customer focused inventory management

1、Customer Focused Inventory Management (CFIM) ProgramsTable of ContentsSemiconductor Industry Characteristics and High Tech Industry DynamicsQuestions surrounding CFIM What, How, When and with Whom Impact on Operating ModelMaximizing Benefits from a CFIM programCase Studies - SummaryKey LearningsReco

2、mmendationsBack Up2Table of ContentsSemiconductor Industry Characteristics and High Tech Industry DynamicsQuestions surrounding CFIM What, How, When and with Whom Impact on Operating ModelMaximizing Benefits from a CFIM programCase Studies - SummaryKey LearningsRecommendationsBack Up3Semiconductor I

3、ndustry CharacteristicsThe 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 signalA significant mismat

4、ch between manufacturing lead time ( 48 days) and order fulfillment cycle times ( 15 days) that drives forecast-based productionThe uncertainty of such forecasts invariably leads to excess inventoryAn environment in which a majority of the inventory resides post fab In wafer banks pre and post test,

5、 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 challenges4Impact to Strategic Operating Model: Push to Pull Total available product to meet custome

6、r demand is equal to the finished goods inventory plus the product which can be produced and delivered within the customers cycle timeHLT1T2TimeDemand VolatilityHLT1T2TimeInventoryManufacturing OutputFG InvFG InvFG InvFG InvFG InvFG InvFG InvFG InvFG InvFill Demand from InventoryFill Demand from Inv

7、entory and ManufacturingUse Finished Goods Inventory for Capacity Limitations and Demand VolatilityPUSH Into FGPULL from MfgMigrationHLTotal Available ProductManufacture toForecastManufacture toFG ReplenishmentManufacture toDemandMigration from a “Push” system to a “Pull” system is achieved when pro

8、duct is produced based on demand and replenishment needs, and less on forecast5 買賣雙方力量制衡對(duì)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(dú)立戰(zhàn)略采購(gòu)電子化采購(gòu)以買方為中心的外部網(wǎng)絡(luò)業(yè)務(wù)合作戰(zhàn)略采購(gòu)電子交易市場(chǎng)戰(zhàn)略采購(gòu)以賣方為中心的外部網(wǎng)絡(luò)，包括設(shè)計(jì)、客戶自服務(wù)、網(wǎng)上下單等電子化采購(gòu)?fù)獍聪蚺馁u低低高高買方資源相對(duì)于賣方而言的效用性與重要性賣方資源相對(duì)于買方而言的效用性與重要性買賣雙方的力量對(duì)比決定了采購(gòu)策略及相應(yīng)的存貨管理策略6存貨管理策略的演變研究表明存貨策略正由獨(dú)立存貨管理轉(zhuǎn)變?yōu)楹献魇酱尕浌芾愍?dú)

9、立性持久性合作管理賣方管理存貨共同管理存貨采購(gòu)訂單關(guān)系比例合作強(qiáng)制性開放式采購(gòu)傳統(tǒng)供貨方式績(jī)效合同專業(yè)化合作關(guān)系戰(zhàn)略伙伴關(guān)系200120057How Bad is the Problem?In Q42000, when 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

10、 suppliers.Source: iSuppli Corporation8Table of ContentsSemiconductor Industry Characteristics and High Tech Industry DynamicsQuestions surrounding CFIM What, How, When and with Whom Impact on Operating ModelMaximizing Benefits from a CFIM programCase Studies - SummaryKey LearningsRecommendationsBac

11、k Up9以客戶為中心的存貨管理(CFIM)項(xiàng)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(jī)效的方法：供應(yīng)商可以了解到客戶的存貨數(shù)據(jù)并負(fù)責(zé)維護(hù)客戶所需的存貨數(shù)量。VMI是通過(guò)流程管理來(lái)實(shí)現(xiàn)的，其中補(bǔ)貨是由賣方通過(guò)定期的現(xiàn)場(chǎng)盤點(diǎn)來(lái)進(jìn)行的。賣方寄庫(kù)管理存貨: 與VMI的區(qū)別之處在于：賣方在貨物的寄放地點(diǎn)即客戶的倉(cāng)庫(kù)仍保留貨物的所有權(quán)。貨款的支付將等到貨物發(fā)生實(shí)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(tuán)隊(duì)由客戶與賣方的員工組成，通常團(tuán)隊(duì)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(huì)。這種方法有助于不同職能

12、的成員間實(shí)現(xiàn)開放式的溝通。JMI要求更強(qiáng)的聯(lián)合計(jì)劃及溝通。JIT II: 由一名賣方的員工在客戶的采購(gòu)部代替客戶的采購(gòu)人員進(jìn)行工作。客戶允許這名賣方的員工以客戶的身份發(fā)出訂單并允許他能在客戶的工廠所在地隨時(shí)了解工廠及工程項(xiàng)目狀況。10以客戶為中心的存貨管理（CFIM） 項(xiàng)目結(jié)構(gòu)存貨所有權(quán)存貨所在地能否共享客戶需求數(shù)據(jù)補(bǔ)貨訂單決定人CFIM賣方管理存貨 (VMI)客戶客戶能賣方?jīng)Q定賣方寄庫(kù)管理存貨賣方客戶 /賣方 / 第三方物流可能賣方?jīng)Q定聯(lián)合管理存貨 (JMI)客戶 / 賣方客戶能聯(lián)合決定JIT II客戶客戶能在客戶所在地的賣方代表其他采購(gòu)方式開放式采購(gòu)（電子化交易市場(chǎng)、拍賣等）客戶客戶不能不

13、清楚傳統(tǒng)采購(gòu)方式（下訂單）客戶客戶可能事先約定113 種基本的存貨地點(diǎn)形式存貨地點(diǎn)位于客戶倉(cāng)庫(kù)賣方管理存貨（VMI） 賣方管理客戶所擁有的存貨賣方寄庫(kù)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(fù)責(zé)支付倉(cāng)儲(chǔ)、操作及其他相關(guān)費(fèi)用。聯(lián)合管理存貨（JMI） 客戶的采購(gòu)員與賣方的銷售員聯(lián)合辦公共同計(jì)劃與管理存貨。JIT II 由賣方派出人員管理客戶的存貨，負(fù)責(zé)計(jì)劃以及新產(chǎn)品開發(fā)的支持存貨地點(diǎn)位于第三方物流倉(cāng)庫(kù)由第三方物流負(fù)責(zé)存貨的裝運(yùn)、倉(cāng)儲(chǔ)、管理及將貨物配送至客戶處 存貨地點(diǎn)位于賣方倉(cāng)庫(kù)確定的供應(yīng)量 (配額) 通常出現(xiàn)在供不應(yīng)求的時(shí)候因賣方很難將貨物賣給客戶，于是由賣方支付倉(cāng)儲(chǔ)、操作及其他相關(guān)費(fèi)

14、用12Forecast, Consumption, ReconciliationInvoicingReplenishment signalASN, ShipmentCFIM Model 1 (at customer site)PullCustomerCFIM InventoryLocationFabAssembly / Test/ FGIDie BankSupplier13ForecastInvoicingASN, ShipmentInventory receipt, consumption, reconciliationCFIM Model 2 (at 3PL)3PL HubFabAssem

15、bly / Test/ FGIDie BankSupplierPullCustomer14ForecastInvoicing,ASN, ShipmentPull SignalASN, ShipmentCFIM Model 3 (at suppliers Regional W/H)RegionalInventoryW/HFabAssembly / Test/ FGIDie BankSupplierCustomer15How, When and With Whom?Participation in CFIM programs can be effectively determined throug

16、h:Product segmentationCustomer segmentationStrategic choice model16產(chǎn)品分類一個(gè)企業(yè)經(jīng)營(yíng)管理費(fèi)用的結(jié)構(gòu)與多少受企業(yè)所經(jīng)營(yíng)的產(chǎn)品數(shù)量的影響。因此相應(yīng)的管理目標(biāo)應(yīng)當(dāng)為同時(shí)減少產(chǎn)品數(shù)量及相關(guān)經(jīng)營(yíng)管理費(fèi)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(cè)的產(chǎn)品。所以我們應(yīng)把關(guān)注的重點(diǎn)放在下圖所示的“危險(xiǎn)的中間層產(chǎn)品”及“末端產(chǎn)品”上,從而將風(fēng)險(xiǎn)降至最低產(chǎn)量大且可預(yù)測(cè)產(chǎn)品“末端產(chǎn)品”指量小、需求無(wú)規(guī)律的產(chǎn)品，如出于產(chǎn)品生命周期衰落期的產(chǎn)品“危險(xiǎn)的中間層產(chǎn)品”指處于轉(zhuǎn)變期的產(chǎn)品，如正在進(jìn)入產(chǎn)品生命周期衰落期的產(chǎn)品單位數(shù)量(

17、年銷量)產(chǎn)品數(shù)量類型 “1”類型 “2”類型 “3”17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(jìn)行分析在對(duì)客戶特征進(jìn)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(shì)的客戶提供合理的存貨服務(wù)。 1級(jí)客戶 3級(jí)客戶 2級(jí)客戶客戶數(shù)量單位數(shù)量(年銷量)18定義戰(zhàn)略伙伴 (1級(jí)客戶) 找出戰(zhàn)略伙伴的標(biāo)準(zhǔn)用戰(zhàn)略伙伴的標(biāo)準(zhǔn)來(lái)對(duì)現(xiàn)有的業(yè)務(wù)合作關(guān)系進(jìn)行分類分類應(yīng)當(dāng)根據(jù)利潤(rùn)率、購(gòu)買量及庫(kù)存水平等舉例:未來(lái)生存能力的評(píng)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(kù)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(jī)及相互關(guān)系19戰(zhàn)略決策模型客戶

18、類型1級(jí)2級(jí)3級(jí)產(chǎn)品類型1加入 CFIM 項(xiàng)目尋找有利機(jī)會(huì)加入CFIM 項(xiàng)目不加入2尋找有利機(jī)會(huì)加入CFIM 項(xiàng)目先進(jìn)行績(jī)效分析再?zèng)Q定不加入3在被迫的情況下才加入不加入不加入20戰(zhàn)略決策模型 續(xù)在以下情況應(yīng)選擇加入CFIM 項(xiàng)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(jì)回報(bào)產(chǎn)品銷量大且可預(yù)測(cè)賣方占主導(dǎo)地位、未來(lái)合作機(jī)會(huì)具有可觀的經(jīng)濟(jì)回報(bào)通常在以下情況下，不應(yīng)選擇CFIM 項(xiàng)目:客戶拒絕寄庫(kù)的建議.非戰(zhàn)略伙伴關(guān)系.相互之間關(guān)系獨(dú)立.對(duì)方?jīng)]有良好的IT基礎(chǔ)設(shè)施及高素質(zhì)的人力資源.21買方占主導(dǎo)地位相互依賴賣方占主導(dǎo)地位相互獨(dú)立寄庫(kù)管理存貨JIT II開放式采購(gòu)聯(lián)合管

19、理存貨賣方管理存貨（VMI）戰(zhàn)略決策模型 續(xù)22Table of ContentsSemiconductor Industry Characteristics and High Tech Industry DynamicsQuestions surrounding CFIM What, How, When and with Whom Impact on Operating ModelMaximizing Benefits from a CFIM programCase Studies - SummaryKey LearningsRecommendationsBack Up23StoreProd

20、uctShip ProductCapture CostsShippingOrdersForecastDemandScheduleTransportInvoice CustomerRecord RevenueCollect RevenueBalanceCloseReport ResultsCustomersDemand MgmtPlanProductionMaster Prod.SchedulingPlan Materials.Shop FloorControlEquipment ControlProductPackagingForecastMaterialsRecord LiabilityOr

21、der MaterialReceiveMaterialProcessInvoicesProcess PaymentSelectSuppliersPlanMaintenance SuppliersProduceProductPlanDemandSolution KnowledgeProcessOrderWebsite Specify ProductDesign Product ManufactureRulesDesignProcessCapture cash flowQualifySuppliersStoreMaterialDesignSupply ChainOrderMaintenance R

22、elationshipRepresent.Manage Imp-lementationPrepareBidConfigureProductProduct InformationProduct Material or ServicesOther InformationDesign Solution Set Impacted AreasCFIM Impact on Operating Model24Based on forecasts, inventory levels, and demand information from customers, the front-end of a CFIM

23、system will determine the “date-based” need for a replenishment quantity and will send a preliminary order to an Order Management System (OMS).Three Key Phases of CFIM ProgramsDemand DeterminationOrder ManagementFulfillmentA CFIM Program consists of three distinct phases which must be successfully m

24、anaged and executedThe OMS receives the preliminary order and generates a replenishment order. This triggers 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

25、center.The fulfillment process takes the order from an OMS and manages all activities necessary to provide the product in the form and functionality that the customer requires. This can include: “Mark-for” labeling, less-than-full-case picking, packaging, etc.25Replenishment PlanningCFIM Program Pha

26、ses and Supporting IT ToolsDemandPlanningSystemSupplyPlanningSystemDemand, ForecastDemandDemand DeterminationOrder ManagementFulfillmentOrder ManagementSystemWarehouseManagementSystemAvailability DeterminationReplenishment OrderOrder to ShipATPPicked OrderOrder to be PickedCustomer Forecasts, Invent

27、ory Information and Demand DataIn order to provide customers with the services levels expected, the following systems and processes must be in placeBased on forecasts, inventory levels, & demand, the system will determine the need for a replenishment order and issue a transaction to the Order Manage

28、ment System (OMS).The OMS receives information from the system and produces a Replenishment Order. The process is concluded with transfer of control to the Fulfillment system.The Fulfillment system ensures the product will meet customer requirements and execute less-than-full-case picking, special l

29、abeling and packaging, and if required, packing and shipping.Order shipped to customer, ASNPickingSystem26CFIM Impact Outside the Four WallsThe impact of a CFIM program will extend beyond the four walls of an enterpriseCustomerSupplierReplenishment PlanInventory (WIP,FG,in-transit)InvoicesTranslatio

30、nXML/EDITranslationASN, ShipmentsForecast, Actual consumptionInventoryReceiptsRosettanetIt will require external facing collaboration mechanisms to be put in place to exchange information with a collaboration partner27Table of ContentsSemiconductor Industry Characteristics and High Tech Industry Dyn

31、amicsQuestions surrounding CFIM What, How, When and with Whom Impact on Operating Model Maximizing Benefits from a CFIM programCase Studies - SummaryKey LearningsRecommendations28How should Semiconductor Manufacturers Participate in CFIM programsSelect customers where effective partnership is possib

32、leSearch for Collaborative partnerships that are economically feasible.Only participate in unfeasible programs when coerced.Seek greater visibility into customer inventory, forecasts and new product plansObtain real-time pull/demand data to facilitate timely response to demand changesLeverage Rosett

33、a Net standardsReplenish to the actual pull from the customerOffer real time visibility into allocation and status of finished goods, capacity and WIP to customer in exchange for lower inventory coverageNegotiate order cancellation penalties for custom products Negotiate rewards and penalties to dri

34、ve better customer performance: higher inventory turns and increased forecast accuracyNew product supply preferencesSet limits on price protectionEliminate CFIM program for sustained poor performanceNegotiate more attractive payment terms29Key Elements of a CFIM AgreementDevelop CFIM Agreement and S

35、tatement. Document a mission statement that encompasses the shared understanding and objectives of collaboration, confidentiality, and empowerment of resources (actions and commitments). Determine CFIM Goals and Objectives. Establish goals and objectives, which encompass the definition of opportunit

36、y, the means of measurement (common metrics) to be used in the partnership, an understanding of the impact on each trading partners business, a defined business process, and exception criteria for both the sales and order forecast. Discuss Competencies, Resources, and Systems. Determine each partys

37、competencies, resources, and systems and their capability to contribute to the process. Define Collaboration Points and Responsible Business Functions. Map the collaboration points to trading partner competencies and establish the responsible business functions (functional departments) that will be

38、the key executors of the process. Determine Information Sharing Needs. Determine the information sharing necessary to support the process. This includes outlining of information to be shared (for example, decision support data used to support resolution of forecast exceptions), frequency of updates,

39、 forecast methodology, data elements, technology, and recovery and response times. 30Key Elements of a CFIM Agreement cont.Define Service and Ordering Commitments. Define the service and ordering commitment parameters for the process. This includes the definition of the frozen forecast period, where

40、 the shared forecast becomes a firm order. Determine Resource Involvement and Commitments. Determine the staffing involvement and time commitment. Assign resources to the process, to process management, and to any process improvement initiatives. Determine How to Resolve CFIM Disagreements. Establis

41、h ground rules for handling disagreements. Determine Review Cycle for CFIM Agreement. This step is designed to establish an ongoing evaluation and to benchmark the success of the collaborative relationship. The agreement is modified whenever necessary. Publish Front-End Agreement. The published agre

42、ement is used by all process participants to guide their work. Updates are developed when necessary. Joint risk management. A joint risk management proposal should be documented. OEMs may be willing to share the risk but need a concise cost model. One option for component suppliers is die-bank based

43、 reservations. Die bank can be used strategically for customer reservations by aggressively reducing packaging cycle time and doing BTO from die bank.31Risks to CFIM Programs and Mitigation StrategiesIT problems: IT systems between partners may have compatibility issues that require special integrat

44、ion. Ensure that each partner has the appropriate systems in place and operational. Extensive testing should be done to validate the data being sent. Acceptance: Make sure that all employees involved in the process fully understand and accept this new way of doing business. Its not enough to just se

45、ll the concept to senior management, all employees who are involved must be willing participants.Promotions/Events: Anything that adds or takes away from the normal ordering pattern must be properly communicated and managedChange in End Customer Base: Any large customers, either gained or lost, must

46、 be communicated to the supplier. The customer must guide the manufacturer on how this will effect sales. (important where there is significant supplier-distributor-customer relationship.)Over/Damaged/Obsolete Stock: An agreement must exist between the supplier and the customer on what to do if an o

47、verstock does occur (or in the case of an ordering error). Also, both parties must agree on how to handle obsolete and damaged stock.Expectations: Both parties involved must understand that this is a learning process. Errors will occur. Perfect processes will not be in place from day 1.32Table of Co

48、ntentsSemiconductor Industry Characteristics and High Tech Industry DynamicsQuestions surrounding CFIM What, How, When and with Whom Impact on Operating ModelMaximizing Benefits from a CFIM programCase Studies - SummaryKey LearningsRecommendationsBack up33Case Studies - SummarySemi SupplierOEMEMSWho

49、 is initiatingNoSometimesMost of the timeOwnershipSupplier retains title of inventory until execution of demand signalCostsW/H, Transportation to hub, AdminTransportation from hub to mfg locationInventory policyMaintained by supplierDictated by consumption and service levels set by OEM, EMSRisk shar

50、ingWants to share riskReluctantMore willing than OEMsMetricsOn time delivery, Inventory levels, Turns, Forecast accuracyShared informationCustomer forecast, Inventory, Invoice, Receipts, Replenishment plan, Shipment info, Performance metricsTechnologyWeb based tools, EDI, XML, RosettaNet34Case Studi

51、es - SummaryNearly 50 percent of the components sourced by the top 20 OEMs, including Lucent, Motorola, and Sun Microsystems, come through JIT or VMI programs*Although most volume purchase agreements are formed between the supplier and the customer, a majority of the components flow through franchis

52、ed distributors or contract manufacturersMost semiconductor suppliers have seen an increase in request for special inventory programs from their customers during the past yearSome distributors are offering 3PL services and holding inventory from multiple suppliers, thus offering their OEM customers

53、a “one stop shop”Semiconductor suppliers that participate in some form of Customer Focused Inventory Program include: ON Semi, Fairchild, Cypress, Xilinx, Altera, STMicroelectronics, National Semiconductor35Case Studies - SummarySome suppliers are cutting out intermediaries (distributors) in an attempt to cut costs and get closer to the requirements of the end customerImplementing CFIM pr