WU 供應(yīng)鏈管理的第一本書(shū)ppt課件

1、盧舜年 著 頁(yè)數(shù): 296ISBN: 9867892577出版者: 商周出版日: 20020909Book Summary(Extracted by Daniel Wu).供應(yīng)鏈的運(yùn)作效率可說(shuō)是企業(yè)組織執(zhí)行戰(zhàn)略才干的具體展現(xiàn)，對(duì)於提高並堅(jiān)持競(jìng)爭(zhēng)優(yōu)勢(shì)的重要性自不在話(huà)下。產(chǎn)品從概念設(shè)計(jì)開(kāi)始，經(jīng)過(guò)製造、運(yùn)交配銷(xiāo)，不斷到銷(xiāo)售完成乃至於售後服務(wù)，需經(jīng)過(guò)許多不同的處理流程，這些流程就現(xiàn)代的商業(yè)實(shí)務(wù)而言，通常也代表著不同的專(zhuān)門(mén)產(chǎn)業(yè)，必須仰賴(lài)不同的企業(yè)共同完成。例如他我身上穿著的衣物，從化纖、紡紗、織布、染整到成衣製廢品然後運(yùn)送到零售店頭去展售，中間就必須經(jīng)過(guò)許多分屬不同產(chǎn)業(yè)的企業(yè)分工。 所以在供應(yīng)鏈中的各環(huán)

2、節(jié)，事實(shí)上皆需仰賴(lài)上游供應(yīng)廠(chǎng)商的準(zhǔn)確交期，下游企業(yè)體根本上可視為上游供應(yīng)廠(chǎng)的客戶(hù)，通常上游供應(yīng)廠(chǎng)為了客戶(hù)滿(mǎn)意度及降低無(wú)法準(zhǔn)時(shí)交達(dá)的風(fēng)險(xiǎn)起見(jiàn)，直覺(jué)的反應(yīng)是設(shè)法提高廢品庫(kù)存水準(zhǔn)，依此類(lèi)推，當(dāng)供應(yīng)鏈體系拉得越長(zhǎng)，整個(gè)體系中不是為市場(chǎng)需求而準(zhǔn)備的庫(kù)存累計(jì)下來(lái)將頗為可觀(guān)，根據(jù)經(jīng)濟(jì)供需理論，當(dāng)市場(chǎng)供過(guò)於求時(shí)價(jià)格自然下滑。最後結(jié)果要不是終將成為呆滯料，要不就是在市場(chǎng)上降價(jià)求售，而這兩種結(jié)果都不是企業(yè)所樂(lè)見(jiàn)的。這類(lèi)的低效率流程的衍生結(jié)果將是高庫(kù)存、交期延誤之間的惡性循環(huán)，原因皆是供應(yīng)體系間的規(guī)劃任務(wù)不確實(shí)及資訊不夠透明。 AM (Order Desk)PMCBuyerG-BuyerVendorAM (Orde

3、r Desk)PMCBuyerG-BuyerVendorFulfillmentDistributionManufactureDevelopmentProcurement任督二脈 SCM (Development - Fulfillment).SCM . From Strategy to CompetitivenessStrategyCompetitivenessProcessTechnologyOrganizationIntegration(The Right Thing)(The Thing Right)Back to Core ValuesHow to continue to grow &

4、 profit.SCM . Challenges are intensifiedZero Time operationsHigh Uncertainty High Complexity Fast Changing demands & Market DynamicsHigh & Massive CustomizationCompressed Lead times in all areasShort Time to market & short Product LifecycleFast Changing Technology & MFG processesHigh Operating Risks

5、Flexible & Quick ResponsivenessValue Chain Integration for market opportunityGlobal Competitions .SCM . Focus on Integrated Core ProcessesAM (Order Desk)PMCBuyerG-BuyerVendorAM (Order Desk)PMCBuyerG-BuyerVendorFulfillmentDistributionManufactureDevelopmentProcurementPlanning ProcessExecution ProcessE

6、valuation ProcessIntegratedSCM: 以滿(mǎn)足客戶(hù)需求為目標(biāo), 針對(duì)從生產(chǎn)地到消費(fèi)地間一切貨物商品, 服務(wù)及資訊的儲(chǔ)存與流動(dòng), 進(jìn)行規(guī)劃, 執(zhí)行及控制等作業(yè)的任務(wù)流程.SCM . Low Inventory & Good Cash Flow(P46 SCM Book)降低庫(kù)存添加現(xiàn)金流量精準(zhǔn)的銷(xiāo)售預(yù)測(cè)有效縮短製造前置時(shí)間添加有效產(chǎn)出減少不用要的購(gòu)料本錢(qián)讓產(chǎn)能盡量?jī)?yōu)先生產(chǎn)高利潤(rùn)的產(chǎn)品Operating Expense DownBusiness Cost DownCash Flow UpProfit UpOperationExcellence.SCM . From Valu

7、e Chain to Value Network(P57 in SCM Book)Material ManagementSupply Management, Material Management, Demand ManagementTotal integration forSale Revenue UpOperating Cost Down共創(chuàng)價(jià)值 共享價(jià)值 Demand forecastingPurchasingDemand planningProduction PlanningMFG inventoryWarehousingMaterial HandlingIndustrial Pack

8、agingF/G inventoryDistribution PlanningOrder ProcessingTransportationCustomer ServiceSupply ChainManagementPhysical Distribution.SCM . Roots of Operation Challenges(P84 in SCM Book)SupplierMFGCustomer交期難以控制品質(zhì)不穩(wěn)定性意願(yuàn)才干缺乏缺乏決策所須資訊問(wèn)題狀況不易掌握產(chǎn)銷(xiāo)協(xié)調(diào)困難不順生產(chǎn)排程經(jīng)常變動(dòng)現(xiàn)場(chǎng)績(jī)效評(píng)估困難現(xiàn)場(chǎng)生產(chǎn)進(jìn)度不明產(chǎn)品量產(chǎn)不夠成熟設(shè)計(jì)變更難以控制單位之間權(quán)責(zé)不清協(xié)調(diào)不易決定太慢銷(xiāo)售

9、預(yù)測(cè)困難前置時(shí)間縮短交貨交期急迫不斷變更數(shù)量 (追加 減量 取消)交期 (提早 延後 取消)規(guī)格 (last min decision)產(chǎn)品少量多樣生命週期縮短.SCM . 長(zhǎng)鞭效應(yīng) Variations Grow 需求的前端是鞭子的握柄, 而供應(yīng)的尾端則是鞭子的末梢, 當(dāng)鞭子揮動(dòng)時(shí), 從握柄開(kāi)始的波動(dòng)會(huì)不斷累積至末梢, 讓末梢的甩動(dòng)幅度最大.同樣的道理, 愈接近需求的前端, 其反應(yīng)時(shí)間就愈快, 需求預(yù)測(cè)的準(zhǔn)確度就愈高, 反之, 愈到末梢反應(yīng)需求的速度就愈慢, 需求的預(yù)測(cè)就愈不準(zhǔn), 因?yàn)橛┥以獾降南拗埔丶袄鄯e的統(tǒng)計(jì)波動(dòng)就愈大. 不只需求鍊如此, 供應(yīng)鍊亦同, 愈接近客戶(hù)端的下游, 對(duì)於原物

10、料供應(yīng)的能見(jiàn)度愈低, 統(tǒng)計(jì)波動(dòng)就愈大. 這些會(huì)影響反應(yīng)時(shí)間及呵斥庫(kù)存問(wèn)題.SCM . Problems in Supply Chain(P187 in SCM Book) Poor fulfillment rate (Short order, Late order)High Inventory for Market dynamicsPoor visibility of fulfillment in future timePoor reliability and timeliness for customer commitmentHigh Inactive parts & OBSShort of

11、 material and loss MFG capacityPoor Planning to result in resource waste and high cost (Overtime, high logistic expense, double procurement)Low capacity utilization and high MOHPoor effectiveness of planning (high workload, more time)Poor Customer SatisfactionHigh Operating CostPoor Vendor Performan

12、ceHigh Material Cost.Strategy PlanningSCM . Need Quick Understand / Response 千金難買(mǎi)早知道(P86 in SCM Book)Supply PlanningDemandFulfillmentFactory PlanningDemand PlanningLogistic PlanningSchedulingOperationalExecutionTacticalStrategicBuyMakeMoveStoreSellHoursDaysWeeksMonthsYear +VariationsGrow ! .SCM . In

13、tegrated Core Processes(P99,113,123 in SCM Book)運(yùn)籌惟幄 決勝千里Demand CollaborationCorporatePlanningForecastNettingDemand Forecasting-Top-down forecasting-Bottom-up forecasting-Life cycle planning-Event Planning-Dependent Demand forecasting-Consensus Forecasting-Flex limit ForecastingCustomerDemandPlannin

14、gFactory PlanningMaster Planning-inventory-supply-MFG capacity-logisticsAllocation PlanningProcurement CollaborationTransportationPlan & CollaborationSuppliersPartnersOrderPromisingOrderManagementOrderFulfillmentLogistic ExecutionDemand FulfillmentSupply Planning.SCM . Advanced Planning Schedule (AP

15、S)Challenges in APS for EMS = 服務(wù)業(yè)當(dāng)客戶(hù)詢(xún)問(wèn)能否接單時(shí), 能否能夠即時(shí)回應(yīng) ?接下訂單後, 能否更準(zhǔn)確的預(yù)測(cè)交期 ?能否縮短整體製造過(guò)程的前置時(shí)間 ?能否有效減少原物料, 在製品及製廢品庫(kù)存 ?能否能預(yù)先警覺(jué)能夠的交期延誤 ?能否有能夠?qū)е陆黄谘诱`的問(wèn)題列表 ?能否提高生產(chǎn)資源的產(chǎn)能利用率 ?能否預(yù)先反應(yīng)生產(chǎn)資源的負(fù)荷, 並加以平衡 ?能否根據(jù)不同戰(zhàn)略決定, 規(guī)劃最正確運(yùn)籌方案 ?(P165 - 170 in SCM Book).SCM . Core Logic & Structure of APS(P180, 189 in CSM Book) Supply C

16、hain RealityPhysical infrastructureBOM (Spec)MFG / Channel modelsLead timeCost (MFG, Inventory, .)Constraint & Business RulesCapacity ConstraintMaterial supply limitationsLogistic constraintCustomer PriorityBuffer stock, Min. lot sizeMarket Demand Info.Order FCSTCustomer OrdersReplenishment ordersMa

17、tl Supply Info.On-hand inventoryOpen purchase orderPotential Plan & scheduleMFG OrderPurchase suggestionDistribution PlanCore Logic of APSSynchronize resources & alert potential problemsPlan and synchronize the balance with modelingWhat-if simulation for optimizationSCP Modeling& SimulationWhat if &

18、 Optimization.SCM . Dynamic Value Chain (DVC)Customer Focused, Process Centric Value Creation(P140, 150 in SCM Book)SupplierMFGCustomerSRMSCMCRMB2Bi (Biz to Biz Integration & Collaboration)Hub (VMI)Hub (VMI)Demand drives Supply Chain SalesMarketingManufactureDistributionLogisticInventorySourcingBuye

19、rQuickResponseCan we commit customer order ?Can we fulfill the order after commitment ?Can we have profit from the order ?What if we could not commit, do we havealternatives ?What if there were a problem, can we identifyimpacts at M.O.T. and quick align with customer ?馬上要立刻要.SCM . CFPR (Collaborativ

20、e Planning,Forecasting, Replenishment)(P235 in SCM Book)Plan Demand TargetSet up Terms & conditionsSet up Sale planDemand FCSTPromotion roadmapPurchase order for replenishmentObtain sales & demandsOrder FulfillmentBased On FCST to MFG Set up FCST for MFGSet Up sale PlanPlan Demand TargetSet up Terms

21、 & conditionsCPFR協(xié)同補(bǔ)貨協(xié)同預(yù)測(cè)協(xié)同規(guī)劃Supply FlowDemand Flow.SCM . Blueprint of e-CollaborationNow is the best timing Priority (當(dāng)務(wù)之急, 立竿見(jiàn)影, 整合綜效, 創(chuàng)新典範(fàn))(P30 in SCM Book)CustomerSupplyStorageServersNetworkDatabaseSystem Adm.Msg mgmtIT InfrastructureSCMSRMCRMOrder ManagementDemand fulfillmentService planningDemand PlanSupply chain planManufacture planLogistic planDesign collaborationSource & procurementMROPLM, PDMBusiness CollaborationOperatio