菲利普采购(1).ppt

1、在台國際採購處與大陸台商的供應關係主講人 : 林賢榮 / 國際採購處 總經理,The Supply Relation-ship in between IPO Taiwan & Taiwanese Supplier in China By : Paul Lin / General Manager Philips IPO Taiwan 2001 - 11 - 18,Contents,P I / Philips & IPO in Taiwan P II / Global IPOs Activities in Taiwan P III / IPO & Suppliers Relationship P

2、IV / New Era with New Concept,An introduction on Philips,November 2001,Global electronics company, established in 1891 as a lamp factory,Shares listed on New York, London, Amsterdam and other stock exchanges,Multinational workforce of 219,400 employees,Headquarters: Amsterdam The Netherlands,Results

3、 2000 in millions EUR USD Sales37,862 34,864 Net income 9,602 8,842,Sales and service in 150 countries,Royal Philips Electronics,Technology Leadership Areas,Display Consumer TV One-Chip TV LG.Philips Light Engines 3D medical imaging,Storage Audio/DVD Optical Storagemodules Consumer ICs,Digital Video

4、 TV/DVD Set-top boxes TriMedia / Nexperia RF tuners,Connectivity Wireless handsets Set-top boxes Bluetooth ICs,Philips Product Division,Philips Purchasing Organization/Corp. Purchasing,E-Proc. Programme Mgt. & IS Dev.,Purchasing Process Dev.,Leveraged Purchasing Mgt. & Support incl. IPOs,Controller,

5、NPR Progr. Mgt.,Management C.P.,Board of Management,Secretary,HRM Development,Training,Product Division Purchasing Centers,Direct Responsibilities,Functional Responsibilities,I nternationalP urchasingO ffice Paul Lin,27FB, No. 66, Chung Hsiao W. Rd., Sec. 1 Taipei, Taiwan Tel: 886-2-2382-4546 Fax: 8

6、86-2-2382-4544/45 E-mail: WebSite : ,Philips Taiwan Locations,Joint Venture,Philips Organizations,Taipei Head Office : The Central Services & The Domestic Business Headquarters,Chungli Monitors,Tayuan Lighting,Dapon Color Monitor Tubes,Chupei Glass,TSMC,Kaohsiung Semiconductors,2001 Budget Personnel

7、 7,816 Total Assets NTD 58.6B Sales NTD 238.7B,e:DATAPRESENT2presen for MOEA-2.PPT(01-10-17),產業轉型過程 Changing Pattern of Philips in Taiwans Business,勞力密集型 Labor Intensive,資本與技術密集型 Capital/Technology Intensive,腦力與知識密集型 Intelligence/Knowledge Intensive,角色轉型 Changing Role of Philips in Taiwan,海外代工 Off-s

8、hore Assy Center,國際生產中心 International Production Center,亞太及全球事業群組織 Asia Pacific & Global Business Management Center 研發中心 Research & Development Center,Strength of Taiwan,1. Well Educated HI-TEK Human Resource 2. Highly Dev. on PCs being a Leading Multi-Media / I.A. Mfg & Supply Center 3. Towarding H

9、igh Tech/Capital Involved Industries (Semiconductor Fields),4. Being the Asia-Pacific Operation Center 5. Being the Supply Center of the Whole Range of MEMORY & LCDs (Color/Mono) 6. As an Advanced, Creative & Dynamic Country of Elec. Industry & aiming on Volume Qty, Mfg. Oriented,Major Economic Indi

10、cators - Taiwan,Function :As A BRIDGE in Between Philips Worldwide and Suppliers,Objectives : Max. purchasing PROFITABILITY for Philips Worldwide Max. Philips organization SATISFACTION CO - MAKER - SHIP with Key Suppliers,NOTE : “INFO. FLOW” including - Advance / Initial Purchasing, Quality Assuranc

11、e (Selection / Auditing / Rating) as well as financing & closing.,Supplier Number,Customer Number,256,138,Distribution of T/O per Product,2000 ( $135M ),1999 ( $115M ),IPO TURNOVER STATUS(1993 - 2001),USD:Million,20 20 19 19 20 18 14 14 14,Person,Plan,1. Advanced/ Initial Purch. & Procur., even incl

12、. Q.A. are all interactive, like an integrated function of a human body. 2. Package service would be e.g. Quality : - Selecting, Auditing, Up-grading, Adopting Cost : - Leverage power of P.D.s/B.G.s consolidation Delivery : - Availability thru well allocation Flexibility : - Local & prompt contact w

13、ith supplier Entrusting : - Diff. service required v.s. diff. site/region 3. Side Effects : PHILIPS in Region of Info. collection Real Customers of Purchasing To have optimum on communication, traveling & etc. Lubricating any Conflict,IPO Taiwan Working Scope,Customer Friendly,Footholds,Extended Arm

14、,Effective/Efficient Costs,(OCoO),(Buffer),PHILIPS IPO TAIWANOUR ADDED VALUE,1. TEAMWORK APPROACH 2. NO COMMUNICATION GAP 3. WELL EXPERIENCED CAPABILITY 4. TAIWANS COMPETENCE (TAIWAN, H.K. & CHINA) 5. CONSTRUCTIVE ADVICES (T.Q.R.D.),6. NON-DISCLOSURE AGREEMENT 7. REASONABLE RECOVERY 8. LEVERAGE POWE

15、R FROM ALL PDs NEEDS 9.WIN-WIN TARGET,Your Global Purchasing Partner In Taiwan,IPO Taiwan 2001 Slogan,Philips IPO TaiwanTel : 886-2-2382-4546Fax : 886-2-2382-4544E-mail : WebSite : ,We Commit to Deliver Our BEST ! 以客為尊 無微不至,Whats BEST ?,B usiness E xcellence through S peed & T eamwork,Global IPOs Ac

16、tivities in Taiwan,P II, What are IPOs Activities in Taiwan ?,P II / Global IPOs Activities in Taiwan,T/O Maping of W-wide IPOs in Taiwan(2000),Unit : USD M,50M,100M,500M,1,000M +,Arp-datacom Alps-Taiwan senatek、Alpha Data、 Aurora、Kodak、 Xerox,Lucent,Compaq,250M,W-wide IPOs in Taiwans T/O (2000 v.s.

17、 1999),unit : USD B,Source：OCIID/MOEA,Remark：Year 2000 a. TOP 10 US IPO APPLE、A&A、COMPAQ、DELL、GATEWAY、HP、IBM、 INTEL、 INGRAM MICRO、SOLECTRON b. TOP 5 Japan IPO FUJITSU、HITACHI、 MITSUBISHI 、 NEC、 TOSHIBA c. TOP 5 European IPO AASHIMA、ACTEBIS、ERICSSON、NOKIA、SIEMENS d. W-wide IPOs in Taiwan for T/O 37.6

18、B purchased in 2000 (x66 companies),Global Share of Taiwans 3Cs(in 2000),Source : MIC, Taiwan,How IPOs to Evaluate Partner ?,Satisfaction of OEM / ODM Trade-terms,Source : MIC, Taiwan,50,45,45,41,34,27,23,15,5,IPOs Assessments Among Supplies in Taiwan / Japan / Korea,IPOs Views of Taiwans Overall Co

19、mpetition,People Level / 16 Supply Chain / 16 Transportation / 9 Customs Clearance / 9 Basic Infrastructures / 8 B2B Environment / 6 Customs Duty / 6 Governmental Efficiency / 2 Others / 2,Governmental Efficiency/24 Transportation / 15 Customs Clearance / 14 Basic Infrastructures / 12 Customs Duty /

20、 11 B2B Environment / 8 Supply Chain / 7 People Level / 4 Others / 1,Conclusion (I),Est. USD 7 12B / year being increased of Global IPOs buying from Taiwan. (e.g. in 2000 is $37.6B & 2001 aiming $47.6B) Major items are : NB PC, Monitor, MPCBA, IC, LCD, DVD/CDs Barebone, DTPC, DSC, M.P., I.A. etc. W-

21、wide top IT Industry companies : Compaq, IBM, HP, Dell, Intel, Toshiba, Sony, NEC, Ericsson, Nokia, Samsung, Philips etc. are all purchasing in Taiwan, grown-up Taiwans international position.,Taiwan Government is supporting on the fields of IC, LCD, Wireless, Communication, IA etc. there are coping

22、 with IPOs interesting on purchasing. Per MICs forecast, major Ind. mfg values are : - H. Ware $ 30.2B ($23.2B) - Semi. $35B ($22.4B) - FDS $5.6B ($2.7B) - Network $ 4.5B ($3.0B) - W. Comm. $ 3.1B (0.9B) - IA $ 3.3B ($1.4B) Taiwans Competences : Price, Quality, Flexibility, Time to market, Speed of

23、new development etc towarding to HVE production would be sustained as w-wide leading capabilities.,Conclusion (II),2002 v.s. (2000),IPO & Suppliers Relationship,P III,Bridging Customer & Supplier,- On top of the business prime-mover / shaker - IPO would be the supporter to supplier on the followings

24、 :,1. Schedule Arrangement 2. Accommodation Booking 3. Agenda Preparation 4. Facility Provider 5. Communication Supporter 6. Minutes Taken 7. Action Follow-up 8. Tooling Control,9. Pre-qualification 10. Technical Advisor 11. Troubles Shooting 12. Cost Analyst 13. Logistics Arrangement 14. Conflict B

25、uffer 15. Payment Endorser 16. Multi-winners Creator,e:DATAPRESENT2presen for MOEA-2.PPT(01-10-17),SWOT Analysis Strength,1. IPO as special A/C for Sales 2. Global Logistics Exp./ Operation 3. Materials Localization 4. Lasting International Competition 5. Knowledge Base Service Oriented(SCM) 6. Lead

26、ing Professional Skill in w-wide (Tooling Design / Making),SWOT Analysis - Weakness,1. Less Mass Production in Taiwan 2. Speediness of Basic Mtls Dev. 3. Less advanced IT in Communication 4. Less control on sub-sub-contracting,SWOT Analysis - Opportunity,1. MIC - Low Cost, High Volume 2. Emerging Hi

27、gh end / Tech. Product Dev. (Opto-Elec., LCDs, ICs) 3. Expecting “Large three links” being opened ASAP 4. Enlarged Biz / Mktg Scope WTOs,SWOT Analysis - Threat,1. Raising up Operation Costs (O/H) 2. Forcing to Close Taiwans Operation 3. Personnel Mgt in Big Challenging 4. Social Unrest Crossing Strait 5. Creating Potential Local Competition,新紀元 與 新思維 P. IV / New Era with New Concept,1. 順應時代潮流 To Follow Times Trend 2. 創造競爭優勢 To Create Competitive Power 3. 改變運作方式 To Change Operation Prin