供應(yīng)鏈管理與企業(yè)資源規(guī)劃

1、ASK123學(xué)習(xí)培訓(xùn)網(wǎng)供應(yīng)鏈管理與企業(yè)資源規(guī)劃世新大學(xué)資管系 鄒慶士 副教授ASK123學(xué)習(xí)培訓(xùn)網(wǎng)Dell的故事n低成本的製造與行銷(xiāo)作業(yè) 營(yíng)業(yè)額 71%，利潤(rùn) 91%(1996年)n攀升至PC市場(chǎng)的老三n成功的秘訣為何？n速度n客製化電腦36小時(shí)內(nèi)交貨n平均保有13天營(yíng)業(yè)額的存貨(Compaq為25天)n價(jià)格較競(jìng)爭(zhēng)者低1015%ASK123學(xué)習(xí)培訓(xùn)網(wǎng)n彈性製造程序以及供應(yīng)商的績(jī)效n直到訂單輸入後，方訂購(gòu)組件n及時(shí)的倉(cāng)儲(chǔ)計(jì)畫(huà)n零件可在15分鐘內(nèi)抵達(dá)Austin，Limerick (Ireland)，Penang (Malaysia)n1992年供應(yīng)商家數(shù)由204家降至74家n在Austin實(shí)施V

2、MI(Vendor-Managed Inventory)n有效率的物流服務(wù)nUPSDell的故事(續(xù))ASK123學(xué)習(xí)培訓(xùn)網(wǎng)SCM的基本觀念n供應(yīng)鏈：完成最終產(chǎn)品需要之所有各種不同程序的一群廠商。n木製家俱的供應(yīng)鏈為何？n供應(yīng)鏈管理：為了配合物流、服務(wù)流、資訊流與顧客需求，尋求公司各部門(mén)與其供應(yīng)商同步化的管理理念。nSCM vs. MM(Materials Management)n協(xié)調(diào)公司中的關(guān)鍵功能-marketing、finance、engineering、information system、operations、logistics、human resource。ASK123學(xué)習(xí)培訓(xùn)網(wǎng)存

3、貨的產(chǎn)生物料投入流物料投入流存貨水準(zhǔn)存貨水準(zhǔn)廢料流廢料流物料的輸出流物料的輸出流ASK123學(xué)習(xí)培訓(xùn)網(wǎng)不同儲(chǔ)存點(diǎn)的存貨ASK123學(xué)習(xí)培訓(xùn)網(wǎng)內(nèi)部供應(yīng)鏈Supermarket Adistribution centerSupermarket Bdistribution centerTransportationservices supplierDistribution domain of responsibilityProduction control domain of responsibilityEgg supplierSugar supplierFlour supplierChocolate

4、chips supplierMaintenance services supplierFG storageRM storageTransformation process and WIP storageASK123學(xué)習(xí)培訓(xùn)網(wǎng)製造商的供應(yīng)鏈Supplier of materialsSupplier of servicesTier 1Tier 3Tier 2LegendCustomerCustomerCustomerCustomerDistribution centerDistribution centerManufacturerASK123學(xué)習(xí)培訓(xùn)網(wǎng)服務(wù)廠商的供應(yīng)鏈Home customersC

5、ommercial customersOther electric utilitiesElectric power utilityElectric transformersFacility maintenance servicesJanitorial servicesProgramming servicesElectric energy backup powerOffice suppliesFuel suppliesASK123學(xué)習(xí)培訓(xùn)網(wǎng)SCM的發(fā)展(I)n隔絕技術(shù)核心TechnicalCoreRawMaterialInventoryFinishedGoodsInventorySupplier

6、s(many)CustomerManufacturing facilityASK123學(xué)習(xí)培訓(xùn)網(wǎng)SCM的發(fā)展(II)nJIT觀念的導(dǎo)入TechnicalCoreSuppliers (few)CustomerManufacturing facilityASK123學(xué)習(xí)培訓(xùn)網(wǎng)SCM的發(fā)展(III)n運(yùn)用單一的物流夥伴T(mén)echnicalCoreManufacturing facilitySuppliers (few)Logistics(inbound) Logistics(outbound)CustomerASK123學(xué)習(xí)培訓(xùn)網(wǎng)SCM的發(fā)展(IV)n將供應(yīng)商帶入工廠TechnicalCoreManu

7、facturing facilitySuppliers (few) Logistics(outbound) CustomerASK123學(xué)習(xí)培訓(xùn)網(wǎng)Volkswagen巴西廠ASK123學(xué)習(xí)培訓(xùn)網(wǎng)SCM的發(fā)展(Summary)ASK123學(xué)習(xí)培訓(xùn)網(wǎng)整合式供應(yīng)鏈SuppliersPurchasingProduction controlDistributionCustomersSuppliersCustomersInternal supply chainMaterials management departmentProduction controlPurchasingDistributionInt

8、egrated supply chainCustomersSuppliersInternal supply chainPhase 1:Independent supply-chain entitiesPhase 2:Internal integrationPhase 3:Supply-chain integrationASK123學(xué)習(xí)培訓(xùn)網(wǎng)基本功夫基本功夫跨功能團(tuán)隊(duì)跨功能團(tuán)隊(duì)完成整合之完成整合之企業(yè)企業(yè)延伸的供延伸的供應(yīng)鍊應(yīng)鍊供應(yīng)鍊社區(qū)供應(yīng)鍊社區(qū)專(zhuān)注於品質(zhì)專(zhuān)注於品質(zhì)服務(wù)顧客服務(wù)顧客驅(qū)動(dòng)營(yíng)運(yùn)效驅(qū)動(dòng)營(yíng)運(yùn)效率率創(chuàng)造市創(chuàng)造市場(chǎng)價(jià)值場(chǎng)價(jià)值成為市場(chǎng)成為市場(chǎng)的領(lǐng)導(dǎo)者的領(lǐng)導(dǎo)者成為市場(chǎng)領(lǐng)導(dǎo)者的路徑成為市場(chǎng)領(lǐng)導(dǎo)者

9、的路徑 供應(yīng)鏈指南 競(jìng)爭(zhēng)必須競(jìng)爭(zhēng)必須競(jìng)爭(zhēng)優(yōu)勢(shì)競(jìng)爭(zhēng)優(yōu)勢(shì)ASK123學(xué)習(xí)培訓(xùn)網(wǎng)影響供應(yīng)鏈的因素n供應(yīng)商數(shù)目的減少n競(jìng)爭(zhēng)的加劇n較短的產(chǎn)品生命週期n技術(shù)的革新n風(fēng)險(xiǎn)的分?jǐn)偱c降低ASK123學(xué)習(xí)培訓(xùn)網(wǎng)成功供應(yīng)鏈的要件n信任n長(zhǎng)期的關(guān)係n資訊分享n個(gè)別組織的優(yōu)勢(shì)ASK123學(xué)習(xí)培訓(xùn)網(wǎng)存貨績(jī)效衡量平均總合存貨價(jià)值平均總合存貨價(jià)值 Average inventory = $2 million Cost of goods sold = $10 million 52 business weeks per year供給週數(shù)供給週數(shù) Weeks of supply = = 10.4 weeks存貨週轉(zhuǎn)數(shù)存貨週轉(zhuǎn)數(shù)$

10、2 million($10 million)/(52 weeks)Inventory turns = = 5 turns/year$10 million$2 millionASK123學(xué)習(xí)培訓(xùn)網(wǎng)供應(yīng)鏈績(jī)效衡量Operations MeasureFinancial MeasureAggregate inventory value Current assets Weeks of supply Working capital Inventory turns Working capital Production and material costs Contribution margin Percen

11、tage defects Contribution margin Percentage on-time delivery Revenue New product development time Revenue Supplier lead times Working capital Linking Supply-Chain Performance Measures to Financial MeasuresASK123學(xué)習(xí)培訓(xùn)網(wǎng)供應(yīng)鏈策略Environments Best Suited for Efficient and Responsive Supply ChainsFactorEffici

12、ent Supply Chains Responsive Supply ChainsDemandPredictable; Unpredictable;low forecast errors high forecast errorsCompetitiveLow cost; Development speed; prioritiesconsistent quality; fast delivery times; on-time delivery customization; volume flexibility; high-performancedesign qualityNew-productI

13、nfrequentFrequentintroductionContributionLowHighmarginsProduct varietyLowHighASK123學(xué)習(xí)培訓(xùn)網(wǎng)供應(yīng)鏈設(shè)計(jì)Design Features for Efficient and Responsive Supply ChainsFactorEfficient Supply Chains Responsive Supply ChainsFlow strategyLine flows; emphasize highFlexible or intermediatevolume, standardized flows; emph

14、asize productproducts, or servicesor service varietyCapacity LowHigh cushionInventoryLow; enable high As needed to enable fastinvestmentinventory turnsdelivery timeLead timeShorten, but do not Shorten aggressivelyincrease costsSupplier Emphasize low prices; Emphasize fast delivery selection consiste

15、nt quality; on-time; customization; time deliveryvolume flexibility; high-performance designqualityASK123學(xué)習(xí)培訓(xùn)網(wǎng)Supply-Chain DynamicsCustomerCustomerFirm AFirm BFirm CMaterials RequirementsTimeFirm CFirm A(a)(b)Figure 11.7ASK123學(xué)習(xí)培訓(xùn)網(wǎng)Supply-Chain Dynamics(cont.)外部供應(yīng)鏈成因外部供應(yīng)鏈成因內(nèi)部供應(yīng)鏈成因內(nèi)部供應(yīng)鏈成因Volume change

16、sProduct/service mix changesLate deliveriesUnderfilled shipmentsInternally generated shortagesEngineering changesNew product/service introductionsProduct/service promotionsInformation errorsASK123學(xué)習(xí)培訓(xùn)網(wǎng)SCM與ERP的整合nSupply Chain Planning使用現(xiàn)存Transaction系統(tǒng)(ERP)的資訊，以提供快速規(guī)劃及排程的智慧型決策支援功能。採(cǎi)購(gòu)訂單輸入製造管理系統(tǒng)運(yùn)籌/出貨ERP

17、系統(tǒng)Current SituationFinalPlanSupply Chain PlannerInputDemandCapacityMaterialsOutputProduction PlanShipping PlanPromise PlanASK123學(xué)習(xí)培訓(xùn)網(wǎng)SCM與ERP的整合(續(xù))Distribution(Branch Office/Distributor)Central SalesCentral PlanningManufacturing ProcurementCustomerDemandPlanningSupply NetworkPlanningProcurementSuppli

18、erProductionPlanningManageLocal Sales&MarketingManage CustOrdersGlobal ATP CheckORProduction Planning&Detail ScheduleProduce ProductCustomerManageWarehouseForecastForecastForecastForecastSalesOrderOptimised Supply Planned OrderProcurement PlanP/RCapacity Allocation PlanSalesOrderATPRequestFG

19、 Delivery Schedule(ATP Proposal)Delivery Schedule(ATP Proposal)Plan OrdersCust. OrdersFGFGFGASK123學(xué)習(xí)培訓(xùn)網(wǎng)供應(yīng)鏈常用軟體ni2-eBPOnIBM-BPMATnSAPnManugisticsnAdexaASK123學(xué)習(xí)培訓(xùn)網(wǎng)i2n對(duì)SCM的定義：在原料供應(yīng)、生產(chǎn)製造、運(yùn)輸配送、倉(cāng)儲(chǔ)存放與產(chǎn)品銷(xiāo)售的環(huán)節(jié)中，以最有效率的方式將原料轉(zhuǎn)變成產(chǎn)品交予客戶。n供應(yīng)鏈中的每個(gè)廠商均會(huì)進(jìn)行五項(xiàng)基本活動(dòng)(Buy、Make、Move、Store、Sell)的長(zhǎng)/短期決策，尤其強(qiáng)調(diào)n廠內(nèi)機(jī)臺(tái)的排程n客戶訂單可否接受與準(zhǔn)

20、時(shí)達(dá)交n機(jī)臺(tái)利用率的最佳化n利用介面將suppliers/logistics與排程模組溝通ASK123學(xué)習(xí)培訓(xùn)網(wǎng)i2-eBPO(electronic Business Process Optimization)n是企業(yè)的決策智庫(kù)(decision intelligence)n提供企業(yè)核心程序的最佳化與整合解決方案nPLC管理nSCMn客戶管理nInter-Process PlanningnStrategic PlanningASK123學(xué)習(xí)培訓(xùn)網(wǎng)i2-eBPO的三個(gè)次系統(tǒng)nDemand Planningn產(chǎn)品 vs. 地理區(qū)域n長(zhǎng)期、中期和短期n由上至下的整體性預(yù)測(cè)n由下至上的個(gè)別性預(yù)測(cè)ASK

21、123學(xué)習(xí)培訓(xùn)網(wǎng)i2-eBPO的三個(gè)次系統(tǒng)(續(xù))nSupply Planningn有效率地運(yùn)用企業(yè)資源來(lái)配合市場(chǎng)需求規(guī)劃n此次系統(tǒng)包含戰(zhàn)略性與戰(zhàn)術(shù)性規(guī)劃n策略規(guī)劃n自製或外購(gòu)n存貨規(guī)劃n配銷(xiāo)規(guī)劃n原料採(cǎi)購(gòu)n運(yùn)輸規(guī)劃n供應(yīng)點(diǎn)位置n以Demand Planning產(chǎn)生的需求預(yù)測(cè)值，求得存貨水準(zhǔn)、客戶滿意度與企業(yè)資源使用效率的最佳平衡點(diǎn)。ASK123學(xué)習(xí)培訓(xùn)網(wǎng)i2-eBPO的三個(gè)次系統(tǒng)(再續(xù))nDemand Fulfillmentn包括訂單取得、訂單確認(rèn)、訂單承諾、未交付貨品管理與訂單完成等數(shù)個(gè)程序。n根據(jù)Supply Planning提供的Materials、Capacity與Transporta

22、tion Time及協(xié)力廠商等資料，提供正確迅速可靠的交貨日期。ASK123學(xué)習(xí)培訓(xùn)網(wǎng)IBM-BPMAT(Business Process Modeling and Analysis Tools)n建立、模擬與分析企業(yè)模型、評(píng)估資訊 與物料流程在整體供應(yīng)鏈的績(jī)效。並以O(shè)ptimization與Forecasting技術(shù)來(lái)調(diào)整Customer Satisfaction與Inventory水準(zhǔn)。n使用者須先了解其Domain Knowledge，包括所有的企業(yè)營(yíng)運(yùn)活動(dòng)與定義，其間的互動(dòng)關(guān)係、所需資源和流動(dòng)的實(shí)體(entity)。ASK123學(xué)習(xí)培訓(xùn)網(wǎng)BPMAT建置企業(yè)流程模型的步驟n使用圖形介面建

23、立企業(yè)流程架構(gòu)圖。n定義企業(yè)流程中流動(dòng)的實(shí)體(parts、order) 、所需資源(personnels 、equipments)及企業(yè)模型所需的特定參數(shù)。n選擇評(píng)估績(jī)效的標(biāo)準(zhǔn)(cycle time、waiting time、resources utilization、costing report、output performance、service level、inventory level、market share.)。ASK123學(xué)習(xí)培訓(xùn)網(wǎng)BPMAT建置企業(yè)流程模型的步驟(續(xù))n執(zhí)行BPMAT觀察實(shí)體在模型中流動(dòng)的狀況。n執(zhí)行系統(tǒng)模擬收集相關(guān)資訊。n分析系統(tǒng)最終報(bào)告作為決策者參考資訊。A

24、SK123學(xué)習(xí)培訓(xùn)網(wǎng) BPMAT提供SCM的專(zhuān)用函式庫(kù)n供應(yīng)鏈中每一節(jié)點(diǎn)的存貨水準(zhǔn)n企業(yè)補(bǔ)貨(continuous vs. periodic)與生產(chǎn)(BTP、BTP)的方式。n供應(yīng)商的前置時(shí)間n製造的週期時(shí)間n運(yùn)輸時(shí)間n需求的變動(dòng)程度n供應(yīng)商、工廠與倉(cāng)儲(chǔ)的數(shù)目與位置。n物料供應(yīng)計(jì)劃ASK123學(xué)習(xí)培訓(xùn)網(wǎng)BPMAT的助益n迅速?zèng)Q定企業(yè)存貨準(zhǔn)則、存貨水準(zhǔn)與服務(wù)水準(zhǔn)。n提供企業(yè)流程瓶頸的解決方法。n評(píng)估不同生產(chǎn)方式績(jī)效，可減少生產(chǎn)週期成本。n緊密地結(jié)合企業(yè)流程，縮短訂單實(shí)現(xiàn)(fulfillment)的時(shí)間。ASK123學(xué)習(xí)培訓(xùn)網(wǎng)SAP-APO(Advanced Planner and Optimizer)nS