12. 供應流(Supply Flow)產銷模式變遷(II)Lee, Ching-En; NCTU 需求流(Demand Flow)JIT and Quality Material Flow供應商(Supplier) 配銷商( Distribution) 零售商(Retailer) 顧客(Customer)Qn-time, Accurate and Paperless Information Flow 過 去現 在供應商(Supplier) 配銷商( Distribution) 零售商(Retailer) 顧客(Customer)12
13. 產銷模式變遷(Ⅲ)•Emphasize rigour and tough barganing.供應商顧客過去:開放競爭(Open Competition)期望:從供應商上游到顧客下游的整合(From Suppliers’ Suppliers to Customers’ Customers)• Link up all the players in a horizontal supply chain.
• Emphasize seamless delivery, optimization and integration.許多產業的現況(Dominate or Die)上游下游13
14. 大量客製化的原則1.Enriching Customers- Providing Solutions vs. Products
2.Mastering Change and Uncertainty (Rapid Response)
3. Leveraging the Impact of People and Knowledge
4. Cooperating to Enhance Competitiveness - Virtual
OrganizationSource: The Agility Forum14
16. 供應鏈管理的定義Lee, Ching-En; NCTU Integrate, Synchronized, Lean, and Responsive Flow of Materials, Information, Funds, Processes, Services, and Organizations from Suppliers’ Suppliers to Customers’ Customers.
16
19. 常聽到與績效管理有關的問題預測不準
MPS變化太大
存貨過高
存貨週轉率太低 供應鏈管理問題的徵兆
顧客服務水準低落
缺料,不預期換線頻繁
長鞭效應明顯
Key problem : 前置時間(Lead rime)太長
One of obvious solutions : 正確且快速回應(Accurate and Quick
Response; AQR)Lee, Ching-En; NCTU 19
20. 快速回應 (QR)QR:以資訊取代存貨:(The substitution of information for inventory.)
[From:Christopher]AQR﹕QR with the effective management of the supply chain.Lee, Ching-En; NCTU 20
21. 縮短前置時間的重要性Lee, Ching-En; NCTU 21
22. 一些工業界的做法Postponement from HP
BTO ( Build-To-Order ) from Dell
CTO ( Configure-To-Order ) from Compaq
98, 2 days from IBM
TOM / Virtual Fab from TSMC
VMI / CRP from 3M, P&G, and Wal-Mart
Uni-Load and Localization from Acer
ECR from Wal-Mart and P&G
Contract Manufacturing from Leo and GVCLee, Ching-En; NCTU 22
23. 延遲理論(postponement) 延遲:延後產品間之差異化,以降低因多樣性產生之不良 效應
兩大手法
運送的延遲(Logistic Postponement):
Moving customization point closer to customers.
形式的延遲(Form Postponement)
Delaying differentiation point by standardization
基本對策:DFSCM
Lee, Ching-En; NCTU 23
24. 型式的延遲Lee, Ching-En; NCTU 標準化/ 模組化前標準化/模組化後From: “Designing Products and Process for Postponement”, Lee and Billington24
25.
那些製程應由工廠完成?那些該由物流中心(D.C)或經銷商完成?
如何評估(Justify)? Redesign Costs, Module Safety Stock, Finished Goods Inventory, WIP, Testing, Freight, Customs & Duties, Fixed Investment, Extra Training at DCs, Leadtime, Forecast Errors, Schedule Accuracy, Material Shortages?延遲的考慮因素Lee, Ching-En; NCTU 25
26. Lee, Ching-En; NCTU 戴爾(Dell)的作法Simplify your supply chain; sell direct to the customer;
cut out the dealers; build to customer requirements;
make to order
Maintain and extend the price focus on the corporate
customer.
Bypass the distributors and dealers.
Align production to future trends.
Adopt responsive supply.
Close supply chain collaboration.
Make purchasing easy.26
27. 康柏(Compaq)的作法CompaqERP(SAP)
ImplementationSupplier
Alliance
IntegrationSupply
ChainTotal
IntegrationSupplierERP
ImplementationCompaq
InterfaceSupply
Chain
Compaq
InterfaceEnterprise
IntegrationFrom : Compaq presentation materialsTotal Supply Chain Profitability
Lowest Total Delivery Cost and Highest Inventory Turns in Total Supply Chain
Build to Customer “Pull”Lee, Ching-En; NCTU 27
28. VMI 定義Lee, Ching-En; NCTU Inventory management via the supplier’s generation
of timely, cost-effective purchase orders for the customer.
Supplier uses sales activity information and product
demand history sent from its customer to generate
demand forecasts,make adjustments to the forecast with
market intelligence, and plan for inventory replenishment.
All data between supplier and customer are transmitted
via standard EDI (Electronic Data Interchange) related
documents.28
29. VMI 架構流程Lee, Ching-En; NCTU 29
30. 一些物理現象Lee, Ching-En; NCTU Manufacturing PhysicsSupply Chain Physics100%
Capacity
used100%
Service
levelManufacturing
Lead TimeInventoryoriginalattemptoriginalattemptFrom: Hau Lee’s Lecture Materials30
31. 經驗中我們學到了什麼以創意改善上下游所有相關人事物的關係
Lee, Ching-En; NCTU Help
More
SuccessProvide
Better
Service31
32. Reduce Leadtime and Reduce ComplexityInfo. Sharing
Objective:
Info. Transparency
Methods:
IT Technology
CALS
ERP/MRPII
Workflow
Datawarehouse
Customer-Oriented
Interface (ATP/CTP, Planning, Scheduling, and Order Tracking)Virtual
Manufacturing
Objective:
Distance X
Methods:
Internet/Intranet
Simulation
VM
Multi-Media
TOM/OTIS/CS
Channel Alignment
Objective:
Alliance
Methods:
Strategic Alliance
Supplier Development/Mgt.
Supplier Reduction,
Retionalization, and Early Involvement
Outsource Non-core Work
VMI/CRP
FTL W/ Consolidation
3rd Party LogisticsOperation Efficiency
Objective:
Synchronization, AQR(TTX)
Methods:
Chain Reconfiguration
Postponement(Standardization / Modularity )
DFSCM
SKU Reduction
Target System
VAN/EDI/POS…
ECR
BPR/TOC
QRM/COM
Cross DockingLee, Ching-En; NCTU 如何做好供應鏈管理32
33. 供應鏈管理的範疇33
34. 你有下列供應鏈管理的問題嗎?Lee, Ching-En; NCTU 34
35. 檢視在供應鏈管理所做的努力Audit how time is allocated in the supply chain. Assess where value is added.
Then set the goals for change and improvement1. Concurrent new product development with
multi-process teams
2. Close involvement of suppliers in design for
manufacturability
3. Strategic cost management and target costing
4. Integration of demand data via electronic
commerce
5. Breakthrough projects on inventory and logistics
6. Joint purchaser-supplier training programmers
7. Contract management
8. Requisitioning and orders
9. Stock control
10. Low value purchasesCurrent FocusRequired FocusTypical ActivitiesPercent Time AllocationFrom : “Transform Your Supply Chain - Releasing Value in Business”, Jon Hughes, Mark Ralf, Et Bill Michels35
37. 推動供應鏈管理專案的關鍵成功因素(I)3M : Material, Methodology, Mentality (Mindset)
Material
Higher Mgt. Support
Valid data
Efficient Process
Effective Strategy
Qualified Person
Proper Organization
Right Tool and System
Methodology
徹底手冊化排除錯誤
由簡入繁階段性完成
重新建立新秩序(組織,職責,法規,工作流程)
建立終身學習知識團隊,並培養具企業家的人力資源
建立管理「變革」的機制
Lee, Ching-En; NCTU 37