在台国际采购处与大陆台商的供应关系

1、在台國際採購處與大陸台商的供應關係在台國際採購處與大陸台商的供應關係The Supply Relation-ship in between IPO Taiwan & Taiwanese Supplier in ChinaPhilips IPO Taiwan 2001 - 11 - 18Contents2 P I / Philips & IPO in Taiwan2 P II / Global IPOs Activities in Taiwan2 P III / IPO & Suppliers Relationship2 P IV / New Era with New C

2、onceptAn introduction on Philips November 2001Global electronics company, established in 1891 as a lamp factoryShares listed on New York, London, Amsterdam and other stock exchangesMultinationalworkforceof 219,400employeesHeadquarters:AmsterdamThe Netherlands Results 2000in millions EUR USDSales37,8

3、62 34,864Net income 9,602 8,842Sales andservicein 150 countriesRoyal Philips ElectronicsTechnology Leadership AreasPhilips Product DivisionBoard of ManagementLightingConsumer ElectronicsDomestic Appliances & Personal CareComponentsSemiconductorsMedical SystemsPhilips Purchasing Organization/Corp

4、. PurchasingE-Proc. Programme Mgt. & IS Dev.Purchasing Process Dev.Leveraged Purchasing Mgt. & Support incl. IPOsControllerNPR Progr. Mgt.Management C.P.Board of ManagementSecretaryHRM DevelopmentTraining Product Division Purchasing CentersDirect ResponsibilitiesFunctional ResponsibilitiesI

5、nternationalP urchasingO ffice Paul Lin27FB, No. 66, Chung Hsiao W. Rd., Sec. 1Taipei, TaiwanTel: 886-2-2382-4546Fax: 886-2-2382-4544/45E-mail: WebSite : http:/Philips Taiwan Locationss Joint Venture Philips Organizationsl n l l n Taipei Head Office :The Central Services &The Domestic BusinessHe

6、adquarters l l s Chungli MonitorsTayuan LightingDapon Color Monitor TubesChupei GlassTSMCKaohsiung Semiconductorsl 2001 BudgetPersonnel 7,816Total Assets NTD 58.6BSales NTD 238.7Be:DATAPRESENT2presen for MOEA-2.PPT(01-10-17)產業轉型過程產業轉型過程 Changing Pattern of Philips in Taiwans Business 勞力密集型勞力密集型 Labo

7、r Intensive資本與技術密集型資本與技術密集型 Capital/Technology Intensive腦力與知識密集型腦力與知識密集型 Intelligence/Knowledge Intensive角色轉型角色轉型 Changing Role of Philips in Taiwan海外代工海外代工 Off-shore Assy Center國際生產中心國際生產中心International Production Center 亞太及全球事業群組織亞太及全球事業群組織 Asia Pacific & Global Business Management Center 研發中心

8、研發中心 Research & Development Center2.53.4 6.99.315314513010993615040373531282419130.070100200676869707172737475767778798081828384858687888990919293949596979899B NT$Strength of Taiwan1. Well Educated HI-TEK Human Resource2. Highly Dev. on PCs being a Leading M

9、ulti-Media / I.A. Mfg & Supply Center3. Towarding High Tech/Capital Involved Industries (Semiconductor Fields)4. Being the Asia-Pacific Operation Center5. Being the Supply Center of the Whole Range of MEMORY & LCDs (Color/Mono)6. As an Advanced, Creative & Dynamic Country of Elec. Indust

10、ry & aiming on Volume Qty, Mfg. Oriented1-Feb-01 Year199319941995199619971998199920002001Unit(Forecast)Economic Growth Rate%6.45.3PopulationMLN.20.921.121.321.521.721.922.022.222.3Total Trading AmountB. US$162.2178.3215.3218.4236.5215.3232.5288.4315.0Trading Growth Rate%+5.6+1

11、0.1+20.8+1.5+8.3-9.0+7.9+24.1+9.2Export GoodsB. US$85.193.0111.7116.0122.1110.6121.6148.4165.0Import GoodsB. US$77.185.3103.6102.4114.4104.7110.7140.0150.0Consumer Price Index%2.94.13.5Major Economic Indicators - TaiwanOrganization ChartValid Date : 2001-01-15International Purchas

12、ing OfficePrepared by : Paul LinPhilips Electronics Industries (Taiwan) Ltd.x3x4x3x2x3PCCPCE / PSPPCC / POSCOMP Lighting / DAP (F/G)Outsourcing in A/PFAXDAP (Comp.)SEMI / CDSMgr.Dept. Mgr.Sec. Mgr.Sec. Mgr.Sec. Mgr.Felix HauJoe FuRoy ChenCharles LinAlex Chu (A.I.)Jerry LiuGordon ChangAmy HsuEunice C

13、hangJerry LiaoVicky HanJane ChiangVicky HanSophia ChouCandy LiuIPO - TaiwanGeneral ManagerPaul Linx14 + 2IPO SecretaryEdith KuoFunction :As A BRIDGE in Between Philips Worldwide and SuppliersObjectives : Max. purchasing PROFITABILITY for Philips Worldwide Max. Philips organization SATISFACTION CO -

14、MAKER - SHIP with Key SuppliersIPOPHILIPS Taiwan IPO ActivitiesINFORMATION FLOW &P.O.INFORMATION FLOW & P.O. GOODS FLOW CASH FLOW CUSTOMER SUPPLIERNOTE : “INFO. FLOW” including - Advance / Initial Purchasing, Quality Assurance (Selection / Auditing / Rating) as well as financing & closin

15、g.Business Per Area2000 ( $135M )56%37%7%25%6%69%American Far East Europe1999 ( $115M )Supplier NumberCustomer Number256138188959CHINATAIWANASIA5462182EUROF.E. & OtherJapanN. & S. AM.Distribution of T/O per Product19%2%44%8%5%22%12%42%13%7%23%3%2000 ( $135M )1999 ( $115M )CRT RAM ELEC MECH F

16、/G E/MIPO TURNOVER STATUS(1993 - 2001)050100150200YEAR199319941995199619971998199920002001 T/O6877104112141150115135139USD:Million 20 20 19 19 20 18 14 14 14PersonPlan1. Advanced/ Initial Purch. & Procur., even incl. Q.A. are all interactive, like an integrated function of a human body. 2. Packa

17、ge service would be e.g.0Quality :- Selecting, Auditing, Up-grading, Adopting0Cost :- Leverage power of P.D.s/B.G.s consolidation0Delivery :- Availability thru well allocation0Flexibility :- Local & prompt contact with supplier0Entrusting :- Diff. service required v.s. diff. site/region3. Side E

18、ffects : PHILIPS in Region of Info. collection Real Customers of Purchasing To have optimum on communication, traveling & etc. Lubricating any ConflictIPO Taiwan Working ScopeCustomer Friendly,FootholdsExtended ArmEffective/Efficient Costs(OCoO)(Buffer)NORTH - TOWARD POLICY, JAPANTTiming ( (天時天時

19、) )TRegion ( (地利地利) )TPersonnel ( (人和人和) ) - Yen Appreciation- Near by Taiwan- Good FriendshipFrom zero/93 to USD 56M/Now-a-days !PHILIPS IPO TAIWANOUR ADDED VALUE1. TEAMWORK APPROACH2. NO COMMUNICATION GAP3. WELL EXPERIENCED CAPABILITY4. TAIWANS COMPETENCE(TAIWAN, H.K. & CHINA)5. CONSTRUCTIVE A

20、DVICES (T.Q.R.D.)6. NON-DISCLOSURE AGREEMENT7. REASONABLE RECOVERY8. LEVERAGE POWER FROM ALL PDs NEEDS9. WIN-WIN TARGETYour Global Purchasing Partner In TaiwanIPO Taiwan 2001 SloganPhilips IPO TaiwanTel : 886-2-2382-4546Fax : 886-2-2382-4544E-mail : WebSite : http:/We Commit to Deliver Our BEST !以客為

21、尊以客為尊 無微不至無微不至Whats BEST ? + B usiness+ E xcellence through+ S peed & T eamworkGlobal IPOs Activities in TaiwanP II What are IPOs Activities in Taiwan ?P II / Global IPOs Activities in TaiwanT/O Maping of W-wide IPOs in Taiwan(2000)Unit : USD M50M100M500M1,000M + PhilipsArp-datacomAlps-Taiwansen

22、atek、Alpha Data、Aurora、Kodak、XeroxSamsungSonyGEAashimaLiaisonWintopHitachiKQ TaipeiTriGemDatecA & ANokiaLucentCompaqAppleToshibaSiemensEpsonIntelHP250MW-wide IPOs in Taiwans T/O (2000 v.s. 1999)USA85.5%Jpn10.2%Euro4.3% unit : USD BSource：OCIID/MOEATop 10Top 5Top 5USAsJapansEuros199920.141.861.04

23、23.04200029.603.521.5234.642000 / 1999$ Growth (%)ItemsSub TTL47%89.2%46.20%50.3%Remark：Year 2000a. TOP 10 US IPO APPLE、A&A、COMPAQ、DELL、GATEWAY、HP、IBM、 INTEL、 INGRAM MICRO、SOLECTRONb. TOP 5 Japan IPO FUJITSU、HITACHI、 MITSUBISHI 、 NEC、 TOSHIBA c. TOP 5 European IPO AASHIMA、ACTEBIS、ERICSSON、NOKIA、

24、SIEMENSd. W-wide IPOs in Taiwan for T/O 37.6B purchased in 2000 (x66 companies)Global Share of Taiwans 3Cs(in 2000)52.544.474.024.538.992.577.053.770.2020406080100Notebook PCMother boardScannerMonitorCaseCD/DVDDesktop PCSPSDSCSource : MIC, Taiwan How IPOs to Evaluate Partner ? Satisfaction of OEM /

25、ODM Trade-terms5 02 72 31 554 54 53 44 10102030405060PriceQualityFlexibilityDelivery Lead TimeServiceTime to MarketLogisticPayment termOthersSource : MIC, Taiwan50454541342723155012345678910PriceFlexibilityDelivery Lead TimeLogisticTime to MarketQualityInfrastructureR&D ResourceGovernment Incent

26、iveTaiwanJapanKoreaGood010Fine5ExcellentNG312IPOs Assessments Among Supplies in Taiwan / Japan / KoreaIPOs Views of Taiwans Overall Competition0 People Level / 160 Supply Chain / 160 Transportation / 9 0 Customs Clearance / 90 Basic Infrastructures / 80 B2B Environment / 60 Customs Duty / 60 Governm

27、ental Efficiency / 20 Others / 20 Governmental Efficiency/240 Transportation / 15 0 Customs Clearance / 140 Basic Infrastructures / 120 Customs Duty / 11 0 B2B Environment / 8 0 Supply Chain / 7 0 People Level / 4 0 Others / 1Better PointsNeed to ImproveConclusion (I)vEst. USD 7 12B / year being inc

28、reased of Global IPOs buying from Taiwan. (e.g. in 2000 is $37.6B & 2001 aiming $47.6B)vMajor items are : NB PC, Monitor, MPCBA, IC, LCD, DVD/CDs Barebone, DTPC, DSC, M.P., I.A. etc.vW-wide top IT Industry companies : Compaq, IBM, HP, Dell, Intel, Toshiba, Sony, NEC, Ericsson, Nokia, Samsung, Ph

29、ilips etc. are all purchasing in Taiwan, grown-up Taiwans international position.vTaiwan Government is supporting on the fields of IC, LCD, Wireless, Communication, IA etc. there are coping with IPOs interesting on purchasing.vPer MICs forecast, major Ind. mfg values are :- H. Ware $ 30.2B ($23.2B)

30、- Semi. $35B ($22.4B) - FDS $5.6B ($2.7B)- Network $ 4.5B ($3.0B) - W. Comm. $ 3.1B (0.9B) - IA $ 3.3B ($1.4B)vTaiwans Competences : Price, Quality, Flexibility, Time to market, Speed of new development etc towarding to HVE production would be sustained as w-wide leading capabilities.Conclusion (II)

31、2002 v.s. (2000) IPO & Suppliers RelationshipP IIIBridging Customer & Supplier- On top of the business prime-mover / shaker- IPO would be the supporter to supplier on the followings :1. Schedule Arrangement2. Accommodation Booking3. Agenda Preparation4. Facility Provider5. Communication Supp

32、orter6. Minutes Taken7. Action Follow-up8. Tooling Control 9. Pre-qualification10. Technical Advisor11. Troubles Shooting12. Cost Analyst13. Logistics Arrangement14. Conflict Buffer15. Payment Endorser16. Multi-winners Creatore:DATAPRESENT2presen for MOEA-2.PPT(01-10-17)SWOT Analysis Strength 1. IPO

33、 as special A/C for Sales2. Global Logistics Exp./ Operation3. Materials Localization4. Lasting International Competition5. Knowledge Base Service Oriented(SCM)6. Leading Professional Skill in w-wide (Tooling Design / Making)SWOT Analysis - Weakness1. Less Mass Production in Taiwan2. Speediness of B

34、asic Mtls Dev.3. Less advanced IT in Communication4. Less control on sub-sub-contractingSWOT Analysis - Opportunity1. MIC - Low Cost, High Volume2. Emerging High end / Tech. Product Dev. (Opto-Elec., LCDs, ICs)3. Expecting “Large three links” being opened ASAP4. Enlarged Biz / Mktg Scope WTOsSWOT Analysis - Threat1. Raising up Operation Costs (O/H) 2. Forcing to Close Taiwans Operation3. Personnel Mgt in Big Challenging4. Social Unrest Crossing Strait5. Creating Potential Local Competition新紀元新紀元 與與 新思維新思維 P. IV / New Era with N