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1、Lee,Ching-En;NCTU 全球供應鏈管理講員:李慶恩 教授 國立交通大學工業工程與管理學系 國科會電子資訊產業供應鏈管理總計畫主持人1培训专用Lee,Ching-En;NCTU 製造業V.S.服務業2培训专用我們有供應鏈管理的問題嗎？Lee,Ching-En;NCTU 3培训专用製造目標與趨勢的變遷成本 品質 交期 彈性 服務 創新 全球化 結果 成本 品質 交期 彈性 速度 創新 成本 品質 交期 服務 速度 成本 品質 彈性 服務 成本 交期 彈性 品質 交期 成本 品質 成本Lee,Ching-En;NCTU 顧客迫使製造商供應商生產供應多樣、大量且低成本的一般化商品(Comm
2、odity)4培训专用如何建立競爭優勢/障礙(Competitive Advantage/Barrier)Lee,Ching-En;NCTU 生產力優勢(Productivity Advantage)價值優勢(Value Advantage)5培训专用產業對策建立技術優勢(Leading-Edge TechnologyInnovation)成為快速跟隨者並建立差異化(Quick Follower(TTX)and Differentiation)全球供應鏈管理(Global Supply Chain Management)著重核心競爭力(Focus on Core Competence)Lee,
3、Ching-En;NCTU 6培训专用產銷環境之演進產銷環境之演進From:”Transform Your Supply Chain Releasing Value in Business”,Jon Hughes,Mark Ralf,Et.Bill Michels7培训专用產銷環境 演進之結果大量生產(Mass Production)大量客製化生產(Mass Customization)多樣少量生產(Job Shop)顧客滿意(Customer Satisfaction)以顧客成功為依歸(Customer Success)供應商管理(Supplier Management)發展供應商合作關係(
4、Supplier Development)物料產品供應鏈(Material/Product Supply Chain)知識供應鏈 (Knowledge Supply)ChainLee,Ching-En;NCTU*資訊技術(Information Technology;IT)的高速發展是始做俑者。8培训专用基本製造型態Lee,Ching-En;NCTU 種類(Mix)量(Volume)9培训专用大量客製化之效應 Lee,Ching-En;NCTU 10培训专用過去過去(推推Push)Push)局部最佳化(Local Optimization)研發 業務/行銷 採購生產/製造配送/服務 財務(R&
5、D)(Sales/Marketing)(Procurement)(Production)(Distribution)(Finance)&Service現在現在(推推&拉拉Push&Pull)Push&Pull)整合且同步化的鏈（Integrated&Synchronized Chain）產銷模式變遷(I)Lee,Ching-En;NCTU 研發 業務/行銷 採購生產/製造配送/服務 財務(R&D)(Sales/Marketing)(Procurement)(Production)(Distribution)(Finance)&Service11培训专用供應流（Supply Flow）產銷模式變
6、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 過去過去現現 在在供應商(Supplier)配銷商(Distribution)零售商(Retailer)顧客(Customer)12培训专用產銷模式變遷（）Emphasize rigour and tough barganing.供應商顧客過去：開放競爭（過
7、去：開放競爭（Open CompetitionOpen Competition）期望：從供應商上游到顧客下游的整合（期望：從供應商上游到顧客下游的整合（From Suppliers Suppliers From Suppliers Suppliers to Customers Customersto 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（許多產業的現況（Dom
8、inate or DieDominate or Die）上游下游13培训专用大量客製化的原則1.Enriching Customers-Providing Solutions vs.Products2.Mastering Change and Uncertainty（Rapid Response）3.Leveraging the Impact of People and Knowledge4.Cooperating to Enhance Competitiveness-Virtual Organization Source:The Agility Forum14培训专用產業未來趨勢Lee,Ch
9、ing-En;NCTU 快速回應之供應鏈體系(Responsive Supply Chain)是必然趨勢15培训专用供應鏈管理的定義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培训专用Lee,Ching-En;NCTU 供應鏈特性（以電子資訊產業為例）產業特性：(1)高科技，
10、高資本，高報酬，高風險，高度競爭。(2)產品生命週期短，市場變化大，價格變動快。(3)產業族群龐大，供應鏈長鞭效應明顯。(4)朝開放及市場標準化發展，品牌價值差異越來越小。(5)IC與PC產業考量重點不同。17培训专用造成供應鏈管理問題的原因資訊扭曲(Information Distortion)不同步的通路(Asynchronized Channel)鏈的複雜度(Chain Complexity)無效率的作業(Inefficient Operations)文化地區之差異(Cultural Problems)Lee,Ching-En;NCTU 18培训专用常聽到與績效管理有關的問題預測不準MP
11、S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培训专用快速回應(QR)QR：以資訊取代存貨:(The substitution of information for inventory.)From:ChristopherAQRQR with the effective management of the suppl
12、y chain.Lee,Ching-En;NCTU 20培训专用縮短前置時間的重要性Lee,Ching-En;NCTU 21培训专用一些工業界的做法Postponement from HPBTO(Build-To-Order)from DellCTO(Configure-To-Order)from Compaq98,2 days from IBMTOM/Virtual Fab from TSMCVMI/CRP from 3M,P&G,and Wal-MartUni-Load and Localization from AcerECR from Wal-Mart and P&G Contract
13、 Manufacturing from Leo and GVCLee,Ching-En;NCTU 22培训专用延遲理論(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：DFSCMLee,Ching-En;NCTU 23培训专用型式的延遲Lee,C
14、hing-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培训专用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,Fore
15、cast Errors,Schedule Accuracy,Material Shortages?延遲的考慮因素Lee,Ching-En;NCTU 25培训专用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 orderMaintain and extend the price focus on the corporate customer.Bypass the
16、 distributors and dealers.Align production to future trends.Adopt responsive supply.Close supply chain collaboration.Make purchasing easy.26培训专用康柏（Compaq）的作法CompaqERP(SAP)ImplementationSupplierAllianceIntegrationSupplyChainTotalIntegrationSupplierERPImplementationCompaqInterfaceSupplyChainCompaqInte
17、rfaceEnterpriseIntegrationFrom:Compaq presentation materialsTotal Supply Chain ProfitabilityLowest Total Delivery Cost and Highest Inventory Turns in Total Supply ChainBuild to Customer“Pull”Lee,Ching-En;NCTU 27培训专用VMI 定義Lee,Ching-En;NCTU Inventory management via the suppliers generationof timely,co
18、st-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 withmarket intelligence,and plan for inventory replenishment.All data between supplier and customer a
19、re transmitted via standard EDI(Electronic Data Interchange)related documents.28培训专用VMI 架構流程Lee,Ching-En;NCTU 29培训专用一些物理現象Lee,Ching-En;NCTU Manufacturing PhysicsSupply Chain Physics100%Capacityused100%ServicelevelManufacturingLead TimeInventoryoriginalattemptoriginalattemptFrom:Hau Lees Lecture Mate
20、rials30培训专用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 HelpMoreSuccessProvideBetterService31培训专用Reduce Leadtime and Reduce ComplexityInfo.SharingObjective:Info.TransparencyMethods:IT TechnologyCALSERP/MRPIIWorkflowDatawarehouseCustomer-OrientedInterface(ATP/CTP,Planning,Scheduling,and Order Tracki
21、ng)VirtualManufacturingObjective:Distance XMethods:Internet/IntranetSimulationVMMulti-MediaTOMOTISCSChannel AlignmentObjective:AllianceMethods:Strategic AllianceSupplier Development/Mgt.Supplier Reduction,Retionalization,and Early InvolvementOutsource Non-core WorkVMI/CRPFTL W/Consolidation3rd Party
22、 LogisticsOperation EfficiencyObjective:Synchronization,AQR(TTX)Methods:Chain ReconfigurationPostponement(Standardization/Modularity )DFSCMSKU ReductionTarget SystemVAN/EDI/POSECRBPR/TOCQRM/COMCross DockingLee,Ching-En;NCTU 如何做好供應鏈管理32培训专用供應鏈管理的範疇33培训专用你有下列供應鏈管理的問題嗎？Lee,Ching-En;NCTU 34培训专用檢視在供應鏈管理所
23、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 teams2.Close involvement of suppliers in design for manufacturability3.Strategic cost management and target costing4.In
24、tegration of demand data via electronic commerce5.Breakthrough projects on inventory and logistics6.Joint purchaser-supplier training programmers7.Contract management8.Requisitioning and orders9.Stock control10.Low value purchasesCurrent FocusRequired FocusTypical ActivitiesPercent Time AllocationFr
25、om:“Transform Your Supply Chain-Releasing Value in Business”,Jon Hughes,Mark Ralf,Et Bill Michels35培训专用推動供應鏈管理專案六部曲熱誠熱誠覺醒覺醒狼狽狼狽尋找有罪的尋找有罪的尋找無辜的尋找無辜的對沒有參與者給予讚賞與尊敬對沒有參與者給予讚賞與尊敬Lee,Ching-En;NCTU 36培训专用推動供應鏈管理專案的關鍵成功因素(I)3M:Material,Methodology,Mentality(Mindset)MaterialHigher Mgt.SupportValid dataEffici
26、ent ProcessEffective StrategyQualified PersonProper OrganizationRight Tool and SystemMethodology徹底手冊化排除錯誤徹底手冊化排除錯誤由簡入繁階段性完成由簡入繁階段性完成重新建立新秩序重新建立新秩序(組織組織,職責職責,法規法規,工作流程工作流程)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建立管理變革的機制Lee,Ching-En;NCTU 37培训专用演讲完毕，谢谢观看！培训专用内容总结Lee,Ching-En。講員:李慶恩 教授。
27、V.S.。如何建立競爭優勢/障礙(Competitive Advantage/Barrier)。建立技術優勢(Leading-Edge TechnologyInnovation)。(Knowledge Supply)Chain。整合且同步化的鏈（Integrated&Synchronized Chain）。現 在。期望：從供應商上游到顧客下游的整合（From Suppliers Suppliers to Customers Customers）。許多產業的現況（Dominate or Die）。快速回應之供應鏈體系(Responsive Supply Chain)是必然趨勢。(1)高科技，高資本，高報酬，高風險，高度競爭。(2)產品生命週期短，市場變化大，價格變動快。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。make to order。TOMOTISCS。Outsource Non-core Work。FTL W/Consolidation。VAN/EDI/POS。Percent Time Allocation培训专用