1、供應(yīng)鏈管理之全球最佳實(shí)務(wù)勤業(yè)管理顧問公司Arthur Andersen Business Consulting陳光敏 (Timothy Chen)SCM Global Best PracticeAgendaGlobalBestPracticeSupplyChainGlobal BestPracticeIntroductionCase Study 1&2(Capacitor &Notebook)Q &A5min20min10min5minHowCan BestPractices Be Applied?Re-engineeringProcess Improvement ModelTQMBenchm

2、arkingQualityEvaluateResultsImplementSolutionsDevelopDetailedDesignCreateReengineeringStrategyProcessOrganizationTechnologyPeopleMeasurementPhase 1Phase 2Phase 3Phase 4Continuously ImprovementUnderstand Customer WantEvaluate Process Measure ImprovementImplement ImprovementUNIVERSALCOMPETITIVEINTERNA

3、LArthurAndersenGlobalBestPracticeKnowledgeSpacehttp:/SupplyChainGlobalBestPracticeLinksintheSupply ChainSeniormanagementCustomerserviceDesignMarketingand salesProductionPurchasingLogisticsTreasurymanagementSeniorManagementLinkSummary of BestPracticesGive visiblesupportAlignSCMobjectives withstrategi

4、c planProvideSCMtrainingSourceMaterial: BeyondLogistics:SupplyChainManagementSeniorManagementLinkThreeimportwaysseniormanagementcancontributetotheSCMSourceMaterial: BeyondLogistics:SupplyChainManagementMandatingperformancemeasurementPerformer- XeroxBest practice- Identify performance measurementAllo

5、cation resourcestotheprogramPerformer- SmithKlineBeechamBest practice- Contractedwitha consultantfirmtodevelop learning-by-doingcoursesCustomerService LinkThecustomerservicelink canbea sourceofvaluableinformationfororganizingtheentire supplychainPerformer- FederalExpressBest Practice-Surveycustomert

6、oidentifyincidents of dissatisfactionBroadcastincidentoccurrencesand improvementRespond quicklytoincidents of customer dissatisfactionCreateincentivesforemployees to improveperformanceMonitor thecustomerservice initiativeSourceMaterial: NotRestingonItsLaurelsCustomerService LinkDesignLinkSummary of

7、BestPracticesCreateaconsistent flowofnew products intothe marketplaceManagecarefully thenewproductgeneration,developmentandgestation process.Invokekey suppliersintheproductdesignprocessDesignLinkPerformer- XeroxBest Practice-Xeroxmade critical supplierspart of Team XeroxImplementBlack-boxsourcing co

8、ncept100% increase in quality, 75%reductioninmaterialcosts, morethan75%reduction in total manufacturingleadtimeSourceMaterial: TheDesign Team: SuppliersMove IntotheLine of FireMarketingand Sales LinkSummary of BestPracticesForm partnershipswith distributorsIdentifyanddevelopinnovative marketingstrat

9、egiesUseamultichannelsystemtoreachdiverseandunique customer segmentsOffervalue-addedincentives to securedistributorsAllowdistributorstoassembleproductsonorderand by demandSetupanetwork of distributorsMarketingand Sales LinkPerformer- DellComputerCorp.Best Practice- Innovativedistribution channelsDel

10、l hasdropped itsretaildistributors andispursuingotherdistributionchannels, includingdirectmarketing andinternetordertakingOver thepast 20 years,thepersonalcomputerdealersshareofprofitsgrew from13to63%,whilethe manufacturers share fellfrom79to29% of total profits.SourceMaterial: TheDynamicsofCorporat

11、e GrowthMarketingand Sales LinkPerformer- IBM,Sun Microsystems,AT&TGlobalInformationSolutions,Hewlett-Packard,AcerAmerica Corp.Best Practice- Final assembly by distributorsDistributorcanconfigure theproductsatorderandbydemand.Reductionininventory requirementsforresellers anda quickerto-market timeSo

12、urceMaterial: DistributorsJumpontheBandwagonProduction LinkOperatingwithlean resources:MinimizedinventoryTighter schedulesSmaller batchOptimizedfactoryandwarehousingfacilitiesProduction LinkPerformer- TOYOTA/Freudenberg-NOKBest Practice- LeanproductionsystemToyotadeveloped thelean productionsystem u

13、sing acombinationofJITmanufacturing,TQM, andCIFreudenberg-NOKimplementGetRidofWasteThroughTeam Harmony(GROWTTH)SourceMaterial: Freudenberg-NOKpromotionalmaterialsPurchasing LinkSummary of BestPracticesDevelop anSCMstrategicplanforpurchasingStreamline PO processImplementEDIwith selected suppliersImpl

14、ementvendor managementprogramPurchasing LinkPerformer-JanssenPharmaceuticalGroupBelgium-based subsidiaryofJohnson& JohnsonPharmaceuticalBest Practice-SCMplan andITtoolsSCMplan waspreparedaround3majorobjectives:IncreaseinternalcustomersatisfactionReducethe total costfor goods procurementImprove purch

15、asingstaffefficiencyandjob satisfactionPROMS(electronicprocurementmanagement system)&EDI(electronicdata interchange)orderingsystem.SourceMaterial: SupplyChains:Reengineering aBelgiumUnitLogisticsLinkSummary of BestPracticesMinimizeglobalmovementImplementawarehousemanagementsystemQualify third-party

16、logisticsservicesprovidersLogisticsLinkPerformer- EMCCorp.EMCCorp.has for14yearsbeen manufacturinghigh-availabilitycomputerstorage.Best Practice-MinimizeglobalmovementMinimizevendors numberQAonvendorsite SourceMaterial: HowLogistics Gives EMCa StrategicEdgeTreasuryManagement LinkWerarelyacknowledges

17、 thetreasurymanagement function as partofthe supplychain.The always-innvoativeMotorola,however,has beenmanagingthisimportantlinksince1976.TreasuryManagement LinkPerformer- MotorolaBest Practice-Internalnetting system- Motorola hasbeen savingabout$6.5 millionannuallyinforeigncurrencyexchangeandbankch

18、arges.Externalnetting system- donethroughEDIandwiththecooperationofCItibankSourceMaterial: TheEvolution of aGlobal CashManagement SystemCase Study 1CapacitorManufacturerSCMOperationModelProject Background電容為三三大被動動元件之之一,單單價低且且品牌認(rèn)認(rèn)同度不不高,未未來之之目標(biāo)市市場在3C產(chǎn)業(yè),主要之競競爭優(yōu)勢勢在於如如何降低低成本、穩(wěn)定品品質(zhì)、快快速交貨貨。該公司擁擁有五個個生產(chǎn)廠廠及七個

19、個營業(yè)據(jù)據(jù)點(diǎn)分佈佈於臺灣灣、大陸陸、東南南亞、歐歐美,而而原運(yùn)作作模式中中係以存存貨式生生產(chǎn)為導(dǎo)導(dǎo)向,各各廠以生生產(chǎn)產(chǎn)能能來規(guī)劃劃生產(chǎn)計計劃,且且銷售據(jù)據(jù)點(diǎn)和生生產(chǎn)據(jù)點(diǎn)點(diǎn)無明確確之對映映關(guān)係,故當(dāng)實(shí)實(shí)際銷售售和預(yù)測測產(chǎn)生差差異時,無法及及時調(diào)整整生產(chǎn)計計畫。隨著3C產(chǎn)業(yè)製造造廠之外外移,海海外據(jù)點(diǎn)點(diǎn)之?dāng)U張張勢在必必行,如如何建構(gòu)構(gòu)一個全全球供應(yīng)應(yīng)鏈運(yùn)作作模式,即成為為其重要要課題。Project Roadmap全球供應(yīng)應(yīng)鏈模型介紹紹瞭解現(xiàn)行行產(chǎn)銷儲運(yùn)運(yùn)運(yùn)作釐清未來來發(fā)展方向向定義供應(yīng)應(yīng)鏈運(yùn)作內(nèi)容容建立初步模型型發(fā)展完整模型型研擬工作作計劃資料收集集建立全球球供應(yīng)鏈鏈整體模型型規(guī)劃績效效衡量指標(biāo)

20、標(biāo)將現(xiàn)行據(jù)據(jù)點(diǎn)套入模型型建立全球球供應(yīng)鏈鏈管理基基礎(chǔ)建設(shè)設(shè)新運(yùn)作模模式之要要點(diǎn)規(guī)劃供應(yīng)鏈資源規(guī)劃集團(tuán)內(nèi)部供應(yīng)鏈中各功能據(jù)點(diǎn)之類型明確定義各類型據(jù)點(diǎn)之角色扮演及職責(zé)定義各據(jù)點(diǎn)之責(zé)任範(fàn)圍 - 業(yè)務(wù)區(qū)域或生產(chǎn)產(chǎn)品群組建立產(chǎn)銷調(diào)配模式定義銷售點(diǎn)及生產(chǎn)點(diǎn)之供需關(guān)係建立跨據(jù)點(diǎn)之自動協(xié)調(diào)機(jī)制設(shè)立全球產(chǎn)銷平衡之監(jiān)控協(xié)調(diào)單位整合生產(chǎn)和銷售計畫依據(jù)產(chǎn)能及銷售計畫編列生產(chǎn)計畫依據(jù)銷售預(yù)測調(diào)整生產(chǎn)計畫發(fā)展績效衡量指標(biāo)落實(shí)銷售預(yù)測評估市場趨勢確實(shí)編列年度銷售預(yù)測持續(xù)根據(jù)銷售狀況及市場反應(yīng)修正銷售預(yù)測SCORModelSupplyChainOperationsReferenceFrameworkdefiningthe s

21、upplychainbusinessprocessesSourceMakeDeliverCustomersSuppliersManufacturing Value-Added Transformation ProcessesPlanManufacturer未來供應(yīng)應(yīng)鏈模型型規(guī)劃集團(tuán)內(nèi)D1業(yè)務(wù)區(qū)域域S1M4D1S1M4D1D1D1區(qū)域性生生產(chǎn)據(jù)點(diǎn)點(diǎn)全球性生生產(chǎn)據(jù)點(diǎn)點(diǎn)特殊品生生產(chǎn)據(jù)點(diǎn)點(diǎn)銷售據(jù)點(diǎn)點(diǎn)D1S1M4D1S1S1S1S1業(yè)務(wù)區(qū)域域業(yè)務(wù)區(qū)域域業(yè)務(wù)區(qū)域域P3P4P1P2未來供應(yīng)應(yīng)鏈模型型規(guī)劃銷售生產(chǎn)產(chǎn)銷協(xié)調(diào)調(diào)擬訂銷售預(yù)測測彙總銷售預(yù)測測規(guī)劃生產(chǎn)排程程擬訂/修修正採購計劃劃協(xié)調(diào)據(jù)點(diǎn)點(diǎn)內(nèi)之產(chǎn)銷採購P

22、1P2P4P4P3P3協(xié)調(diào)跨據(jù)據(jù)點(diǎn)之產(chǎn)銷差異狀況況處理差異擬訂生產(chǎn)計劃劃YesP3,P4P3,P4修正銷售計劃劃修正生產(chǎn)計劃劃P4P3第N-1月25日第N-1月月底第N月5日月第N月5-10日年度採購計劃劃月採購計計劃各據(jù)點(diǎn)自自行協(xié)調(diào)調(diào)全球資策策中心調(diào)調(diào)配總公司資資材中心心DeliverableSampleP1 Plan Supply ChainPlanP2 Plan SourceP3 Plan MakeP4Plan DeliverP0Plan Infrastructure定義-發(fā)發(fā)展並建建立一套套運(yùn)作模模式以適適切的規(guī)規(guī)劃可用用產(chǎn)品交交付資源源以符合合產(chǎn)品交交付需求求輸入-銷銷售預(yù)測測、現(xiàn)有

23、有訂單及及客戶對對產(chǎn)品交交付之特特殊需求求- 生產(chǎn)產(chǎn)計劃、存貨、既有產(chǎn)產(chǎn)品交付付排程輸出-產(chǎn)品交付付計劃: 銷售售點(diǎn)、品品項(xiàng)、客客戶、交交期、數(shù)數(shù)量、送送貨地點(diǎn)點(diǎn)、運(yùn)送送方式 P4PlanDeliverDeliverableSample時間年度活動擬定年度度銷售計計劃彙總年度度銷售計計劃協(xié)調(diào)據(jù)點(diǎn)點(diǎn)內(nèi)部產(chǎn)產(chǎn)銷計劃內(nèi)容容- 由業(yè)務(wù)人員員對所負(fù)責(zé)責(zé)之區(qū)域域或客戶戶依產(chǎn)品品群組，擬定下年年度每月月之銷售售數(shù)量並並註明運(yùn)運(yùn)送區(qū)域域及特殊殊需求- 規(guī)劃劃安全庫存存量，以減低低銷售預(yù)預(yù)測不準(zhǔn)準(zhǔn)確之風(fēng)風(fēng)險-依產(chǎn)品群群組、客客戶或運(yùn)運(yùn)送區(qū)域域彙總每每月之計計劃銷售售數(shù)量- 最小小計劃單單位係為為一不可可分割之之

24、交付需需求數(shù)量量，其資料料內(nèi)容包包括銷售售據(jù)點(diǎn)、月份、客戶或或區(qū)域別別、產(chǎn)品品群組、數(shù)量、特殊需需求- 協(xié)調(diào)調(diào)計劃產(chǎn)產(chǎn)出以滿足據(jù)點(diǎn)內(nèi)銷銷售單位位所負(fù)責(zé)之之業(yè)務(wù)區(qū)區(qū)域的每每月銷售售(交付)計劃-提出無法由據(jù)據(jù)點(diǎn)內(nèi)生生產(chǎn)單位位所滿足足之產(chǎn)品品群組及及數(shù)量，或過剩剩之產(chǎn)能能(群組及數(shù)數(shù)量)DeliverableSampleP3PlanMake -績效衡量量指標(biāo)Case Study 2NotebookManufacturerProject Background在BTO及CTO風(fēng)潮中，生產(chǎn)商商必須具具備快速速且具彈彈性的產(chǎn)產(chǎn)銷系統(tǒng)統(tǒng)，縮短短出貨前前置時間間，並配配合快速速工程變變便，以以因應(yīng)市市場需求求

25、之快速速變化。因應(yīng)產(chǎn)品品生命週週期縮短短的產(chǎn)業(yè)業(yè)特性，需加強(qiáng)強(qiáng)產(chǎn)品規(guī)規(guī)劃與研研發(fā)能力力，使產(chǎn)產(chǎn)品能即即時推往往市場。生產(chǎn)之趨趨勢主要要為追求求廉價的的生產(chǎn)資資源，完完整的產(chǎn)產(chǎn)業(yè)結(jié)構(gòu)構(gòu)，以及及便利的的物流通通路。為為了貼近近市場，必須在在規(guī)模市市場附近近設(shè)立生生產(chǎn)據(jù)點(diǎn)點(diǎn)。營運(yùn)規(guī)模模大幅擴(kuò)擴(kuò)充，有有效存貨貨及應(yīng)收收帳款控控管為企企業(yè)營運(yùn)運(yùn)成敗的的關(guān)鍵。專案執(zhí)行行架構(gòu)資訊科技技(Info.Technology)策略(Strategy)組織架構(gòu)構(gòu)(Structure)流程(Processes)變革促動動(Change Enablement)建構(gòu)變革革能力以以確保組組織及人人員順利利轉(zhuǎn)型。透過策略略釐清

26、研研討會，以釐清清公司願願景、未未來策略略方向、目標(biāo)及及關(guān)鍵營營運(yùn)流程程。調(diào)整組織織架構(gòu)以以配合未未來營運(yùn)運(yùn)策略。針對關(guān)鍵鍵流程，利用AA全球最佳佳實(shí)務(wù)進(jìn)進(jìn)行流程程改善，及整合合公司未未來營運(yùn)運(yùn)流程與與ERP系統(tǒng)。應(yīng)用ERP方法論，以迅速速有效導(dǎo)導(dǎo)入應(yīng)用用系統(tǒng)，提升營營運(yùn)績效效。引進(jìn)ArthurAndersen專案執(zhí)行行架構(gòu)，透過策策略釐清清、組織織架構(gòu)調(diào)調(diào)整、流流程改善善及人員員轉(zhuǎn)型，以確保保ERP系統(tǒng)導(dǎo)入入的成功功。策略釐清清 (StrategicArticulation)關(guān)鍵流程程CriticalProcesses組織目標(biāo)標(biāo)OrganizationalGoals策略Strategydif

27、ferentiator驅(qū)動因子子Drivers願景Vision使命Mission價值觀Values關(guān)鍵績效效指標(biāo)KeyPerformanceIndicatorMajorImplicationstoProjectT0-BeDesignDirectionsCustomerorientedorganization&processesExtendsupply chain vendorhuboperation to supportBTO/CTOmodelMulti-site coordinationforplanning, manufacturingand logistics.OperationTarg

28、et FocusTotalcycletime reductionFast responseTotalcost ownershipInventoryturnoverimprovementMarketAssumptionBTFBTOin CPUVendorMgmt.CPUSpeedInventoryDataAccuracyModel1Model2BTOCPUforbasicunitsConfigureMarket ScaleGlobalCentersGlobalVendor HubProductModulizationModel3BTFSeparatePlantCentralizePlanning

29、CurrentMajorChangesPrerequisitesCustomized Org.PlanningToolPolicy&ResponsibilityMajorOperationStyleCTOCTOCTOCTOBTOBTOBTOOperationModel1TaiwanServicecenterSalescenter2PlanningcenterSalescenter1CTOBTFBTFMajorClientConfigurecenterOtherCustomerMFGcenter 1ServiceMfg.OverseasServicecenterSMTAssemblyBTO(by

30、EDI)MFGcenter 2SMTAssemblyBTF/BTOBTFBTOBTFBTFBTFBTOBTOBTOBTOBTOBTOBTOBTOMajorClientF/G EDI/APSorderMajorClientCTOorderMajorClientserviceorder/ RMAorderOthercustomerF/GorderOthercustomerservice order /RMA orderBTOBTFBTOBTFOptimizedDelayedPoint- Model 1RawInvMB InvBasicunitInvKeypartsInvStockpointStoc

31、kpointStockpointRawInvMB InvBTFBTFCTOEDIEDIModel2BTFBTORawmtrlsectionVendorSMTsectionAssemblysectionFinalConfigureF/GDeliveryCustomerBTFBTFCTORawmtrlsectionVendorSMTsectionAssemblysectionF/GDeliveryCustomerRawInvMB InvF/GInvRawmtrlsectionVendorSMTsectionAssemblysectionF/GDeliveryCustomerBTOCTOBTOBas

32、icunitInvKeypartsInvBTOOptimizedDelayedPoint- -Model2RawInvMB InvBasicunitInvKeypartsInvStockpointStockpointStockpointRawInvMB InvBTFBTFCTOEDIModel2BTFBTORawmtrlsectionVendorSMTsectionAssemblysectionFinalConfigureF/GDeliveryCustomerBTFBTFCTORawmtrlsectionVendorSMTsectionAssemblysectionF/GDeliveryCus

33、tomerRawInvMB InvF/GInvRawmtrlsectionVendorSMTsectionAssemblysectionF/GDeliveryCustomerBTOCTOBTOBasicunitInvKeypartsInvBTOChangeAreasonModel11.CentralizedProcurementResponsibleforsourcing, purchase,vendormanagement.AVL, AMLSourcingAdm,ProcedurePolicyMaintenancePurchaseProcurementVendorQAComponentEngineeringChangeAreasonModel1(cont.)1.CentralizedProcurement(cont.)DefineProcurementPolicy to ImproveSupply ChainSourcing:23VendorsPurchase: Batch purchaseProcurement: Opennew sourceSourc