供应链管理之全球最佳实务ppt课件

1、供應鏈管理之全球最正确實務勤業管理顧問公司Arthur Andersen Business Consulting陳光敏 (Timothy Chen)SCM Global Best PracticeAgendaGlobal Best PracticeSupply Chain Global Best Practice IntroductionCase Study 1 & 2(Capacitor & Notebook)Q & A 5 min20 min10 min 5 minHow Can Best Practices Be Applied ?Re-engineeringProcess Improv

2、ement ModelTQMBenchmarkingQualityEvaluateResultsImplementSolutionsDevelopDetailedDesignCreateReengineeringStrategyProcessOrganizationTechnologyPeopleMeasurementPhase 1Phase 2Phase 3Phase 4Continuously ImprovementUnderstand Customer WantEvaluate Process Measure ImprovementImplement ImprovementUNIVERS

3、ALCOMPETITIVEINTERNALArthur Andersen Global Best PracticeKnowledge Spacekspace.arthurandersenSupply ChainGlobal Best PracticeLinks in the Supply ChainSenior managementCustomer serviceDesignMarketing and salesProductionPurchasingLogisticsTreasury managementSenior Management LinkSummary of Best Practi

4、cesGive visible support Align SCM objectives with strategic planProvide SCM trainingSource Material: Beyond Logistics:Supply Chain ManagementSenior Management LinkThree import ways senior management can contribute to the SCM Source Material: Beyond Logistics:Supply Chain ManagementMandating performa

5、nce measurementPerformer - XeroxBest practice - Identify performance measurementAllocation resources to the programPerformer - SmithKline BeechamBest practice - Contracted with a consultant firm to develop learning-by-doing coursesCustomer Service LinkThe customer service link can be a source of val

6、uable information for organizing the entire supply chainPerformer - Federal Express Best Practice - Survey customer to identify incidents of dissatisfactionBroadcast incident occurrences and improvementRespond quickly to incidents of customer dissatisfactionCreate incentives for employees to improve

7、 performanceMonitor the customer service initiativeSource Material: Not Resting on Its LaurelsCustomer Service LinkDesign LinkSummary of Best PracticesCreate a consistent flow of new products into the marketplaceManage carefully the new product generation, development and gestation process. Invoke k

8、ey suppliers in the product design processDesign LinkPerformer - XeroxBest Practice - Xerox made critical suppliers part of Team Xerox Implement Black-box sourcing concept100% increase in quality, 75% reduction in material costs, more than 75% reduction in total manufacturing lead timeSource Materia

9、l: The Design Team: Suppliers Move Into the Line of FireMarketing and Sales LinkSummary of Best PracticesForm partnerships with distributorsIdentify and develop innovative marketing strategiesUse a multichannel system to reach diverse and unique customer segmentsOffer value-added incentives to secur

10、e distributorsAllow distributors to assemble products on order and by demandSet up a network of distributorsMarketing and Sales LinkPerformer - Dell Computer Corp.Best Practice - Innovative distribution channelsDell has dropped its retail distributors and is pursuing other distribution channels, inc

11、luding direct marketing and internet order taking Over the past 20 years, the personal computer dealers share of profits grew from 13 to 63 %, while the manufacturers share fell from 79 to 29 % of total profits.Source Material: The Dynamics of Corporate GrowthMarketing and Sales LinkPerformer - IBM,

12、 Sun Microsystems, AT&T Global Information Solutions, Hewlett-Packard, Acer America Corp.Best Practice - Final assembly by distributorsDistributor can configure the products at order and by demand.Reduction in inventory requirements for resellers and a quicker to-market time Source Material: Distrib

13、utors Jump on the BandwagonProduction LinkOperating with lean resources: Minimized inventoryTighter schedulesSmaller batchOptimized factory and warehousing facilitiesProduction LinkPerformer - TOYOTA / Freudenberg-NOKBest Practice - Lean production systemToyota developed the lean production system u

14、sing a combination of JIT manufacturing, TQM, and CI Freudenberg-NOK implement Get Rid of Waste Through Team Harmony (GROWTTH)Source Material: Freudenberg-NOK promotional materialsPurchasing LinkSummary of Best PracticesDevelop an SCM strategic plan for purchasingStreamline PO processImplement EDI w

15、ith selected suppliersImplement vendor management programPurchasing LinkPerformer - Janssen Pharmaceutical GroupBelgium-based subsidiary of Johnson & Johnson PharmaceuticalBest Practice - SCM plan and IT tools SCM plan was prepared around 3 major objectives: Increase internal customer satisfactionRe

16、duce the total cost for goods procurement Improve purchasing staff efficiency and job satisfactionPROMS (electronic procurement management system) & EDI (electronic data interchange) ordering system. Source Material: Supply Chains: Reengineering a Belgium UnitLogistics LinkSummary of Best PracticesM

17、inimize global movementImplement a warehouse management systemQualify third-party logistics services providersLogistics LinkPerformer - EMC Corp.EMC Corp. has for 14 years been manufacturing high-availability computer storage. Best Practice - Minimize global movement Minimize vendors numberQA on ven

18、dor site Source Material: How Logistics Gives EMC a Strategic EdgeTreasury Management LinkWe rarely acknowledges the treasury management function as part of the supply chain. The always-innvoative Motorola, however, has been managing this important link since 1976.Treasury Management LinkPerformer -

19、 Motorola Best Practice - Internal netting system - Motorola has been saving about $6.5 million annually in foreign currency exchange and bank charges.External netting system - done through EDI and with the cooperation of CItibankSource Material: The Evolution of a Global Cash Management SystemCase

20、Study 1Capacitor ManufacturerSCM Operation ModelProject Background電容為三大被動元件之一,單價低且品牌認同度不高, 未來之目標市場在3C產業,主要之競爭優勢在於如何降低本钱、穩定品質、快速交貨。該公司擁有五個生產廠及七個營業據點分佈於台灣、大陸、東南亞、歐美,而原運作方式中係以存貨式生產為導向,各廠以生產產能來規劃生產計劃,且銷售據點和生產據點無明確之對映關係,故當實際銷售和預測產生差異時,無法及時調整生產計畫。隨著3C產業製造廠之外移,海外據點之擴張勢在必行,如何建構一個全球供應鏈運作方式,即成為其重要課題。Project R

21、oadmap全球供應鏈模型介紹瞭解現行產銷儲運運作釐清未來發展方向定義供應鏈運作內容建立初步模型發展完好模型研擬任务計劃資料搜集建立全球供應鏈整體模型規劃績效衡量指標將現行據點套入模型建立全球供應鏈管理基礎建設新運作方式之要點規劃供應鏈資源規劃集團內部供應鏈中各功能據點之類型明確定義各類型據點之角色扮演及職責定義各據點之責任範圍 - 業務區域或生產產品群組建立產銷調配方式定義銷售點及生產點之供需關係建立跨據點之自動協調機制設立全球產銷平衡之監控協調單位整合生產和銷售計畫依據產能及銷售計畫編列生產計畫依據銷售預測調整生產計畫發展績效衡量指標落實銷售預測評估市場趨勢確實編列年度銷售預測持續根據銷售

22、狀況及市場反應修正銷售預測SCOR ModelSupply Chain Operations ReferenceFramework defining the supply chain business processesSourceMakeDeliverCustomersSuppliersManufacturing Value-Added Transformation ProcessesPlanManufacturer 未來供應鏈模型規劃集團內D1業務區域S1M4D1S1M4D1D1D1區域性生產據點全球性生產據點特殊品生產據點銷售據點D1S1M4D1S1S1S1S1業務區域業務區域業務區域P

23、3P4P1P2未來供應鏈模型規劃銷售生產產銷協調擬訂銷售預測彙總銷售預測規劃生產排程擬訂/修正採購計劃協調據點內之產銷採購P1P2P4P4P3P3協調跨據點之產銷差異狀況處理差異擬訂生產計劃 YesP3, P4P3, P4修正銷售計劃修正生產計劃P4P3第N-1月25日第N-1月月底第N月5日月第N月5-10日年度採購計劃月採購計劃各據點自行協調全球資策中心調配總公司資材中心Deliverable SampleP1 Plan Supply ChainPlanP2 Plan SourceP3 Plan MakeP4 Plan DeliverP0 Plan Infrastructure定義 - 發

24、展並建立一套運作方式以適切的規劃可用產品交付資源以符合產品交付需求輸入 - 銷售預測、現有訂單及客戶對產品交付之特殊需求- 生產計劃、存貨、既有產品交付排程輸出- 產品交付計劃 : 銷售點、品項、客戶、交期、數量、送貨地點、運送方式 P4 Plan DeliverDeliverable Sample時間年度活動擬定年度銷售計劃彙總年度銷售計劃協調據點內部產銷計劃內容- 由業務人員對所負責之區域或客戶依產品群組，擬定下年度每月之銷售數量並註明運送區域及特殊需求- 規劃平安庫存量，以減低銷售預測不準確之風險- 依產品群組、客戶或運送區域彙總每月之計劃銷售數量- 最小計劃單位係為一不可分割之交付需求

25、數量，其資料內容包括銷售據點、月份、客戶或區域別、產品群組、數量、特殊需求- 協調計劃產出以滿足據點內銷售單位所負責之業務區域的每月銷售(交付)計劃- 提出無法由據點內生產單位所滿足之產品群組及數量，或過剩之產能(群組及數量)Deliverable SampleP3 Plan Make - 績效衡量指標Case Study 2Notebook ManufacturerProject Background在BTO及CTO風潮中，生產商必須具備快速且具彈性的產銷系統，縮短出貨前置時間，並配合快速工程變便，以因應市場需求之快速變化。因應產品生命週期縮短的產業特性，需加強產品規劃與研發才干，使產品能即

26、時推往市場。生產之趨勢主要為追求廉價的生產資源，完好的產業結構，以及便利的物流通路。為了貼近市場，必須在規模市場附近設立生產據點。營運規模大幅擴充，有效存貨及應收帳款控管為企業營運成敗的關鍵。專案執行架構資訊科技(Info. Technology)策略(Strategy)組織架構(Structure)流程(Processes)變革促動(Change Enablement)建構變革才干以確保組織及人員順利轉型。透過战略釐清研討會，以釐清公司願景、未來战略方向、目標及關鍵營運流程。調整組織架構以配合未來營運战略。針對關鍵流程，利用AA全球最正确實務進行流程改善，及整合公司未來營運流程與ERP系統。

27、應用ERP方法論，以迅速有效導入應用系統，提升營運績效。引進Arthur Andersen專案執行架構，透過战略釐清、組織架構調整、流程改善及人員轉型，以確保ERP系統導入的胜利。战略釐清 (Strategic Articulation)關鍵流程Critical Processes組織目標OrganizationalGoals战略 Strategy differentiator驅動因子Drivers願景 Vision使命 Mission價值觀 Values關鍵績效指標Key PerformanceIndicatorMajor Implications to ProjectT0-Be Desig

28、n DirectionsCustomer oriented organization & processesExtend supply chain vendor hub operation to support BTO/CTO modelMulti-site coordination for planning, manufacturing and logistics.Operation Target FocusTotal cycle time reductionFast responseTotal cost ownershipInventory turnover improvementMark

29、et AssumptionBTFBTOin CPU Vendor Mgmt. CPU Speed Inventory Data AccuracyModel 1Model 2BTOCPUforbasic units Configure Market Scale Global Centers Global Vendor Hub Product ModulizationModel 3BTFSeparatePlantCentralizePlanningCurrentMajorChangesPrerequisites Customized Org. Planning Tool Policy & Resp

30、onsibilityMajorOperationStyleCTOCTOCTOCTOBTOBTOBTOOperation Model 1 TaiwanServicecenterSalescenter 2PlanningcenterSales center 1CTOBTFBTF MajorClientConfigurecenterOtherCustomerMFG center 1ServiceMfg.OverseasServicecenterSMTAssemblyBTO (by EDI)MFG center 2SMTAssemblyBTF/BTOBTF BTOBTFBTFBTFBTOBTOBTOB

31、TOBTOBTOBTOBTOMajor Client F/G EDI/APS orderMajor Client CTO orderMajor Client service order / RMA orderOther customer F/G orderOther customer service order / RMA order BTOBTFBTOBTFOptimized Delayed Point - Model 1Raw InvMB InvBasicunitInvKey parts InvStock pointStock pointStock pointRaw InvMB InvBT

32、FBTF CTO EDIEDI Model 2BTFBTORaw mtrlsectionVendorSMT sectionAssembly sectionFinal ConfigureF/G DeliveryCustomerBTFBTFCTORaw mtrlsectionVendorSMT sectionAssembly sectionF/G DeliveryCustomerRaw InvMB InvF/GInvRaw mtrlsectionVendorSMT sectionAssembly sectionF/G DeliveryCustomerBTOCTOBTOBasicunitInvKey

33、 parts InvBTOOptimized Delayed Point - - Model 2Raw InvMB InvBasicunitInvKey parts InvStock pointStock pointStock pointRaw InvMB InvBTFBTFCTO EDIModel 2BTFBTORaw mtrlsectionVendorSMT sectionAssemblysectionFinal ConfigureF/G DeliveryCustomerBTFBTFCTORaw mtrlsectionVendorSMT sectionAssembly sectionF/G

34、 DeliveryCustomerRaw InvMB InvF/GInvRaw mtrlsectionVendorSMT sectionAssemblysectionF/G DeliveryCustomerBTOCTOBTOBasicunitInvKey parts InvBTOChange Areas on Model 11.Centralized ProcurementResponsible for sourcing, purchase, vendor management.AVL, AMLSourcingAdm, ProcedurePolicy Maintenance PurchaseP

35、rocurementVendor QAComponentEngineeringChange Areas on Model 1 (cont.)1.Centralized Procurement (cont.)Define Procurement Policy to Improve Supply Chain Sourcing :2 3 VendorsPurchase : Batch purchase Procurement : Open new sourceSourcing : Single source Purchase : Periodically review Procurement :VMISourcing : Strategic allian