供应链管理与企业资源规划

1、供應鏈管理與企業資源規劃世新大學資管系 鄒慶士 副教授Dell的故事事低成本的的製造與與行銷作作業營營業額71%，利潤91%(1996年)攀升至PC市場場的老三三成功的秘秘訣為何何？速度客製化電電腦36小時內內交貨平均保有有13天天營業額額的存貨貨(Compaq為為25天天)價格較競競爭者低低1015%彈性製造造程序以以及供應應商的績績效直到訂單單輸入後後，方訂訂購組件件及時的倉倉儲計畫畫零件可在在15分分鐘內抵抵達Austin，Limerick(Ireland)，Penang(Malaysia)1992年供應應商家數數由204家降降至74家在Austin實施VMI(Vendor-Manage

2、dInventory)有效率的的物流服服務UPSDell的故事事(續)SCM的的基本觀觀念供應鏈：完成最最終產品品需要之之所有各各種不同同程序的的一群廠廠商。木製家俱俱的供應應鏈為何何？供應鏈管管理：為為了配合合物流、服務流流、資訊訊流與顧顧客需求求，尋求求公司各各部門與與其供應應商同步步化的管管理理念念。SCMvs. MM(MaterialsManagement)協調公司司中的關關鍵功能能-marketing、finance、engineering、informationsystem、operations、logistics、humanresource。存貨的產產生物料投入流存貨水準廢料流物

3、料的輸出流不同儲存存點的存存貨內部供應應鏈Supermarket Adistribution centerSupermarket Bdistribution centerTransportationservices supplierDistribution domain of responsibilityProduction control domain of responsibilityEgg supplierSugar supplierFlour supplierChocolate chips supplierMaintenance services supplierFG storageR

4、M storageTransformation process and WIP storage製造商的的供應鏈鏈Supplier of materialsSupplier of servicesTier 1Tier 3Tier 2LegendCustomerCustomerCustomerCustomerDistribution centerDistribution centerManufacturer服務廠商商的供應應鏈Home customersCommercial customersOther electric utilitiesElectric power utilityElectri

5、c transformersFacility maintenance servicesJanitorial servicesProgramming servicesElectric energy backup powerOffice suppliesFuel suppliesSCM的的發展(I)隔絕技術術核心TechnicalCoreRawMaterialInventoryFinishedGoodsInventorySuppliers(many)CustomerManufacturing facilitySCM的的發展(II)JIT觀觀念的導導入TechnicalCoreSuppliers(f

6、ew)CustomerManufacturing facilitySCM的的發展(III)運用單一一的物流流夥伴TechnicalCoreManufacturing facilitySuppliers(few)Logistics(inbound)Logistics(outbound)CustomerSCM的的發展(IV)將供應商商帶入工工廠TechnicalCoreManufacturing facilitySuppliers(few)Logistics(outbound)CustomerVolkswagen巴西廠廠SCM的的發展(Summary)整合式供供應鏈SuppliersPurchas

7、ingProduction controlDistributionCustomersSuppliersCustomersInternal supply chainMaterials management departmentProduction controlPurchasingDistributionIntegrated supply chainCustomersSuppliersInternal supply chainPhase1:Independentsupply-chainentitiesPhase2:InternalintegrationPhase3:Supply-chainint

8、egration基本功夫夫跨功能團團隊完成整合合之企業業延伸的供供應鍊供應鍊社社區專注於品品質服務顧客客驅動營運運效率創造市場場價值成為市場場的領導導者成為市場場領導者者的路徑徑供應鏈指指南競爭必須須競爭優勢勢影響供應應鏈的因因素供應商數數目的減減少競爭的加加劇較短的產產品生命命週期技術的革革新風險的分分攤與降降低成功供應應鏈的要要件信任長期的關關係資訊分享享個別組織織的優勢勢存貨績效效衡量平均總合合存貨價價值Average inventory= $2 millionCost of goods sold=$10million52businessweeksperyear供給週數數 Weeks o

9、f supply = = 10.4 weeks存貨週轉數$2 million($10 million)/(52 weeks)Inventory turns = = 5 turns/year$10 million$2 million供應鏈績績效衡量量Operations MeasureFinancial MeasureAggregate inventory valueCurrent assetsWeeks of supply Working capitalInventory turnsWorking capitalProduction and material costs Contributio

10、n marginPercentage defects Contribution marginPercentage on-time delivery RevenueNew product development time RevenueSupplier lead times Working capitalLinking Supply-Chain Performance Measures to Financial Measures供應鏈策策略Environments Best Suited for Efficient and Responsive Supply ChainsFactorEffici

11、ent Supply Chains Responsive Supply ChainsDemandPredictable; Unpredictable;low forecast errors high forecast errorsCompetitiveLow cost; Development speed; prioritiesconsistent quality; fast delivery times; on-time delivery customization; volume flexibility; high-performancedesign qualityNew-productI

12、nfrequentFrequentintroductionContributionLowHighmarginsProduct varietyLowHigh供應鏈設設計Design Features for Efficient and Responsive Supply ChainsFactorEfficient Supply Chains Responsive Supply ChainsFlow strategyLine flows; emphasize highFlexible or intermediatevolume, standardized flows; emphasize prod

13、uctproducts, or servicesor service varietyCapacity LowHigh cushionInventoryLow; enable high As needed to enable fastinvestmentinventory turnsdelivery timeLead timeShorten, but do not Shorten aggressivelyincrease costsSupplier Emphasize low prices; Emphasize fast delivery selection consistent quality

14、; on-time; customization; time deliveryvolume flexibility; high-performance designqualitySupply-ChainDynamicsCustomerCustomerFirm AFirm BFirm CMaterials RequirementsTimeFirm CFirm A(a)(b)Figure11.7Supply-ChainDynamics(cont.)外部供應應鏈成因因內部供應應鏈成因因VolumechangesProduct/servicemix changesLate deliveriesUnde

15、rfilledshipmentsInternally generatedshortagesEngineeringchangesNewproduct/service introductionsProduct/servicepromotionsInformationerrorsSCM與與ERP的整合合SupplyChainPlanning使用現存存Transaction系統(ERP)的資訊，以提供供快速規規劃及排排程的智智慧型決決策支援援功能。採購訂單輸入入製造管理理系統運籌/出出貨ERP系統CurrentSituationFinalPlanSupplyChainPlannerInputDeman

16、dCapacityMaterialsOutputProduction PlanShippingPlanPromise PlanSCM與與ERP的整合合(續)Distribution(Branch Office/Distributor)Central SalesCentral PlanningManufacturingProcurementCustomerDemandPlanningSupplyNetworkPlanningProcurementSupplierProductionPlanningManageLocalSales&MarketingManageCustOrdersGlobalAT

17、PCheckORProductionPlanning&DetailScheduleProduceProductCustomerManageWarehouseForecastForecastForecastForecastSalesOrderOptimisedSupplyPlanned OrderProcurementPlanP/RCapacityAllocation PlanSalesOrderATPRequestFGDeliverySchedule(ATP Proposal)DeliverySchedule(ATP Proposal)Plan OrdersCust.OrdersFGFGFG供

18、應鏈常常用軟體體i2-eBPOIBM-BPMATSAPManugisticsAdexai2對SCM的定義義：在原原料供應應、生產產製造、運輸配配送、倉倉儲存放放與產品品銷售的的環節中中，以最最有效率率的方式式將原料料轉變成成產品交交予客戶戶。供應鏈中中的每個個廠商均均會進行行五項基基本活動動(Buy、Make、Move、Store、Sell)的的長/短短期決策策，尤其其強調廠內機台台的排程程客戶訂單單可否接接受與準準時達交交機台利用用率的最最佳化利用介面面將suppliers/logistics與排程程模組溝溝通i2-eBPO(electronicBusinessProcess Optimiz

19、ation)是企業的的決策智智庫(decisionintelligence)提供企業業核心程程序的最最佳化與與整合解解決方案案PLC管管理SCM客戶管理理Inter-Process PlanningStrategicPlanningi2-eBPO的的三個次次系統DemandPlanning產品vs.地地理區區域長期、中中期和短短期由上至下下的整體體性預測測由下至上上的個別別性預測測i2-eBPO的的三個次次系統(續)SupplyPlanning有效率地地運用企企業資源源來配合合市場需需求規劃劃此次系統統包含戰戰略性與與戰術性性規劃策略規劃劃自製或外外購存貨規劃劃配銷規劃劃原料採購購運輸規劃劃供

20、應點位位置以DemandPlanning產產生的需需求預測測值，求求得存貨貨水準、客戶滿滿意度與與企業資資源使用用效率的的最佳平平衡點。i2-eBPO的的三個次次系統(再續)DemandFulfillment包括訂單單取得、訂單確確認、訂訂單承諾諾、未交交付貨品品管理與與訂單完完成等數數個程序序。根據SupplyPlanning提提供的Materials、Capacity與與TransportationTime及協協力廠商商等資料料，提供供正確迅迅速可靠靠的交貨貨日期。IBM-BPMAT(BusinessProcessModelingandAnalysisTools)建立、模模擬與分分析企業業

21、模型、評估資資訊與與物料流流程在整整體供應應鏈的績績效。並並以Optimization與Forecasting技術術來調整整CustomerSatisfaction與Inventory水準準。使用者須須先了解解其DomainKnowledge，包括所所有的企企業營運運活動與與定義，其間的的互動關關係、所所需資源源和流動動的實體體(entity)。BPMAT建置企業業流程模模型的步步驟使用圖形形介面建建立企業業流程架架構圖。定義企業業流程中中流動的的實體(parts、order) 、所所需資源源(personnels、equipments)及企業業模型所所需的特特定參數數。選擇評估估績效的的標準

22、(cycletime、waitingtime、resourcesutilization、costingreport、output performance、servicelevel、inventory level、marketshare.)。BPMAT建置置企業流流程模型型的步驟驟(續)執行BPMAT觀察實實體在模模型中流流動的狀狀況。執行系統統模擬收收集相關關資訊。分析系統統最終報報告作為為決策者者參考資資訊。BPMAT提供供SCM的專用用函式庫庫供應鏈中中每一節節點的存存貨水準準企業補貨貨(continuous vs.periodic)與與生產(BTP、BTP)的方式式。供應商的的前置時時間製造的週週期時間間運輸時間間需求的變變動程度度供應商、工廠與與倉儲的的數目與與位置。物料供應應計劃BPMAT的助助益迅速決定定企業存存貨準則則、存貨貨水準與與服務水水準。提供企業業流程瓶瓶頸的解解決方法法。評估不同同生產方方式績效效，可減減少生產產週期成成本。緊密地結結合企業業流程，縮短訂訂單實現現(fulfillment)的時時間。SAP-APO(AdvancedPlannerandOptimizer)SAP的的SCM解決方方案：SAPR/3 +規規劃及及排程產產品+ 協力力廠商+Internet功能能 +供供應鏈鏈