全球供應(yīng)鏈管理1.ppt

1、Lee, Ching-En; NCTU,全球供應(yīng)鏈管理,講員:李慶恩 教授 國(guó)立交通大學(xué)工業(yè)工程與管理學(xué)系 國(guó)科會(huì)電子資訊產(chǎn)業(yè)供應(yīng)鏈管理總計(jì)畫(huà)主持人,中華民國(guó)八十八年五月六日,Lee, Ching-En; NCTU,製造業(yè) V.S. 服務(wù)業(yè),我們有供應(yīng)鏈管理的問(wèn)題嗎？,Lee, Ching-En; NCTU,製造目標(biāo)與趨勢(shì)的變遷,成本 品質(zhì) 交期 彈性 服務(wù) 創(chuàng)新 全球化 結(jié)果 成本 品質(zhì) 交期 彈性 速度 創(chuàng)新 成本 品質(zhì) 交期 服務(wù) 速度 成本 品質(zhì) 彈性 服務(wù) 成本 交期 彈性 品質(zhì) 交期 成本 品質(zhì) 成本,Lee, Ching-En; NCTU,顧客迫使製造商供應(yīng)商生產(chǎn)供應(yīng)多樣、大量且

2、低成本的一般化商品(Commodity),如何建立競(jìng)爭(zhēng)優(yōu)勢(shì)/障礙(Competitive Advantage/Barrier),Lee, Ching-En; NCTU,生產(chǎn)力優(yōu)勢(shì) (Productivity Advantage),價(jià)值優(yōu)勢(shì) (Value Advantage),產(chǎn)業(yè)對(duì)策,建立技術(shù)優(yōu)勢(shì)(Leading- Edge TechnologyInnovation) 成為快速跟隨者並建立差異化( Quick Follower (TTX) and Differentiation ) 全球供應(yīng)鏈管理( Global Supply Chain Management) 著重核心競(jìng)爭(zhēng)力( Focus

3、on Core Competence),Lee, Ching-En; NCTU,產(chǎn)銷(xiāo)環(huán)境之演進(jìn),From:”Transform Your Supply Chain Releasing Value in Business”, Jon Hughes, Mark Ralf, Et. Bill Michels,產(chǎn)銷(xiāo)環(huán)境 演進(jìn)之結(jié)果,大量生產(chǎn)(Mass Production) 大量客製化生產(chǎn)( Mass Customization) 多樣少量生產(chǎn)(Job Shop) 顧客滿意(Customer Satisfaction) 以顧客成功為依歸 (Customer Success) 供應(yīng)商管理(Supplie

4、r Management) 發(fā)展供應(yīng)商合作關(guān)係(Supplier Development) 物料產(chǎn)品供應(yīng)鏈(Material / Product Supply Chain) 知識(shí)供應(yīng)鏈 (Knowledge Supply) Chain,Lee, Ching-En; NCTU,*資訊技術(shù)(Information Technology; IT)的高速發(fā)展是始做俑者。,基本製造型態(tài),Lee, Ching-En; NCTU,種類(lèi)(Mix),量(Volume),大量客製化之效應(yīng),Lee, Ching-En; NCTU,過(guò)去 ( 推Push ) 局部最佳化(Local Optimization),研發(fā) 業(yè)

5、務(wù)/行銷(xiāo) 採(cǎi)購(gòu)生產(chǎn)/製造配送/服務(wù) 財(cái)務(wù) (R NCTU,研發(fā) 業(yè)務(wù)/行銷(xiāo) 採(cǎi)購(gòu)生產(chǎn)/製造配送/服務(wù) 財(cái)務(wù) (R NCTU,需求流（Demand Flow）,JIT and Quality Material Flow,供應(yīng)商(Supplier) 配銷(xiāo)商( Distribution) 零售商(Retailer) 顧客(Customer),Qn-time, Accurate and Paperless Information Flow,過(guò)去,現(xiàn) 在,供應(yīng)商(Supplier) 配銷(xiāo)商( Distribution) 零售商(Retailer) 顧客(Customer),產(chǎn)銷(xiāo)模式變遷（）,Emphas

6、ize rigour and tough barganing.,過(guò)去：開(kāi)放競(jìng)爭(zhēng)（Open Competition）,期望：從供應(yīng)商上游到顧客下游的整合（From Suppliers Suppliers to Customers Customers）, Link up all the players in a horizontal supply chain. Emphasize seamless delivery, optimization and integration.,許多產(chǎn)業(yè)的現(xiàn)況（Dominate or Die）,上游,下游,大量客製化的原則,1.Enriching Customers

7、- Providing Solutions vs. Products 2.Mastering Change and Uncertainty （Rapid Response） 3. Leveraging the Impact of People and Knowledge 4. Cooperating to Enhance Competitiveness - Virtual Organization,Source: The Agility Forum,產(chǎn)業(yè)未來(lái)趨勢(shì),Lee, Ching-En; NCTU,快速回應(yīng)之供應(yīng)鏈體系(Responsive Supply Chain)是必然趨勢(shì),供應(yīng)鏈管理

8、的定義,Lee, Ching-En; NCTU,Integrate, Synchronized, Lean, and Responsive Flow of Materials, Information, Funds, Processes, Services, and Organizations from Suppliers Suppliers to Customers Customers.,Lee, Ching-En; NCTU,供應(yīng)鏈特性（以電子資訊產(chǎn)業(yè)為例）,產(chǎn)業(yè)特性： (1)高科技，高資本，高報(bào)酬，高風(fēng)險(xiǎn)，高度競(jìng)爭(zhēng)。 (2)產(chǎn)品生命週期短，市場(chǎng)變化大，價(jià)格變動(dòng)快。 (3)產(chǎn)業(yè)族群龐大，供

9、應(yīng)鏈長(zhǎng)鞭效應(yīng)明顯。 (4)朝開(kāi)放及市場(chǎng)標(biāo)準(zhǔn)化發(fā)展，品牌價(jià)值差異越來(lái)越小。 (5)IC與PC產(chǎn)業(yè)考量重點(diǎn)不同。,造成供應(yīng)鏈管理問(wèn)題的原因,資訊扭曲(Information Distortion) 不同步的通路(Asynchronized Channel) 鏈的複雜度(Chain Complexity) 無(wú)效率的作業(yè)(Inefficient Operations) 文化地區(qū)之差異(Cultural Problems),Lee, Ching-En; NCTU,常聽(tīng)到與績(jī)效管理有關(guān)的問(wèn)題,預(yù)測(cè)不準(zhǔn) MPS變化太大 存貨過(guò)高 存貨週轉(zhuǎn)率太低 供應(yīng)鏈管理問(wèn)題的徵兆 顧客服務(wù)水準(zhǔn)低落 缺料，不預(yù)期換線頻繁

10、長(zhǎng)鞭效應(yīng)明顯 Key problem : 前置時(shí)間(Lead rime)太長(zhǎng) One of obvious solutions : 正確且快速回應(yīng)(Accurate and Quick Response; AQR),Lee, Ching-En; NCTU,快速回應(yīng) (QR),QR：以資訊取代存貨:(The substitution of information for inventory.) From:Christopher,AQRQR with the effective management of the supply chain.,Lee, Ching-En; NCTU,縮短前置時(shí)間的重

11、要性,Lee, Ching-En; NCTU,一些工業(yè)界的做法,Postponement from HP BTO ( Build-To-Order ) from Dell CTO ( Configure-To-Order ) from Compaq 98, 2 days from IBM TOM / Virtual Fab from TSMC VMI / CRP from 3M, P NCTU,延遲理論(postponement),延遲：延後產(chǎn)品間之差異化，以降低因多樣性產(chǎn)生之不良 效應(yīng) 兩大手法 運(yùn)送的延遲（Logistic Postponement）： Moving customizati

12、on point closer to customers. 形式的延遲（Form Postponement） Delaying differentiation point by standardization 基本對(duì)策：DFSCM,Lee, Ching-En; NCTU,型式的延遲,Lee, Ching-En; NCTU,標(biāo)準(zhǔn)化/ 模組化前,標(biāo)準(zhǔn)化/模組化後,From: “Designing Products and Process for Postponement”, Lee and Billington,那些製程應(yīng)由工廠完成?那些該由物流中心（D.C）或經(jīng)銷(xiāo)商完成？ 如何評(píng)估(Justif

13、y)? Redesign Costs, Module Safety Stock, Finished Goods Inventory, WIP, Testing, Freight, Customs NCTU,Lee, Ching-En; NCTU,戴爾(Dell)的作法,Simplify your supply chain; sell direct to the customer; cut out the dealers; build to customer requirements; make to order Maintain and extend the price focus on th

14、e corporate customer. Bypass the distributors and dealers. Align production to future trends. Adopt responsive supply. Close supply chain collaboration. Make purchasing easy.,康柏（Compaq）的作法,Compaq,ERP(SAP) Implementation,Supplier Alliance Integration,Supply Chain,Total Integration,Supplier,ERP Implem

15、entation,Compaq Interface,Supply Chain Compaq Interface,Enterprise Integration,From : Compaq presentation materials,Total Supply Chain Profitability Lowest Total Delivery Cost and Highest Inventory Turns in Total Supply Chain Build to Customer “Pull”,Lee, Ching-En; NCTU,VMI 定義,Lee, Ching-En; NCTU,In

16、ventory management via the suppliers generation of timely, cost-effective purchase orders for the customer. Supplier uses sales activity information and product demand history sent from its customer to generate demand forecasts,make adjustments to the forecast with market intelligence, and plan for

17、inventory replenishment. All data between supplier and customer are transmitted via standard EDI (Electronic Data Interchange) related documents.,VMI 架構(gòu)流程,Lee, Ching-En; NCTU,一些物理現(xiàn)象,Lee, Ching-En; NCTU,Manufacturing Physics,Supply Chain Physics,100% Capacity used,100% Service level,Manufacturing Lea

18、d Time,Inventory,original,attempt,original,attempt,From: Hau Lees Lecture Materials,經(jīng)驗(yàn)中我們學(xué)到了什麼,以創(chuàng)意改善上下游所有相關(guān)人事物的關(guān)係,Lee, Ching-En; NCTU,Help More Success,Provide Better Service,Reduce Leadtime and Reduce Complexity,Info. Sharing Objective: Info. Transparency Methods: IT Technology CALS ERP/MRPII Workf

19、low Datawarehouse Customer-Oriented Interface (ATP/CTP, Planning, Scheduling, and Order Tracking),Virtual Manufacturing Objective: Distance X Methods: Internet/Intranet Simulation VM Multi-Media TOMOTISCS,Channel Alignment Objective: Alliance Methods: Strategic Alliance Supplier Development/Mgt. Sup

20、plier Reduction, Retionalization, and Early Involvement Outsource Non-core Work VMI/CRP FTL W/ Consolidation 3rd Party Logistics,Operation Efficiency Objective: Synchronization, AQR(TTX) Methods: Chain Reconfiguration Postponement(Standardization / Modularity ) DFSCM SKU Reduction Target System VAN/

21、EDI/POS ECR BPR/TOC QRM/COM Cross Docking,Lee, Ching-En; NCTU,如何做好供應(yīng)鏈管理,供應(yīng)鏈管理的範(fàn)疇,你有下列供應(yīng)鏈管理的問(wèn)題嗎？,Lee, Ching-En; NCTU,檢視在供應(yīng)鏈管理所做的努力,Audit how time is allocated in the supply chain. Assess where value is added. Then set the goals for change and improvement,1. Concurrent new product development with multi-process teams 2. Close involvement of suppliers in design for manufacturability 3. Strategic cost management and target costing 4. Integration of demand data via electronic commerce 5. Breakthrough projects on inventory and logistics 6. Joint purchaser-supp