供应链管理-埃森哲-SCM-Global-Best-Practice

1、供應鏈管理之全球最佳實務勤業管理顧問公司Arthur Andersen Business Consulting陳光敏 (Timothy Chen)SCM Global Best PracticeAgendaGlobalBestPracticeSupplyChainGlobal BestPracticeIntroductionCase Study 1&2(Capacitor &Notebook)Q &A5min20min10min5minHowCan BestPractices Be Applied?Re-engineeringProcess Improvement ModelTQMBenchm

2、arkingQualityEvaluateResultsImplementSolutionsDevelopDetailedDesignCreateReengineeringStrategyProcessOrganizationTechnologyPeopleMeasurementPhase 1Phase 2Phase 3Phase 4Continuously ImprovementUnderstand Customer WantEvaluate Process Measure ImprovementImplement ImprovementUNIVERSALCOMPETITIVEINTERNA

3、LArthurAndersenGlobalBestPracticeKnowledgeSpacehttp:/SupplyChainGlobalBestPracticeLinksintheSupply ChainSeniormanagementCustomerserviceDesignMarketingand salesProductionPurchasingLogisticsTreasurymanagementSeniorManagementLinkSummary of BestPracticesGive visiblesupportAlignSCMobjectives withstrategi

4、c planProvideSCMtrainingSourceMaterial: BeyondLogistics:SupplyChainManagementSeniorManagementLinkThreeimportwaysseniormanagementcancontributetotheSCMSourceMaterial: BeyondLogistics:SupplyChainManagementMandatingperformancemeasurementPerformer- XeroxBest practice- Identify performance measurementAllo

5、cation resourcestotheprogramPerformer- SmithKlineBeechamBest practice- Contractedwitha consultantfirmtodevelop learning-by-doingcoursesCustomerService LinkThecustomerservicelink canbea sourceofvaluableinformationfororganizingtheentire supplychainPerformer- FederalExpressBest Practice-Surveycustomert

6、oidentifyincidents of dissatisfactionBroadcastincidentoccurrencesand improvementRespond quicklytoincidents of customer dissatisfactionCreateincentivesforemployees to improveperformanceMonitor thecustomerservice initiativeSourceMaterial: NotRestingonItsLaurelsCustomerService LinkDesignLinkSummary of

7、BestPracticesCreateaconsistent flowofnew products intothe marketplaceManagecarefully thenewproductgeneration,developmentandgestation process.Invokekey suppliersintheproductdesignprocessDesignLinkPerformer- XeroxBest Practice-Xeroxmade critical supplierspart of Team XeroxImplementBlack-boxsourcing co

8、ncept100% increase in quality, 75%reductioninmaterialcosts, morethan75%reduction in total manufacturingleadtimeSourceMaterial: TheDesign Team: SuppliersMove IntotheLine of FireMarketingand Sales LinkSummary of BestPracticesForm partnershipswith distributorsIdentifyanddevelopinnovative marketingstrat

9、egiesUseamultichannelsystemtoreachdiverseandunique customer segmentsOffervalue-addedincentives to securedistributorsAllowdistributorstoassembleproductsonorderand by demandSetupanetwork of distributorsMarketingand Sales LinkPerformer- DellComputerCorp.Best Practice- Innovativedistribution channelsDel

10、l hasdropped itsretaildistributors andispursuingotherdistributionchannels, includingdirectmarketing andinternetordertakingOver thepast 20 years,thepersonalcomputerdealersshareofprofitsgrew from13to63%,whilethe manufacturers share fellfrom79to29% of total profits.SourceMaterial: TheDynamicsofCorporat

11、e GrowthMarketingand Sales LinkPerformer- IBM,Sun Microsystems,AT&TGlobalInformationSolutions,Hewlett-Packard,AcerAmerica Corp.Best Practice- Final assembly by distributorsDistributorcanconfigure theproductsatorderandbydemand.Reductionininventory requirementsforresellers anda quickerto-market timeSo

12、urceMaterial: DistributorsJumpontheBandwagonProduction LinkOperatingwithlean resources:MinimizedinventoryTighter schedulesSmaller batchOptimizedfactoryandwarehousingfacilitiesProduction LinkPerformer- TOYOTA/Freudenberg-NOKBest Practice- LeanproductionsystemToyotadeveloped thelean productionsystem u

13、sing acombinationofJITmanufacturing,TQM, andCIFreudenberg-NOKimplementGetRidofWasteThroughTeam Harmony(GROWTTH)SourceMaterial: Freudenberg-NOKpromotionalmaterialsPurchasing LinkSummary of BestPracticesDevelop anSCMstrategicplanforpurchasingStreamline PO processImplementEDIwith selected suppliersImpl

14、ementvendor managementprogramPurchasing LinkPerformer-JanssenPharmaceuticalGroupBelgium-based subsidiaryofJohnson& JohnsonPharmaceuticalBest Practice-SCMplan andITtoolsSCMplan waspreparedaround3majorobjectives:IncreaseinternalcustomersatisfactionReducethe total costfor goods procurementImprove purch

15、asingstaffefficiencyandjob satisfactionPROMS(electronicprocurementmanagement system)&EDI(electronicdata interchange)orderingsystem.SourceMaterial: SupplyChains:Reengineering aBelgiumUnitLogisticsLinkSummary of BestPracticesMinimizeglobalmovementImplementawarehousemanagementsystemQualify third-party

16、logisticsservicesprovidersLogisticsLinkPerformer- EMCCorp.EMCCorp.has for14yearsbeen manufacturinghigh-availabilitycomputerstorage.Best Practice-MinimizeglobalmovementMinimizevendors numberQAonvendorsite SourceMaterial: HowLogistics Gives EMCa StrategicEdgeTreasuryManagement LinkWerarelyacknowledges

17、 thetreasurymanagement function as partofthe supplychain.The always-innvoativeMotorola,however,has beenmanagingthisimportantlinksince1976.TreasuryManagement LinkPerformer- MotorolaBest Practice-Internalnetting system- Motorola hasbeen savingabout$6.5 millionannuallyinforeigncurrencyexchangeandbankch

18、arges.Externalnetting system- donethroughEDIandwiththecooperationofCItibankSourceMaterial: TheEvolution of aGlobal CashManagement SystemCase Study 1CapacitorManufacturerSCMOperationModelProject Background電容為三三大被動動元件之之一,單單價低且且品牌認認同度不不高,未未來之之目標市市場在3C產業,主要之競競爭優勢勢在於如如何降低低成本、穩定品品質、快快速交貨貨。該公司擁擁有五個個生產廠廠及七個

19、個營業據據點分佈佈於台灣灣、大陸陸、東南南亞、歐歐美,而而原運作作模式中中係以存存貨式生生產為導導向,各各廠以生生產產能能來規劃劃生產計計劃,且且銷售據據點和生生產據點點無明確確之對映映關係,故當實實際銷售售和預測測產生差差異時,無法及及時調整整生產計計畫。隨著3C產業製造造廠之外外移,海海外據點點之擴張張勢在必必行,如如何建構構一個全全球供應應鏈運作作模式,即成為為其重要要課題。Project Roadmap全球供應應鏈模型介紹紹瞭解現行行產銷儲運運運作釐清未來來發展方向向定義供應應鏈運作內容容建立初步模型型發展完整模型型研擬工作作計劃資料收集集建立全球球供應鏈鏈整體模型型規劃績效效衡量指標

20、標將現行據據點套入模型型建立全球球供應鏈鏈管理基基礎建設設新運作模模式之要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模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狀況及市場反應修正銷售預測SCORModelSupplyChainOperationsReferenceFrameworkdefiningthe s

21、upplychainbusinessprocessesSourceMakeDeliverCustomersSuppliersManufacturing Value-Added Transformation ProcessesPlanManufacturer未來供應應鏈模型型規劃集團內D1業務區域域S1M4D1S1M4D1D1D1區域性生生產據點點全球性生生產據點點特殊品生生產據點點銷售據點點D1S1M4D1S1S1S1S1業務區域域業務區域域業務區域域P3P4P1P2未來供應應鏈模型型規劃銷售生產產銷協調調擬訂銷售預測測彙總銷售預測測規劃生產排程程擬訂/修修正採購計劃劃協調據點點內之產銷採購P

22、1P2P4P4P3P3協調跨據據點之產銷差異狀況況處理差異擬訂生產計劃劃YesP3,P4P3,P4修正銷售計劃劃修正生產計劃劃P4P3第N-1月25日第N-1月月底第N月5日月第N月5-10日年度採購計劃劃月採購計計劃各據點自自行協調調全球資策策中心調調配總公司資資材中心心DeliverableSampleP1 Plan Supply ChainPlanP2 Plan SourceP3 Plan MakeP4Plan DeliverP0Plan Infrastructure定義-發發展並建建立一套套運作模模式以適適切的規規劃可用用產品交交付資源源以符合合產品交交付需求求輸入-銷銷售預測測、現有

23、有訂單及及客戶對對產品交交付之特特殊需求求- 生產產計劃、存貨、既有產產品交付付排程輸出-產品交付付計劃: 銷售售點、品品項、客客戶、交交期、數數量、送送貨地點點、運送送方式 P4PlanDeliverDeliverableSample時間年度活動擬定年度度銷售計計劃彙總年度度銷售計計劃協調據點點內部產產銷計劃內容容- 由業務人員員對所負責責之區域域或客戶戶依產品品群組，擬定下年年度每月月之銷售售數量並並註明運運送區域域及特殊殊需求- 規劃劃安全庫存存量，以減低低銷售預預測不準準確之風風險-依產品群群組、客客戶或運運送區域域彙總每每月之計計劃銷售售數量- 最小小計劃單單位係為為一不可可分割之之

24、交付需需求數量量，其資料料內容包包括銷售售據點、月份、客戶或或區域別別、產品品群組、數量、特殊需需求- 協調調計劃產產出以滿足據點內銷銷售單位位所負責之之業務區區域的每每月銷售售(交付)計劃-提出無法由據據點內生生產單位位所滿足足之產品品群組及及數量，或過剩剩之產能能(群組及數數量)DeliverableSampleP3PlanMake -績效衡量量指標Case Study 2NotebookManufacturerProject Background在BTO及CTO風潮中，生產商商必須具具備快速速且具彈彈性的產產銷系統統，縮短短出貨前前置時間間，並配配合快速速工程變變便，以以因應市市場需求求

25、之快速速變化。因應產品品生命週週期縮短短的產業業特性，需加強強產品規規劃與研研發能力力，使產產品能即即時推往往市場。生產之趨趨勢主要要為追求求廉價的的生產資資源，完完整的產產業結構構，以及及便利的的物流通通路。為為了貼近近市場，必須在在規模市市場附近近設立生生產據點點。營運規模模大幅擴擴充，有有效存貨貨及應收收帳款控控管為企企業營運運成敗的的關鍵。專案執行行架構資訊科技技(Info.Technology)策略(Strategy)組織架構構(Structure)流程(Processes)變革促動動(Change Enablement)建構變革革能力以以確保組組織及人人員順利利轉型。透過策略略釐清

26、研研討會，以釐清清公司願願景、未未來策略略方向、目標及及關鍵營營運流程程。調整組織織架構以以配合未未來營運運策略。針對關鍵鍵流程，利用AA全球最佳佳實務進進行流程程改善，及整合合公司未未來營運運流程與與ERP系統。應用ERP方法論，以迅速速有效導導入應用用系統，提升營營運績效效。引進ArthurAndersen專案執行行架構，透過策策略釐清清、組織織架構調調整、流流程改善善及人員員轉型，以確保保ERP系統導入入的成功功。策略釐清清 (StrategicArticulation)關鍵流程程CriticalProcesses組織目標標OrganizationalGoals策略Strategydif

27、ferentiator驅動因子子Drivers願景Vision使命Mission價值觀Values關鍵績效效指標KeyPerformanceIndicatorMajorImplicationstoProjectT0-BeDesignDirectionsCustomerorientedorganization&processesExtendsupply chain vendorhuboperation to supportBTO/CTOmodelMulti-site coordinationforplanning, manufacturingand logistics.OperationTarg

28、et FocusTotalcycletime reductionFast responseTotalcost ownershipInventoryturnoverimprovementMarketAssumptionBTFBTOin CPUVendorMgmt.CPUSpeedInventoryDataAccuracyModel1Model2BTOCPUforbasicunitsConfigureMarket ScaleGlobalCentersGlobalVendor HubProductModulizationModel3BTFSeparatePlantCentralizePlanning

29、CurrentMajorChangesPrerequisitesCustomized Org.PlanningToolPolicy&ResponsibilityMajorOperationStyleCTOCTOCTOCTOBTOBTOBTOOperationModel1TaiwanServicecenterSalescenter2PlanningcenterSalescenter1CTOBTFBTFMajorClientConfigurecenterOtherCustomerMFGcenter 1ServiceMfg.OverseasServicecenterSMTAssemblyBTO(by

30、EDI)MFGcenter 2SMTAssemblyBTF/BTOBTFBTOBTFBTFBTFBTOBTOBTOBTOBTOBTOBTOBTOMajorClientF/G EDI/APSorderMajorClientCTOorderMajorClientserviceorder/ RMAorderOthercustomerF/GorderOthercustomerservice order /RMA orderBTOBTFBTOBTFOptimizedDelayedPoint- Model 1RawInvMB InvBasicunitInvKeypartsInvStockpointStoc

31、kpointStockpointRawInvMB InvBTFBTFCTOEDIEDIModel2BTFBTORawmtrlsectionVendorSMTsectionAssemblysectionFinalConfigureF/GDeliveryCustomerBTFBTFCTORawmtrlsectionVendorSMTsectionAssemblysectionF/GDeliveryCustomerRawInvMB InvF/GInvRawmtrlsectionVendorSMTsectionAssemblysectionF/GDeliveryCustomerBTOCTOBTOBas

32、icunitInvKeypartsInvBTOOptimizedDelayedPoint- -Model2RawInvMB InvBasicunitInvKeypartsInvStockpointStockpointStockpointRawInvMB InvBTFBTFCTOEDIModel2BTFBTORawmtrlsectionVendorSMTsectionAssemblysectionFinalConfigureF/GDeliveryCustomerBTFBTFCTORawmtrlsectionVendorSMTsectionAssemblysectionF/GDeliveryCus

33、tomerRawInvMB InvF/GInvRawmtrlsectionVendorSMTsectionAssemblysectionF/GDeliveryCustomerBTOCTOBTOBasicunitInvKeypartsInvBTOChangeAreasonModel11.CentralizedProcurementResponsibleforsourcing, purchase,vendormanagement.AVL, AMLSourcingAdm,ProcedurePolicyMaintenancePurchaseProcurementVendorQAComponentEngineeringChangeAreasonModel1(cont.)1.CentralizedProcurement(cont.)DefineProcurementPolicy to ImproveSupply ChainSourcing:23VendorsPurchase: Batch purchaseProcurement: Opennew sourceSourc