全球供应链管理

1Lee,Ching-En;NCTU

全球供应链管理讲员:

2Lee,Ching-En;NCTU

制造业V.S.服务业3我们有供应链管理的问题吗？Lee,Ching-En;NCTU

4制造目标与趋势的变迁成本质量交期弹性服务创新全球化结果

成本质量交期弹性速度创新成本质量交期服务速度成本质量弹性服务成本交期弹性品质交期成本质量成本Lee,Ching-En;NCTU

顾客迫使制造商／供货商生产／供应多样、大量且低成本的一般化商品(Commodity)5如何建立竞争优势/障碍(CompetitiveAdvantage/Barrier)Lee,Ching-En;NCTU

生产力优势(ProductivityAdvantage)价值优势(ValueAdvantage)6产业对策•建立技术优势(Leading-EdgeTechnology／Innovation)•成为快速跟随者并建立差异化(QuickFollower(TTX)andDifferentiation)•全球供应链管理(GlobalSupplyChainManagement)•着重核心竞争力(FocusonCoreCompetence)Lee,Ching-En;NCTU

7产销环境之演进From:”TransformYourSupplyChain－ReleasingValueinBusiness”,JonHughes,MarkRalf,Et.BillMichels8产销环境演进之结果大量生产(MassProduction)大量客制化生产(MassCustomization)

多样少量生产(JobShop)顾客满意(CustomerSatisfaction)以顾客成功为依归(CustomerSuccess)供货商管理(SupplierManagement)发展供货商合作关系(SupplierDevelopment)物料／产品供应链(Material/ProductSupplyChain)知识供应链

(KnowledgeSupply)ChainLee,Ching-En;NCTU

*信息技术(InformationTechnology;IT)的高速发展是始做俑者。9基本制造型态Lee,Ching-En;NCTU

种类(Mix)量(Volume)10大量客制化之效应

Lee,Ching-En;NCTU

11过去(推／Push)

局部优化(LocalOptimization)研发业务/营销采购生产/制造配送/服务财务(R&D)(Sales/Marketing)(Procurement)(Production)(Distribution)(Finance)&Service现在(推&拉／Push&Pull)整合且同步化的链（Integrated&SynchronizedChain）产销模式变迁(I)Lee,Ching-En;NCTU

研发业务/营销采购生产/制造配送/服务财务(R&D)(Sales/Marketing)(Procurement)(Production)(Distribution)(Finance)&Service12供应流（SupplyFlow）产销模式变迁(II)Lee,Ching-En;NCTU

需求流（DemandFlow）JITandQualityMaterialFlow供货商(Supplier)配销商(Distribution)零售商(Retailer)顾客(Customer)Qn-time,AccurateandPaperlessInformationFlow

过去现在供货商(Supplier)配销商(Distribution)零售商(Retailer)顾客(Customer)13产销模式变迁（Ⅲ）•Emphasizerigourandtoughbarganing.供货商顾客过去：开放竞争（OpenCompetition）期望：从供货商上游到顾客下游的整合（FromSuppliers’SupplierstoCustomers’Customers）•Linkupalltheplayersinahorizontalsupplychain.•Emphasizeseamlessdelivery,optimizationandintegration.许多产业的现况（DominateorDie）上游下游14大量客制化的原则1.EnrichingCustomers-ProvidingSolutionsvs.Products2.MasteringChangeandUncertainty（RapidResponse）3.LeveragingtheImpactofPeopleandKnowledge4.CooperatingtoEnhanceCompetitiveness-VirtualOrganization

Source:TheAgilityForum15产业未来趋势Lee,Ching-En;NCTU

•快速回应之供应链体系(ResponsiveSupplyChain)是必然趋势16供应链管理的定义Lee,Ching-En;NCTU

Integrate,Synchronized,Lean,andResponsiveFlowofMaterials,Information,Funds,Processes,Services,andOrganizationsfromSuppliers’SupplierstoCustomers’Customers.17Lee,Ching-En;NCTU

供应链特性（以电子信息产业为例）产业特性：(1)高科技，高资本，高报酬，高风险，高度竞争。(2)产品生命周期短，市场变化大，价格变动快。(3)产业族群庞大，供应链长鞭效应明显。(4)朝开放及市场标准化发展，品牌价值差异越来越小。(5)IC与PC产业考虑重点不同。18造成供应链管理问题的原因信息扭曲(InformationDistortion)不同步的通路(AsynchronizedChannel)链的复杂度(ChainComplexity)无效率的作业(InefficientOperations)文化地区之差异(CulturalProblems)Lee,Ching-En;NCTU

19常听到与绩效管理有关的问题预测不准MPS变化太大存货过高存货周转率太低供应链管理问题的征兆顾客服务水平低落缺料，不预期换线频繁长鞭效应明显Keyproblem:前置时间(Leadrime)太长Oneofobvioussolutions:正确且快速响应(AccurateandQuickResponse;AQR)Lee,Ching-En;NCTU

20快速响应(QR)QR：以信息取代存货:(Thesubstitutionofinformationforinventory.)

[From:Christopher]AQR﹕QRwiththeeffectivemanagementofthesupplychain.Lee,Ching-En;NCTU

21缩短前置时间的重要性Lee,Ching-En;NCTU

22一些工业界的做法PostponementfromHPBTO(Build-To-Order)fromDellCTO(Configure-To-Order)fromCompaq98,2daysfromIBMTOM/VirtualFabfromTSMCVMI/CRPfrom3M,P&G,andWal-MartUni-LoadandLocalizationfromAcerECRfromWal-MartandP&GContractManufacturingfromLeoandGVCLee,Ching-En;NCTU

23延迟理论(postponement)

延迟：延后产品间之差异化，以降低因多样性产生之不良 效应两大手法运送的延迟（LogisticPostponement）：Movingcustomizationpointclosertocustomers.

形式的延迟（FormPostponement）Delayingdifferentiationpointbystandardization基本对策：DFSCMLee,Ching-En;NCTU

24型式的延迟Lee,Ching-En;NCTU

标准化/模块化前标准化/模块化后From:“DesigningProductsandProcessforPostponement”,LeeandBillington25那些制程应由工厂完成?那些该由物流中心（D.C）或经销商完成？如何评估(Justify)?RedesignCosts,ModuleSafetyStock,FinishedGoodsInventory,WIP,Testing,Freight,Customs&Duties,FixedInvestment,ExtraTrainingatDCs,Leadtime,ForecastErrors,ScheduleAccuracy,MaterialShortages?延迟的考虑因素Lee,Ching-En;NCTU

26Lee,Ching-En;NCTU

戴尔(Dell)的作法Simplifyyoursupplychain;selldirecttothecustomer;cutoutthedealers;buildtocustomerrequirements;maketoorderMaintainandextendthepricefocusonthecorporatecustomer.Bypassthedistributorsanddealers.Alignproductiontofuturetrends.Adoptresponsivesupply.Closesupplychaincollaboration.Makepurchasingeasy.27康柏（Compaq）的作法CompaqERP(SAP)ImplementationSupplierAllianceIntegrationSupplyChainTotalIntegrationSupplierERPImplementationCompaqInterfaceSupplyChainCompaqInterfaceEnterpriseIntegrationFrom:CompaqpresentationmaterialsTotalSupplyChainProfitabilityLowestTotalDeliveryCostandHighestInventoryTurnsinTotalSupplyChainBuildtoCustomer“Pull”Lee,Ching-En;NCTU

28VMI定义Lee,Ching-En;NCTU

Inventorymanagementviathesupplier’sgenerationoftimely,cost-effectivepurchaseordersforthecustomer.Supplierusessalesactivityinformationandproductdemandhistorysentfromitscustomertogeneratedemandforecasts,makeadjustmentstotheforecastwithmarketintelligence,andplanforinventoryreplenishment.AlldatabetweensupplierandcustomeraretransmittedviastandardEDI(ElectronicDataInterchange)relateddocuments.29VMI架构流程Lee,Ching-En;NCTU

30一些物理现象Lee,Ching-En;NCTU

ManufacturingPhysicsSupplyChainPhysics100%Capacityused100%ServicelevelManufacturingLeadTimeInventoryoriginalattemptoriginalattemptFrom:HauLee’sLectureMaterials31经验中我们学到了什么以创意改善上下游所有相关人事物的关系Lee,Ching-En;NCTU

HelpMoreSuccessProvideBetterService32ReduceLeadtimeandReduceComplexityInfo.SharingObjective:Info.TransparencyMethods:ITTechnologyCALSERP/MRPIIWorkflowDatawarehouseCustomer-OrientedInterface(ATP/CTP,Planning,Scheduling,andOrderTracking)VirtualManufacturingObjective:DistanceXMethods:Internet/IntranetSimulationVMMulti-MediaTOM／OTIS／CSChannelAlignmentObjective:AllianceMethods:StrategicAllianceSupplierDevelopment/Mgt.SupplierReduction,Retionalization,andEarlyInvolvementOutsourceNon-coreWorkVMI/CRPFTLW/Consolidation3rdPartyLogisticsOperationEfficiencyObjective:Synchronization,AQR(TTX)Methods:ChainReconfigurationPostponement(Standardization/Modularity)DFSCMSKUReductionTargetSystemVAN/EDI/POS…ECRBPR/TOCQRM/COMCrossDockingLee,Ching-En;NCTU

如何做好供应链管理33供应链管理的范畴34你有下列供应链管理的问题吗？Lee,Ching-En;NCTU

35检视在供应链管理所做的努力Audithowtimeisallocatedinthesupplychain.Assesswherevalueisadded.Thensetthegoalsforchangeandimprovement1.Concurrentnewproductdevelopmentwithmulti-processteams2.Closeinvolvementofsuppliersindesignformanufacturability3.Strategiccostmanagementandtargetcosting4.In