电子化供应链管理

1、電子化供應鏈管理e-Supply Chain Management王立志 博士Li-Chih Wang, Ph.D.東海大學工業工程系所 教授東海大學工業自動化中心 主任3/21/2000大綱1.供應應鏈管理理(SCM)觀念介紹紹2.供應應鏈管理理的策略略規劃、流程與與系統3.供應應鏈管理理、企業資源源規劃(ERP) &先進規劃劃與排程程(APS)4.供應鏈管管理&企業電子子化(EB)5.供應鏈管管理系統統發展程程序6.案案例介紹紹與經驗驗分享Copyright1999ProfessorLi-ChihWangTrendsfor HighTechIndustry(source:Gartner G

2、roup/DataQuest,1/10/2000)1.Focusonsupply-chainand Internet solutionsExtendtheirinternalprocesses to their tradingpartnersthroughextendedenterprise solutions(EES).2.Redesignbusinessmodelsand networkinfrastructureA leanmodelofmanufacturingthat reliesheavily onInternetsalesandsupplychainintegrationwith

3、partnersisthekey.Copyright1999ProfessorLi-ChihWang1.供應鏈管管理觀念介紹紹(Concept of SupplyChainManagement)Copyright1999ProfessorLi-ChihWangSupplyChainManagementistheprocessofmanagingtheflow ofmaterial,serviceandinformationacrossdistributedbusinessprocessesforthepurposeofresponding toandsatisfyingmarketdemand

4、.ObjectiveofAnEffective Supply-ChainManagementProvide ourcustomerswiththehighest degreeofcustomerservicelevelundertheminimum cost東海工工工王王立志博博士製造系統統規劃實實驗室企業的物物流與資資訊流反反應其運籌特性性(MaterialandInformationFlowsReflectTheCharacteristics of Logistics)Copyright1999ProfessorLi-ChihWang2.供應鏈管管理的策策略規劃劃、流程程與系統統(SCMS

5、trategic Planning,Process andSystem)Copyright1999ProfessorLi-ChihWang(1).SCMStrategic PlanningCopyright1999ProfessorLi-ChihWang(2).SCMManagementProcess Total Order ManagementCopyright1999ProfessorLi-ChihWang運籌與供供應鏈管管理的核核心流程程全面訂訂單管理理流程(Core ProcessofLogistics/SCMManagement TotalOrderManagementProcess

6、)全面訂單單管理流流程目的的ObjectiveofTotalOrderManagementProcess從接到顧顧客訂單單開始到到應收帳帳款處理理為止的的整體管管理流程程中能妥妥善有效效的分配配企業的的有限資資源(Theresources involved in theorveallmanagement processstartingfromordertakingtoaccount receivablecanbefullyand optimizedallocatedand utilized)。Anefficientand effectivedecisionmodel& APSisrequire

7、dtoachieve theobjectiveofTOM東海工工工王王立志博博士製造系統統規劃實實驗室(3).SCMSystem FrameworkCopyright2000 ProfessorLi-ChihWang系統功能能的觀點點，主要要根據前前述管理與作業流程程，探討其其系統與與上下游游廠商的的搭配，解析企企業供給給鏈管理理系統的的功能，及功能能間的互互動關係係。ALIGNMENTOFBusiness/Management/OperationProcessDataInformationSystem(IT Enabler)Copyright1999ProfessorLi-ChihWang3

8、.供應鏈管管理、企業資源源規劃&先進規劃劃與排程程(SCM, ERP&APS)Copyright1999ProfessorLi-ChihWang先進規劃劃與排程程系統（AdvancedPlanning& Scheduling；APS）為能真正正滿足顧顧客訂單單與充分分的利用用企業的的有限資資源，除除了ERP之外，還需要有有適合且且先進的的整體規規劃系統統（APS），以進行企企業整體供需需規劃及及不同層層次的生生產規劃劃與排程程。APS的特色包包括同步步規劃（synchronizedconcurrentplanning）、考慮資源源限制下下的規劃劃（constraint-based planni

9、ng）、最佳化規規劃（optimizationplanning）、即時性規規劃（real-timeplanning）以及支援援決策能能力（decisionsupport ability），它改進了了傳統MRP運算邏輯輯的錯誤誤與不準準確性，以規劃劃出最佳佳化的規劃結果果。Copyright1999ProfessorLi-ChihWangSome CommercialAvailable APSSoftwareinTaiwan1.i22.Manugistics3.PaceMaker4.Thru-Put(TOC-based)限制理論論(TheoryofConstraints; TOC)背景限制理論論

10、(TOC)為Dr.Eliyahu Goldratt於1986年創創立（OPTTheGoalOPTThoughtwareSynchronousProductionTOC）ThreeTOC-basedBusinessNovels1.TheGoal（目標；天下文文化出版版）:Enhance ProductionManagement2.Its notLuck（絕不是靠靠運氣；天下文文化出版版）:Enhance Sales &Marketing3.CriticalChain:Product Development Integration用來充分分表達企企業是否否賺錢的目目標及作為發發展工廠廠基本營運運原

11、則的三個衡衡量指標標：有效產出出(throughput)整個系統統透過銷售（不是是生產）而獲得得金錢的的速率。存貨(inventory)整個系統統投資在在採購上上的金錢錢，而採採購是為為了我們們打算賣賣出去的的東西。營運費用用(operationalexpense)整個系統統為了將將存貨貨轉換換為有有效產出出而花花的錢。企業的目標增加有有效產出出，但但同時降降低存存貨和和減少營運費費用。三種基本本限制ThreeFundamentalConstraints內部資源源限制(internalresourceconstraints)：可為瓶頸頸或產能能限制資資源；它它決定了了整個工工廠所有有可用資資源

12、的的的步調(pace)。市場限制制(marketconstraints)：當市場需需求小於於所有設設備的最最小可用用產能時時；市場場決定了了生產的的的步調調。政策上的的限制(policyconstraints)：例如各站站間WIP的上限。TOC的五個循循環步驟驟(Five Steps of TOC)找出系統統的限制制 (Identifytheconstraint)決定如何何最恰當當的使用用限制(Decidehow toexploittheconstraint)全力配合合步驟(2)所所採取的的措施(Subordinateeverything elsetothe actiontakeninStep

13、 2)突破、提提昇或化化解限制制 (Elevatetheconstraint)若限制已已於步驟驟 (4)化化解，則則回到步步驟(1)，不要要讓系統統中原有有其他資資源的“惰性性”變成成新的限限制DBR(DrumBufferRope)排程方法法主要即即利用TOC五個循環環步驟的的步驟(1)、(2)及(3)。全面訂單單管理系系統的實實現有賴賴於ERP, APS與MES間的確實實整合(TOMSystem CanBeAccomplishedThrough Seamless Integration of ERP,APS andMES)東海工工工王王立志博博士製造系統統規劃實實驗室快速回應應 (Quick

14、Response)快速回應應（QuickResponseQR):藉由加速速資訊流流動的速速度，使整整個配銷銷通路/網絡（從工廠廠生產到到最終消消費者）的產品流動動/周轉轉率增加加。QR/CR的主要目目的在於於將正確確的資訊訊，在正正確的時時間送達達正確的人人手中，以作為為正確決決策之依依據。QR希望做到到讓顧客客由下單單至收到到貨品的的前置時時間愈短短愈好（快速回應應產品品Product）。QR希望做到到讓顧客客能即時時掌握與與其訂單單有關的的所有重重要資訊，以利於於顧客作作更有效效益的規規劃與控控制（快速回應資訊訊Information）。Copyright2000ProfessorLi-C

15、hihWang供應鏈管管理系統的關關鍵在企業整合合 (Enterprise Integration)Copyright1999ProfessorLi-ChihWangEAI&TraditionalMiddleware SolutionsMiddleware approachMiddelwarefacilitatestheintegrationofindividualapplicationsand discrete transactionsbetween them.EAIapproachEAIenablesanenterprise to managerelationshipsamongmulti

16、pleapplicationsand thesurroundingnetwork of transactionsthat constituteabusinessprocess.4.供應鏈管管理&企業電子子化(SCM&Electronic Business)Copyright1999ProfessorLi-ChihWangWhat areEC& EB?(source:GartnerGroup)Electronic Commerce: EC involves theuseofcommunication technologies(e.g.,telephone andinternet)totransm

17、itbusinessinformationandtransactbusiness.Electronic Business: EB comprisesanyInternet- ornetwork-enabledbusinessactivitythattransforms internalandexternalrelationshipstocreatevalueand exploitmarketopportunitiesdrivenbythe newrulesofthe“connected economy”Copyright2000ProfessorLi-ChihWangWhat is Custo

18、mer RelationshipManagement?(source:GartnerGroup)CRMisanenterprisewidebusinessstrategydesignedtooptimizeprofitability,revenue andcustomersatisfactionbyorganizing theenterprise aroundcustomersegments,fosteringcustomer-satisfyingbehaviorsand linkingprocessesfromcustomersthroughsuppliers.Theapplicationd

19、omainsofCRMinclude:Technolog-EnabledSelling (TES)CustomerService andSupport (CSS)Technolog-EnabledMarketing(TEM)Copyright2000ProfessorLi-ChihWang5.供應鏈管管理系統統發展程程序(DevelopmentofAnEffectiveSCM System)Copyright1999ProfessorLi-ChihWang6.案例介紹紹與經驗分享享Copyright1999ProfessorLi-ChihWang企業整合合資訊系系統導入入方法ImplementationofCRISBigBangApproach(利用StandardSoftwareSolution)Phased-in/IncrementalApproachEvolutionaryApproach Others(e.g.,FrameworkArchitecture)Copyright2000ProfessorLi-ChihWang人才（專業知識）軟體&系統導入方法（含流程與 模式）專案管理企業整合(含基礎建）漸進式導導入(evolutionaryapproach)採取滲透透方式，以使用用者的觀觀點來導導入系統統，讓使使用者能能