供应链管理之全球最佳实务.ppt

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1、供應鏈管理之全球最佳實務,勤業管理顧問公司Arthur Andersen Business Consulting陳光敏(Timothy Chen),SCM Global Best Practice,Agenda,Global Best PracticeSupply Chain Global Best Practice IntroductionCase Study 1&2(Capacitor&Notebook)Q&A,5 min20 min10 min 5 min,How Can Best Practices Be Applied?,Re-engineeringProcess Improveme

2、nt ModelTQMBenchmarking,Arthur Andersen Global Best PracticeKnowledge Space,http:/,Supply ChainGlobal Best Practice,Links in the Supply Chain,Senior managementCustomer serviceDesignMarketing and salesProductionPurchasingLogisticsTreasury management,Senior Management Link,Summary of Best PracticesGiv

3、e visible support Align SCM objectives with strategic planProvide SCM training,Source Material:Beyond Logistics:Supply Chain Management,Senior Management Link,Three import ways senior management can contribute to the SCM,Source Material:Beyond Logistics:Supply Chain Management,Mandating performance

4、measurementPerformer-XeroxBest practice-Identify performance measurement,Allocation resources to the programPerformer-SmithKline BeechamBest practice-Contracted with a consultant firm to develop learning-by-doing courses,Customer Service Link,The customer service link can be a source of valuable inf

5、ormation for organizing the entire supply chain,Performer-Federal Express Best Practice-Survey customer to identify incidents of dissatisfactionBroadcast incident occurrences and improvementRespond quickly to incidents of customer dissatisfactionCreate incentives for employees to improve performance

6、Monitor the customer service initiative,Source Material:Not Resting on Its Laurels,Customer Service Link,Design Link,Summary of Best PracticesCreate a consistent flow of new products into the marketplaceManage carefully the new product generation,development and gestation process.Invoke key supplier

7、s in the product design process,Design Link,Performer-XeroxBest Practice-Xerox made critical suppliers part of Team Xerox Implement Black-box sourcing concept100%increase in quality,75%reduction in material costs,more than 75%reduction in total manufacturing lead time,Source Material:The Design Team

8、:Suppliers Move Into the Line of Fire,Marketing and Sales Link,Summary of Best PracticesForm partnerships with distributorsIdentify and develop innovative marketing strategiesUse a multichannel system to reach diverse and unique customer segmentsOffer value-added incentives to secure distributorsAll

9、ow distributors to assemble products on order and by demandSet up a network of distributors,Marketing and Sales Link,Performer-Dell Computer Corp.Best Practice-Innovative distribution channelsDell has dropped its retail distributors and is pursuing other distribution channels,including direct market

10、ing and internet order taking Over the past 20 years,the personal computer dealers share of profits grew from 13 to 63%,while the manufacturers share fell from 79 to 29%of total profits.,Source Material:The Dynamics of Corporate Growth,Marketing and Sales Link,Performer-IBM,Sun Microsystems,AT&T Glo

11、bal Information Solutions,Hewlett-Packard,Acer America Corp.Best Practice-Final assembly by distributorsDistributor can configure the products at order and by demand.Reduction in inventory requirements for resellers and a quicker to-market time,Source Material:Distributors Jump on the Bandwagon,Prod

12、uction Link,Operating with lean resources:Minimized inventoryTighter schedulesSmaller batchOptimized factory and warehousing facilities,Production Link,Performer-TOYOTA/Freudenberg-NOKBest Practice-Lean production systemToyota developed the lean production system using a combination of JIT manufactu

13、ring,TQM,and CI Freudenberg-NOK implement Get Rid of Waste Through Team Harmony(GROWTTH),Source Material:Freudenberg-NOK promotional materials,Purchasing Link,Summary of Best PracticesDevelop an SCM strategic plan for purchasingStreamline PO processImplement EDI with selected suppliersImplement vend

14、or management program,Purchasing Link,Performer-Janssen Pharmaceutical GroupBelgium-based subsidiary of Johnson&Johnson PharmaceuticalBest Practice-SCM plan and IT tools SCM plan was prepared around 3 major objectives:Increase internal customer satisfactionReduce the total cost for goods procurement

15、 Improve purchasing staff efficiency and job satisfactionPROMS(electronic procurement management system)&EDI(electronic data interchange)ordering system.,Source Material:Supply Chains:Reengineering a Belgium Unit,Logistics Link,Summary of Best PracticesMinimize global movementImplement a warehouse m

16、anagement systemQualify third-party logistics services providers,Logistics Link,Performer-EMC Corp.EMC Corp.has for 14 years been manufacturing high-availability computer storage.Best Practice-Minimize global movement Minimize vendors numberQA on vendor site,Source Material:How Logistics Gives EMC a

17、 Strategic Edge,Treasury Management Link,We rarely acknowledges the treasury management function as part of the supply chain.The always-innvoative Motorola,however,has been managing this important link since 1976.,Treasury Management Link,Performer-Motorola Best Practice-Internal netting system-Moto

18、rola has been saving about$6.5 million annually in foreign currency exchange and bank charges.External netting system-done through EDI and with the cooperation of CItibank,Source Material:The Evolution of a Global Cash Management System,Case Study 1Capacitor ManufacturerSCM Operation Model,Project B

19、ackground,電容為三大被動元件之一,單價低且品牌認同度不高,未來之目標市場在3C產業,主要之競爭優勢在於如何降低成本、穩定品質、快速交貨。該公司擁有五個生產廠及七個營業據點分佈於台灣、大陸、東南亞、歐美,而原運作模式中係以存貨式生產為導向,各廠以生產產能來規劃生產計劃,且銷售據點和生產據點無明確之對映關係,故當實際銷售和預測產生差異時,無法及時調整生產計畫。隨著3C產業製造廠之外移,海外據點之擴張勢在必行,如何建構一個全球供應鏈運作模式,即成為其重要課題。,Project Roadmap,全球供應鏈模型介紹,瞭解現行產銷儲運運作,釐清未來發展方向,定義供應鏈運作內容,建立初步模型,發展

20、完整模型,研擬工作計劃,資料收集,建立全球供應鏈整體模型,規劃績效衡量指標,將現行據點套入模型,建立全球供應鏈管理基礎建設,新運作模式之要點,SCOR Model,Supply Chain Operations Reference,Framework defining the supply chain business processes,Source,Make,Deliver,Customers,Suppliers,Manufacturing Value-Added Transformation Processes,Plan,Manufacturer,未來供應鏈模型規劃,集團內,D1,業務區

21、域,D1,D1,區域性生產據點,全球性生產據點,特殊品生產據點,銷售據點,D1,S1,S1,S1,S1,業務區域,業務區域,業務區域,P3,P4,P1,P2,未來供應鏈模型規劃,銷售,生產,產銷協調,擬訂銷售預測,彙總銷售預測,規劃生產排程,擬訂/修正採購計劃,協調據點內之產銷,採購,P1,P2,P4,P4,P3,P3,協調跨據點之產銷,差異狀況處理,差異,擬訂生產計劃,Yes,P3,P4,P3,P4,修正銷售計劃,修正生產計劃,P4,P3,第N-1月25日,第N-1月月底,第N月5日,月,第N月5-10日,年度採購計劃,月採購計劃,各據點自行協調,全球資策中心調配,總公司資材中心,Deliv

22、erable Sample,Plan,P4 Plan Deliver,P0 Plan Infrastructure,定義-發展並建立一套運作模式以適切的規劃可用產品交付資源以符合產品交付需求輸入-銷售預測、現有訂單及客戶對產品交付之特殊需求-生產計劃、存貨、既有產品交付排程輸出-產品交付計劃:銷售點、品項、客戶、交期、數量、送貨地點、運送方式,P4 Plan Deliver,Deliverable Sample,時間年度,活動擬定年度銷售計劃彙總年度銷售計劃協調據點內部產銷,計劃內容-由業務人員對所負責之區域或客戶依產品群組，擬定下年度每月之銷售數量並註明運送區域及特殊需求-規劃安全庫存量，以

23、減低銷售預測不準確之風險-依產品群組、客戶或運送區域彙總每月之計劃銷售數量-最小計劃單位係為一不可分割之交付需求數量，其資料內容包括銷售據點、月份、客戶或區域別、產品群組、數量、特殊需求-協調計劃產出以滿足據點內銷售單位所負責之業務區域的每月銷售(交付)計劃-提出無法由據點內生產單位所滿足之產品群組及數量，或過剩之產能(群組及數量),Deliverable Sample,P3 Plan Make-績效衡量指標,Case Study 2Notebook Manufacturer,Project Background,在BTO及CTO風潮中，生產商必須具備快速且具彈性的產銷系統，縮短出貨前置時間，

24、並配合快速工程變便，以因應市場需求之快速變化。因應產品生命週期縮短的產業特性，需加強產品規劃與研發能力，使產品能即時推往市場。生產之趨勢主要為追求廉價的生產資源，完整的產業結構，以及便利的物流通路。為了貼近市場，必須在規模市場附近設立生產據點。營運規模大幅擴充，有效存貨及應收帳款控管為企業營運成敗的關鍵。,專案執行架構,資訊科技(Info.Technology),策略(Strategy),組織架構(Structure),流程(Processes),變革促動(Change Enablement)建構變革能力以確保組織及人員順利轉型。,透過策略釐清研討會，以釐清公司願景、未來策略方向、目標及關鍵營

25、運流程。,調整組織架構以配合未來營運策略。,針對關鍵流程，利用AA全球最佳實務進行流程改善，及整合公司未來營運流程與ERP系統。,應用ERP方法論，以迅速有效導入應用系統，提升營運績效。,引進Arthur Andersen專案執行架構，透過策略釐清、組織架構調整、流程改善及人員轉型，以確保ERP系統導入的成功。,策略釐清(Strategic Articulation),關鍵流程Critical Processes,組織目標OrganizationalGoals,策略 Strategy differentiator,驅動因子Drivers,願景 Vision,使命 Mission,價值觀 Val

26、ues,關鍵績效指標Key PerformanceIndicator,Major Implications to Project,T0-Be Design DirectionsCustomer oriented organization&processesExtend supply chain vendor hub operation to support BTO/CTO modelMulti-site coordination for planning,manufacturing and logistics.Operation Target FocusTotal cycle time red

27、uctionFast responseTotal cost ownershipInventory turnover improvement,Market Assumption,BTF,BTOin CPU,Vendor Mgmt.CPU Speed Inventory Data Accuracy,Model 1,Model 2,BTO,CPUforbasic units,Configure Market Scale Global Centers Global Vendor Hub Product Modulization,Model 3,BTF,SeparatePlantCentralizePl

28、anning,Current,MajorChanges,Prerequisites,Customized Org.Planning Tool Policy&Responsibility,MajorOperationStyle,CTO,CTO,CTO,CTO,BTO,BTO,BTO,Operation Model 1,TaiwanServicecenter,Salescenter 2,Planningcenter,Sales center 1,CTO,BTF,BTF,MajorClient,Configurecenter,OtherCustomer,MFG center 1,ServiceMfg

29、.,OverseasServicecenter,SMT,Assembly,BTO(by EDI),MFG center 2,SMT,Assembly,BTF/BTO,BTF,BTO,BTF,BTF,BTF,BTO,BTO,BTO,BTO,BTO,BTO,BTO,BTO,Major Client F/G EDI/APS orderMajor Client CTO orderMajor Client service order/RMA orderOther customer F/G orderOther customer service order/RMA order,BTO,BTF,BTO,BT

30、F,Optimized Delayed Point-Model 1,Raw Inv,MB Inv,BasicunitInv,Key parts Inv,Stock point,Stock point,Stock point,Raw Inv,MB Inv,BTF,BTF,CTO,EDI,EDI Model 2,BTF,BTO,Raw mtrlsection,Vendor,SMT section,Assembly section,Final Configure,F/G Delivery,Customer,BTF,BTF,CTO,Raw mtrlsection,Vendor,SMT section,

31、Assembly section,F/G Delivery,Customer,Raw Inv,MB Inv,F/GInv,Raw mtrlsection,Vendor,SMT section,Assembly section,F/G Delivery,Customer,BTO,CTO,BTO,BasicunitInv,Key parts Inv,BTO,Optimized Delayed Point-Model 2,Raw Inv,MB Inv,BasicunitInv,Key parts Inv,Stock point,Stock point,Stock point,Raw Inv,MB I

32、nv,BTF,BTF,CTO,EDI,Model 2,BTF,BTO,Raw mtrlsection,Vendor,SMT section,Assemblysection,Final Configure,F/G Delivery,Customer,BTF,BTF,CTO,Raw mtrlsection,Vendor,SMT section,Assembly section,F/G Delivery,Customer,Raw Inv,MB Inv,F/GInv,Raw mtrlsection,Vendor,SMT section,Assemblysection,F/G Delivery,Cust

33、omer,BTO,CTO,BTO,BasicunitInv,Key parts Inv,BTO,Change Areas on Model 1,1.Centralized ProcurementResponsible for sourcing,purchase,vendor management.,AVL,AML,Sourcing,Adm,Procedure,Policy Maintenance,Purchase,Procurement,Vendor QA,ComponentEngineering,Change Areas on Model 1(cont.),1.Centralized Pro

34、curement(cont.)Define Procurement Policy to Improve Supply Chain,Sourcing:2 3 VendorsPurchase:Batch purchase Procurement:Open new source,Sourcing:Single source Purchase:Periodically review Procurement:VMI,Sourcing:Strategic alliance(Single source)Purchase:Long term agreement Procurement:Alliance par

35、tner,Sourcing:Two vendorsPurchase:AllocationProcurement:Vendor QA program,Material Importance Cost/value importance Source ScarcityStrategy Fulfillment/Production necessity,Low,High,High,Market PriceFluctuation,Change Area on Model 1(cont.),Sales 1Sales 2Service Spare partsProject,Daily Schedule by

36、Plant 1&2 Sub-contractor P/R&Assign sub-contractor MPS/MRP,Issue W/O Detail material traceDetail sub-contractor trace,Demand Source,CentralizedPlanning,Output,Plant 1/Plant 2,2.Centralized Planning,Change Area on Model 1(cont.),3.Material control for manufacturing center 1&2Detail material trace Int

37、ernal trace-Allocation priority issue between W/H/IQC/kittingExternal trace-Call-off,replenish vendor trace-Coordinate central procurement to traceDetail material issue Check material availability from central planning for each W/OBuck/Kanban material pulled,base on SFC requirement for floor stock,can use“back flush”to deduct inventoryKey components released by small lot size base on W/O info.for JIT,Q&A,Arthur Andersen Business C,