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 Technology,Innovation),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 presentat