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按一下以編輯母片標題樣式,按一下以編輯母片文字樣式,第二層,第三層,第四層,第五層,*,*,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,中華民國八十八年五月六日,1,Lee,Ching-En;NCTU,製造業,V.S.,服務業,2,我們有供應鏈管理的問題嗎？,Lee,Ching-En;NCTU,3,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(Commodity),4,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,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,Ching-En;NCTU,6,產銷環境之演進,From:”Transform Your Supply Chain Releasing Value in Business”,Jon Hughes,Mark Ralf,Et.Bill Michels,7,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(Supplier,Development),物料產品供應鏈(Material/Product Supply Chain)知識供應鏈,(Knowledge Supply)Chain,Lee,Ching-En;NCTU,*,資訊技術(,Information Technology;IT,),的高速發展是始做俑者,。,8,基本製造型態,Lee,Ching-En;NCTU,種類(Mix),量(Volume),9,大量客製化,之效應,Lee,Ching-En;NCTU,10,過去(推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&D)(Sales/Marketing)(Procurement)(Production)(Distribution)(Finance),&Service,現在(推&拉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),&Service,11,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,產銷模式變遷（）,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,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,Organization,Source:The Agility Forum,14,產業未來趨勢,Lee,Ching-En;NCTU,快速回應之供應鏈體系(Responsive Supply Chain)是必然趨勢,15,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,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，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,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,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,快速回應(QR),QR：以資訊取代存貨:(The substitution of information for inventory.),From:Christopher,AQRQR with the effective management of the supply chain.,Lee,Ching-En;NCTU,20,縮短前置時間的重要性,Lee,Ching-En;NCTU,21,一些工業界的做法,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 GVC,Lee,Ching-En;NCTU,22,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,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 Billington,24,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(J,ustify,)?,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,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,康柏（Compaq）的作法,Compaq,ERP(SAP),Implementation,Supplier,Alliance,Integration,Supply,Chain,Total,Integration,Supplier,ERP,Implementation,Compaq,Interface,Supply,Chain,Compaq,Interface,Enterprise,Integration,From:Compaq presentation materials,Total Supply Chain Profitability,Lowest Total Delivery Cost and Highest Inventory Turns in Total Supply Chain,Build
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