供應鏈管理與企業(yè)資源規(guī)劃

1、供應鏈管理與企業(yè)資源規(guī)劃世新大學資管系 鄒慶士 副教授Dell的故事事低成本的的製造與與行銷作作業(yè)營營業(yè)額71%，利潤91%(1996年)攀升至PC市場場的老三三成功的秘秘訣為何何？速度客製化電電腦36小時內(nèi)內(nèi)交貨平均保有有13天天營業(yè)額額的存貨貨(Compaq為為25天天)價格較競競爭者低低1015%彈性製造造程序以以及供應應商的績績效直到訂單單輸入後後，方訂訂購組件件及時的倉倉儲計畫畫零件可在在15分分鐘內(nèi)抵抵達Austin，Limerick(Ireland)，Penang(Malaysia)1992年供應應商家數(shù)數(shù)由204家降降至74家在Austin實施VMI(Vendor-Manage

2、dInventory)有效率的的物流服服務UPSDell的故事事(續(xù))SCM的的基本觀觀念供應鏈：完成最最終產(chǎn)品品需要之之所有各各種不同同程序的的一群廠廠商。木製家俱俱的供應應鏈為何何？供應鏈管管理：為為了配合合物流、服務流流、資訊訊流與顧顧客需求求，尋求求公司各各部門與與其供應應商同步步化的管管理理念念。SCMvs. MM(MaterialsManagement)協(xié)調(diào)公司司中的關(guān)關(guān)鍵功能能-marketing、finance、engineering、informationsystem、operations、logistics、humanresource。存貨的產(chǎn)產(chǎn)生物料投入流存貨水準廢料流物

3、料的輸出流不同儲存存點的存存貨內(nèi)部供應應鏈Supermarket Adistribution centerSupermarket Bdistribution centerTransportationservices supplierDistribution domain of responsibilityProduction control domain of responsibilityEgg supplierSugar supplierFlour supplierChocolate chips supplierMaintenance services supplierFG storageR

4、M storageTransformation process and WIP storage製造商的的供應鏈鏈Supplier of materialsSupplier of servicesTier 1Tier 3Tier 2LegendCustomerCustomerCustomerCustomerDistribution centerDistribution centerManufacturer服務廠商商的供應應鏈Home customersCommercial customersOther electric utilitiesElectric power utilityElectri

5、c transformersFacility maintenance servicesJanitorial servicesProgramming servicesElectric energy backup powerOffice suppliesFuel suppliesSCM的的發(fā)展(I)隔絕技術(shù)術(shù)核心TechnicalCoreRawMaterialInventoryFinishedGoodsInventorySuppliers(many)CustomerManufacturing facilitySCM的的發(fā)展(II)JIT觀觀念的導導入TechnicalCoreSuppliers(f

6、ew)CustomerManufacturing facilitySCM的的發(fā)展(III)運用單一一的物流流夥伴TechnicalCoreManufacturing facilitySuppliers(few)Logistics(inbound)Logistics(outbound)CustomerSCM的的發(fā)展(IV)將供應商商帶入工工廠TechnicalCoreManufacturing facilitySuppliers(few)Logistics(outbound)CustomerVolkswagen巴西廠廠SCM的的發(fā)展(Summary)整合式供供應鏈SuppliersPurchas

7、ingProduction controlDistributionCustomersSuppliersCustomersInternal supply chainMaterials management departmentProduction controlPurchasingDistributionIntegrated supply chainCustomersSuppliersInternal supply chainPhase1:Independentsupply-chainentitiesPhase2:InternalintegrationPhase3:Supply-chainint

8、egration基本功夫夫跨功能團團隊完成整合合之企業(yè)業(yè)延伸的供供應鍊供應鍊社社區(qū)專注於品品質(zhì)服務顧客客驅(qū)動營運運效率創(chuàng)造市場場價值成為市場場的領(lǐng)導導者成為市場場領(lǐng)導者者的路徑徑供應鏈指指南競爭必須須競爭優(yōu)勢勢影響供應應鏈的因因素供應商數(shù)數(shù)目的減減少競爭的加加劇較短的產(chǎn)產(chǎn)品生命命週期技術(shù)的革革新風險的分分攤與降降低成功供應應鏈的要要件信任長期的關(guān)關(guān)係資訊分享享個別組織織的優(yōu)勢勢存貨績效效衡量平均總合合存貨價價值Average inventory= $2 millionCost of goods sold=$10million52businessweeksperyear供給週數(shù)數(shù) Weeks o

9、f supply = = 10.4 weeks存貨週轉(zhuǎn)數(shù)$2 million($10 million)/(52 weeks)Inventory turns = = 5 turns/year$10 million$2 million供應鏈績績效衡量量Operations MeasureFinancial MeasureAggregate inventory valueCurrent assetsWeeks of supply Working capitalInventory turnsWorking capitalProduction and material costs Contributio

10、n marginPercentage defects Contribution marginPercentage on-time delivery RevenueNew product development time RevenueSupplier lead times Working capitalLinking Supply-Chain Performance Measures to Financial Measures供應鏈策策略Environments Best Suited for Efficient and Responsive Supply ChainsFactorEffici

11、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

12、nfrequentFrequentintroductionContributionLowHighmarginsProduct varietyLowHigh供應鏈設設計Design Features for Efficient and Responsive Supply ChainsFactorEfficient Supply Chains Responsive Supply ChainsFlow strategyLine flows; emphasize highFlexible or intermediatevolume, standardized flows; emphasize prod

13、uctproducts, 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 consistent quality

14、; on-time; customization; time deliveryvolume flexibility; high-performance designqualitySupply-ChainDynamicsCustomerCustomerFirm AFirm BFirm CMaterials RequirementsTimeFirm CFirm A(a)(b)Figure11.7Supply-ChainDynamics(cont.)外部供應應鏈成因因內(nèi)部供應應鏈成因因VolumechangesProduct/servicemix changesLate deliveriesUnde

15、rfilledshipmentsInternally generatedshortagesEngineeringchangesNewproduct/service introductionsProduct/servicepromotionsInformationerrorsSCM與與ERP的整合合SupplyChainPlanning使用現(xiàn)存存Transaction系統(tǒng)(ERP)的資訊，以提供供快速規(guī)規(guī)劃及排排程的智智慧型決決策支援援功能。採購訂單輸入入製造管理理系統(tǒng)運籌/出出貨ERP系統(tǒng)CurrentSituationFinalPlanSupplyChainPlannerInputDeman

16、dCapacityMaterialsOutputProduction PlanShippingPlanPromise PlanSCM與與ERP的整合合(續(xù))Distribution(Branch Office/Distributor)Central SalesCentral PlanningManufacturingProcurementCustomerDemandPlanningSupplyNetworkPlanningProcurementSupplierProductionPlanningManageLocalSales&MarketingManageCustOrdersGlobalAT

17、PCheckORProductionPlanning&DetailScheduleProduceProductCustomerManageWarehouseForecastForecastForecastForecastSalesOrderOptimisedSupplyPlanned OrderProcurementPlanP/RCapacityAllocation PlanSalesOrderATPRequestFGDeliverySchedule(ATP Proposal)DeliverySchedule(ATP Proposal)Plan OrdersCust.OrdersFGFGFG供

18、應鏈常常用軟體體i2-eBPOIBM-BPMATSAPManugisticsAdexai2對SCM的定義義：在原原料供應應、生產(chǎn)產(chǎn)製造、運輸配配送、倉倉儲存放放與產(chǎn)品品銷售的的環(huán)節(jié)中中，以最最有效率率的方式式將原料料轉(zhuǎn)變成成產(chǎn)品交交予客戶戶。供應鏈中中的每個個廠商均均會進行行五項基基本活動動(Buy、Make、Move、Store、Sell)的的長/短短期決策策，尤其其強調(diào)廠內(nèi)機臺臺的排程程客戶訂單單可否接接受與準準時達交交機臺利用用率的最最佳化利用介面面將suppliers/logistics與排程程模組溝溝通i2-eBPO(electronicBusinessProcess Optimiz

19、ation)是企業(yè)的的決策智智庫(decisionintelligence)提供企業(yè)業(yè)核心程程序的最最佳化與與整合解解決方案案PLC管管理SCM客戶管理理Inter-Process PlanningStrategicPlanningi2-eBPO的的三個次次系統(tǒng)DemandPlanning產(chǎn)品vs.地地理區(qū)區(qū)域長期、中中期和短短期由上至下下的整體體性預測測由下至上上的個別別性預測測i2-eBPO的的三個次次系統(tǒng)(續(xù))SupplyPlanning有效率地地運用企企業(yè)資源源來配合合市場需需求規(guī)劃劃此次系統(tǒng)統(tǒng)包含戰(zhàn)戰(zhàn)略性與與戰(zhàn)術(shù)性性規(guī)劃策略規(guī)劃劃自製或外外購存貨規(guī)劃劃配銷規(guī)劃劃原料採購購運輸規(guī)劃劃供

20、應點位位置以DemandPlanning產(chǎn)產(chǎn)生的需需求預測測值，求求得存貨貨水準、客戶滿滿意度與與企業(yè)資資源使用用效率的的最佳平平衡點。i2-eBPO的的三個次次系統(tǒng)(再續(xù))DemandFulfillment包括訂單單取得、訂單確確認、訂訂單承諾諾、未交交付貨品品管理與與訂單完完成等數(shù)數(shù)個程序序。根據(jù)SupplyPlanning提提供的Materials、Capacity與與TransportationTime及協(xié)協(xié)力廠商商等資料料，提供供正確迅迅速可靠靠的交貨貨日期。IBM-BPMAT(BusinessProcessModelingandAnalysisTools)建立、模模擬與分分析企業(yè)業(yè)

21、模型、評估資資訊與與物料流流程在整整體供應應鏈的績績效。並並以Optimization與Forecasting技術(shù)術(shù)來調(diào)整整CustomerSatisfaction與Inventory水準準。使用者須須先了解解其DomainKnowledge，包括所所有的企企業(yè)營運運活動與與定義，其間的的互動關(guān)關(guān)係、所所需資源源和流動動的實體體(entity)。BPMAT建置企業(yè)業(yè)流程模模型的步步驟使用圖形形介面建建立企業(yè)業(yè)流程架架構(gòu)圖。定義企業(yè)業(yè)流程中中流動的的實體(parts、order) 、所所需資源源(personnels、equipments)及企業(yè)業(yè)模型所所需的特特定參數(shù)數(shù)。選擇評估估績效的的標準

22、(cycletime、waitingtime、resourcesutilization、costingreport、output performance、servicelevel、inventory level、marketshare.)。BPMAT建置置企業(yè)流流程模型型的步驟驟(續(xù))執(zhí)行BPMAT觀察實實體在模模型中流流動的狀狀況。執(zhí)行系統(tǒng)統(tǒng)模擬收收集相關(guān)關(guān)資訊。分析系統(tǒng)統(tǒng)最終報報告作為為決策者者參考資資訊。BPMAT提供供SCM的專用用函式庫庫供應鏈中中每一節(jié)節(jié)點的存存貨水準準企業(yè)補貨貨(continuous vs.periodic)與與生產(chǎn)(BTP、BTP)的方式式。供應商的的前置時時間製造的週週期時間間運輸時間間需求的變變動程度度供應商、工廠與與倉儲的的數(shù)目與與位置。物料供應應計劃BPMAT的助助益迅速決定定企業(yè)存存貨準則則、存貨貨水準與與服務水水準。提供企業(yè)業(yè)流程瓶瓶頸的解解決方法法。評估不同同生產(chǎn)方方式績效效，可減減少生產(chǎn)產(chǎn)週期成成本。緊密地結(jié)結(jié)合企業(yè)業(yè)流程，縮短訂訂單實現(xiàn)現(xiàn)(fulfillment)的時時間。SAP-APO(AdvancedPlannerandOptimizer)SAP的的SCM解決方方案：SAPR/3 +規(guī)規(guī)劃及及排程產(chǎn)產(chǎn)品+ 協(xié)力力廠商+Internet功能能 +供供應鏈鏈