供应链管理的战略和工具(1)

1、Advanced Strategies and Tools for Virtual Supply Chain Management in Asian environmentGENERAL AIMSThe European Commission (EC) launched the Asia IT&C Programme in 1999 in order to: co-finance mutually beneficial partnerships in ICT between Europe and Asia improve the quality of Europe-Asia partn

2、erships link the two regions in the search for innovative and compatible solutions in IT&CAREAS OF ACTIVITY- Society- e-Commerce- Education- Transport- Health- Agricolture- Tourism- i-ManufacturingApplicantUniversity of Udine Department of Electronic, Managerial and Mechanical EngineeringUnit co

3、-ordinator:Prof. Alberto Felice De Toni (Project manager)European partnerUniversidad Politcnica de Valencia Department of Business Organisation, Financial Economy & Accounting Unit co-ordinator:Prof. Angel Ortiz BasAsian partnerThe Chinese University of Hong Kong Department of Decision Sciences

4、and Managerial Economics Unit co-ordinator:Prof. Jeff Hoi-yan Yeung, Prof. Xiande ZhaoJeff Yeung CUHKXiande ZhaoCUHK徐學徐學軍教授軍教授華華南理工大學南理工大學Xie Jinxing清清華大學華大學Zhao Xiaobo清清華大學華大學General Aims facilitating the access of Asian companies to EU advanced and innovative organisational methodologies and ICT s

5、olutions designed for a more efficient management of industrial processes (negotiation, planning, scheduling, delivery etc.) and flows (materials, information, etc.).providing information and tools for helping Asian companies to implement innovative approaches in the field of Supply Chain Management

6、focussing on upstream physical, information and economic values flows, with particular reference to complex industrial situations, such as Inter-firm Networks. Develop a framework (methodology, architecture, reference model and technologies) for supply chain management in a Virtual Enterprise contex

7、t Analyse and provide means and a migration path to move from an Extended Enterprise AS-IS state to a Virtual Enterprise TO-BE stateDevelop algorithms that allow to define global objectives (supply chain-wide) based on constraints of all involved actors Analyse and apply recent technological innovat

8、ion ICT trends to solve VE problems and develop a supporting technological framework Scientific PartnersPolytechnic of ValenciaDynamit Nobel (Fords supplier)National Institute for Research in Computer Science and Control (France)Industrial PartnersFord SpainConsulting companiesDMR Cosulting (project

9、 coordinator)Innova Other partnersExel (logistic operator)Vitria (software house)Francisco Segura (Fords supplier)Johnson Controls (Fords supplier)Aprilia University of Udine Supply Chain Management Relationships between assembly company and suppliersSuppliersCustomersRaw materialssupplierPartssuppl

10、iersManufacturersDistributioncentresResellersAn Extended Enterprise is a dominant company which extends its boundaries by building partnerships with others in its supply chain, improving its customers value proposition to achieve a sustainable competitive advantageEND CUSTOMERSuppliersSuppliersOEM /

11、 AssemblerOEM / AssemblerEnvironmentEnvironmentIntermediariesIntermediariesSingle enterprise boundariesExtended enterprise boundariesA Virtual Enterprise is a single business entity, compounded by companies that share capitals and maintain dynamic and agile relationships, in order to enhance its cus

12、tomers value proposition and timely create and exploit complex market opportunitiesEND CUSTOMERSingle enterprise boundariesVirtual enterprise boundarySuppliersOEM / AssemblerEnvironmentIntermediariesOPS/OPA joint strategyVE demands integrating not only capitals within partners but also the strategic

13、 decisions. Thus, the partners fully share their capitals to create the named business entity in order to better define and establish strategic, tactic and operational goals into the virtual entity. Financial FlowHCOCTCKCSCFCRCSHCOCTCKCSCFCRCDecision/Management FlowProducts & Services FlowInform

14、ation & Knowledge FlowHC = Human Capital OC = Operational Capital KC = Knowledge Capital TC = Technological CapitalSC = Structural Capital FC = Financial Capital RC = Relationship Capital S = StrategyVEBUSINESSDIMENSIONEECollaborationSynchronisationVisibilityCommunicationAcknowledgementBasic EEA

15、dvanced EECollaborationSynchronisationVisibilityCommunicationAcknowledgementRecommendedMigration SpaceCompleteMigration SpaceICT DIMENSIONCOMMUNICATIONFrom the knowledge islands . to the knowledge highwaysVISIBILITYFrom the opaque company. to the transparent companyCOLLABORATIONFrom the Win - Lose r

16、elationship. to the Win Win relationshipSYNCHRONISATIONFrom the track of a discotheque . to the choreography of a balletThe four supply chain integration levelsA company cannot seek the level of Visibility in a SC without having reached before the one of Communication, and so on with all the rest of

17、 the levels in this hierarchy.Source: DMR ConsultingOEMWIN LOSE / LOSE - WINWIN - WINStage 1Extended Enterprise(Basic / Advanced)Stage 2AcknowledgedVirtual EnterpriseStage 3CommunicatingVirtual EnterpriseStage 4VisibleVirtual EnterpriseStage 5SynchronisedVirtual EnterpriseStage 6CollaborativeVirtual

18、 Enterprise VEOEM VE C VE CV VE CVS VE CVSCollUnderstanding the six migration stagesS1 - The extended enterprise (basic and advanced): This stage represents the initial step. S2 The acknowledged virtual enterprise: predominant company recognises that companies involved in the EE must evolve together

19、.S3 The communicating virtual enterprise: achievement of the communication integration level within the networked organisation.S4 The visible virtual enterprise: achievement of the visibility integration level within the networked organisation.S5 The synchronised virtual enterprise: achievement of t

20、he synchronisation integration level within the networked organisation.S6 The collaborative virtual enterprise: The final stage. FORDs CaseExtended Enterprise Business Reference Model: Relationships and flowsThe relationships and flows (Products & services flow; Information & knowledge flow;

21、 and Financial flow) between these actors are shown below:Goods, services, revenue Information & Knowledge J.I.T. Supplier Sequence Supplier D.A.D. Supplier Dealer OEM (Original Equipment Manufacturer) Carriers Planning & Sequence Info $ Order Goods $ Planning & Sequence Info. $ Sub Asse

22、mblies (JIT & Seq) Parts (O.C.) Planning Info. Sub Assembly Info. $ Constraints Constraints Parts (O.C.)/Empties Sequence Sub Assemblies Parts (O.C.)/Empties Planning & Sequence Info $ Constraints Goods Info J.I.T. Sub Assemblies Sub Assembly Info. Sub Assembly Info. D.A.D. Sub Assemblies Lo

23、gistic Operator $ Routes & Materials info. Traditional Supplier Parts Planning Info $ Order Delivery Note Delivery Note Delivery Note Time Windows & Materials info. TimeWindows & MaterialsInfoDistant SuppliersOther PlantsLogistic CentreLocal SuppliersAlmussafes Ford PlantSeq/JITSeq/JITDA

24、DDADIndustrial ParkSeq/JITLogistic OperatorSeq/JITSeq/JITLogistic OperatorSeq/JITSupply chain nodes of FordINDUSTRIAL PARK SUPPLIERS54 suppliers installed (Production=22, Services= 32).SUPPLY METHODS (INCLUDING NEARBY SUPPLIERS)J.I.T. Sequence TOTAL20 Suppliers 18 Suppliers 38 Suppliers281 Reference

25、s 836 References 1117 ReferencesTRANSPORT J.I.T./ SEQUENCE (EXCLUDING DELIVERIES BY CONVEYOR)30 Trucks per day258 Trips per dayInformation flows Long-term demand plan Mid-term demand plan Short-term demand plan Sequence information Shipping notes Trip sheets Constraints InvoicesThe V-CHAIN Virtual E

26、nterprise Reference Model, the TO-BE Model, has been conceived as the framework needed to obtain an integrated solving problem approachSuppliersAssemblerLogistics Operator(Operator for Planning and Sequencing)(Operator for Planning)Other actorsCarriersWhat do we need to do?Step I: In-depth supply ch

27、ains study:1.The relationships and flows (Products & services flow; Information & knowledge flow; and Financial flow) between the different players within their supply chain2.The current status of process integration between different players3.What information is currently being shared? What

28、 information do they hope that they can get?4.How are they using the information in their decision making?5.What are they doing in terms of coordination, collaboration and joint decision making etc?6. What are some of potential ways of improving the relationship or processes to enhance supply chain

29、performance?7.What are their expectations for virtual supply chain management in term of information technology, management systems, process integration and management of the relationships etc?What do we need to do?Step II: Identify critical issues1.Problems2.Information that are important3.Decision

30、 toolsWhat do we need to do?Step III: Evaluating the benefits of Information sharing and Coordination through Computer Simulation and modelling1.Identify and propose methods of information sharing and coordination to enhance supply chain performance.2.Build simulation models to investigate the costs and benefits of the proposed approaches.3.Developing guidelines for companies to improve their supply c