全球供应链管理1.ppt

1、Lee, Ching-En; NCTU,全球供應鏈管理,講員:李慶恩 教授 國立交通大學工業工程與管理學系 國科會電子資訊產業供應鏈管理總計畫主持人,中華民國八十八年五月六日,Lee, Ching-En; NCTU,製造業 V.S. 服務業,我們有供應鏈管理的問題嗎？,Lee, Ching-En; NCTU,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

2、低成本的一般化商品(Commodity),如何建立競爭優勢/障礙(Competitive Advantage/Barrier),Lee, Ching-En; NCTU,生產力優勢 (Productivity Advantage),價值優勢 (Value Advantage),產業對策,建立技術優勢(Leading- Edge TechnologyInnovation) 成為快速跟隨者並建立差異化( Quick Follower (TTX) and Differentiation ) 全球供應鏈管理( Global Supply Chain Management) 著重核心競爭力( Focus

3、on Core Competence),Lee, Ching-En; NCTU,產銷環境之演進,From:”Transform Your Supply Chain Releasing Value in Business”, Jon Hughes, Mark Ralf, Et. Bill Michels,產銷環境 演進之結果,大量生產(Mass Production) 大量客製化生產( Mass Customization) 多樣少量生產(Job Shop) 顧客滿意(Customer Satisfaction) 以顧客成功為依歸 (Customer Success) 供應商管理(Supplie

4、r Management) 發展供應商合作關係(Supplier Development) 物料產品供應鏈(Material / Product Supply Chain) 知識供應鏈 (Knowledge Supply) Chain,Lee, Ching-En; NCTU,*資訊技術(Information Technology; IT)的高速發展是始做俑者。,基本製造型態,Lee, Ching-En; NCTU,種類(Mix),量(Volume),大量客製化之效應,Lee, Ching-En; NCTU,過去 ( 推Push ) 局部最佳化(Local Optimization),研發 業

5、務/行銷 採購生產/製造配送/服務 財務 (R NCTU,研發 業務/行銷 採購生產/製造配送/服務 財務 (R NCTU,需求流（Demand Flow）,JIT and Quality Material Flow,供應商(Supplier) 配銷商( Distribution) 零售商(Retailer) 顧客(Customer),Qn-time, Accurate and Paperless Information Flow,過去,現 在,供應商(Supplier) 配銷商( Distribution) 零售商(Retailer) 顧客(Customer),產銷模式變遷（）,Emphas

6、ize rigour and tough barganing.,過去：開放競爭（Open Competition）,期望：從供應商上游到顧客下游的整合（From Suppliers Suppliers to Customers Customers）, Link up all the players in a horizontal supply chain. Emphasize seamless delivery, optimization and integration.,許多產業的現況（Dominate or Die）,上游,下游,大量客製化的原則,1.Enriching Customers

7、- Providing Solutions vs. Products 2.Mastering Change and Uncertainty （Rapid Response） 3. Leveraging the Impact of People and Knowledge 4. Cooperating to Enhance Competitiveness - Virtual Organization,Source: The Agility Forum,產業未來趨勢,Lee, Ching-En; NCTU,快速回應之供應鏈體系(Responsive Supply Chain)是必然趨勢,供應鏈管理

8、的定義,Lee, Ching-En; NCTU,Integrate, Synchronized, Lean, and Responsive Flow of Materials, Information, Funds, Processes, Services, and Organizations from Suppliers Suppliers to Customers Customers.,Lee, 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

9、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。,造成供應鏈管理問題的原因,資訊扭曲(Information Distortion) 不同步的通路(Asynchronized Channel) 鏈的複雜度(Chain Complexity) 無效率的作業(Inefficient Operations) 文化地區之差異(Cultural Problems),Lee, Ching-En; NCTU,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

10、長鞭效應明顯 Key problem : 前置時間(Lead rime)太長 One of obvious solutions : 正確且快速回應(Accurate and Quick Response; AQR),Lee, Ching-En; NCTU,快速回應 (QR),QR：以資訊取代存貨:(The substitution of information for inventory.) From:Christopher,AQRQR with the effective management of the supply chain.,Lee, Ching-En; NCTU,縮短前置時間的重

11、要性,Lee, Ching-En; NCTU,一些工業界的做法,Postponement from HP BTO ( Build-To-Order ) from Dell CTO ( Configure-To-Order ) from Compaq 98, 2 days from IBM TOM / Virtual Fab from TSMC VMI / CRP from 3M, P NCTU,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（Logistic Postponement）： Moving customizati

12、on point closer to customers. 形式的延遲（Form Postponement） Delaying differentiation point by standardization 基本對策：DFSCM,Lee, Ching-En; NCTU,型式的延遲,Lee, Ching-En; NCTU,標準化/ 模組化前,標準化/模組化後,From: “Designing Products and Process for Postponement”, Lee and Billington,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(Justif

13、y)? Redesign Costs, Module Safety Stock, Finished Goods Inventory, WIP, Testing, Freight, Customs NCTU,Lee, Ching-En; NCTU,戴爾(Dell)的作法,Simplify your supply chain; sell direct to the customer; cut out the dealers; build to customer requirements; make to order Maintain and extend the price focus on th

14、e corporate customer. Bypass the distributors and dealers. Align production to future trends. Adopt responsive supply. Close supply chain collaboration. Make purchasing easy.,康柏（Compaq）的作法,Compaq,ERP(SAP) Implementation,Supplier Alliance Integration,Supply Chain,Total Integration,Supplier,ERP Implem

15、entation,Compaq Interface,Supply Chain Compaq Interface,Enterprise Integration,From : Compaq presentation materials,Total Supply Chain Profitability Lowest Total Delivery Cost and Highest Inventory Turns in Total Supply Chain Build to Customer “Pull”,Lee, Ching-En; NCTU,VMI 定義,Lee, Ching-En; NCTU,In

16、ventory management via the suppliers generation of timely, cost-effective purchase orders for the customer. Supplier uses sales activity information and product demand history sent from its customer to generate demand forecasts,make adjustments to the forecast with market intelligence, and plan for

17、inventory replenishment. All data between supplier and customer are transmitted via standard EDI (Electronic Data Interchange) related documents.,VMI 架構流程,Lee, Ching-En; NCTU,一些物理現象,Lee, Ching-En; NCTU,Manufacturing Physics,Supply Chain Physics,100% Capacity used,100% Service level,Manufacturing Lea

18、d Time,Inventory,original,attempt,original,attempt,From: Hau Lees Lecture Materials,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,Help More Success,Provide Better Service,Reduce Leadtime and Reduce Complexity,Info. Sharing Objective: Info. Transparency Methods: IT Technology CALS ERP/MRPII Workf

19、low Datawarehouse Customer-Oriented Interface (ATP/CTP, Planning, Scheduling, and Order Tracking),Virtual Manufacturing Objective: Distance X Methods: Internet/Intranet Simulation VM Multi-Media TOMOTISCS,Channel Alignment Objective: Alliance Methods: Strategic Alliance Supplier Development/Mgt. Sup

20、plier Reduction, Retionalization, and Early Involvement Outsource Non-core Work VMI/CRP FTL W/ Consolidation 3rd Party Logistics,Operation Efficiency Objective: Synchronization, AQR(TTX) Methods: Chain Reconfiguration Postponement(Standardization / Modularity ) DFSCM SKU Reduction Target System VAN/

21、EDI/POS ECR BPR/TOC QRM/COM Cross Docking,Lee, Ching-En; NCTU,如何做好供應鏈管理,供應鏈管理的範疇,你有下列供應鏈管理的問題嗎？,Lee, Ching-En; NCTU,檢視在供應鏈管理所做的努力,Audit how time is allocated in the supply chain. Assess where value is added. Then set the goals for change and improvement,1. Concurrent new product development with multi-process teams 2. Close involvement of suppliers in design for manufacturability 3. Strategic cost management and target costing 4. Integration of demand data via electronic commerce 5. Breakthrough projects on inventory and logistics 6. Joint purchaser-supp