供应链管理策略与方法(ppt 73)中英文版.ppt

1、1,供應鏈管理策略與方法,2,AdvancedTEK Company Profile,成立於 : Feb. 1998 ( Office Now: Taipei, Hsinchu, Shanghai) 資本額：一億兩千萬 成員: 超過一百五十位專業顧問 ERP/SCM/EB專案: 超過 80 Sites 主要成員背景: 超過 60%相關碩博士 策略夥伴:PDM: PTC/Windchill EM: EB: CRM: SCM: ERP: 授權之訓練中心: 目前全世界三家獲得 i2授權之訓練中心之一,BizTalk, Netfish,3,AdvancedTEK International,STRAT

2、EGY CULTURE VALUE BIZ ARCHITECT,MANAGEMENT ORGANIZATION STRATEGIC PLAN,BIZ PROCESS TATICS CHANGE,IT ARCHITECT SOLUTION IMPL,TECH DEVEL CUSTOMIZATION LOVALIZATION SW DEVEL.,Traditional Strategy Firm,Big 6 (Big 5 + AC),Local SI 而非整體表現 造成價格和促銷的無效率 - 當促銷費用增加 ; 消費者價格亦相對提高 造成補貨的無效率 - 昂貴的庫存 - 加班的成本,39,長鞭效應

3、成因之反制,反制一 反制二 反制三 反制四,40,長鞭效應成因之反制,反制一POS/EDI (Sell-Thru), VMI, Lead time Reduction, Consumer Direct, CPFR 反制二CRP, 3PL/Consolidation, Mixed SKU TLs 反制三EDLP (In 1994, P AQR)-以資訊取代存貨,常聽到與績效管理有關的問題,43,快速回應 (QR),QR：以資訊取代存貨:(The substitution of information for inventory.) From:Christopher,AQRQR with the

4、effective management of the supply chain.,44,縮短前置時間的重要性,45,HP DeskjetSupply Chain ManagementCase Study,46,Rapid Changing Technology. Highly Competitive Market. Commodity Product w/ Changing Marketing Channels. Quality/Reliability/Availability Are Important. Decreased Product Loyalty.,From: “Case Stu

5、dy: Hewlett-Packard: Deskjet Printer Supply“, Hau Lee,HPs DeskJet Industry Characteristics,47,IC Mfg-Integrated Circuit Manufacturing PCAT-Printed Circuit Assembly and Test FAT-Final Assembly and Test Print Mech Mfg-Print Mechanism Manufacturing,From: “Case Study: Hewlett-Packard: Deskjet Printer Su

6、pply“, Hau Lee,The Vancouver Supply Chain,48,Forecast nightmare Higher inventory and imbalanced inventory Lower customer service Terrible Bullwhip Effect,From: “Case Study: Hewlett-Packard: Deskjet Printer Supply“, Hau Lee,Problems Faced,49,From: “Case Study: Hewlett-Packard: Deskjet Printer Supply“

7、, Hau Lee,Sample Demand DataNovember 89 to October 90,50,Using Better Forecasting Model Manufacturing In Europe Delivery Through Air Developing Universal Product Building Core Product at Vancouver, Customizing in European DCs (Localization): An Application of Postponement,From: “Case Study: Hewlett-

8、Packard: Deskjet Printer Supply“, Hau Lee,Suggested Alternatives,51,manufacturing A MAINSTREAM PRODUCT HAS BEEN PROFILED,See Paper Figure 9.,From: “Supply Chain Postponement and Speculation Strategies: How to Choose the Right Strategy“, Pagh &Cooper,68,延遲與產品生命週期之關係,Forecast Uncertainty Inventory Ris

9、k Shortage Cost,From：” Design for Supply Chain Management “, Hau Lee,69,延遲效應之价值VS.產品生命週期,From：” Design for Supply Chain Management “, Hau Lee,70,延遲效應之价值VS.不確定因子,From：” Design for Supply Chain Management “, Hau Lee,71,R&D: Not my job Why rock a successful product? Violating TQM principle Distribution

10、 Center: More work No experience in manufacturing No experience in procurement, BOM, and MRP,From: “Case Study: Hewlett-Packard: Deskjet Printer Supply“, Hau Lee,Resistance Encountered,72,Deskjet redesigned to be DC-localizable. Implementation in early 1992. Millions of dollars saved, from inventory and service improvement, and freight reduction. Innovative packaging won patents. All Vancouver products now DC-localized. Vancouver as showcase for “Design for Localization.” Best practice spreads to other HP