1、Customer Focused Inventory Management (CFIM) Programs,2,Table of Contents,Semiconductor Industry Characteristics and High Tech Industry Dynamics Questions surrounding CFIM What, How, When and with Whom Impact on Operating Model Maximizing Benefits from a CFIM program Case Studies - Summary Key Learn

2、ings Recommendations Back Up,3,Table of Contents,Semiconductor Industry Characteristics and High Tech Industry Dynamics Questions surrounding CFIM What, How, When and with Whom Impact on Operating Model Maximizing Benefits from a CFIM program Case Studies - Summary Key Learnings Recommendations Back

3、 Up,4,Semiconductor Industry Characteristics,The semiconductor industry is inherently challenging, defined by: A complex, multi-node value web that includes multiple entities and trading partners, driving the need for extraordinary communication between vendors and customers to manage the demand sig

4、nal A significant mismatch between manufacturing lead time ( 48 days) and order fulfillment cycle times ( 15 days) that drives forecast-based production The uncertainty of such forecasts invariably leads to excess inventory An environment in which a majority of the inventory resides post fab In wafe

5、r banks pre and post test, and in die banks pre and post package, and in some cases as finished goods As a result, small changes in demand will cause large perturbations in supply resulting in significant inventory management challenges,5,Impact to Strategic Operating Model: Push to Pull,Total avail

6、able product to meet customer demand is equal to the finished goods inventory plus the product which can be produced and delivered within the customers cycle time,Migration from a “Push” system to a “Pull” system is achieved when product is produced based on demand and replenishment needs, and less

7、on forecast,6,買賣雙方力量制衡對存貨管理的影響,買方占主導(dǎo)地位,相互依賴,賣方占主導(dǎo)地位,相互獨立,戰(zhàn)略采購 電子化采購 以買方為中心的外部網(wǎng)絡(luò),業(yè)務(wù)合作 戰(zhàn)略采購 電子交易市場,戰(zhàn)略采購 以賣方為中心的外部網(wǎng)絡(luò)，包括設(shè)計、客戶自服務(wù)、網(wǎng)上下單等,電子化采購 外包 反向拍賣,低,低,高,高,買方資源相對于賣方而言的效用性與重要性,賣方資源相對于買方而言的效用性與重要性,買賣雙方的力量對比決定了采購策略及相應(yīng)的存貨管理策略,7,存貨管理策略的演變,研究表明存貨策略正由獨立存貨管理轉(zhuǎn)變?yōu)楹献魇酱尕浌芾?8,How Bad is the Problem?,In Q42000, when

8、 excess inventory reached a peak, most of the excess inventory was with semiconductor suppliers and EMS providers. The OEMs and EMS providers have been trying to offload more inventory to the suppliers.,Source: iSuppli Corporation,9,Table of Contents,Semiconductor Industry Characteristics and High T

9、ech Industry Dynamics Questions surrounding CFIM What, How, When and with Whom Impact on Operating Model Maximizing Benefits from a CFIM program Case Studies - Summary Key Learnings Recommendations Back Up,10,以客戶為中心的存貨管理(CFIM)項目的一般形式,賣方管理存貨 (VMI): 這是一種優(yōu)化供應(yīng)鏈績效的方法：供應(yīng)商可以了解到客戶的存貨數(shù)據(jù)并負責(zé)維護客戶所需的存貨數(shù)量。VMI是通過流

10、程管理來實現(xiàn)的，其中補貨是由賣方通過定期的現(xiàn)場盤點來進行的。 賣方寄庫管理存貨: 與VMI的區(qū)別之處在于：賣方在貨物的寄放地點即客戶的倉庫仍保留貨物的所有權(quán)。貨款的支付將等到貨物發(fā)生實際的使用或銷售后予以結(jié)算。這種方法目前主要由分銷商使用，存貨被寄放在分銷商的客戶處。 聯(lián)合管理存貨(JMI): JMI的管理團隊由客戶與賣方的員工組成，通常團隊成員地處相互臨近的地理區(qū)域以便經(jīng)常性召開見面會。這種方法有助于不同職能的成員間實現(xiàn)開放式的溝通。JMI要求更強的聯(lián)合計劃及溝通。 JIT II: 由一名賣方的員工在客戶的采購部代替客戶的采購人員進行工作?？蛻粼试S這名賣方的員工以客戶的身份發(fā)出訂單并允許他能

11、在客戶的工廠所在地隨時了解工廠及工程項目狀況。,11,以客戶為中心的存貨管理（CFIM） 項目結(jié)構(gòu),12,3 種基本的存貨地點形式,存貨地點位于客戶倉庫 賣方管理存貨（VMI） 賣方管理客戶所擁有的存貨 賣方寄庫管理存貨 寄放在客戶所在地的存貨所有權(quán)歸賣方，客戶負責(zé)支付倉儲、操作及其他相關(guān)費用。 聯(lián)合管理存貨（JMI） 客戶的采購員與賣方的銷售員聯(lián)合辦公共同計劃與管理存貨。 JIT II 由賣方派出人員管理客戶的存貨，負責(zé)計劃以及新產(chǎn)品開發(fā)的支持 存貨地點位于第三方物流倉庫 由第三方物流負責(zé)存貨的裝運、倉儲、管理及將貨物配送至客戶處 存貨地點位于賣方倉庫 確定的供應(yīng)量 (配額) 通常出現(xiàn)在供不

12、應(yīng)求的時候 因賣方很難將貨物賣給客戶，于是由賣方支付倉儲、操作及其他相關(guān)費用,13,Forecast, Consumption, Reconciliation,Invoicing,Replenishment signal,ASN, Shipment,CFIM Model 1 (at customer site),CFIM Inventory Location,14,Forecast,Invoicing,ASN, Shipment,Inventory receipt, consumption, reconciliation,CFIM Model 2 (at 3PL),3PL Hub,Pull,1

13、5,Forecast,Invoicing,ASN, Shipment,Pull Signal,ASN, Shipment,CFIM Model 3 (at suppliers Regional W/H),Regional Inventory W/H,16,How, When and With Whom?,Participation in CFIM programs can be effectively determined through: Product segmentation Customer segmentation Strategic choice model,17,產(chǎn)品分類,一個企

14、業(yè)經(jīng)營管理費用的結(jié)構(gòu)與多少受企業(yè)所經(jīng)營的產(chǎn)品數(shù)量的影響。因此相應(yīng)的管理目標應(yīng)當為同時減少產(chǎn)品數(shù)量及相關(guān)經(jīng)營管理費用 如下圖所示的產(chǎn)品產(chǎn)量曲線，高科技產(chǎn)品產(chǎn)量中比重最大的是產(chǎn)量大且可預(yù)測的產(chǎn)品。所以我們應(yīng)把關(guān)注的重點放在下圖所示的“危險的中間層產(chǎn)品”及“末端產(chǎn)品”上,從而將風(fēng)險降至最低,單位數(shù)量 (年銷量),產(chǎn)品數(shù)量,類型 “1”,類型 “2”,類型 “3”,18,客戶分類,為了使服務(wù)水平同存貨策略相適應(yīng)，我們需要根據(jù)客戶特征進行分析 在對客戶特征進行分析的基礎(chǔ)上制訂合理的存貨制度將能夠保證我們?yōu)槟切┛梢跃邆鋺?zhàn)略優(yōu)勢的客戶提供合理的存貨服務(wù)。,1級客戶,客戶數(shù)量,單位數(shù)量 (年銷量),19,定義

15、戰(zhàn)略伙伴 (1級客戶),找出戰(zhàn)略伙伴的標準 用戰(zhàn)略伙伴的標準來對現(xiàn)有的業(yè)務(wù)合作關(guān)系進行分類 分類應(yīng)當根據(jù)利潤率、購買量及庫存水平等 舉例: 未來生存能力的評估 客戶滿意度 合作愿望 占單位產(chǎn)品線銷售百分比 占整體銷售的百分比 庫存周轉(zhuǎn)率 存貨水平（存貨占銷量的百分比） 付款周期及條件 客戶歷史業(yè)績及相互關(guān)系,20,戰(zhàn)略決策模型,21,戰(zhàn)略決策模型 續(xù),在以下情況應(yīng)選擇加入CFIM 項目: 買方占主導(dǎo)地位且為戰(zhàn)略伙伴 相互間為戰(zhàn)略伙伴關(guān)系且相互依賴，具有可觀的經(jīng)濟回報 產(chǎn)品銷量大且可預(yù)測 賣方占主導(dǎo)地位、未來合作機會具有可觀的經(jīng)濟回報 通常在以下情況下，不應(yīng)選擇CFIM 項目: 客戶拒絕寄庫的建

16、議. 非戰(zhàn)略伙伴關(guān)系. 相互之間關(guān)系獨立. 對方?jīng)]有良好的IT基礎(chǔ)設(shè)施及高素質(zhì)的人力資源.,22,買方占主導(dǎo)地位,相互依賴,賣方占主導(dǎo)地位,相互獨立,寄庫管理存貨,JIT II,開放式采購,聯(lián)合管理存貨,賣方管理存貨（VMI）,戰(zhàn)略決策模型 續(xù),23,Table of Contents,Semiconductor Industry Characteristics and High Tech Industry Dynamics Questions surrounding CFIM What, How, When and with Whom Impact on Operating Model Ma

17、ximizing Benefits from a CFIM program Case Studies - Summary Key Learnings Recommendations Back Up,24,Store Product,Ship Product,Capture Costs,Shipping Orders,Forecast Demand,Schedule Transport,Invoice Customer,Record Revenue,Collect Revenue,Balance Close,Report Results,Customers,Demand Mgmt,Plan Pr

18、oduction,Master Prod. Scheduling,Plan Materials.,Shop Floor Control,Equipment Control,Product Packaging,Forecast Materials,Record Liability,Order Material,Receive Material,Process Invoices,Process Payment,Select Suppliers,Plan Maintenance,Suppliers,Produce Product,Plan Demand,Solution Knowledge,Proc

19、ess Order,Website,Specify Product,Design Product,Manufacture Rules,Design Process,Capture cash flow,Qualify Suppliers,Store Material,Design Supply Chain,Order Maintenance,Relationship Represent.,Manage Imp- lementation,Prepare Bid,Configure Product,Product Information,Product Material or Services,Ot

20、her Information,Design Solution Set,Impacted Areas,CFIM Impact on Operating Model,25,Based on forecasts, inventory levels, and demand information from customers, the front-end of a CFIM system will determine the “date-based” need for a replenishment quantity and will send a preliminary order to an O

21、rder Management System (OMS).,Three Key Phases of CFIM Programs,Demand Determination,Order Management,Fulfillment,A CFIM Program consists of three distinct phases which must be successfully managed and executed,The OMS receives the preliminary order and generates a replenishment order. This triggers

22、 planning for special packaging / labeling requirements and transportation planning. The Order Management process is concluded with an order being released for execution through a fulfillment center.,The fulfillment process takes the order from an OMS and manages all activities necessary to provide

23、the product in the form and functionality that the customer requires. This can include: “Mark-for” labeling, less-than-full-case picking, packaging, etc.,26,Replenishment Planning,CFIM Program Phases and Supporting IT Tools,Demand Planning System,Supply Planning System,Demand, Forecast,Demand,Demand

24、 Determination,Order Management,Fulfillment,Order Management System,Warehouse Management System,Availability Determination,Replenishment Order,Order to Ship,ATP,Picked Order,Order to be Picked,Customer Forecasts, Inventory Information and Demand Data,In order to provide customers with the services l

25、evels expected, the following systems and processes must be in place,Based on forecasts, inventory levels, proper implementation can provide competitive advantage for a supplier although resulting in increased costs Conduct upfront analysis; this is critical to determine the customers and products to implement CFIM Analyze and improve internal as well as customer-facing processes and systems before implementing CFIM Estab