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1、大型船厂供应链管理系统之建置中国造船暨轮机工程学刊第二十三卷第三期 民国九十三年 169 Journal of Taiwan Society of Naval Architects and Marine Engineers, Vol.23, No.3, pp.169-178, 2004 _ Corresponding author (nmshawmail.ncku.edu.tw) THE ESTABLISHMENT OF THE SUPPLY CHAIN MANAGEMENT SYSTEM FOR THE BIG-SIZED SHIPYARD H.J. Shaw W. Tann and L.L
2、. Chuang Department of System and Naval Mechatronic Engineering, National Cheng Kung University, Taiwan, ROC Keywords: E-commerce (EC), Virtual Shipyard (VS), Supplier Chain Management (SCM) 关键词：电子商业，虚拟船厂，供应链管理ABSTRACT 摘要Along with the rapid development of the internet, there is no even one enterpri
3、se which is not making E-business as its primary direction and strategy. The big-sized shipyard utilizes the construction for the virtual shipyard, with Research and Design (R&D) as the kernel, via Enterprise Resource Planning (ERP) integrating interior resources in the shipyard, and then through Su
4、pply Chain Management (SCM) coordinating the up- and down-streams suppliers, then to step forward business-to-business (B2B). Within the big-sized shipyards production procedure, the scheduling and quality of the outfitting often influence the entire scheduling and construction of the ships. Therefo
5、re how to supply the timely, appropriate and correct outfitting, save us communication time and allows us to cooperate with the suppliers, and increase the efficiency, reduce the cost, is the most important topic. This paper is directed toward the shipbuilding property to plan the functionalities ba
6、sed on MS Windows DNA-(Distributed interNet Architecture) architecture and the related technologies, to establish a set of SCM system. By the friendly interface and XML exchange, the information between the shipyard and suppliers can be integrated much tighter, to reach quick responses, and then imp
7、rove the competitiveness of the shipyard. 随着互联网的迅速发展，INTRODUCTION Generally speaking, traditional shipyards could be divided into four departments: business, design, manufacture, and management departments. Due to their chaotic functionalities, it is easy to dig out the management defects inducing t
8、he ossified organization, which will be arduous to survive in the competitive marine market. Accordingly, the concept is proposed from enterprise re-engineering, and through virtual shipyard (VS) to re-plan the main functionalities for traditional shipyards. These main functionalities for VS involve
9、 ERP, Research and Development (R&D), Customer relationship management (CRM), Product Data Management (PDM), and SCM (Fig.1). A Virtual Shipyard is a group constructed on a realistic shipyard of organizations working on a single project with a sign goal where the heterogeneous members function as a
10、single integrated homoge- neous organization. By the intranet technology users in realistic shipyard can real time access and modify the production information stored in the database at anytime & anywhere, so that the working progress and communication will be speeded up in each single department. T
11、HE ANALYSIS OF SCM IN VIRTUAL SHIPYARD Supply chain management (Fig.2), is the active management of supply chain activities to maximize customer value and achieve a sustainable competitive advantage. It represents a conscious effort by the supply chain firms to develop and run supply chains in the m
12、ost H.J. Shaw, W. Tann and L.L. Chuang: The Establishment of the Supply Chain Management System for the Big-sized Shipyard 170 effective & efficient ways possible. Supply chain activities cover everything from product development, sourcing, production, and logistics, as well as the information syste
13、ms needed to coordinate these activities. Owing to internet criteria adopted and web prevalent, enterprises commence changing their usedways and strategies to develop EC on the internet and apply it to share the information with each other. The request for flexible and rapid reactions under the glob
14、al planning and management trends, enterprises must evolve from manufacturing as the principal to integrating SCM information era. In the big-sized ship- yard, the quantity and delivery time of outfitting very often influence the entire building quality that wastes the time of communication and purs
15、uing materials. In the marine industry over 70% of the cost of the delivered product is for material and equipment, especially if subcontractors are involved. THE PRACTICES IN SUPPLY CHAIN MANAGEMENT Based on Taiwans indigenous marine industry as well as the other experiences available to the study,
16、 the practices are divided into four primary sections, Supply Chain Management (SCM) Strategy, SCM Planning, Mechanisms, Systems. This is a simplification of the model in Fig. 3. Within each of those sections it starts with a brief description of the topic and then provides results in form of specif
17、ic practices. These sections define the practice with reference to other industries (typically automotive, aerospace or defense electronics) and then describe how the marine industry appears to be performing. 1. SCM Strategy SCM Strategy includes all of the high-level supply chain related activities
18、 the company does to plan its product and basic approach to business. We recognize that other, more specific strategic choices Fig. 1 The virtual shipyard outline. Fig. 2 The supply chain management active. Internet Extranet Supplier CSBC Virtual Shipyard Shi dCRM SCM ERP R&DPDM Supplier Supplier In
19、ternet Extranet Ship-owner Ship-owner Ship-owner Journal of Taiwan Society of Naval Architects and Marine Engineers, R.O.C., Vol.23, No.3, 2004 171Fig. 3 Summarizes the practices in the four sections. have a major effect on supply chain management - e.g., the decision to enter a specific market will
20、 affect the nature of the supply chain needed. Nonetheless, those decisions are not focused enough on the supply chain issue to merit our attention here. Also, while strategy covers a certain amount of planning (e.g., strategic planning), the planning section (below) covers only that planning which
21、specifically pertains to supply chain management. 2. SCM Planning SCM Planning refers specifically to those activities that are associated with supply chain management. It includes the whole process of planning how to rationalize make-buy decisions as well as planning roles and responsibilities for
22、specific activities for both components and services. In addition, it includes planning the types of relationships the company wants to have with its various types of suppliers. 3. Mechanisms Mechanisms are specific supply chain management practices that are used to work with members of the supply c
23、hain. In other words, these are the practices used by the shipyards to implement the plans. In the subsequent section, Systems, the infrastructure needs to be in place to integrate with suppliers. 4. Systems What is call systems includes the business processes, organization, culture, and technology
24、in both the customer and supplier that serve as the environment. Some of these are not easy if at all changeable (national culture is the best example); all are harder to change than the other non-systems. THE STUDY FOR RELEVANT SHIPBUILDING SCM Wide variations in supply chain management philosophie
25、s and practices exist in both the foreign and domestic marine industries, as is true of any industry sector. Relationships between US shipyards and most of their suppliers tend to be significantly more arms length and adversarial than is the case in Europe. Experience from other sectors, particularl
26、y automotive and aerospace, shows that suppliers are much more responsive to the needs of their customers when close relationships exist and communication is frequent and open. The sourcing practices of some of US shipyards have the effect of making relations with many suppliers far more adversarial
27、 than necessary. The shipbuilding Partners and Suppliers (SPARS) Consortium membership includes the shipbuilding operations at General Dynamics- Electric boats, Bath Iron Works, National Steel and shipbuilding Company (NASSCO), Todd Pacific Shipyard, Newport News Shipbuilding, Avondale Shipbuilding
28、and Ingalls Shipbuilding, Leading US Shipbuilding industry supplier, IBM, and Altarum. SPARS consortium is developing and deploying shipbuilding Supply Chain (SC) Virtual Enterprises (VEs) that integrate the shipbuilding supply SCM Strategy 1. Supplier Management as a Strategy 2. Specific Goals for
29、Supplier Management SCM Planning 1. Core Competency Analysis 2. Increase Supplier Responsibilities & Tiering 3. Outsourcing Rationalization 4. Strategic Alliance & Long Term Agreements Mechanisms 1. Frame Agreements 2. Consolidated Purchasing 3. Customer Supplier Teams 4. Integration of Suppliers 5.
30、 Lowest Total Cost Selection 6. Supplier Continuous Improvement 7. Supplier Training 8. Develop New Suppliers 9. Supplier Managed Inventory 10. Turnkey Suppliers Systems 1. Integrated Data Systems 2. Integration with 3. Customer Planning & Scheduling 4. Organizing for Coordination 5. Culture of Trus
31、t H.J. Shaw, W. Tann and L.L. Chuang: The Establishment of the Supply Chain Management System for the Big-sized Shipyard 172 chain composed of customers, partners, subcontractors, and suppliers. The SPARS project is innovative in the manner in which it facilitates and accelerates the implementation
32、of shipbuilding supply chain and virtual enterprises for US shipyards by Establishing shipyards as virtual shipyard gateways that provide near-turnkey shipbuilding business process to their supply chain, thus enabling product teams to cost-effectively work as integrated units, Providing a secure and
33、 easy-to use, on-line, internetbased system for locating and exchanging information (e.g. supplier information (qualifications and product) by prime contractor information (solicitation and procurement) by suppliers), Providing accurate and cost-effective sharing of design information using NSRP-spo
34、nsored part representation, translation, and exchange technology, Building a robust and extensible system to capture and apply business practices and policies in a computable and enforceable form (Fig. 4). The SPARS Supply Chain project provides the US shipbuilding Community with an information infr
35、astructure that will enable shipyards and suppliers to work together as if they were part of the same Virtual Enterprise. The Japanese approach is significantly different from what is occurring in Europe and the US. Because of their almost 100% domestic supply and long term working relationships wit
36、h their suppliers, Japanese ship Virtual Enterprise Server Fig. 4 Integrated Shipbuilding Supply Chain Virtual Enterprise. builders have a very traditional, but effective, supplier relationship. Only now as the Japanese ship- builders look outside Japan for suppliers, in their quest to remain compet
37、itive with Korea, are they looking toward the need to focus on supply chain management. Shipbuilding in Taiwan is something different from the other countries. CSBC with its construction completed in June 1976 is the only one big-sized publicly owned shipyard which can afford to build bid-sized comm
38、ercial ships, such as containers, bulk carriers, etc. nowadays. A monopoly of building bid-sized commercial ships is the feature of the economies of scale in Taiwans shipbuilding market. Furthermore, due to the restriction of governments relevant procurement law, the application strategy for SC is i
39、rresistibly modulated to CSBC; the strategy is to become a centralized buyer-directed buy-side marketplace. THE BOTTLENECK FOR CSBSS DOWNSTREAM DATA FLOW Over the past several years CSBCs productivity was obviously lower than other nearby Asian countries. Indeed, material cost is one of the major so
40、urces of the lack of international competitiveness to CSBC. To conquer this predicament, since November 1997 CSBC has initiated a series of researching and developing ways on how to reconstruct the entire workflow then improve the performance, and even attempted to set up its own ERP system. In this
41、 system the production information within the outfitting management system is anticipated to be able to handle advanced designing stage in which design and production can access the same database. For finding the solution, in 2001, the system set of SCM was developed to transact with the upstream lo
42、ng-term suppliers; meanwhile concluding the XML DTD standard, the system enable to directly exchange component data and access each others database, even integrate the suppliers ERP system (Fig. 5). Fig. 5 Shared system workspace. SupplierSupplierShipyard VE SERVER Association of Business &Technical
43、 Data In Shipyard-supplier business process Support of standards based business processes transaction formats via the WEB Collaboration Tools Secure Web Server SSCCMM EERRPP LLoonngg-tteerrmm SSuupppplliieerrss LLoonngg-tteerrmm SSuupppplliieerrss ERP Internet CSBC Journal of Taiwan Society of Naval
44、 Architects and Marine Engineers, R.O.C., Vol.23, No.3, 2004 173Fig. 6 SCM in the procurement chain. Procurements of orders (POS) should be original from a thorough bill of material (BOM), with the bids for the materials before production stage; however in actual procurement process most of POS are
45、executed very often earlier than BOM generated because of tight scheduling. The major portion of present material operations in CSBCs design department depends on construction data of sister ships or other foreign shipyards built ships etc. to estimate the required amounts of outfitting and then to
46、be the practical statistic material information. Because the estimation of the great amounts of outfitting by people is a minute and complicated work, and the production information from the upstream design to downstream procurement is not integrated yet, it usually directly impacts the count manage
47、ment in the construction unit, and obstructs the achieved percentage of scheduled progress. The objective to construct a business-to-business (B2B) SCM system is to assist CSBC using electronic ways to transfer inefficient procurement, inextricable process and unmethodical searching into a high perf
48、ormance electronic procuring process (Fig. 6). To improve the transmission efficiency of altered information and design drawings in the traditional outfitting supply chain, the system is anticipated to be more capable of control of the schedules and progress of production of suppliers, and enable the long-term suppliers to coordinate with the ship building progress, not to postpone the production schedule. SUPPORT IN ACCESSING DATA Via reconstructing the rationalized and standardized work process, to let the operation of the production control be advanced toward t