资源描述
,按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,ASK123,学习培训网,供應鏈管理與企業資源規劃,世新大學資管系 鄒慶士 副教授,Dell的故事,低成本的製造與行銷作業 營業額 71%，利潤 91%(1996年),攀升至PC市場的老三,成功的秘訣為何？,速度,客製化電腦36小時內交貨,平均保有13天營業額的存貨(,Compaq為25天),價格較競爭者低1015%,彈性製造程序以及供應商的績效,直到訂單輸入後，方訂購組件,及時的倉儲計畫,零件可在15分鐘內抵達,Austin，Limerick (Ireland)，Penang (Malaysia),1992年供應商家數由204家降至74家,在Austin實施VMI(Vendor-Managed Inventory),有效率的物流服務,UPS,Dell的故事(續),SCM的基本觀念,供應鏈：完成最終產品需要之所有各種不同程序的一群廠商。,木製家俱的供應鏈為何？,供應鏈管理：為了配合物流、服務流、資訊流與顧客需求，尋求公司各部門與其供應商同步化的管理理念。,SCM vs. MM(Materials Management),協調公司中的關鍵功能-,marketing、finance、engineering、information system、operations、logistics、human resource。,存貨的產生,物料投入流,存貨水準,廢料流,物料的輸出流,不同儲存點的存貨,內部供應鏈,Supermarket A,distribution center,Supermarket B,distribution center,Transportation,services supplier,Distribution domain of responsibility,Production control domain of responsibility,Egg supplier,Sugar supplier,Flour supplier,Chocolate chips supplier,Maintenance services supplier,FG storage,RM storage,Transformation process and WIP storage,製造商的供應鏈,Supplier of materials,Supplier of services,Tier 1,Tier 3,Tier 2,Legend,Customer,Customer,Customer,Customer,Distribution center,Distribution center,Manufacturer,服務廠商的供應鏈,Home customers,Commercial customers,Other electric utilities,Electric power utility,Electric transformers,Facility maintenance services,Janitorial services,Programming services,Electric energy backup power,Office supplies,Fuel supplies,SCM的發展(I),隔絕技術核心,Technical,Core,Raw,Material,Inventory,Finished,Goods,Inventory,Suppliers,(many),Customer,Manufacturing facility,SCM的發展(II),JIT觀念的導入,Technical,Core,Suppliers,(few),Customer,Manufacturing facility,SCM的發展(III),運用單一的物流夥伴,Technical,Core,Manufacturing facility,Suppliers,(few),Logistics,(inbound),Logistics,(outbound),Customer,SCM的發展(IV),將供應商帶入工廠,Technical,Core,Manufacturing facility,Suppliers,(few),Logistics,(outbound),Customer,Volkswagen巴西廠,SCM的發展(Summary),整合式供應鏈,Suppliers,Purchasing,Production control,Distribution,Customers,Suppliers,Customers,Internal supply chain,Materials management department,Production control,Purchasing,Distribution,Integrated supply chain,Customers,Suppliers,Internal supply chain,Phase 1:,Independent supply-chain entities,Phase 2:,Internal integration,Phase 3:,Supply-chain integration,基本功夫,跨功能團隊,完成整合之企業,延伸的供應鍊,供應鍊社區,專注於品質,服務顧客,驅動營運效率,創造市場價值,成為市場的領導者,成為市場領導者的路徑,供應鏈指南,競爭必須,競爭優勢,影響供應鏈的因素,供應商數目的減少,競爭的加劇,較短的產品生命週期,技術的革新,風險的分攤與降低,成功供應鏈的要件,信任,長期的關係,資訊分享,個別組織的優勢,存貨績效衡量,平均總合存貨價值,Average inventory = $2 million,Cost of goods sold = $10 million,52 business weeks per year,供給週數,Weeks of supply = = 10.4 weeks,存貨週轉數,$2 million,($10 million)/(52 weeks),Inventory turns = = 5 turns/year,$10 million,$2 million,供應鏈績效衡量,Operations MeasureFinancial Measure,Aggregate inventory value,Current assets,Weeks of supply,Working capital,Inventory turns,Working capital,Production and material costs,Contribution margin,Percentage defects,Contribution margin,Percentage on-time delivery,Revenue,New product development time,Revenue,Supplier lead times,Working capital,Linking Supply-Chain Performance Measures to Financial Measures,供應鏈策略,Environments Best Suited for Efficient and Responsive Supply Chains,FactorEfficient Supply Chains Responsive Supply Chains,DemandPredictable; Unpredictable;,low forecast errors high forecast errors,CompetitiveLow cost; Development speed;,prioritiesconsistent quality; fast delivery times;,on-time delivery customization;,volume flexibility;,high-performance,design quality,New-productInfrequentFrequent,introduction,ContributionLowHigh,margins,Product varietyLowHigh,供應鏈設計,Design Features for Efficient and Responsive Supply Chains,FactorEfficient Supply Chains Responsive Supply Chains,Flow strategyLine flows; emphasize highFlexible or intermediate,volume, standardized flows; emphasize product,products, or servicesor service variety,Capacity LowHigh,cushion,InventoryLow; enable high As needed to enable fast,investmentinventory turnsdelivery time,Lead timeShorten, but do not Shorten aggressively,increase costs,Supplier Emphasize low prices; Emphasize fast delivery,selection consistent quality; on-time; customization;,time deliveryvolume flexibility; high-,performance design,quality,Supply-Chain Dynamics,Customer,Customer,Firm A,Firm B,Firm C,Materials Requirements,Time,Firm C,Firm A,(a),(b),Figure 11.7,Supply-Chain Dynamics(cont.),外部供應鏈成因,內部供應鏈成因,Volume changes,Product/service mix changes,Late deliveries,Underfilled shipments,Internally generated shortages,Engineering changes,New product/service introductions,Product/service promotions,Information errors,SCM與ERP的整合,Supply Chain Planning使用現存Transaction系統(ERP)的資訊，以提供快速規劃及排程的智慧型決策支援功能,。,採購,訂單輸入,製造管理系統,運籌/出貨,ERP,系統,Current,Situation,Final,Plan,Supply Chain Planner,Input,Demand,Capacity,Materials,Output,Production Plan,Shipping Plan,Promise Plan,SCM與ERP的整合(續),Distribution,(Branch Office,/Distributor,),Central Sales,Central Planning,Manufacturing,Procurement,Customer,Demand,Planning,Supply Network,Planning,Procurement,Supplier,Production,Planning,Manage,Local Sales,&Marketing,Manage Cust,Orders,Global ATP,Check,OR,Production,Planning&Detail,Schedule,Produce,Product,Customer,Manage,Warehouse,Forecast,Forecast,Forecast,Forecast,Sales,Order,Optimised Supply,Planned Order,Procurement Plan,P/R,Capacity Allocation Plan,Sales,Order,ATP,Request,FG Delivery Schedule,(ATP Proposal),Delivery Schedule,(ATP Proposal),Plan Orders,Cust. Orders,FG,FG,FG,供應鏈常用軟體,i,2-eBPO,IBM-BPMAT,SAP,Manugistics,Adexa,i,2,對SCM的定義：在原料供應、生產製造、運輸配送、倉儲存放與產品銷售的環節中，以最有效率的方式將原料轉變成產品交予客戶。,供應鏈中的每個廠商均會進行五項基本活動(Buy、Make、Move、Store、Sell)的長/短期決策，尤其強調,廠內機台的排程,客戶訂單可否接受與準時達交,機台利用率的最佳化,利用介面將,suppliers/logistics與排程模組溝通,i,2-eBPO,(electronic Business Process Optimization),是企業的決策智庫(,decision intelligence),提供企業核心程序的最佳化與整合解決方案,PLC管理,SCM,客戶管理,Inter-Process Planning,Strategic Planning,i,2-eBPO的三個次系統,Demand Planning,產品,vs. 地理區域,長期、中期和短期,由上至下的整體性預測,由下至上的個別性預測,i,2-eBPO的三個次系統(續),Supply Planning,有效率地運用企業資源來配合市場需求規劃,此次系統包含戰略性與戰術性規劃,策略規劃,自製或外購,存貨規劃,配銷規劃,原料採購,運輸規劃,供應點位置,以,Demand Planning產生的需求預測值，求得存貨水準、客戶滿意度與企業資源使用效率的最佳平衡點。,i,2-eBPO的三個次系統(再續),Demand Fulfillment,包括訂單取得、訂單確認、訂單承諾、未交付貨品管理與訂單完成等數個程序。,根據,Supply Planning提供的Materials、Capacity與Transportation Time及協力廠商等資料，提供正確迅速可靠的交貨日期。,IBM-BPMAT,(Business Process Modeling and Analysis Tools),建立、模擬與分析企業模型、評估資訊 與物料流程在整體供應鏈的績效。並以Optimization與Forecasting技術來調整Customer Satisfaction與Inventory水準。,使用者須先了解其Domain Knowledge，包括所有的企業營運活動與定義，其間的互動關係、所需資源和流動的實體(entity)。,BPMAT,建置企業流程模型的步驟,使用圖形介面建立企業流程架構圖。,定義企業流程中流動的實體(parts、order) 、所需資源(personnels 、equipments)及企業模型所需的特定參數。,選擇評估績效的標準(,cycle time、waiting time、resources utilization、costing report、output performance、service level、inventory level、market share.)。,BPMAT建置企業流程模型的步驟(續),執行BPMAT觀察實體在模型中流動的狀況。,執行系統模擬收集相關資訊。,分析系統最終報告作為決策者參考資訊。,BPMAT提供SCM的專用函式庫,供應鏈中每一節點的存貨水準,企業補貨(,continuous vs. periodic)與生產(BTP、BTP)的方式。,供應商的前置時間,製造的週期時間,運輸時間,需求的變動程度,供應商、工廠與倉儲的數目與位置。,物料供應計劃,BPMAT的助益,迅速決定企業存貨準則、存貨水準與服務水準。,提供企業流程瓶頸的解決方法。,評估不同生產方式績效，可減少生產週期成本。,緊密地結合企業流程，縮短訂單實現(fulfillment)的時間。,SAP-APO,(Advanced Planner and Optimizer),SAP的SCM解決方案：SAP R/3 + 規劃及排程產品 + 協力廠商 + Internet功能 + 供應鏈先進規劃暨最佳化元件(APO)。,規劃、最佳化與排程管理。,迅速建置與監督供應鏈體系。,有效協調工廠人員與工作流程以符合顧客需求。,APO的即時規劃與決策支援,供應鏈導航中心(,Supply Chain Cockpit),直覺式圖形介面、例外事件自動警示、訊息廣播、多種,KPIs、系統模擬功能(What-if scenarios)。,需求規劃(Demand Planning),協同合作預測(C,ollaborative Forecasting)、PLC管理、促銷規劃、新產品的需求預測、因果分析(Time Series、Regression、Stochastic Models.)。,APO的即時規劃與決策支援(續),供應網路規劃與佈局,總體層次與細部計畫、執行,What-if分折(Simplex-based Algorithms、Branch and Bound Methods、Constrained-based Propagation)、VMI、最佳供應配銷網路。,全球可允訂購量(,Global Available-to-Promise, ATP),替代生產資料、供應商的選擇、配置管理,APO的即時規劃與決策支援(再續),生產規畫與詳細排程(,Production Planning and Detailed Scheduling, PP/DS),整體供應鏈的前推與後推排程，同時進行產能規劃與物料規劃。,同步修訂整體供應鏈的BOM，使用,Gantt圖排定時程與計劃，將延期交貨單整合至供應鏈生產流程。,SCM的未來挑戰,跨組織的風險分攤關係,全球供應鏈的管理,綠化供應鏈,易於供應鏈管理的設計,智慧型資訊系統,
展开阅读全文