Usinggraphsaslessaspossible;ifusingCSSandScript,itcandownloadthewebpagesfaster.

Asimplerdesignallowsausertofamiliarizehimwiththesystemrapidly.

Withtheattachmentdescriptiononeachfunctionalityportal,itallowsuserstomanipulatethe

functionsdirectly.

Thewholesystemusesaunifiedframe;eventhoughthefunctionsaredifferent,theprocessesand

waysofusearesimilar.Besides,JavaScriptandDHTMLareusedasmuchaspossibly.Notonly

dothoseenhancetheinteractionsbetweenusersandinterfaces,butalsodistributeworksrunning

ontheclientreducingserverload.

4.DatabaseDesign

BothSQLandOracleserversarerelationaldatabase.Inthispaper,MSSQLserverdatabaseis

adoptedfbrresearching,whichhastointegratetheOracledatabasenowusedbyCSBC.Generally,

thedesignforrelationaltablesmustpassthroughthreenormalizedstagestoachievefield

uniqueness,primarykey,functiondependence,andfieldindependence,allofthoseenablingthe

characteristicsofthefieldsinvolvingsufficient,clear,anddefinitedata,whichcanavoidthesame

datarestored,economizeonstoragespaceandpreventtheinconsistencyofdata.

5.CommonLibraryEstablishment

Eachsingleprogramoragenthasitsowntasks.Butsubdividingthem,manyofthemhavethe

samefunctions.Asstatedinthepreviousparagraph,separatingthecommonfunctionswhichare

calleduponbyotherprogramsmorethanonetime,thentobecomethecommonlibraries,while

someprogramsneedtousethecommonlibraries,theycouldbeinserted.SSI(ServerSideInclude)

isincludedintothefunctions.Anexplanationis:

Bythisway,somanybenefitscanbeachievedwhichwilleasethedownsizingofhundredsof

linesfbrprogramsintoseverallines,thusminimizingtheerrorraleandmakingeachofthe

programssimilar.Thesecommonlibrariescanbeexecutedrepeatedlywithoutthepossibilitiesfbr

humanerrors.Thisintotalefficiencyhasasignificantimpactonthetimeneededfordesign;main­

tenanceandmodificationswillbemorefavorabletoo.

Fig.11Theoverviewtoon-lineCSBCSCMsystem.

CSBCB2DSCMsystem

ContractManage.

GoodsreceivedOperation

StockOperation

SupplierInfo.

Inquiring

Paymentinquiring

SystemManage.

ContractManage.

GoodsreceivedOperation

StockOperation

SupplierInfo.

Inquiring

Paymentinquiring

JournalofTaiwanSocietyofNavalArchitectsandMarineEngineers,R.O.C.,Vol.23,No.3,2004

177

Fig.12Theweb-basedSCMs.

THEOUTLINEOFCSBCSCMSYSTEM

Severalsub-systemsarecomprisedwithintheSCMsystem(Fig.11).ThecurrentSCMsystemis

fbrshipyardsandtheidentifiedvalidlong-termsuppliers:onlythesetwodifferentkindsof

identificationsareallowedtologinsofar.OnthelefttreestructurepartinFig.12including

severalfunctionalities,theITorprocurementdepartmenthaveindividualauthoritiestoexecute

them.AXMLdocumentcanbealsodownloadedfbreachoneprocurementorderandthe

content/valuecanbestoredintoSQLandORACLEdatabaseafterbeingparsed.TheXMLDTD

isalsoplannedtobeasynchronizedoperationwithProductDataManagement(PDM)information,

whichcontainsvendor,productandconsultantinformation,technologyandindustryresearch,

whitepapers,casestudies,userfbrums,newsupdates,newsgroups,conferences,andseminar

announcements.

CONCLUSIONSAND

RECOMMENDATIONS

Thelaunchedthree-yearSCMsystemhassustainedserioustestsandnon-stopmodifiedforthe

practicalneed,asaconsequenceofsupportingtimely,appropriateandcorrectoutfittingforthe

shipyard,whichletstheshipyardsatisfyship-owners'requirementswithgoodqualityasfastas

possible.Furthermore,somefunctionalitiesareplannedtodevelopsuchassuppliergrading,

electronicprocurementandsoon.Substantialprogresstowardreducingmaterialcostsand

improvingdeliverytimedependsonadeeperintegrationoftheshipyardandsuppliers'internal

processesintotheproductionsystemoftheshipyardForprovidinggraduallymatureSCMswith

eachblock'sconstructiondate,areliablesystemautomaticallygeneratingblockstructure

schedulingtoofferthedatenaturallyemerges.Throughaseriesofcollaborativeintegrationsfor

existinganddevelopingsystems,involvingtheKnowledgeManagementsystem,Microsoft

Project2000,blockstructurescheduling,andSCMsetc.,acompletefunctionality'sE-Commerce

systemisprogressivelyaccomplished.

UndertheVSconstruction,thispaperdiscussesthefunctionalitiesofthesupplychainsystem,

whichwcactuallyestablishcompletely.Theachievementsarcthataimingatthefeatureof

shipbuildingtoplanthefunctionalities,anduserelevanttechnologiestoestablishasetofB2B

E-commercesupplychainmanagementsystem,whichimprovestheinformationtransmissionway

ofthetraditionaloutfittingsupplychain,andmakesthesuppliersabletoofferoutfittingontime,

rightquantityandqualitytodramaticallyreducethetimetocommunicateandpursuematerials.

BecausethecurrentprocessforpurchaseordersissocomplicatedthatCSBCisnotreadyto

operatetheseordersontheinternetyet.Theprocessneedstobeadjustedtobesimplifiedand

standardizedfbrpracticality,andthenwillbeimplementedintheserialplanforCSBC'sSCM

system.Presently,onlyintheCSBCSCMsystemcantheXMLdocumentstylebeacceptedinuse

fordataexchange;furthermoretheexpectationtoutilizeH.J.Shaw,W.TannandL.L.Chuang:

TheEstablishmentoftheSupplyChainManagementSysterr.for(heBig-sizedShipyard178

thisXMLdocumenttocommunicatewithothersoutsideSCMsystemsetc.,thedefinitionofXML

documentstylestandardbe