供应链管理现况趋势与教育知识讲义

供應鏈管理現況趨勢與教育林正章教授台灣成功大學交通管理科學系2008.11演講大綱

何謂供應鏈管理供應鏈管理與消費者汰舊換新、多樣化、客製化便捷、新鮮、安全供應鏈管理與企業行銷經濟效益、缺貨、長鞭效益供應鏈管理與物流企業整合服務供應鏈管理安全與環境供應鏈管理教育教學目標與課程傳統社會國富論(TheWealthofNations)蘇格蘭經濟學家、亞當史密斯的一本經濟學專著致力於滿足市場廣大的需要提倡分工論金字塔型的分工連續性的大量生產，達到規模經濟當今社會消費者企業品質是產品條件品質是競爭力差異化大量客製化汰舊換新不斷快速推出新產品國際化產品全球性的廣告與通路最低價格最有經濟效率長期保固零件長期快速供應便捷性實體廣大的佈點或資訊便捷性新鮮產品保持新鮮的產銷安全產品安全監控全球環境已開發國家生產過剩外銷給開發中或未開發國家。供應鏈核心產品與周邊活動委外之結合為獲利策略。洲際內經貿增加經貿協定以提昇與保護經貿活動。資訊科技的進步增進全球性相同的消費型態。全球金融與運輸解除管制簡易貨幣流通，提昇運輸效率降低運輸成本。資料來源：BowersoxandCloss(1996)物流管理物流(logistics)是透過資訊科技，對物料由最始原料一直到配送成品至最終消費者整體過程中所牽涉的原料、半成品、成品的流通與儲存，以最有效益的計畫、執行與控制，來滿足並符合消費者的需求。LogisticsManagementisthatpartoftheSupplyChainManagementthatplans,implements,andcontrolstheefficient,effectiveforwardandreverseflowandstorageofgoods,services,andrelatedinformationbetweenthepointoforiginandthepointofconsumptioninordertomeetcustomers'requirements.----USCouncilofSupplyChainManagementProfessionals(USCouncilofLogisticsManagement,美國物流學會)供應鏈管理SupplyChainManagementencompassestheplanningandmanagementofallactivitiesinvolvedinsourcingandprocurement,conversion,andallLogisticsManagementactivities.Importantly,italsoincludescoordinationandcollaborationwithchannelpartners,whichcanbesuppliers,intermediaries,third-partyserviceproviders,andcustomers.Inessence,SupplyChainManagementintegratessupplyanddemandmanagementwithinandacrosscompanies.----USCouncilofSupplyChainManagementProfessionals供應鏈管理內涵供應鏈與新產品快速推出供應鏈與新產品快速推出供應鏈鏈與新新產品品快速速推出出TraditionalphasepriceStressphaseAcceptanceofshort-noticerequirementsResolvedphaseJITprinciplesPartnershipphaseLong-termperspective,exchangeoperatingandfinancialinformation,sharerisksandjointinvestmentinfacilities----ScharyandSkjott-Larsen1995供應鏈鏈與新新產品品快速速推出出ClusterproductionSetupproductionunitsclosetothecustomer’sassemblyplantAfirst-tiersuppliertoanassemblerinonecountrymustbeabletosupplytheassemblerinotherpartsoftheworldInvolvedindevelopmentofnewmodelsintheearlieststageExpectedtobeatechnologyleader,developingnewtechnologiesindependently----ScharyandSkjott-Larsen1995供應鏈鏈與客客製化化FedExCaseStudyCustomerInternetFedExNetOrderManagementSystemCallCenterSupplierComponentASupplierComponentBComponentCFedExEDC/AllianceManufacturingFacilityBuildorconfigureOrdersExpressDeliveryofFinishedProductWebOrdersPhoneOrdersOrderConfirmationAdvancedShippingNoticeBuild/Configure-to-Order製程延遲策略冒險策略略(Speculation,anticipatory-based)由預測來來決定生生產種類類和數量量，與延延滯策略略相反。。由生產產的規模模經濟，，減少行行銷、存貨出清清，以及及生產的的不確定定性，降降低成本本。延遲策略(Postponement,response-based)目的：Masscustomization,deliverrapidlyandreducecost產品製程程的延遲遲(manufacturing)不必要製製程成品品，保持持原料型型態，維維持改變變彈性與與避免成成品過時時。亦稱稱為拉式式生產。。產品物流流的延遲遲(logistics)不必要在在下游，，倉儲於於上游供供應鍊結結構，避避免成品品需求變變動再移移轉成本本。製程延遲策略IncludesproductredesignandprocessredesignProductredesignStandardizeacrossallmarketsProcessredesignIncludesre-sequencingthesub-processesDye,cutandsew,vscut,sewanddye製程延遲策略ThreedesignprinciplesDesignsoitconsistsofindependentmodulesthatcanbeassembledintodifferentformsoftheproducteasilyandinexpensivelyManufacturingprocessesconsistofcanbemovedorrearrangedeasilyfordifferentdistribution-networkdesignSupplynetworkshouldsupplythebasicproducttothefacilitiesinacosteffectivebeflexibleandresponsivetotakeanddelivercustomers’ordersHP個案LaserJetprinterForEuropeandNorthAmericamarketsDifferentiateproductwithbuilt-indedicatedpowersupplyof110and220voltsassoonasproductionbeganinJapanStandardizepowersupplyforentireproductfamilyHighermaterialcost,butlowertotalcostsofmanufacturing,stockinganddeliveryby5%HP個案DeskJetprinterBuiltinSingaporeanddistributedinStuttgart,GermanyforEuropemarketCountry-specificexternalpowersupplythatplugsinwhensettinguptheprinterDifferentiationwasperformedinStuttgartHighermanufacturingforfactoriestocustomizetheprinters,butlowertotalcostsofmanufacturing,shippingandinventorydroppedby5%供應應鏈鏈與與便便捷捷性性電子子商商務務與與宅宅配配大榮榮個個案案供應應鏈鏈與與新新鮮鮮台灣灣地地區區冷冷凍凍冷冷藏藏產產業業每年年約約有有300億元元的的冷冷凍凍冷冷藏藏產產業業規規模模低溫溫物物流流保持持新新鮮鮮食食品品及及冷冷凍凍食食品品品品質質從生生產產到到消消費費過過程程均均處處於於低低溫溫狀狀態態「低低溫溫控控制制技技術術」」加加工工製製造造，，低低溫溫監監控控下下儲儲存存，，運運輸輸配配送送和和銷銷售售仰賴賴合合乎乎放放置置低低溫溫食食品品低低溫溫標標準準冷冷凍凍冷冷藏藏設設備備運送送過過程程保保持持適適當當溫溫度度，，確確保保食食品品安安全全及及品品質質供應應鏈鏈與與新新鮮鮮供應應鏈鏈與與新新鮮鮮食品分類保存溫度相關產品簡分鮮食品18oC三明治、便當、飯糰、涼麵鮮食冷藏食品0~+7oC生鮮蔬菜、果汁、乳飲料。日常食品(豆腐)、加工肉品(香腸)、鮮花等冷藏冰溫食品-2~+2oC畜肉品(牛豬羊肉)、禽肉品(雞鴨肉)、水產品(魚貝)、刨冰等冷凍食品冰品-18oC以下冷凍疏果、冷凍肉類、冷凍調理食品(水餃、包子)、冰淇淋等冷凍超低溫食品-30oC以下生魚片供應應鏈鏈與與新新鮮鮮類型商品類別溫度應用案例儲存物品冷藏型物流中心冷藏品0~+7oC綜合食品業低溫流通業肉食品加工牛乳、果汁、日常食品(豆腐、乳製品)、加工肉品(香腸、火腿)、保存生鮮蔬果、沙拉、甜點…等冷凍型物流中心冷凍品及冰品-18oC以下綜合食品業低溫流通業肉食品加工冰品、冷凍調理食品(水餃、包子、比薩、調理飯(麵))、熱狗、關東煮…等鮮食型物流中心鮮食品恆溫18oC綜合食品業CVS便利店便當、涼麵、飯團…等供應應鏈鏈與與安安全全PfizerInc.MakerofprescriptiondrugsasLipitorandZoloftStrategiesItshipseverypackage,caseandpalletofitsViagrawithRFIDtagstocounterfeititsproductSinceJan2006.Procurementpurchasesrawmaterials,drugsubstances,andthehiringoffreighttransportation.Distribution/logisticscoordinatesthemovementofproductsbetweenglobalsitesSupplychainplanningworkscloselywiththesales/marketingLong-rangeplanningusesmathematicaloptimizationtechnologytocreatethebestO-DroutesOrderentrysystemsinterfacewithafulfillmentmanagementsystemtomonitorflowandinventorywith50globalmanufacturingsites/DCswithareplenishmentmodel供應鏈鏈與行行銷KoreanHyundaiStatusHyundaistartedofferinga10-yearwarrantyonitscarsinUSGoalDistributionnetworksetuptogetthepartsdeliveredquicklytokeepcustomersandasefficientlytokeepthedealershappy.StrategiesThededicatedcarrierarepricedonaper-shipmentdeliveredcostandovernightdeliveriestodealerships.InformationvisibilityImportsfromKoreausinga3PLtotrackallinboundshipmentsMilestoneischeckedandupdated,shipmentstotheports,vesselsailandarrivaldates,intoandreleasebycustoms,originanddestinationrailhead,deliverytoDCandputaway.Hyundaihasbeenabletoreduceinventorybytwoweeks供應鏈與缺缺貨ProcterandGambleStatusOut-of-stockratearound10%.GoalAddressingproductavailability,shelfquality,andon-timedelivery.toreduceinventoryby50%,trimout-of-stocksby50%andachieve20%savingsinlogisticscosts.StrategiesConsumer-drivensupplynetworkofsuppliers,manufacturersandretailersthatfacilitatesreal-timeinformation.Replenishingproductsassoonasthey’repurchasedreceivedbypoint-of-saledataCollaboratescloselywithretailpartnersonin-storepromotionsandevents.20%ofproductcategories(withmorethan10%out-of-stocks)weredroppedtobelow5%ofproducts.Saves$25million/yearbyeliminatingunnecessarytranscriptionworkandout-of-stocks供應鏈與長長鞭效應長鞭效應(bullwhiporwhiplash)產品需求預預測，來自自於零售商商對顧客需需求的預測測，進而向向製造商下下訂單，而而製造商向向供應商下下訂單也是是依照零售售商的預測測。如果最最底層的顧顧客需求發發生變動，，則層層牽牽動，影響響會愈來愈愈加大供應鏈與長長鞭效應CausesRemedialstrategiesForecastdemandupdating依預測採購1.Accesstomarketdemandinformation(useofpointofsale(POS)data)2.Informationsharingacrosssupplychainlinks(useofEDI)3.Vendormanagedinventory(VMI)4.LeadtimereductionandJITsupplyOrderbatching經濟規模訂貨與運輸1.Reductionofprocessingcosts(ComputerAssistedOrdering(CAO))2.Newwaysofachievingeconomiesofscaleintransportation/distribution(3rd-party)供應鏈與長長鞭效應Pricefluctuation促銷折扣1.Reducefrequencyandmagnitudeofspecialtradedealsandconsumerpromotions(EverydayLowPrice-EDLP)2.ContinuousReplenishmentPrograms(CRP)Rationingandshortagegaming訂貨按銷售比例分配1.Betterproductallocationpoliciesinshortsupplyperiods(allocationbasedonpastsales)2.PenaltiesonordercancellationsVendorManagedInventoryVendorManagedInventory(VMI)CoordinatedmanagementoffinishedgoodsinventoriesGoodsinventoriesoutboundfrommanufacturer,distributororresellertoaretailerorothermerchandiserReplenishingfinishedgoodsonareorderpointbasis,Productsongrocerystoreshelves:Frito-Lay&othersnackfood,candyorbeveragevendorsVMIvendorsmissionGeneratepurchaseordersonas-neededbasisReplenishingsuppliesbasedonanestablishedinventoryplanEnsuringhighin-stockperformancewithminimalinventoryVendorManagedInventoryVMI-CaseStudyVendorImporter&marketerofhygieneproductsCustomerCapitanoftheretailchains:ThewholesalerMainoperationalproblemsinthechainVendorLongleadtimeinsourcingfrominternationalproducersHighvariabilityofordervolumeWholesalerHighstocksPeriodicallypoorserviceforthevendor’’sproductsVMI-CaseStudyReasonsandresultsPartlyresultfromdemanddistortionSupplychainisnotsynchronizedtoconsumerdemandWholesalerfeelsbufferneedstokeepservicelevelBenefitsofimplementingVMIClosercooperation&increaseddeliveryfrequencyReducedstockcoveratthewholesalerTotalstockcoverdownfrom10to6daysServicelevelremainstable全球運籌風險管理SourceEnvironment、Supply、Demand、Process、Control經營策略Source:Juttner,Uta(2005),‘‘Supplychainriskmanagement,’I.J.ofLogisticsManagement,16(1):120-141.全球運籌風險管理–實際際運運作作Source:Juttner,Uta(2005),‘‘Supplychainriskmanagement,’’I.J.ofLogisticsManagement,16(1):120-141.全球球運運籌籌風險險管管理理–規劃劃Source:Juttner,Uta(2005),‘‘Supplychainriskmanagement,’’I.J.ofLogisticsManagement,16(1):120-141.GlobalLogisticsSecurityEachtradetransactioncaninvolveupto25differentparties.Atypicalcross-bordertransactionmightinvolvefiling35documents,communicatingwith25partiesandcomplyingwithmorethan600lawsand500tradeagreements(Cassidy,2003).SecurityInitiativesSource:SheuandLee(2006),‘‘Avoluntarylogisticssecurityprogram,’’SupplyChainManagement,11(4):363-374.MemorandumofUnderstandingCustomsSecurityProfileWithin60daysReviews&makescertificationdecisionsWithin60daysOncecertified,companybecomesaC-TPATParticipant.ForC-TPATvalidation30daynoticeisgivenNecessarydocumentmustbesubmittedWithin30daysPartnershipValidationTeamCustomsCustomsCustomsCertificationValidationWithin3yearsofcertification~10days14TheImpactsTheC-TPATcertificationresemblestheISO9000certificationprogram.Bothprogramsareagenericsecurityorqualityassurancesysteminsteadofasecurityorqualityperformancestandard.C-TPATrequiresthattheUScompaniesdevelopamoredetailedunderstandingofforeignsupplierstomonitortheirshipments.Thepracticeofsourcingfromforeignsuppliers,whileeconomicallysound,nowchallengescompaniestocollaboratewithsupplierstoimprovesecurity.供應鏈管理理與環境Sheu,J.B.,Chou,Y.H.andHu,C.C.(2005)台灣筆記型型電腦供應鏈管理理與環境汽車產業伍中流，民民國91年目前處理廠廠家數已足足夠廢車拆解後後，經由破破碎廠處理理再進入煉煉鋼廠，有有助於降低低整體營運運成本供應鏈與環環境由消費者、、產業到都都市、社會會第三方專業業物流公司司“Arelationshipbetweenashipperandthirdpartywhich,hasmorecustomizedofferings,encompassesabroadernumberofservicefunctionsandischaracterizedbyalonger-term,moremutuallybeneficialrelationship.””--AfrickandCalkins,1994--P.MurphyandR.Point,2000專業物流業業服務內容容專業物流業業發展趨勢勢standardizationhomogenizationtailoringadaptationmulti-domesticGlobalStrategyGlobal/Glolocal併購或聯盟盟投資聯盟、合作作、建立全球網網路強調規模經經濟強調產品客客製化LogisticsResponsibilities(2008)Activity%oftime%managedgloballyForecasting7.353.5Procurement1061.4Manufacturinglogistics7.841.9Customerservice8.837.2Transportation20.154.7Warehousing13.732.6Global8.867.6Inventorymanagement9.847.6Generalmanagement13.749.4LaLondeandGinter(2008),CareerpatternsinlogisticsFactorswillinfluenceSCdevelopmentWeighted1st,2ndand3rdchoiceswith3,2,and1pointsLaLondeandGinter(2008),CareerpatternsinlogisticsFactorsWeightedaverageGlobalsupplychains1.45Energyavailabilityandcost1.29Supplychainintegration/informationleverage0.84Roleinfirm’sfinancialperformance0.81Informationtechnology0.73Managingtransportationcosts0.71Curriculumfor90daycourseFactorsWeightedaverageStrategicmanagementandplanning/forecasting1.15Globallogistics1.07Financialmanagement/accounting1.02Leanlogistics0.95Supplychainmanagement0.74ITapplications/integration0.63Weighted1st,2ndand3rdchoiceswith3,2,and1pointsLaLondeandGinter(2008),CareerpatternsinlogisticsUSLogisticsProgramRanking1MassachusettsInstituteofTechnology(Sloan)Cambridge,MA

2MichiganStateUniversity(Broad)EastLansing,MI3ArizonaStateUniversity(Carey)Tempe,AZ4CarnegieMellonUniversity(Tepper)Pittsburgh,PA5PennsylvaniaStateUniversity--UniversityPark(Smeal)UniversityPark,PA6UniversityofPennsylvania(Wharton)Philadelphia,PA7OhioStateUniversity(Fisher)Columbus,OH8PurdueUniversity--WestLafayette(Krannert)WestLafayette,IN9StanfordUniversityStanford,CA10UniversityofTennessee--KnoxvilleKnoxville,TNLearningGoalsMichiganStateUniversityTobuildtheirfunctional,entrepreneurial,analytical,learning,andpersuasivecapabilitiestomaximizetheirflexibilityandimpactinadynamicallychangingglobalcompetitiveenvironment.ArizonaStateUniversityTheintegrationofchains,e-businessandglobalizationpermeateeachcourse.Thisprogramtrainsmanagerswhoarestrategicthinkers,excellentanalysts,effectivecommunicators/teamleaders,computercompetent,andwhoarefocusedoncostsavings,increasingrevenue,andincreasingshareholdervalue.LearningGoalsPennsylvaniaStateUniversityToaccommodateorganizationalandsupplychaingoalsforprofitability,assetutilization,customerservice,andsystemsflexibility.Focuson:Evaluatingkeyenablersofsupplychainnetworkintegration,synchronization,andcollaborationtoachieveprocessinnovationandeffectiveness.Leveraginge-basedprocessesandtechnologiesforimprovi