供應(yīng)鏈管理之全球最佳實(shí)務(wù)勤業(yè)管理顧問(wèn)公司ArthurAndersenBusinessConsulting陳光敏(TimothyChen)SCMGlobalBestPractice第一頁(yè)，共五十一頁(yè)。AgendaGlobalBestPracticeSupplyChainGlobalBestPracticeIntroductionCaseStudy1&2

(Capacitor&Notebook)Q&A5min20min10min5min第二頁(yè)，共五十一頁(yè)。HowCanBestPracticesBeApplied?Re-engineeringProcessImprovementModelTQMBenchmarkingQualityEvaluateResultsImplementSolutionsDevelopDetailedDesignCreateReengineeringStrategyProcessOrganizationTechnologyPeopleMeasurementPhase1Phase2Phase3Phase4ContinuouslyImprovementUnderstandCustomerWantEvaluateProcessMeasureImprovementImplementImprovementUNIVERSALCOMPETITIVEINTERNAL第三頁(yè)，共五十一頁(yè)。ArthurAndersen

GlobalBestPractice

KnowledgeSpace第四頁(yè)，共五十一頁(yè)。第五頁(yè)，共五十一頁(yè)。第六頁(yè)，共五十一頁(yè)。第七頁(yè)，共五十一頁(yè)。SupplyChainGlobalBestPractice第八頁(yè)，共五十一頁(yè)。LinksintheSupplyChainSeniormanagementCustomerserviceDesignMarketingandsalesProductionPurchasingLogisticsTreasurymanagement第九頁(yè)，共五十一頁(yè)。SeniorManagementLinkSummaryofBestPracticesGivevisiblesupportAlignSCMobjectiveswithstrategicplanProvideSCMtrainingSourceMaterial:"BeyondLogistics:SupplyChainManagement"第十頁(yè)，共五十一頁(yè)。SeniorManagementLinkThreeimportwaysseniormanagementcancontributetotheSCMSourceMaterial:"BeyondLogistics:SupplyChainManagement"MandatingperformancemeasurementPerformer-XeroxBestpractice-IdentifyperformancemeasurementAllocationresourcestotheprogramPerformer-SmithKlineBeechamBestpractice-Contractedwithaconsultantfirmtodevelop"learning-by-doing"courses第十一頁(yè)，共五十一頁(yè)。CustomerServiceLinkThecustomerservicelinkcanbeasourceofvaluableinformationfororganizingtheentiresupplychain第十二頁(yè)，共五十一頁(yè)。Performer-FederalExpressBestPractice-SurveycustomertoidentifyincidentsofdissatisfactionBroadcastincidentoccurrencesandimprovementRespondquicklytoincidentsofcustomerdissatisfactionCreateincentivesforemployeestoimproveperformanceMonitorthecustomerserviceinitiativeSourceMaterial:"NotRestingonItsLaurels"CustomerServiceLink第十三頁(yè)，共五十一頁(yè)。DesignLinkSummaryofBestPracticesCreateaconsistentflowofnewproductsintothemarketplaceManagecarefullythenewproductgeneration,developmentandgestationprocess.Invokekeysuppliersintheproductdesignprocess第十四頁(yè)，共五十一頁(yè)。DesignLinkPerformer-XeroxBestPractice-Xeroxmadecriticalsupplierspartof"TeamXerox"Implement"Black-boxsourcing"concept100%increaseinquality,75%reductioninmaterialcosts,morethan75%reductionintotalmanufacturingleadtimeSourceMaterial:"TheDesignTeam:SuppliersMoveIntotheLineofFire"第十五頁(yè)，共五十一頁(yè)。MarketingandSalesLinkSummaryofBestPracticesFormpartnershipswithdistributorsIdentifyanddevelopinnovativemarketingstrategiesUseamultichannelsystemtoreachdiverseanduniquecustomersegmentsOffervalue-addedincentivestosecuredistributorsAllowdistributorstoassembleproductsonorderandbydemandSetupanetworkofdistributors第十六頁(yè)，共五十一頁(yè)。MarketingandSalesLinkPerformer-DellComputerCorp.BestPractice-InnovativedistributionchannelsDellhasdroppeditsretaildistributorsandispursuingotherdistributionchannels,includingdirectmarketingandinternetordertaking

Overthepast20years,thepersonalcomputerdealers'shareofprofitsgrewfrom13to63%,whilethemanufacturers'sharefellfrom79to29%oftotalprofits.SourceMaterial:"TheDynamicsofCorporateGrowth"第十七頁(yè)，共五十一頁(yè)。MarketingandSalesLinkPerformer-IBM,SunMicrosystems,AT&TGlobalInformationSolutions,Hewlett-Packard,AcerAmericaCorp.BestPractice-FinalassemblybydistributorsDistributorcanconfiguretheproductsatorderandbydemand.Reductionininventoryrequirementsforresellersandaquickerto-markettimeSourceMaterial:"DistributorsJumpontheBandwagon"第十八頁(yè)，共五十一頁(yè)。ProductionLinkOperatingwithleanresources:MinimizedinventoryTighterschedulesSmallerbatchOptimizedfactoryandwarehousingfacilities第十九頁(yè)，共五十一頁(yè)。ProductionLinkPerformer-TOYOTA/Freudenberg-NOKBestPractice-LeanproductionsystemToyotadevelopedtheleanproductionsystemusingacombinationofJITmanufacturing,TQM,andCIFreudenberg-NOKimplement"GetRidofWasteThroughTeamHarmony(GROWTTH)"SourceMaterial:"Freudenberg-NOKpromotionalmaterials"第二十頁(yè)，共五十一頁(yè)。PurchasingLinkSummaryofBestPracticesDevelopanSCMstrategicplanforpurchasingStreamlinePOprocessImplementEDIwithselectedsuppliersImplementvendormanagementprogram第二十一頁(yè)，共五十一頁(yè)。PurchasingLinkPerformer-JanssenPharmaceuticalGroup

Belgium-basedsubsidiaryofJohnson&JohnsonPharmaceuticalBestPractice-SCMplanandITtoolsSCMplanwaspreparedaround3majorobjectives:IncreaseinternalcustomersatisfactionReducethetotalcostforgoodsprocurementImprovepurchasingstaffefficiencyandjobsatisfactionPROMS(electronicprocurementmanagementsystem)&EDI(electronicdatainterchange)orderingsystem.SourceMaterial:"SupplyChains:ReengineeringaBelgiumUnit"第二十二頁(yè)，共五十一頁(yè)。LogisticsLinkSummaryofBestPracticesMinimizeglobalmovementImplementawarehousemanagementsystemQualifythird-partylogisticsservicesproviders第二十三頁(yè)，共五十一頁(yè)。LogisticsLinkPerformer-EMCCorp.

EMCCorp.hasfor14yearsbeenmanufacturing"high-availability"computerstorage.BestPractice-MinimizeglobalmovementMinimizevendorsnumberQAonvendorsite

SourceMaterial:"HowLogisticsGivesEMCaStrategicEdge"第二十四頁(yè)，共五十一頁(yè)。TreasuryManagementLinkWerarelyacknowledgesthetreasurymanagementfunctionaspartofthesupplychain.Thealways-innvoativeMotorola,however,hasbeenmanagingthisimportantlinksince1976.第二十五頁(yè)，共五十一頁(yè)。TreasuryManagementLinkPerformer-Motorola

BestPractice-Internalnettingsystem-Motorolahasbeensavingabout$6.5millionannuallyinforeigncurrencyexchangeandbankcharges.

Externalnettingsystem-donethroughEDIandwiththecooperationofCItibankSourceMaterial:"TheEvolutionofaGlobalCashManagementSystem"第二十六頁(yè)，共五十一頁(yè)。CaseStudy1

CapacitorManufacturer

SCMOperationModel第二十七頁(yè)，共五十一頁(yè)。ProjectBackground電容為三大被動(dòng)元件之一,單價(jià)低且品牌認(rèn)同度不高,未來(lái)之目標(biāo)市場(chǎng)在3C產(chǎn)業(yè),主要之競(jìng)爭(zhēng)優(yōu)勢(shì)在於如何降低成本、穩(wěn)定品質(zhì)、快速交貨。該公司擁有五個(gè)生產(chǎn)廠及七個(gè)營(yíng)業(yè)據(jù)點(diǎn)分佈於臺(tái)灣、大陸、東南亞、歐美,而原運(yùn)作模式中係以存貨式生產(chǎn)為導(dǎo)向,各廠以生產(chǎn)產(chǎn)能來(lái)規(guī)劃生產(chǎn)計(jì)劃,且銷售據(jù)點(diǎn)和生產(chǎn)據(jù)點(diǎn)無(wú)明確之對(duì)映關(guān)係,故當(dāng)實(shí)際銷售和預(yù)測(cè)產(chǎn)生差異時(shí),無(wú)法及時(shí)調(diào)整生產(chǎn)計(jì)畫。隨著3C產(chǎn)業(yè)製造廠之外移,海外據(jù)點(diǎn)之?dāng)U張勢(shì)在必行,如何建構(gòu)一個(gè)全球供應(yīng)鏈運(yùn)作模式,即成為其重要課題。第二十八頁(yè)，共五十一頁(yè)。ProjectRoadmap全球供應(yīng)鏈模型介紹瞭解現(xiàn)行產(chǎn)銷儲(chǔ)運(yùn)運(yùn)作釐清未來(lái)發(fā)展方向定義供應(yīng)鏈運(yùn)作內(nèi)容建立初步模型發(fā)展完整模型研擬工作計(jì)劃資料收集建立全球供應(yīng)鏈整體模型規(guī)劃績(jī)效衡量指標(biāo)將現(xiàn)行據(jù)點(diǎn)套入模型建立全球供應(yīng)鏈管理基礎(chǔ)建設(shè)第二十九頁(yè)，共五十一頁(yè)。新運(yùn)作模式之要點(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(dòng)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(jì)畫依據(jù)產(chǎn)能及銷售計(jì)畫編列生產(chǎn)計(jì)畫依據(jù)銷售預(yù)測(cè)調(diào)整生產(chǎn)計(jì)畫發(fā)展績(jī)效衡量指標(biāo)落實(shí)

銷售預(yù)測(cè)評(píng)估市場(chǎng)趨勢(shì)確實(shí)編列年度銷售預(yù)測(cè)持續(xù)根據(jù)銷售狀況及市場(chǎng)反應(yīng)修正銷售預(yù)測(cè)第三十頁(yè)，共五十一頁(yè)。SCORModelSupplyChainOperationsReferenceFrameworkdefiningthesupplychainbusinessprocessesSourceMakeDeliverCustomersSuppliersManufacturingValue-AddedTransformationProcessesPlanManufacturer第三十一頁(yè)，共五十一頁(yè)。未來(lái)供應(yīng)鏈模型規(guī)劃集團(tuán)內(nèi)<供應(yīng)商>D1業(yè)務(wù)區(qū)域<客戶>S1M4D1S1M4D1D1D1區(qū)域性生產(chǎn)據(jù)點(diǎn)全球性生產(chǎn)據(jù)點(diǎn)特殊品生產(chǎn)據(jù)點(diǎn)銷售據(jù)點(diǎn)D1S1M4D1S1S1S1S1業(yè)務(wù)區(qū)域業(yè)務(wù)區(qū)域業(yè)務(wù)區(qū)域P3P4P1P2第三十二頁(yè)，共五十一頁(yè)。未來(lái)供應(yīng)鏈模型規(guī)劃銷售生產(chǎn)產(chǎn)銷協(xié)調(diào)擬訂

銷售預(yù)測(cè)彙總

銷售預(yù)測(cè)規(guī)劃

生產(chǎn)排程擬訂/修正採(cǎi)購(gòu)計(jì)劃協(xié)調(diào)據(jù)點(diǎn)內(nèi)之產(chǎn)銷採(cǎi)購(gòu)P1P2P4P4P3P3協(xié)調(diào)跨據(jù)點(diǎn)之產(chǎn)銷差異狀況

處理差異擬訂

生產(chǎn)計(jì)劃YesP3,P4P3,P4修正

銷售計(jì)劃修正

生產(chǎn)計(jì)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(cǎi)購(gòu)計(jì)劃月採(cǎi)購(gòu)計(jì)劃各據(jù)點(diǎn)自行協(xié)調(diào)全球資策中心調(diào)配總公司資材中心第三十三頁(yè)，共五十一頁(yè)。DeliverableSampleP1PlanSupplyChainPlanP2PlanSourceP3PlanMakeP4PlanDeliverP0PlanInfrastructure定義 -發(fā)展並建立一套運(yùn)作模式以適切的規(guī)劃可用產(chǎn)品交付資源以符合產(chǎn)品交付需求輸入 -銷售預(yù)測(cè)、現(xiàn)有訂單及客戶對(duì)產(chǎn)品交付之特殊需求

-生產(chǎn)計(jì)劃、存貨、既有產(chǎn)品交付排程

輸出 -產(chǎn)品交付計(jì)劃:銷售點(diǎn)、品項(xiàng)、客戶、交期、數(shù)量、送貨地點(diǎn)、運(yùn)送方式

P4PlanDeliver第三十四頁(yè)，共五十一頁(yè)。DeliverableSample時(shí)間年度活動(dòng)擬定年度銷售計(jì)劃彙總年度銷售計(jì)劃協(xié)調(diào)據(jù)點(diǎn)內(nèi)部產(chǎn)銷計(jì)劃內(nèi)容<年度銷售計(jì)劃1>-由業(yè)務(wù)人員對(duì)所負(fù)責(zé)之區(qū)域或客戶依產(chǎn)品群組，擬定下年度每月之銷售數(shù)量並註明運(yùn)送區(qū)域及特殊需求-規(guī)劃安全庫(kù)存量，以減低銷售預(yù)測(cè)不準(zhǔn)確之風(fēng)險(xiǎn)<年度銷售計(jì)劃2>-依產(chǎn)品群組、客戶或運(yùn)送區(qū)域彙總每月之計(jì)劃銷售數(shù)量-最小計(jì)劃單位係為一不可分割之交付需求數(shù)量，其資料內(nèi)容包括銷售據(jù)點(diǎn)、月份、客戶或區(qū)域別、產(chǎn)品群組、數(shù)量、特殊需求<初步產(chǎn)銷需求計(jì)劃>-協(xié)調(diào)計(jì)劃產(chǎn)出以滿足據(jù)點(diǎn)內(nèi)銷售單位所負(fù)責(zé)之業(yè)務(wù)區(qū)域的每月銷售(交付)計(jì)劃-提出無(wú)法由據(jù)點(diǎn)內(nèi)生產(chǎn)單位所滿足之產(chǎn)品群組及數(shù)量，或過(guò)剩之產(chǎn)能(群組及數(shù)量)第三十五頁(yè)，共五十一頁(yè)。DeliverableSampleP3PlanMake-績(jī)效衡量指標(biāo)第三十六頁(yè)，共五十一頁(yè)。CaseStudy2

NotebookManufacturer第三十七頁(yè)，共五十一頁(yè)。ProjectBackground在BTO及CTO風(fēng)潮中，生產(chǎn)商必須具備快速且具彈性的產(chǎn)銷系統(tǒng)，縮短出貨前置時(shí)間，並配合快速工程變便，以因應(yīng)市場(chǎng)需求之快速變化。因應(yīng)產(chǎn)品生命週期縮短的產(chǎn)業(yè)特性，需加強(qiáng)產(chǎn)品規(guī)劃與研發(fā)能力，使產(chǎn)品能即時(shí)推往市場(chǎng)。生產(chǎn)之趨勢(shì)主要為追求廉價(jià)的生產(chǎn)資源，完整的產(chǎn)業(yè)結(jié)構(gòu)，以及便利的物流通路。為了貼近市場(chǎng)，必須在規(guī)模市場(chǎng)附近設(shè)立生產(chǎn)據(jù)點(diǎn)。營(yíng)運(yùn)規(guī)模大幅擴(kuò)充，有效存貨及應(yīng)收帳款控管為企業(yè)營(yíng)運(yùn)成敗的關(guān)鍵。第三十八頁(yè)，共五十一頁(yè)。專案執(zhí)行架構(gòu)資訊科技(Info.Technology)策略(Strategy)組織架構(gòu)(Structure)流程(Processes)變革促動(dòng)(ChangeEnablement)建構(gòu)變革能力以確保組織及人員順利轉(zhuǎn)型。透過(guò)策略釐清研討會(huì)，以釐清公司願(yuàn)景、未來(lái)策略方向、目標(biāo)及關(guān)鍵營(yíng)運(yùn)流程。調(diào)整組織架構(gòu)以配合未來(lái)營(yíng)運(yùn)策略。針對(duì)關(guān)鍵流程，利用AA全球最佳實(shí)務(wù)進(jìn)行流程改善，及整合公司未來(lái)營(yíng)運(yùn)流程與ERP系統(tǒng)。應(yīng)用ERP方法論，以迅速有效導(dǎo)入應(yīng)用系統(tǒng)，提升營(yíng)運(yùn)績(jī)效。引進(jìn)ArthurAndersen專案執(zhí)行架構(gòu)，透過(guò)策略釐清、組織架構(gòu)調(diào)整、流程改善及人員轉(zhuǎn)型，以確保ERP系統(tǒng)導(dǎo)入的成功。第三十九頁(yè)，共五十一頁(yè)。策略釐清(StrategicArticulation)關(guān)鍵流程CriticalProcesses組織目標(biāo)Organizational

Goals策略Strategy

differentiator驅(qū)動(dòng)因子Drivers願(yuàn)景Vision使命Mission價(jià)值觀Values關(guān)鍵績(jī)效指標(biāo)KeyPerformanceIndicator第四十頁(yè)，共五十一頁(yè)。MajorImplicationstoProjectT0-BeDesignDirectionsCustomerorientedorganization&processesExtendsupplychainvendorhuboperationtosupportBTO/CTOmodelMulti-sitecoordinationforplanning,manufacturingandlogistics.

OperationTargetFocusTotalcycletimereductionFastresponseTotalcostownershipInventoryturnoverimprovement第四十一頁(yè)，共五十一頁(yè)。MarketAssumptionBTFBTOinCPUVendorMgmt.CPUSpeedInventoryDataAccuracyModel1Model2BTOCPUforbasicunitsConfigureMarketScaleGlobalCentersGlobalVendorHubProductModulizationModel3BTFSeparatePlantCentralizePlanningCurrentMajorChangesPrerequisitesCustomizedOrg.PlanningToolPolicy&

ResponsibilityMajorOperationStyleCTOCTOCTOCTOBTOBTOBTO第四十二頁(yè)，共五十一頁(yè)。OperationModel1TaiwanServicecenterSalescenter2PlanningcenterSalescenter1CTOBTFBTFMajorClientConfigurecenterOtherCustomerMFGcenter1ServiceMfg.OverseasServicecenterSMTAssemblyBTO(byEDI)MFGcenter2SMTAssemblyBTF/BTOBTFBTOBTFBTFBTFBTOBTOBTOBTOBTOBTOBTOBTOMajorClientF/GEDI/APSorderMajorClientCTOorderMajorClientserviceorder/RMAorderOthercustomerF/GorderOthercustomerserviceorder/RMAorderBTOBTFBTOBTF第四十三頁(yè)，共五十一頁(yè)。OptimizedDelayedPoint-Model1RawInvMBInvBasicunitInvKeypartsInvStockpointStockpointStockpointRawInvMBInvBTFBTFCTOEDIEDIModel2BTFBTORawmtrlsectionVendorSMTsectionAssemblysectionFinalConfigureF/GDeliveryCustomerBTFBTFCTORawmtrlsectionVendorSMTsectionAssemblysectionF/GDeliveryCustomerRawInvMBInvF/GInvRawmtrlsectionVendorSMTsectionAssemblysectionF/GDeliveryCustomerBTOCTOBTOBasicunitInvKeypartsInvBTO第四十四頁(yè)，共五十一頁(yè)。OptimizedDelayedPoint--Model2RawInvMBInvBasicunitInvKeypartsInvStockpointStockpointStockpointRawInvMBInvBTFBTFCTOEDIModel2BTFBTORawmtrlsectionVendorSMTsectionAssemblysectionFinalConfigureF/GDeliveryCustomerBTFBTFCTORawmtrlsectionVendorSMTsectionAssemblysectionF/GDeliveryCustomerRawInvMBInvF/GInvRawmtrlsectionVendorSMTsectionAssemblysectionF/GDeliveryCustomerBTOCTOBTOBasicunitInvKeypartsInvBTO第四十五頁(yè)，共五十一頁(yè)。ChangeAreasonModel11.CentralizedProcurementResponsibleforsourcing,purchase,vendormanagement.AVL,AMLSourcingAdm,ProcedurePolicyMaintenancePurchaseProcurementVendorQAComponentEngineering第四十六頁(yè)，共五十一頁(yè)。ChangeAreasonModel1(cont.)1.CentralizedProcurement(cont.)DefineProcurementPolicytoImproveSupplyChainSourcing:2~3VendorsPurchase:BatchpurchaseProcurement:OpennewsourceSourcing:SinglesourcePurchase:PeriodicallyreviewProcurement:VMISourcing:Strategicalliance

(Singlesource)Purchase:LongtermagreementProcurement:AlliancepartnerSourcing:TwovendorsPurchase:AllocationProcurement:VendorQA

programMaterialImportanceCost/valueimportanceSourceScarcityStrategyFulfillment/Production