供應(yīng)鏈管理之全球最佳實(shí)務(wù)ppt課件

1、供應(yīng)鏈管理之全球最正確實(shí)務(wù)勤業(yè)管理顧問公司Arthur Andersen Business Consulting陳光敏 (Timothy Chen)SCM Global Best PracticeAgendaGlobal Best PracticeSupply Chain Global Best Practice IntroductionCase Study 1 & 2(Capacitor & Notebook)Q & A 5 min20 min10 min 5 minHow Can Best Practices Be Applied ?Re-engineeringProcess Improv

2、ement ModelTQMBenchmarkingQualityEvaluateResultsImplementSolutionsDevelopDetailedDesignCreateReengineeringStrategyProcessOrganizationTechnologyPeopleMeasurementPhase 1Phase 2Phase 3Phase 4Continuously ImprovementUnderstand Customer WantEvaluate Process Measure ImprovementImplement ImprovementUNIVERS

3、ALCOMPETITIVEINTERNALArthur Andersen Global Best PracticeKnowledge Spacekspace.arthurandersenSupply ChainGlobal Best PracticeLinks in the Supply ChainSenior managementCustomer serviceDesignMarketing and salesProductionPurchasingLogisticsTreasury managementSenior Management LinkSummary of Best Practi

4、cesGive visible support Align SCM objectives with strategic planProvide SCM trainingSource Material: Beyond Logistics:Supply Chain ManagementSenior Management LinkThree import ways senior management can contribute to the SCM Source Material: Beyond Logistics:Supply Chain ManagementMandating performa

5、nce measurementPerformer - XeroxBest practice - Identify performance measurementAllocation resources to the programPerformer - SmithKline BeechamBest practice - Contracted with a consultant firm to develop learning-by-doing coursesCustomer Service LinkThe customer service link can be a source of val

6、uable information for organizing the entire supply chainPerformer - 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

7、 performanceMonitor the customer service initiativeSource Material: Not Resting on Its LaurelsCustomer Service LinkDesign LinkSummary of Best PracticesCreate a consistent flow of new products into the marketplaceManage carefully the new product generation, development and gestation process. Invoke k

8、ey suppliers in the product design processDesign LinkPerformer - 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 timeSource Materia

9、l: The Design Team: Suppliers Move Into the Line of FireMarketing and Sales LinkSummary 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 secur

10、e distributorsAllow distributors to assemble products on order and by demandSet up a network of distributorsMarketing and Sales LinkPerformer - Dell Computer Corp.Best Practice - Innovative distribution channelsDell has dropped its retail distributors and is pursuing other distribution channels, inc

11、luding direct marketing 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 GrowthMarketing and Sales LinkPerformer - IBM,

12、 Sun Microsystems, AT&T Global 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: Distrib

13、utors Jump on the BandwagonProduction LinkOperating with lean resources: Minimized inventoryTighter schedulesSmaller batchOptimized factory and warehousing facilitiesProduction LinkPerformer - TOYOTA / Freudenberg-NOKBest Practice - Lean production systemToyota developed the lean production system u

14、sing a combination of JIT manufacturing, TQM, and CI Freudenberg-NOK implement Get Rid of Waste Through Team Harmony (GROWTTH)Source Material: Freudenberg-NOK promotional materialsPurchasing LinkSummary of Best PracticesDevelop an SCM strategic plan for purchasingStreamline PO processImplement EDI w

15、ith selected suppliersImplement vendor management programPurchasing LinkPerformer - 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 satisfactionRe

16、duce the total cost for goods procurement Improve purchasing staff efficiency and job satisfactionPROMS (electronic procurement management system) & EDI (electronic data interchange) ordering system. Source Material: Supply Chains: Reengineering a Belgium UnitLogistics LinkSummary of Best PracticesM

17、inimize global movementImplement a warehouse management systemQualify third-party logistics services providersLogistics LinkPerformer - EMC Corp.EMC Corp. has for 14 years been manufacturing high-availability computer storage. Best Practice - Minimize global movement Minimize vendors numberQA on ven

18、dor site Source Material: How Logistics Gives EMC a Strategic EdgeTreasury Management LinkWe 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 LinkPerformer -

19、 Motorola Best Practice - Internal netting system - Motorola 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 CItibankSource Material: The Evolution of a Global Cash Management SystemCase

20、Study 1Capacitor ManufacturerSCM Operation ModelProject Background電容為三大被動元件之一,單價(jià)低且品牌認(rèn)同度不高, 未來之目標(biāo)市場在3C產(chǎn)業(yè),主要之競爭優(yōu)勢在於如何降低本錢、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)營業(yè)據(jù)點(diǎn)分佈於臺灣、大陸、東南亞、歐美,而原運(yùn)作方式中係以存貨式生產(chǎn)為導(dǎo)向,各廠以生產(chǎn)產(chǎn)能來規(guī)劃生產(chǎn)計(jì)劃,且銷售據(jù)點(diǎn)和生產(chǎn)據(jù)點(diǎn)無明確之對映關(guān)係,故當(dāng)實(shí)際銷售和預(yù)測產(chǎn)生差異時(shí),無法及時(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張勢在必行,如何建構(gòu)一個(gè)全球供應(yīng)鏈運(yùn)作方式,即成為其重要課題。Project R

21、oadmap全球供應(yīng)鏈模型介紹瞭解現(xiàn)行產(chǎn)銷儲運(yùn)運(yùn)作釐清未來發(fā)展方向定義供應(yīng)鏈運(yùn)作內(nèi)容建立初步模型發(fā)展完好模型研擬任務(wù)計(jì)劃資料搜集建立全球供應(yīng)鏈整體模型規(guī)劃績效衡量指標(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)新運(yùn)作方式之要點(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)配方式定義銷售點(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(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)測調(diào)整生產(chǎn)計(jì)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

22、狀況及市場反應(yīng)修正銷售預(yù)測SCOR ModelSupply Chain Operations ReferenceFramework defining the supply chain business processesSourceMakeDeliverCustomersSuppliersManufacturing Value-Added Transformation ProcessesPlanManufacturer 未來供應(yīng)鏈模型規(guī)劃集團(tuán)內(nèi)D1業(yè)務(wù)區(qū)域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P

23、3P4P1P2未來供應(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)測彙總銷售預(yù)測規(guī)劃生產(chǎn)排程擬訂/修正採購計(jì)劃協(xié)調(diào)據(jù)點(diǎn)內(nèi)之產(chǎn)銷採購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日年度採購計(jì)劃月採購計(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Deliverable SampleP1 Plan Supply ChainPlanP2 Plan SourceP3 Plan MakeP4 Plan DeliverP0 Plan Infrastructure定義 - 發(fā)

24、展並建立一套運(yùn)作方式以適切的規(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、現(xiàn)有訂單及客戶對產(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 P4 Plan DeliverDeliverable Sample時(shí)間年度活動擬定年度銷售計(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- 由業(yè)務(wù)人員對所負(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)劃平安庫存量，以減低銷售預(yù)測不準(zhǔn)確之風(fēng)險(xiǎn)- 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

25、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- 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，或過剩之產(chǎn)能(群組及數(shù)量)Deliverable SampleP3 Plan Make - 績效衡量指標(biāo)Case Study 2Notebook ManufacturerProject Background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)才干，使產(chǎn)品能即

26、時(shí)推往市場。生產(chǎn)之趨勢主要為追求廉價(jià)的生產(chǎn)資源，完好的產(chǎn)業(yè)結(jié)構(gòu)，以及便利的物流通路。為了貼近市場，必須在規(guī)模市場附近設(shè)立生產(chǎn)據(jù)點(diǎn)。營運(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)營運(yùn)成敗的關(guān)鍵。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(Change Enablement)建構(gòu)變革才干以確保組織及人員順利轉(zhuǎn)型。透過戰(zhàn)略釐清研討會，以釐清公司願(yuàn)景、未來戰(zhàn)略方向、目標(biāo)及關(guān)鍵營運(yùn)流程。調(diào)整組織架構(gòu)以配合未來營運(yùn)戰(zhàn)略。針對關(guān)鍵流程，利用AA全球最正確實(shí)務(wù)進(jìn)行流程改善，及整合公司未來營運(yùn)流程與ERP系統(tǒng)。

27、應(yīng)用ERP方法論，以迅速有效導(dǎo)入應(yīng)用系統(tǒng)，提升營運(yùn)績效。引進(jìn)Arthur Andersen專案執(zhí)行架構(gòu)，透過戰(zhàn)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)入的勝利。戰(zhàn)略釐清 (Strategic Articulation)關(guān)鍵流程Critical Processes組織目標(biāo)OrganizationalGoals戰(zhàn)略 Strategy differentiator驅(qū)動因子Drivers願(yuàn)景 Vision使命 Mission價(jià)值觀 Values關(guān)鍵績效指標(biāo)Key PerformanceIndicatorMajor Implications to ProjectT0-Be Desig

28、n 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 reductionFast responseTotal cost ownershipInventory turnover improvementMark

29、et AssumptionBTFBTOin CPU Vendor Mgmt. CPU Speed Inventory Data AccuracyModel 1Model 2BTOCPUforbasic units Configure Market Scale Global Centers Global Vendor Hub Product ModulizationModel 3BTFSeparatePlantCentralizePlanningCurrentMajorChangesPrerequisites Customized Org. Planning Tool Policy & Resp

30、onsibilityMajorOperationStyleCTOCTOCTOCTOBTOBTOBTOOperation Model 1 TaiwanServicecenterSalescenter 2PlanningcenterSales center 1CTOBTFBTF MajorClientConfigurecenterOtherCustomerMFG center 1ServiceMfg.OverseasServicecenterSMTAssemblyBTO (by EDI)MFG center 2SMTAssemblyBTF/BTOBTF BTOBTFBTFBTFBTOBTOBTOB

31、TOBTOBTOBTOBTOMajor Client F/G EDI/APS orderMajor Client CTO orderMajor Client service order / RMA orderOther customer F/G orderOther customer service order / RMA order BTOBTFBTOBTFOptimized Delayed Point - Model 1Raw InvMB InvBasicunitInvKey parts InvStock pointStock pointStock pointRaw InvMB InvBT

32、FBTF CTO EDIEDI Model 2BTFBTORaw mtrlsectionVendorSMT sectionAssembly sectionFinal ConfigureF/G DeliveryCustomerBTFBTFCTORaw mtrlsectionVendorSMT sectionAssembly sectionF/G DeliveryCustomerRaw InvMB InvF/GInvRaw mtrlsectionVendorSMT sectionAssembly sectionF/G DeliveryCustomerBTOCTOBTOBasicunitInvKey

33、 parts InvBTOOptimized Delayed Point - - Model 2Raw InvMB InvBasicunitInvKey parts InvStock pointStock pointStock pointRaw InvMB InvBTFBTFCTO EDIModel 2BTFBTORaw mtrlsectionVendorSMT sectionAssemblysectionFinal ConfigureF/G DeliveryCustomerBTFBTFCTORaw mtrlsectionVendorSMT sectionAssembly sectionF/G

34、 DeliveryCustomerRaw InvMB InvF/GInvRaw mtrlsectionVendorSMT sectionAssemblysectionF/G DeliveryCustomerBTOCTOBTOBasicunitInvKey parts InvBTOChange Areas on Model 11.Centralized ProcurementResponsible for sourcing, purchase, vendor management.AVL, AMLSourcingAdm, ProcedurePolicy Maintenance PurchaseP

35、rocurementVendor QAComponentEngineeringChange Areas on Model 1 (cont.)1.Centralized Procurement (cont.)Define Procurement Policy to Improve Supply Chain Sourcing :2 3 VendorsPurchase : Batch purchase Procurement : Open new sourceSourcing : Single source Purchase : Periodically review Procurement :VMISourcing : Strategic allian