顾客被聚焦的存货管理

01八月2026顾客被聚焦的存货管理TableofContentsSemiconductorIndustryCharacteristicsandHighTechIndustryDynamicsQuestionssurroundingCFIM–What,How,WhenandwithWhomImpactonOperatingModelMaximizingBenefitsfromaCFIMprogramCaseStudies-SummaryKeyLearningsRecommendationsBackUpTableofContentsSemiconductorIndustryCharacteristicsandHighTechIndustryDynamicsQuestionssurroundingCFIM–What,How,WhenandwithWhomImpactonOperatingModelMaximizingBenefitsfromaCFIMprogramCaseStudies-SummaryKeyLearningsRecommendationsBackUpSemiconductorIndustryCharacteristicsThesemiconductorindustryisinherentlychallenging,definedby:Acomplex,multi-nodevaluewebthatincludesmultipleentitiesandtradingpartners,drivingtheneedforextraordinarycommunicationbetweenvendorsandcustomerstomanagethedemandsignalAsignificantmismatchbetweenmanufacturingleadtime(~48days)andorderfulfillmentcycletimes(~15days)thatdrivesforecast-basedproductionTheuncertaintyofsuchforecastsinvariablyleadstoexcessinventoryAnenvironmentinwhichamajorityoftheinventoryresidespostfabInwaferbankspreandposttest,andindiebankspreandpostpackage,andinsomecasesasfinishedgoodsAsaresult,smallchangesindemandwillcauselargeperturbationsinsupplyresultinginsignificantinventorymanagementchallengesImpacttoStrategicOperatingModel:PushtoPullTotalavailableproducttomeetcustomerdemandisequaltothefinishedgoodsinventoryplustheproductwhichcanbeproducedanddeliveredwithinthecustomer'scycletimeHLT1T2TimeDemandVolatilityHLT1T2TimeInventoryManufacturingOutputFGInvFGInvFGInvFGInvFGInvFGInvFGInvFGInvFGInvFillDemandfromInventoryFillDemandfromInventoryandManufacturingUseFinishedGoodsInventoryforCapacityLimitationsandDemandVolatilityPUSHIntoFGPULLfromMfgMigrationHLTotalAvailableProductManufacturetoForecastManufacturetoFGReplenishmentManufacturetoDemandMigrationfroma“Push”systemtoa“Pull”systemisachievedwhenproductisproducedbasedondemandandreplenishmentneeds,andlessonforecast买卖双方力量制衡对存货管理的影响买方占主导地位相互依赖卖方占主导地位相互独立战略采购电子化采购以买方为中心的外部网络业务合作战略采购电子交易市场战略采购以卖方为中心的外部网络，包括设计、客户自服务、网上下单等电子化采购外包反向拍卖低低高高买方资源相对于卖方而言的效用性与重要性卖方资源相对于买方而言的效用性与重要性买卖双方的力量对比决定了采购策略及相应的存货管理策略存货管理策略的演变研究表明存货策略正由独立存货管理转变为合作式存货管理独立性持久性合作管理卖方管理存货共同管理存货采购订单关系比例合作强制性开放式采购传统供货方式绩效合同专业化合作关系战略伙伴关系20012005HowBadistheProblem?InQ42000,whenexcessinventoryreachedapeak,mostoftheexcessinventorywaswithsemiconductorsuppliersandEMSproviders.TheOEMsandEMSprovidershavebeentryingtooffloadmoreinventorytothesuppliers.Source:iSuppliCorporationTableofContentsSemiconductorIndustryCharacteristicsandHighTechIndustryDynamicsQuestionssurroundingCFIM–What,How,WhenandwithWhomImpactonOperatingModelMaximizingBenefitsfromaCFIMprogramCaseStudies-SummaryKeyLearningsRecommendationsBackUp以客户为中心的存货管理(CFIM)项目的一般形式卖方管理存货(VMI):

这是一种优化供应链绩效的方法：供应商可以了解到客户的存货数据并负责维护客户所需的存货数量。VMI是·通过流程管理来实现的，其中补货是由卖方通过定期的现场盘点来进行的。卖方寄库管理存货:

与VMI的区别之处在于：卖方在货物的寄放地点即客户的仓库仍保留货物的所有权。货款的支付将等到货物发生实际的使用或销售后予以结算。这种方法目前主要由分销商使用，存货被寄放在分销商的客户处。联合管理存货(JMI):JMI的管理团队由客户与卖方的员工组成，通常团队成员地处相互临近的地理区域以便经常性召开见面会。这种方法有助于不同职能的成员间实现开放式的沟通。JMI要求更强的联合计划及沟通。JITII:由一名卖方的员工在客户的采购部代替客户的采购人员进行工作。客户允许这名卖方的员工以客户的身份发出订单并允许他能在客户的工厂所在地随时了解工厂及工程项目状况。以客户为中心的存货管理（CFIM）项目结构存货所有权存货所在地能否共享客户需求数据补货订单决定人CFIM卖方管理存货(VMI)客户客户能卖方决定卖方寄库管理存货卖方客户/卖方/第三方物流可能卖方决定联合管理存货(JMI)客户/卖方客户能联合决定JITII客户客户能在客户所在地的卖方代表其他采购方式开放式采购（电子化交易市场、拍卖等）客户客户不能不清楚传统采购方式（下订单）客户客户可能事先约定3种基本的存货地点形式存货地点位于客户仓库卖方管理存货（VMI）–卖方管理客户所拥有的存货卖方寄库管理存货–寄放在客户所在地的存货所有权归卖方，客户负责支付仓储、操作及其他相关费用。联合管理存货（JMI）–客户的采购员与卖方的销售员联合办公共同计划与管理存货。JITII–由卖方派出人员管理客户的存货，负责计划以及新产品开发的支持存货地点位于第三方物流仓库由第三方物流负责存货的装运、仓储、管理及将货物配送至客户处

存货地点位于卖方仓库确定的供应量(配额)–通常出现在供不应求的时候因卖方很难将货物卖给客户，于是由卖方支付仓储、操作及其他相关费用Forecast,Consumption,ReconciliationInvoicingReplenishmentsignalASN,ShipmentCFIMModel1(atcustomersite)PullCustomerCFIMInventoryLocationFabAssembly/Test/FGIDieBankSupplierForecastInvoicingASN,ShipmentInventoryreceipt,consumption,reconciliationCFIMModel2(at3PL)3PLHubFabAssembly/Test/FGIDieBankSupplierPullCustomerForecastInvoicing,ASN,ShipmentPullSignalASN,ShipmentCFIMModel3(atsupplier’sRegionalW/H)RegionalInventoryW/HFabAssembly/Test/FGIDieBankSupplierCustomerHow,WhenandWithWhom?ParticipationinCFIMprogramscanbeeffectivelydeterminedthrough:ProductsegmentationCustomersegmentationStrategicchoicemodel产品分类一个企业经营管理费用的结构与多少受企业所经营的产品数量的影响。因此相应的管理目标应当为同时减少产品数量及相关经营管理费用如下图所示的产品产量曲线，高科技产品产量中比重最大的是产量大且可预测的产品。所以我们应把关注的重点放在下图所示的“危险的中间层产品”及“末端产品”上,从而将风险降至最低产量大且可预测产品“末端产品”指量小、需求无规律的产品，如出于产品生命周期衰落期的产品“危险的中间层产品”指处于转变期的产品，如正在进入产品生命周期衰落期的产品单位数量(年销量)产品数量类型“1”类型“2”类型“3”客户分类为了使服务水平同存货策略相适应，我们需要根据客户特征进行分析在对客户特征进行分析的基础上制订合理的存货制度将能够保证我们为那些可以具备战略优势的客户提供合理的存货服务。1级客户3级客户2级客户客户数量单位数量(年销量)定义战略伙伴(1级客户)找出战略伙伴的标准用战略伙伴的标准来对现有的业务合作关系进行分类分类应当根据利润率、购买量及库存水平等举例:未来生存能力的评估客户满意度合作愿望占单位产品线销售百分比占整体销售的百分比库存周转率存货水平（存货占销量的百分比）付款周期及条件客户历史业绩及相互关系战略决策模型客户类型1级2级3级产品类型1加入CFIM项目寻找有利机会加入CFIM项目不加入2寻找有利机会加入CFIM项目先进行绩效分析再决定不加入3在被迫的情况下才加入不加入不加入战略决策模型–

续在以下情况应选择加入CFIM项目:买方占主导地位且为战略伙伴相互间为战略伙伴关系且相互依赖，具有可观的经济回报产品销量大且可预测卖方占主导地位、未来合作机会具有可观的经济回报通常在以下情况下，不应选择CFIM项目:客户拒绝寄库的建议.非战略伙伴关系.相互之间关系独立.对方没有良好的IT基础设施及高素质的人力资源.买方占主导地位相互依赖卖方占主导地位相互独立寄库管理存货JITII开放式采购联合管理存货卖方管理存货（VMI）战略决策模型–

续TableofContentsSemiconductorIndustryCharacteristicsandHighTechIndustryDynamicsQuestionssurroundingCFIM–What,How,WhenandwithWhomImpactonOperatingModelMaximizingBenefitsfromaCFIMprogramCaseStudies-SummaryKeyLearningsRecommendationsBackUpStoreProductShipProductCaptureCostsShippingOrdersForecastDemandScheduleTransportInvoiceCustomerRecordRevenueCollectRevenueBalanceCloseReportResultsCustomersDemandMgmtPlanProductionMasterProd.SchedulingPlanMaterials.ShopFloorControlEquipmentControlProductPackagingForecastMaterialsRecordLiabilityOrderMaterialReceiveMaterialProcessInvoicesProcessPaymentSelectSuppliersPlanMaintenanceSuppliersProduceProductPlanDemandSolutionKnowledgeProcessOrderWebsiteSpecifyProductDesignProductManufactureRulesDesignProcessCapturecashflowQualifySuppliersStoreMaterialDesignSupplyChainOrderMaintenanceRelationshipRepresent.ManageImp-lementationPrepareBidConfigureProductProductInformationProductMaterialorServicesOtherInformationDesignSolutionSetImpactedAreasCFIMImpactonOperatingModelBasedonforecasts,inventorylevels,anddemandinformationfromcustomers,thefront-endofaCFIMsystemwilldeterminethe“date-based”needforareplenishmentquantityandwillsendapreliminaryordertoanOrderManagementSystem(OMS).ThreeKeyPhasesofCFIMProgramsDemandDeterminationOrderManagementFulfillmentACFIMProgramconsistsofthreedistinctphaseswhichmustbesuccessfullymanagedandexecutedTheOMSreceivesthepreliminaryorderandgeneratesareplenishmentorder.Thistriggersplanningforspecialpackaging/labelingrequirements

andtransportationplanning.TheOrderManagementprocessisconcludedwithanorderbeingreleasedforexecutionthroughafulfillmentcenter.ThefulfillmentprocesstakestheorderfromanOMSandmanagesallactivitiesnecessarytoprovidetheproductintheformandfunctionalitythatthecustomerrequires.Thiscaninclude:“Mark-for”labeling,less-than-full-casepicking,packaging,etc.ReplenishmentPlanningCFIMProgramPhasesandSupportingITToolsDemandPlanningSystemSupplyPlanningSystemDemand,ForecastDemandDemandDeterminationOrderManagementFulfillmentOrderManagementSystemWarehouseManagementSystemAvailabilityDeterminationReplenishmentOrderOrdertoShipATPPickedOrderOrdertobePickedCustomerForecasts,InventoryInformationandDemandDataInordertoprovidecustomerswiththeserviceslevelsexpected,thefollowingsystemsandprocessesmustbeinplaceBasedonforecasts,inventorylevels,&demand,thesystemwilldeterminetheneedforareplenishmentorderandissueatransactiontotheOrderManagementSystem(OMS).TheOMSreceivesinformationfromthesystemandproducesaReplenishmentOrder.TheprocessisconcludedwithtransferofcontroltotheFulfillmentsystem.TheFulfillmentsystemensurestheproductwillmeetcustomerrequirementsandexecuteless-than-full-casepicking,speciallabelingandpackaging,andifrequired,packingandshipping.Ordershippedtocustomer,ASNPickingSystemCFIMImpactOutsidetheFourWallsTheimpactofaCFIMprogramwillextendbeyondthefourwallsofanenterpriseCustomerSupplierReplenishmentPlanInventory(WIP,FG,in-transit)InvoicesTranslationXML/EDITranslationASN,ShipmentsForecast,ActualconsumptionInventoryReceiptsRosettanetItwillrequireexternalfacingcollaborationmechanismstobeputinplacetoexchangeinformationwithacollaborationpartnerTableofContentsSemiconductorIndustryCharacteristicsandHighTechIndustryDynamicsQuestionssurroundingCFIM–What,How,WhenandwithWhomImpactonOperatingModelMaximizingBenefitsfromaCFIMprogramCaseStudies-SummaryKeyLearningsRecommendationsHowshouldSemiconductorManufacturersParticipateinCFIMprogramsSelectcustomerswhereeffectivepartnershipispossibleSearchforCollaborativepartnershipsthatareeconomicallyfeasible.Onlyparticipateinunfeasibleprogramswhencoerced.Seekgreatervisibilityintocustomerinventory,forecastsandnewproductplansObtainreal-timepull/demanddatatofacilitatetimelyresponsetodemandchangesLeverageRosettaNetstandardsReplenishtotheactualpullfromthecustomerOfferrealtimevisibilityintoallocationandstatusoffinishedgoods,capacityandWIPtocustomerinexchangeforlowerinventorycoverageNegotiateordercancellationpenaltiesforcustomproductsNegotiaterewardsandpenaltiestodrivebettercustomerperformance:higherinventoryturnsandincreasedforecastaccuracyNewproductsupplypreferencesSetlimitsonpriceprotectionEliminateCFIMprogramforsustainedpoorperformanceNegotiatemoreattractivepaymenttermsKeyElementsofaCFIMAgreementDevelopCFIMAgreementandStatement.Documentamissionstatementthatencompassesthesharedunderstandingandobjectivesofcollaboration,confidentiality,andempowermentofresources(actionsandcommitments).DetermineCFIMGoalsandObjectives.Establishgoalsandobjectives,whichencompassthedefinitionofopportunity,themeansofmeasurement(commonmetrics)tobeusedinthepartnership,anunderstandingoftheimpactoneachtradingpartnersbusiness,adefinedbusinessprocess,andexceptioncriteriaforboththesalesandorderforecast.

DiscussCompetencies,Resources,andSystems.Determineeachparty’scompetencies,resources,andsystemsandtheircapabilitytocontributetotheprocess.DefineCollaborationPointsandResponsibleBusinessFunctions.Mapthecollaborationpointstotradingpartnercompetenciesandestablishtheresponsiblebusinessfunctions("functionaldepartments")thatwillbethekeyexecutorsoftheprocess.DetermineInformationSharingNeeds.Determinetheinformationsharingnecessarytosupporttheprocess.Thisincludesoutliningofinformationtobeshared(forexample,decisionsupportdatausedtosupportresolutionofforecastexceptions),frequencyofupdates,forecastmethodology,dataelements,technology,andrecoveryandresponsetimes.KeyElementsofaCFIMAgreementcont.DefineServiceandOrderingCommitments.Definetheserviceandorderingcommitmentparametersfortheprocess.Thisincludesthedefinitionofthefrozenforecastperiod,wherethesharedforecastbecomesafirmorder.DetermineResourceInvolvementandCommitments.Determinethestaffinginvolvementandtimecommitment.Assignresourcestotheprocess,toprocessmanagement,andtoanyprocessimprovementinitiatives.DetermineHowtoResolveCFIMDisagreements.Establishgroundrulesforhandlingdisagreements.DetermineReviewCycleforCFIMAgreement.Thisstepisdesignedtoestablishanongoingevaluationandtobenchmarkthesuccessofthecollaborativerelationship.Theagreementismodifiedwhenevernecessary.PublishFront-EndAgreement.Thepublishedagreementisusedbyallprocessparticipantstoguidetheirwork.Updatesaredevelopedwhennecessary.Jointriskmanagement.Ajointriskmanagementproposalshouldbedocumented.OEMsmaybewillingtosharetheriskbutneedaconcisecostmodel.Oneoptionforcomponentsuppliersisdie-bankbasedreservations.DiebankcanbeusedstrategicallyforcustomerreservationsbyaggressivelyreducingpackagingcycletimeanddoingBTOfromdiebank.RiskstoCFIMProgramsandMitigationStrategiesITproblems:ITsystemsbetweenpartnersmayhavecompatibilityissuesthatrequirespecialintegration.Ensurethateachpartnerhastheappropriatesystemsinplaceandoperational.Extensivetestingshouldbedonetovalidatethedatabeingsent.Acceptance:Makesurethatallemployeesinvolvedintheprocessfullyunderstandandacceptthisnewwayofdoingbusiness.It'snotenoughtojustselltheconcepttoseniormanagement,allemployeeswhoareinvolved

mustbewillingparticipants.Promotions/Events:AnythingthataddsortakesawayfromthenormalorderingpatternmustbeproperlycommunicatedandmanagedChangeinEndCustomerBase:Anylargecustomers,eithergainedorlost,mustbecommunicatedtothesupplier.Thecustomermustguidethemanufactureronhowthiswilleffectsales.(importantwherethereissignificantsupplier-distributor-customerrelationship.)Over/Damaged/ObsoleteStock:Anagreementmustexistbetweenthesupplierandthecustomeronwhattodoifanoverstockdoesoccur(orinthecaseofanorderingerror).Also,bothpartiesmustagreeonhowtohandleobsoleteanddamagedstock.Expectations:Bothpartiesinvolvedmustunderstandthatthisisalearningprocess.Errorswilloccur.Perfectprocesseswillnotbeinplacefromday1.TableofContentsSemiconductorIndustryCharacteristicsandHighTechIndustryDynamicsQuestionssurroundingCFIM–What,How,WhenandwithWhomImpactonOperatingModelMaximizingBenefitsfromaCFIMprogramCaseStudies-SummaryKeyLearningsRecommendationsBackupCaseStudies-SummarySemiSupplierOEMEMSWhoisinitiatingNoSometimesMostofthetimeOwnershipSupplierretainstitleofinventoryuntilexecutionofdemandsignalCostsW/H,Transportationtohub,AdminTransportationfromhubtomfglocationInventorypolicyMaintainedbysupplierDictatedbyconsumptionandservicelevelssetbyOEM,EMSRisksharingWantstoshareriskReluctantMorewillingthanOEMsMetricsOntimedelivery,Inventorylevels,Turns,ForecastaccuracySharedinformationCustomerforecast,Inventory,Invoice,Receipts,Replenishmentplan,Shipmentinfo,PerformancemetricsTechnologyWebbasedtools,EDI,XML,RosettaNetCaseStudies-SummaryNearly50percentofthecomponentssourcedbythetop20OEMs,includingLucent,Motorola,andSunMicrosystems,comethroughJITorVMIprograms*Althoughmostvolumepurchaseagreementsareformedbetweenthesupplierandthecustomer,amajorityofthecomponentsflowthroughfranchiseddistributorsorcontractmanufacturersMostsemiconductorsuppliershaveseenanincreaseinrequestforspecialinventoryprogramsfromtheircustomersduringthepastyearSomedistributorsareoffering3PLservicesandholdinginventoryfrommultiplesuppliers,thusofferingtheirOEMcustomersa“onestopshop”SemiconductorsuppliersthatparticipateinsomeformofCustomer