SA协同商务ZI资料

協同商務與加值競爭CollaborationeBusiness&ValueAddedCompetitive江忠亮總經理思愛普軟體系統股份有限公司Agenda議程SAPToday,今日的SAP速寫eBusinessTrendseCollaborationSolutionVisionmySAPBusinessSolutionsAgenda議程SAPToday,今日的SAP速寫

eBusinessTrendseCollaborationSolutionVisionmySAPBusinessSolutions

今日SAPSAPAG2000

年的收入:62.6億歐元

世界第一大獨立企業應用系統軟體供應商

企業應用軟體市場的領導者,自1972年創立起已有近30年企業系統軟體經驗在120多個國家有13,500多家用戶,(80%FortuneGlobal500)

安装了36,000+套系統约1,0M+個使用者(如NESTLE,全球23萬員工全面採用mySAP.com)SAP台灣目前共有100+Global/本地中大型客戶(如：台積電、聯電)不論公司大小都以用戶爲中心

增加客戶滿意度並增強客戶的信心

(自1997年設立台灣分公司與教育訓練中心)對SAP全球業務與R&D的大量投資

全球有27,100+多名員工,2001年7月;SAP台灣目前共有70名員工Agenda議程

SAPToday,今日的SAP速寫eBusinessTrends

eCollaborationSolutionVisionmySAPBusinessSolutions

典範轉移:全球化經濟時代供應鏈效率化OldProductEconomy智慧型加值網絡GlobalCustomerEconomyDigitization數位化Increasing

ConnectivityDeregulation市場開放

NewEntrantsGlobalization全球化NewMarkets電子化企業(E-Business)的競爭優勢的類型競爭優勢CompetitiveAdvantage差異化Differentiation(Non-PriceValue)策略地位/核心競爭力StrategyPosition/CoreCompetence低成本LowCost作業效率/最佳作業模式OperationalEffectiveness/BestPractice成本相關性差異性產業生產力的優勢高低高低ERPSCM/CRMCollaborationExchangeSourceGartnerGroup應用需求成果InventoryManagement:EOQ庫存管理:生產規模與產品複雜化1950MRP降低庫存成本,引用“無限產能規劃”技術MRP1970MRPIIMRPII降低庫存成本,應用“無限產能規劃”技術與期間交易管理加速財務資訊的整合1980MRPII(plus)ERP專注於客戶,經由資源應用最佳化與即時交易作業程序達成企業內動態平衡1990SCM&CRM&CollaborationExtendedERP專注於客戶,經由企業間資源應用最佳化與即時交易作業程序達成價值鏈動態平衡2000資訊應用發展歷程Agenda議程

SAPToday,今日的SAP速寫

eBusinessTrends

eCollaborationSolutionVisionmySAPBusinessSolutions

電子化企業e-Business與產業價值鏈的關係原料供應商製造商經銷商零售商消費者產品符合消費者需求降低存貨＆運作成本產生額外附加價值迅速反應需求資訊透通與分享協同商務運作B2BB2BB2BB2C產品資訊為何供應鏈管管理非常重要要TheGrowingImportanceOfSuppliersPurchasedgoodsandservicesrepresentover50%ofsalesformanufacturingcompanies.A4%reductioninthiscostcangeneratetheequivalentcontributionofa10%increaseinsales.Supply-baseoptimizationisthefastestwaytolowercostsandincreaseprofits.供應鏈管理與與協同商務的的要義ValueGeneration降低成本、增增加附加價值值…throughhighercompliance,bettersupplierselection,shortercycletimesandfocusedsourcingstrategies.Therefore,youwanttomaximizethe““returnonrelationship”Processextension協同跨公司作作業流程…throughautomationofcrosscompanyprocessesonanopen,scalablesolutioninfrastructure.協同同商商務務的的企企業業需需求求designpayplanprocuresourcecatalogordershipmentdesigninventoryforecasttrendhistorycontractstrategycollaborationinformationintegrationworkwithpartnersandsuppliersaseasilyasyouworkwithteamswithinyourowncompanygathertimelyandaccurateinformationonallsourcingandprocurementactivitiesacrosstheboarddrivebusinessprocessintegrationbeyondenterpriseboundaries

Intra-EnterpriseIntegration

Inter-Enterprise

Co-operation

E-Community

CollaborationEfficiencyCost&Lead-timeProcess-orientationInternalSystemEffectivenessOptimizationProcess-orientationPoint-to-pointlinkingBusinessCollaborationProcessFlexibilityInformationVisibilityInternetHubERPSCMCRM/CollaborationBusinessIntelligence由企業內部部到企業社社群的整合合企業資訊系統企業效益企業整合協同商務的的種種可能能型態OEMDealerImporterChannel-MasterDrivenValue-ChainHube.g.,SupplierWorkplaceMarket-DrivenBuy-SideSell-SideMarketplaceExchangee.g.,ChemicalsMarketplaceCorporate-DrivenCorporateNetworke.g.,CentralPaymentsBankLocalSubsidiaryGlobalTreasurySCMSolutioneProcurementSolutionEnterprisePortalSolutionMarketplace&ExchangeSolutionXML/B2BIntegrationSolutionAgenda議程SAPToday,今日的SAP速寫eBusinessTrendseCollaborationSolutionVisionmySAPBusinessSolutionsSAP完整的企企業電子子採購解解決方案案SAP電子採購購所涵蓋蓋之範圍圍StrategicPurchasing(策略性採採購)‘Strategic‘‘

MRO(e.g.machinery,

capitalgoods)策略性之之間接物物品如生產用用機器設設備Customer-specific(e.g.designservices)特殊需求求如設計服服務MRO(indirectgoods/services)間接材料料,如辦公室室用品Commodities(e.g.rawmaterial)直接生產產用材Othere-Procurement

solutions其它電子子採購方方案所涵蓋之之範圍Indirect/Direct(直接/間間接材料料)供應鏈管管理的主主要領域域mySAPSCMBusinessVisibility-AdaptiveCollaboration-ValueCreation網絡(Networking)合作管理理(Coordination)規劃(Planning)執行(Execution)強化你的的價值網網絡以增增加企業業管理的的透明掌掌控能力力及協同同作業能能力經由彈性性及回應應能力的的提升,大幅加加強管理理營運的的能力及及降低創創造價值值所需的的時間經由對於於預測正正確度的的提升,最大化化企業的的資產投投資回收收及供需需管理獲獲利的能能力以最低的的成本逹逹到最佳佳的效率率SAP提供完全全整合的的供應鏈鏈解決方方案mySAPSCM網絡(Networking)合作管理理(Coordination)規劃(Planning)執行(Execution)PrivateExchangeEnterprisePortalMobileSupplyChainManagementSupplyChainEventManagementSupplyChainPerformanceManagementSupplyChainDesignCollaborativeDemandandSupplyPlanningCollaborativeProcurementCollaborativeManufacturingCollaborativeFulfillmentSAP成功案例例CustomerProjects––SelectionacrossIndustriesIndustryCustomerc-BusinessScenarioAutomotive BMWSupplierWorkplaceAutomotive PSAVehicleSales&DistributionChem/Pharm BASF,Bayeretal.Chem/PharmMarketplaceChem/Pharm Bristol-MyersSquibb VendorChargebacksCP/RetailOsramSylvaniaCRMforConsumerDistributorCP/RetailMott’’sVendorManagedInventoryMediaAmaurySellingClassifiedAdsServiceProviderKuoniOne-Step-TravelManagementInsuranceAllstateInsuranceInsuranceClaims/CarRepairPublicSectorCityofMannheimCitizenSelfServiceEngineeringSaudiAramcoCollaborativeEngineering...DemandandSupplyPlanningTodayCollaborativeDP(CP+DP)DemandForecasting(DP)PromotionPlanning(DP)FeaturebasedPlanning(DP)ConsensusForecasting(DP)DistributionPlanning(SNP)Deployment(SNP)SupplyPlanning(SNP)SNPOptimization(SNP)Sales&OperationsPlanning(DP+SNP)CPFR/VMI(CP)SegmentAllindustriesRestrictionsforSparePartsMgmtExamplesUnilever:DemandForecasting,PromotionPlanning,ConsensusbasedForecastingFischer,WackerSiltronic:IntegratedDemandandSupplyPlanningProcessColgatePalmolive:CollaborativeDemandPlanning,DistributionPlanning,Deployment,VMINestlè,Motts,Pirelli,Goodyear,...SolutionCustomerDirectProcurementTodayCollaborativeSupplyPlanning(CP)RFP/RFQDecisionSupportScreen(CP)PurchasingWorkbench(PP/DS)SupplierATPRequestviaHubRFP/RFQviaMarketBuyerataHubOutlookCollaborativeDeliverySchedulingAuctionServiceIntegrationSegmentAutomotive,HighTech,CP,Chem/PharmCompaniesandMarketMakersExamplesBMW:Inbound(PurchasingWorkbench,CollaborativeDeliveryScheduling)SolutionCustomerOrderFulfillment:TransportationManagementTodayTransportationPlanning(TP/VS)Tendering(TP/VS)TransportationExecution(LES)FreightMgmt(LES)ForeignTradeLogistics(LES)OutlookShipmentTracking(SCEM)BulkTransportation(TP/VS+LES)SegmentCP,Automotive,Metal/Paper,HighTech,etc.NoBulkTransportationoutsidetheOil&GasR/3solutionExamplesColgatePalmolive:Outbound(TP/VS,Tendering,LES,ShipmentTracking)BMW:Inbound(TP/VS,CollaborativeDeliveryScheduling,LES)Metsa-Serla,Edeka,Chep,Pirelli,Goodyear,...SolutionCustomerSAPMarketplace電子交交易市市集解解決方方案MarketSetE-MarketplacesolutionfromSAPMarkets&CommerceOneProcurementOrderManagementSupplyChainCollaborationLife-CycleCollaborationAnalyticsContentManagementDynamicPricingInternetSalesandOnlineStoreE-SellingsolutionsfromSAPMarketsB2BandB2Cselling*Configure-to-order*Available-to-promise*Personalizedinteraction,multimediacatalog,andofferingsUnlimitedWebdesignsIntegratedanalyticsMobilesellingEnterpriseBuyerE-ProcurementsolutionfromSAPMarkets&CommerceOneIndirectprocurement*DirectprocurementBiddingandreverseauctionIntegratedanalyticsSAP成功功案案例例––三三星星集集團團Inter-SubsidiaryTradingCollaborationAPASalesSubsidiariesHEADQUARTERSEuropeanSalesSubsidiaryUSSalesSubsidiarySouthAmericaProductionSubsidiariesAPAProductionSubsidiariesConnectiontoPublicExchangesLeadingGlobalElectronicsCompanySamsungExchangeSAP台灣灣客客戶戶案案例例分分享享-英英業業達達：：與與時時間間賽賽跑跑挑戰戰：：國際際資資訊訊大大廠廠客客戶戶(如如Compaq)，，不斷斷縮縮短短訂訂單單前前置置作作業業時時間間：：955（（95%的的訂訂單單必必須須在在下下訂訂後後，，5天天內內交交貨貨））983（（98%的的訂訂單單必必須須在在下下訂訂後後，，3天天內內交交貨貨））982（（98%的的訂訂單單必必須須在在下下訂訂後後，，2天天內內交交貨貨））Compaq宣佈佈在在88年年07月月01日日後後，，將將全全面面要要求求國國內內資資訊訊廠廠商商採採行行CTO(Configurationtoorder)的交交易易合合作作模模式式。。此此意意涵涵，，英英業業達達必必須須具具備備：：“能因因應應顧顧客客對對產產品品上上百百種種組組配配規規格格的的訂訂貨貨、、製製造造、、組組裝裝及及配配送送之之複雜雜作作業業能能力力！！“利用用資資訊訊技技術術及及流流程程改改善善使使企企業業脫脫胎胎換換骨骨英業業達達全全方方位位導導入入SAPERP，並並進進行行CTO(ConfigurationToOrder)前瞻瞻性性作作業業模模式式之之研研究究，，預預期期將