某汽車采購系統(tǒng)介紹

PremierAutomotiveGroup1. OpeningRemarks -Exercise2. Ford’sGlobalPurchasingOverview

3. SupplyBaseManagement i.SupplierImprovementMetrics(SIM) ii.ProductDevelopment–AdvancedProductQualityPlanning iii.ProductionSystems–LeanManufacturing iv.MaterialandLogisticsManagement v.CostReduction (ii,iv,vwillnotbecoveredduetotimelimit)4. StrategicPurchasingToolsandProcesses -Exercise5. AnnualCommoditySourcingStrategyReviewPurchasingManagement&Applications2公司的成長演變模式跨國性公司多元化產(chǎn)品公司只重視CoreBusiness的公司 -Design設(shè)計(jì) -Outsourcing:Development &MFGactivities外包開發(fā)及製造 -Marketing&Sales行銷 -Service售後服務(wù)

公司成長演變與採購組織職責(zé)的關(guān)聯(lián)公司的成長演變模式中小企業(yè) 單一產(chǎn)品公司 供應(yīng)鏈完整的公司 -Design設(shè)計(jì) -Development開發(fā) -Mfg.製造(MadeinPlant內(nèi)製) -Marketing&Sales行銷 -Service售後服務(wù)3單純採買行為原物料非生產(chǎn)物料生產(chǎn)性物料生產(chǎn)性零件生產(chǎn)性模組

多功能採購 -協(xié)力廠品質(zhì)系統(tǒng)輔導(dǎo)

-物流 -國外市場採購 -期貨市場採購 -統(tǒng)合採購 -衛(wèi)星式聯(lián)合工廠聯(lián)盟採購組織及職責(zé)4FAOPurchasingCOSTTABLESExerciseProblem: PurchasinghasbeenaskedtobuysweetsforaBoardMeeting.ThedessertwillbeusedincelebrationofFord’ssuperior market performance.WehavebeentoldthatakeyBoardMemberisconstantlyonthelookoutforinefficientspending…andourdessert purchasepricecouldbechallengedforitscompetitiveness.Therefore,ourchallengeistobuythemostdessertforthemoneyand bepreparedtoproveittotheBoardofDirectors.InstructionsThefacingpagedetailsdessert/icingquotationsummariesfromfivequalifiedsweetsmanufacturers.OurjobistofindthebestdessertbuyforFord.Thebestbuyisdefinedbyobtainingthemostdessertfortheleastamountofmoney.Calculatethe“priceperpound”foreachdessert.InputanswersinSection“A”ofthefacingpage.Plotthe“priceperpound”forachofthefivedessertsonthegraphmarked“B”.QuestionsWhichdessertSupplierhasthelowestpriceperpoundasindicatedbythegraph?Whatisthe“costgap”dollaramountbetweenthelowestandhighestpriceddessert?Ifthehighpricedessertwasadjustedtothemostcompetitive“priceperpound”,whatpercentsavingswouldyourequest?WhatcostdriverswouldyouaskthehighcostdessertSuppliertakealookattoimprovehis/herpricing?ExtraCreditChallengeWhatwouldbethelowestcostthree(3)pounddessertyourcouldcreatebasedonthebestinclasscoststructure?5FAOPurchasingCOSTTABLESExercise67如何培育採購人員來達(dá)成不同層次的採購職責(zé)(I)運(yùn)用工業(yè)管理系,經(jīng)濟(jì)系,國際貿(mào)易系,電機(jī)系,機(jī)械系,化工系,會計(jì)系,電子商務(wù)系等所學(xué)之專長(II)良師益友培訓(xùn)方式(III)教學(xué)是學(xué)習(xí)最有效的方法(IV)採購人員的LeadershipBehaviors(V)希望國內(nèi)大學(xué)大專院校有開此課程,目前福特六和都是自己訓(xùn)練採購人員8Buyer’sLeadershipBehavior誠信實(shí)事求是正確行事力求多元化工作完美無瑕生意(業(yè)務(wù))敏銳度創(chuàng)新能力與專業(yè)水平品質(zhì)至上勇氣追求成效顧客滿意度關(guān)係培養(yǎng)人才與團(tuán)隊(duì)精神與顧客溝通服務(wù)社區(qū)9GlobalPurchasingOverview全球採購概況10#4ontheFortune500在財(cái)星星500大排名名第第4#4ontheGlobal500全球球500大企企業(yè)業(yè)排名名第第412%ofGlobalMarketShare––2ndLargestManufacturerinWorld擁有有全全球球12%市場場佔(zhàn)佔(zhàn)有有率率–全球球排排名名第第二二的的汽汽車車製製造造商商Over375,000employeesworldwide全球球共共有有超超過過37.5萬員員工工110assemblyandmanufacturingsitesworldwidein40countries在40個(gè)國國家家擁擁有有110個(gè)裝裝配配和和製製造造據(jù)據(jù)點(diǎn)點(diǎn)FORDFACTS福特特概概況況Ford（福特特）Mazda（馬自自達(dá)達(dá)）Volvo（富豪豪）Mercury（水星星）Lincoln（林肯肯）LandRover（路華華）Jaguar（積架架）AstonMartin（阿斯斯頓頓?馬丁丁）Total（總計(jì)計(jì)）2001Production2001年生生產(chǎn)產(chǎn)情情況況(numberofunits)(輛)5,627,000841,000411,000364,000186,000164,000128,0001,0007,722,000…ANDHOWDOESPURCHASINGFITIN?………採購購扮扮演演的的角角色色?7.7MillionVehicles770萬輛輛汽汽車車US$90BillionAnnualTurnover900億美美元元的的年年?duì)I營業(yè)業(yè)額額2000ProductionSupplierParentCompanies2000家製製造造供供應(yīng)應(yīng)商商母母公公司司5000ProductionSupplierManufacturingSites5000個(gè)供供應(yīng)應(yīng)商商生生產(chǎn)產(chǎn)基基地地9000Non-ProductionSuppliers9000家非非生生產(chǎn)產(chǎn)供供又又商商130,000ProductionParts13萬種種生生產(chǎn)產(chǎn)零零配配件件110FordAssemblyandManufacturingSites110個(gè)福福特特裝裝配配和和生生產(chǎn)產(chǎn)基基地地Suppliersin44Countries供應(yīng)應(yīng)商商分分佈佈於於44個(gè)國國家家Buying（採購）Production Material

生產(chǎn)性物料

Non-Production Material

非生產(chǎn)性物料SupplierTechnicalAssistance供應(yīng)商技術(shù)支援NorthAmericaPurchasing北美採購CBG(1)Leader業(yè)務(wù)小組負(fù)責(zé)人SouthAmericaPurchasing南美採購CBG(1)Leader業(yè)務(wù)小組負(fù)責(zé)人EuropePurchasing歐洲採購CBG(1)Leader業(yè)務(wù)小組負(fù)責(zé)人AsiaPurchasing亞洲採購CBG(1)Leader業(yè)務(wù)小組負(fù)責(zé)人TonyBrown,GlobalPurchasingVicePresident全球採購副總裁FORDGLOBALPURCHASINGORGANIZATION全球球福福特特採購購組組織織CSO(2)

**EstablishChinaSourcingOffice建立中國採購小組**Identifyanddevelophighlycapablesuppliers尋找和開發(fā)能力強(qiáng)的供應(yīng)商GlobalSourcingDevelopmentTeam（全球資源發(fā)展組)）CBGLeader=CustomerBusinessGroupLeader（（業(yè)務(wù)務(wù)小組組負(fù)責(zé)責(zé)人)CSO=ChinaSourcingOffice（（中國國採採購購小小組組）14SUPPLIERRELATIONSHIPVALUES與供應(yīng)應(yīng)商商關(guān)關(guān)係係的的重重要要性性ActLikeaPartnertobeaPartner像真真正正的的合合伙伙人人一一樣樣合合作作TrustandbeTrustworthy信任任對對方方並並且且自自身身值值得得信信任任CommunicatewithConsistency持續(xù)續(xù)性性的的溝溝通通BeFact-Based以事事實(shí)實(shí)為為基基礎(chǔ)礎(chǔ)ThinkValuenotJustPrice著重重價(jià)價(jià)值值而而不不僅僅僅僅是是價(jià)價(jià)格格…..tobetheCustomerofChoice………成為為理理想想的的客客戶戶15QUALITYISOURTOPPRIORITY品質(zhì)質(zhì)是是我我們們的的首首要要目目標(biāo)標(biāo)16WEWORKTOBUILDQUALITYVEHICLESFOROURCUSTOMERSAROUNDTHEWORLD……我們們要要為為全全球球客客戶戶製製造造高高品品質(zhì)質(zhì)的的汽汽車車…andoursuppliersarethefoundationofsuccessinvehiclequality供應(yīng)商是我們們確保汽車品品質(zhì)的基礎(chǔ)17WHATDOWEEXPECTFROMSUPPLIERS?我們對供應(yīng)商商的期待?EverysuppliertoFordisexpectedtoachieveandmaintainourQ1suppliercertification每個(gè)供應(yīng)商都都需要獲得並並保持我們的的Q1供應(yīng)商品質(zhì)認(rèn)認(rèn)證Thefirststepisachieving:獲得的第一步步QS-9000ISO14001Q118OURSUPPLYQUALITYENGINEERSWORKWITHYOUONSITE我們的品質(zhì)技技術(shù)工程師參參與並協(xié)助現(xiàn)現(xiàn)場實(shí)務(wù)ThenextstepistoassignaSupplierTechnicalAssistantEngineer(STA)whowillvisityourmanufacturingsiteto:下一步是指派派一位技術(shù)輔輔導(dǎo)工程師(STA)訪察供應(yīng)商製製造現(xiàn)場:Checkforhighqualitystandardsonparts檢查零件部品品是否符合高高品質(zhì)標(biāo)準(zhǔn)Ensurerobustmanufacturingcapability確保強(qiáng)勁的生生產(chǎn)能力Identifyandmakeplansforareasofimprovement對所需改進(jìn)的的領(lǐng)域做改善善計(jì)劃SharelessonslearnedfromNorthAmerica與供應(yīng)商共享享北美市場經(jīng)經(jīng)驗(yàn)19STAENGINEERSLOOKFORMANUFACTURINGBASICSANDAPPROACHTOPLANNING…技術(shù)輔導(dǎo)工程程師致力於將將製造的基本本要點(diǎn)和步驟驟與供應(yīng)商的的規(guī)劃相結(jié)合合QualityProcedures品質(zhì)程序QS-9000QualityOperatingSystems(QOS)品質(zhì)操作體系系FailureModeandEffectsAnalysis(FMEAs)失效模式和效效果分析ControlPlans控制計(jì)劃Pre-ProductionPartApprovalProcesses(PPAPs)生產(chǎn)前零件部部批準(zhǔn)程序（PPAPs））RunatRateReview“批量生產(chǎn)”審核EmployeeReadiness/TrainingReview員工準(zhǔn)備情況況/培訓(xùn)審核ManagetheChangeinManufacturingandDesign管理生產(chǎn)與設(shè)設(shè)計(jì)所涉及的的變化20…ANDALSOREQUIREONSITEDEMONSTRA-TIONSOFMANUFACTURINGCAPABILITY並且要求在製製造現(xiàn)場的實(shí)實(shí)作驗(yàn)證能力力Sub-supplierQualityManagement二階供應(yīng)商品品質(zhì)管理ControlofIncomingQuality進(jìn)料品質(zhì)的控控管ControlPlans/OperatorInstructions管控計(jì)劃/操作說明ProcessVariabilityMonitoring製程變異監(jiān)督督GageCalibrationandUse量具校正及運(yùn)用PartI.D.,NonconformingPartsHandling,Packaging,Shipping零件標(biāo)示,不良品處理,包裝和運(yùn)輸Testing,EngineeringSpecifications測試,工程規(guī)格PreventiveMaintenance(PM)/Housekeeping*預(yù)防性維護(hù)/內(nèi)務(wù)管理ManufacturingFlowandLeanManufacturing Metrics*生產(chǎn)流程精益益生產(chǎn)衡量Problem-Solving,CorrectiveActions問題的解決,更正措施21ACHIEVINGQ1REQUIRESPROVENRESULTSThird-PartyCertificationofQS-9000andISO14001AcceptableOnsiteAssessmentbySTAEngineer6monthsofproductionshippinghistorywithnoproblemsEndorsementsfromYourFordCustomers(Fordmanufacturingplants,MaterialsPlanningandLogistics,SupplierQuality,etc.)YouhaveachievedQ1!22WHATDOWEEXPECTFROMSUPPLIERSONANONGOINGBASIS?KeepyourQ1bymaintainingexcellencein:QualityEfficiency/WasteEliminationDeliveryHaveresourcesavailabletosupportlaunchesofFordvehiclesAdvancedproductqualityplanningLaunchreadinessreviewsonsiteCollaboratecloselywithFordtoresolveanyissuesthatmightariseonpartqualityordesignWeworkedtogetherwithsuppliers23Buying（採購）Production Material

生產(chǎn)性材料

Non-Production Material

非生產(chǎn)性材料SupplierTechnicalAssistance供應(yīng)商技術(shù)支援NorthAmericaPurchasing北美採購CBG(1)Leader業(yè)務(wù)小組負(fù)責(zé)人SouthAmericaPurchasing南美採購CBG(1)Leader業(yè)務(wù)小組負(fù)責(zé)人EuropePurchasing歐洲採購CBG(1)Leader業(yè)務(wù)小組負(fù)責(zé)人AsiaPurchasing亞洲採購CBG(1)Leader業(yè)務(wù)小組負(fù)責(zé)人TonyBrown,GlobalPurchasingVicePresident全球採購副總裁FORDGLOBALPURCHASINGORGANIZATION全球福特採購組織CSO(2)

**EstablishChinaSourcingOffice建立中國採購小組**Identifyanddevelophighlycapablesuppliers發(fā)現(xiàn)和發(fā)展高能力的供應(yīng)商GlobalSourcingDevelopmentTeam（全球資源發(fā)展組）CBGLeader=CustomerBusinessGroupLeader（業(yè)務(wù)小組負(fù)責(zé)責(zé)人)CSO=ChinaSourcingOffice（中國採購小組組）24WHATISFORDLOOKINGFORINCHINA?WorldClassQualityCostAdvantage,DeliveredtoAssemblyAllPartsStrongExportTrackRecordCommitmenttoCorporateResponsibility25BENEFITSFORSUPPLIERSINCHINA對中國供應(yīng)商的益處Increasedexports增加出口額Improvedscale增加生產(chǎn)規(guī)模模ExposuretomultiplepotentialcustomersinFord’sglobalautomotivebusinesses通過福特全球球汽車業(yè)務(wù)而而增加與潛在在客戶的接觸觸和瞭解Improvedsupplychaincapabilities提高供應(yīng)鍊生生產(chǎn)能力Accesstolongertermtechnologicaladvancements獲得長期的技技術(shù)改進(jìn)PotentialtoparticipateinfuturelocalizationopportunitieswithFordChina今後與福特在在中國進(jìn)行更更多地方性合合作的機(jī)會Improvedglobalcompetitiveness提高全球競爭爭能力26AIMTOREPLICATESUCCESSINEASTERNEUROPE目標(biāo):複製在東歐的的成功經(jīng)驗(yàn)19971998199920002001$1.4BILLION（14億美元）$0Qualitybetterthanprevioussources!!比原有供應(yīng)商具有更好質(zhì)量!!CountryOffices在國內(nèi)的業(yè)務(wù)機(jī)構(gòu)DedicatedSourcingDevelopmentTeam專注的採購發(fā)展團(tuán)隊(duì)CompanyWideSupportinFord 福特公司全體的支持

HighlyCapableSuppliers能力強(qiáng)的供應(yīng)商

KeystoSuccess（成功的關(guān)鍵）：√√√

√InChina（在中國）？27EXAMPLESOFPOTENTIALCOMMODITIESSOURCEDTOSUPPLIERSINCHINA列舉可能向中國供應(yīng)商採購的零組件件SHORTTERM（短期）:Wheels（輪胎）Driveshafts（轉(zhuǎn)動軸）StabilizerBars（平衡桿）CoilSprings（螺旋彈簧）SideGlass（側(cè)窗玻璃）Speakers（揚(yáng)聲器）DieCastings（壓鑄）Batteries（電池）LeafSprings（鋼板彈簧）LONGERTERM（中長期）:Radios/AudioSystem（收音機(jī)/音響系統(tǒng)）WiringHarness（線束）RearAxles（後軸）Halfshafts（半軸）Lighting（車燈）CylinderHeads/Blocks（氣缸頭/體）ExhaustManifolds（排氣岐管）Camshafts/Crankshafts（凸轉(zhuǎn)軸/曲軸）IntakeManifolds（進(jìn)氣岐管）BalanceShafts（平衡軸）28OVERVIEW-FORDOPERATIONSINGREATERCHINA概述–福特在大中華華地區(qū)的業(yè)務(wù)務(wù)CAFNanchangJMC南昌江鈴汽車車FordMotorChinaLtd.(HoldingCompany)福特汽車中國國有限公司（控股公司）FMCCRepresentativesOffice(Beijing)福特信貸代表表處（北京）TaiwanFordLioHo(70/30JV)臺灣福特六和和汽車（70/30合資企業(yè)）ChongqingChangan-Ford重慶長安-福特Beijing北京TianjinFMITT福特汽車天津津國際貿(mào)易有有限公司29FORDOPERATIONSINGREATERCHINA福特在在大中中華地地區(qū)的的業(yè)務(wù)務(wù)HistoryofFordinGreaterChina福特在在大中中華地地區(qū)的的歷史史1913FirstModel-T’sSoldInChina第一輛福特汽車Model-T在中國銷售1972EstablishedFordLioHoTaiwan(70/30JV)福特六和在臺灣成立（70/30合資企業(yè)）1980LaunchedVisitingEngineeringProgram啟動工程技術(shù)人員訪問項(xiàng)目1995EstablishedFordMotor(China)Ltd.福特汽車中國有限公司成立1995EstablishedFiveComponentsJVs

建立了五家汽車零部件合資企業(yè)1995AcquiredEquityinJianglingMotors(JMC)收購江鈴汽車（JMC）的股權(quán)1996EstablishedFordCreditRepresentativesOffice福特信貸代表處成立2000LaunchedFordMotorConservation&EnvironmentalGrants

啟動節(jié)約與環(huán)境保護(hù)項(xiàng)目2000Spun-offComponentJVs(Visteon)零部件合資企業(yè)隨著傅世通獨(dú)立2001EstablishedChanganFordAutomobileCo.(50/50JV)長安福特汽車公司成立（50/50合資）2001EstablishedFordMotorInternationalTrading(Tianjin)福特汽車天津國際貿(mào)易有限公司成立30FORDOPERATIONSINGREATERCHINA福特在在大中中華地地區(qū)的的業(yè)務(wù)務(wù)FordMotor(China)Ltd.HoldingCompany(100%)福特汽汽車（中國）有限限公司司（100%））50/50Changan-FordJointVenture(PassengerCar)50/50股權(quán)比例的的長安––福福特汽汽車股份有有限公公司（（轎車）30%FordEquityInvestmentinJMC(Transit)控制江江鈴汽車30%的股股份（（全順）Marketing,SalesandServiceOperations市場營銷銷、銷售以及及服務(wù)業(yè)務(wù)務(wù)FordMotorInternationalTradingTianjin(FMITT)100%福特汽汽車天天津國國際貿(mào)貿(mào)易有有限公公司（FMITT）100%控股OtherKeyFunctions:GA,PA,HR,Legal,FinanceBusinessDevelopment&ProductPlanning其它重重要職職能：政府事事務(wù)，公共事事務(wù)，人力資資源，法律，融資業(yè)業(yè)務(wù)發(fā)發(fā)展以以及產(chǎn)產(chǎn)品計(jì)計(jì)劃31FordLio-HoTaiwan臺灣福福特六六和汽汽車Establishedin1972於1972年成立立70/30JVOwnershipStructure70/30的合資資股權(quán)權(quán)結(jié)構(gòu)構(gòu)CKDOperationsCKD業(yè)務(wù)LocatedintheCityofChung-Li位於中中壢MajorProducts:Tierra,Mondeo,Escape,Ixion,Pronto,andEconovan主要產(chǎn)產(chǎn)品：Tierra,Mondeo,Escape,Ixion,Pronto,andEconovanFORDOPERATIONSINGREATERCHINA福特在在大中中華地地區(qū)的的業(yè)務(wù)務(wù)32FiveFormerComponentsJVs(VisteonSpin-off)五家先先前有有合資資的汽汽車零零部件件企業(yè)業(yè)（隨偉世世通獨(dú)獨(dú)立）ShanghaiFuHuaAutomotiveGlass(51/49JVWithYaoHua)上海福福華汽汽車玻玻璃（與耀華華玻璃璃51/49的合資資企業(yè)業(yè)）ShanghaiYanFengAutomotiveTrim(50/50JVWithSAIC)上海延延鋒汽汽車內(nèi)內(nèi)飾件件（與上汽汽集團(tuán)團(tuán)50/50的合資資企業(yè)業(yè)）ShanghaiFudianAutomotiveElectronics(70/30JVWithShanghaiAutomationInstrument)上海福福電汽汽車電電子（與上海海自動動儀表表70/30的合資資企業(yè)業(yè)）UnitedAluminumRadiatorCompany(50/50JVWithFAW)聯(lián)合鋁鋁散熱熱器（與一汽汽集團(tuán)團(tuán)50/50的合資資企業(yè)業(yè)）JiangXiFuchangClimateSystemLtd.(81/19JVWithJMC)江西西福福昌昌汽汽車車空空調(diào)調(diào)系系統(tǒng)統(tǒng)（與江江鈴鈴汽汽車車81/19的合合資資企企業(yè)業(yè)）FORDOPERATIONSINGREATERCHINA福特特在在大大中中華華地地區(qū)區(qū)的的業(yè)業(yè)務(wù)務(wù)33FordFinancialBeijingRepresentativeOffice福特特財(cái)財(cái)務(wù)務(wù)北北京京代代表表處處EstablishedDecember1996於1996年年12月月成成立立BusinessDevelopment業(yè)務(wù)務(wù)拓拓展展FordFinancialChina福特特中中國國財(cái)財(cái)務(wù)務(wù)有有限限公公司司W(wǎng)orkingW/Gov’’ttoEstablishaAutoFinancingOperation與政政府府共共同同建建立立一一家家汽汽車車融融資資企企業(yè)業(yè)RetailandWholesaleFinancingforFordFamilyBrands為福福特特的的各各種種品品牌牌進(jìn)進(jìn)行行零零售售及及批批發(fā)發(fā)業(yè)業(yè)務(wù)務(wù)方方面面的的融融資資CommenceEarly2003toSupportC195Launch將於於2003年年初初正正式式營運(yùn)運(yùn)，以以支支持持C195的投投產(chǎn)FORDOPERATIONSINGREATERCHINA福特特在在大大中中華華地地區(qū)區(qū)的的業(yè)業(yè)務(wù)務(wù)34JianglingMotorCo.(JMC)江鈴鈴汽汽車車有有限限公公司司（JMC））APublicListedCompanyUnderJMCGroupCo.(SOE)江鈴鈴汽汽車車集集團(tuán)團(tuán)（國有有企企業(yè)業(yè)）下的的一一家家上上市市公公司司FordHas30%EquityPosition福特特?fù)頁碛杏?0%的股股權(quán)權(quán)LocatedinNanchang,JiangxiProvince位於於江江西西省省南南昌昌市市MajorProducts:Isuzu-basedCommercial&FordTransit主要要產(chǎn)產(chǎn)品品：五十十鈴鈴系系列列的的商商用用車車以以及及福福特特全全順順ProfitableOperationsDuringPastTwoYears過去兩年均均有贏利表表現(xiàn)FORDOPERATIONSINGREATERCHINA福特在大中中華地區(qū)的的業(yè)務(wù)35ChanganFordAutomobileCo.Ltd.(CAF)長安福特汽汽車股份有有限公司（CAF）50/50JVWithChanganAutomobile與長安汽車車組建的50/50合資企業(yè)JVApproved(April,2001)合資企業(yè)獲獲得批準(zhǔn)（2001年4月））NewGreenfieldFacilityUnderConstructioninCQ在重慶的新新的廠房及及設(shè)備正在在建設(shè)中Job#1TargetedforEarly2003目標(biāo)於2003年初投產(chǎn)FirstProductIsaSmallPassengerCar首要產(chǎn)品為為小型轎車車NewRetailNetworkofFordFranchisedDealersSelected由福特特約約經(jīng)銷商構(gòu)構(gòu)成的全新新的零售網(wǎng)網(wǎng)路已經(jīng)選選定FORDOPERATIONSINGREATERCHINA福特在大中中華地區(qū)的的業(yè)務(wù)36ChanganFord(CAF)RetailDistributionNetwork長安福特（CAF）零售分銷體體系25Dealers(3in1)––Sales,Service,Parts25個(gè)經(jīng)銷商（三合一）-銷售，服務(wù)，零部件供應(yīng)應(yīng)ConsistentBrand@RetailStandard統(tǒng)一的品牌牌與零售標(biāo)標(biāo)準(zhǔn)SellBUandLocallyProducedFord同時(shí)銷售進(jìn)進(jìn)口以及當(dāng)當(dāng)?shù)厣a(chǎn)的的福特汽車車Shanghai上海Guangzhou廣州Chongqing重慶Beijing北京FORDOPERATIONSINGREATERCHINA福特在大中中華地區(qū)的的業(yè)務(wù)37ThePurposeofSIMSiteimprovementmetrics(SIM)isaweb-basedapplicationthattracksandreportsdataonsiteperformancebasedonastandardsetofmetricsdefinedbyFORD.TheSIMapplicationdrawstogetherdatathatiscapturedinoperationalsystemsthroughoutFordandconsolidatesitintoonelocationforeasyaccessanduse.38TheRoleofSIMinSiteManagementSIMprovidesdatathatcanbeusedto:ImprovecommunicationthroughstandardizeddataprovidetheperformancemetricsusedinQ1scoringImprovecommunicationsthroughstandardizeddataanddailyQRdetailupdatesIdentifyopportunitiesforcontinuousimprovementMeasuresiteperformancetosupportoperationalprocesses39AnalyzingSIMDataTheSiteSummaryscreenistheprimaryscreenusedforsitemanagementandcontainsthefollowingsections:ContactsQ1InformationOn-GoingPerformance!PPM!Delivery!FieldActions!StopShipments!PSW(notusedinQ1scoring)!SiteResponsibleIssues(NotusedinQ1scoring)40AdvantageofSIMReferenceofglobalpurchasingProviderealisticinformationReducemanualmistakeandoperationwasteProvidecontinuouslyimprovementmetrics41SuppliersWarehouse(MP&L)CMMS3IQCPPMReportSupplierImprovementMetrics(SIM)M6Form(DF&DA)QuantityGSDBSTACurrentPPMProcess4243QCManagerPlantManagerDeliveryChampionResponsibleSTAEngineer44Q1InformationDefectPartsPPMRecord45DeliveryPerformanceFieldAction&StopShipments46精實(shí)製造LeanManufacturing它是什麼?是一種在價(jià)價(jià)值流(valuestream)中藉由排除浪費(fèi)以提昇流動動性，使其其能獲致更更短的前置置時(shí)間，從從而提供高高品質(zhì)、低低成本的製製造哲學(xué)由產(chǎn)品開發(fā)發(fā)、程序工工程、營運(yùn)運(yùn)管理及企企業(yè)總管理理作業(yè)等所所組成的一一整合性系系統(tǒng)，其能能為顧客提提供價(jià)值及及帶給人們們尊嚴(yán)47福特原始的的生產(chǎn)哲學(xué)學(xué)Ford’sOriginalManufacturingPhilosophy(1926)標(biāo)準(zhǔn)化及持持續(xù)改善StandardizationandContinuousImprovement減少浪費(fèi)EliminateWaste採用連續(xù)生生產(chǎn)模式UseContinuousFlowManufacturing物料在來源源處即採品品質(zhì)管理PracticeQualityattheSource摘錄自亨利利福特的著著作今日與明日日FromTodayandTomorrowbyHenryFord48…Kaizen(改善)只是其中的的一部份精實(shí)生產(chǎn)是是一種系統(tǒng)統(tǒng)...問題解決防呆措施

快速換模換線全面生產(chǎn)性維護(hù)5S/目視化工廠看板(Kanban)Kaizen精實(shí)生產(chǎn)概論標(biāo)準(zhǔn)作業(yè)49為什麼需要要精實(shí)?競爭上壓力品質(zhì)成本速度驅(qū)動作業(yè)流程顧客滿意零不良訂購到交貨可負(fù)擔(dān)的事業(yè)架構(gòu)降低成本後勤補(bǔ)給精實(shí)生產(chǎn)預(yù)防不良小批量生產(chǎn)降低生產(chǎn)前置時(shí)間提昇生產(chǎn)力50製造競爭優(yōu)優(yōu)勢以精實(shí)生產(chǎn)產(chǎn)提升生產(chǎn)產(chǎn)力及品質(zhì)質(zhì),降低低成本,形形成企業(yè)業(yè)的競爭優(yōu)優(yōu)勢51從何處著手手…...整體價(jià)值鍊鍊52整體價(jià)值鍊鍊裝配廠運(yùn)送售後服務(wù)及保證目前我們身身處何處?原材料第1階協(xié)力廠第X階53鑄造工廠第1階協(xié)力力廠商內(nèi)裝產(chǎn)品協(xié)協(xié)力廠商內(nèi)裝產(chǎn)品協(xié)協(xié)力廠商第2階第2階第2階第2階第2階第3階第3階第3階第3階價(jià)值鍊裝配廠54衡量指標(biāo)總成本(TotalCost)首次合格率率(FTT)製造週期時(shí)時(shí)間(MCT)進(jìn)料倉庫到到出貨倉庫庫時(shí)間(DTD)總和設(shè)備效效率(OEE)55總體成本勞務(wù)及間接接費(fèi)用僅只只是總成本本中的一部部份原物料/外外購部品勞務(wù)及間接接費(fèi)用索賠運(yùn)輸其他25%60%直接員工(12)%5%5%5%56衡量指標(biāo)總成本(TotalCost)首次合格率率(FTT)製造週期時(shí)時(shí)間(MCT)進(jìn)料倉庫到到出貨倉庫庫時(shí)間(DTD)總和設(shè)備效效率(OEE)57ABCD100/100=185/87=.9887/90=.9790/100=.91009087計(jì)算最終産産合格率(傳統(tǒng))合格率是多多少?1×.9×.97××.98=85%廢品廢品10廢品3廢品2産出=未未作廢的的單位數(shù)開始:100個(gè)個(gè)單位結(jié)束:85個(gè)“良好好”的單位位58ABCD100908710695一次通過合合格率及隱隱藏工廠100-10(返工工+廢品)/100=.90一次次通過合格格率87-7(返工+廢品)/87=.91一次通過過合格率90-12(返工+廢品)/90=.86一次通過過合格率100-16(返工工+廢品)/100=.84一次通通過合格率率廢品一次通過合合格率=未未作廢或或返工的單位位(59%)返工隱藏工廠廢品10廢品3廢品2開始:100個(gè)個(gè)單位結(jié)束:85個(gè)“良好好”的單位位59衡量指標(biāo)總成本(TotalCost)首次合格率率(FTT)製造週期時(shí)時(shí)間(MCT)進(jìn)料倉庫到到出貨倉庫庫時(shí)間(DTD)總和設(shè)備效效率(OEE)60進(jìn)料倉庫到到出貨倉庫庫時(shí)間(DTD)製造週期時(shí)時(shí)間(MCT)出貨進(jìn)料進(jìn)料倉庫成品倉庫生產(chǎn)製造過過程衡量指標(biāo)61衡量指標(biāo)總成本(TotalCost)首次合格率率(FTT)製造週期時(shí)時(shí)間(MCT)進(jìn)料倉庫到到出貨倉庫庫時(shí)間(DTD)總和設(shè)備效效率(OEE)62重新檢視競競爭優(yōu)勢以精實(shí)生產(chǎn)產(chǎn)提升生產(chǎn)產(chǎn)力及品質(zhì)質(zhì),降低低成本,形形成企業(yè)業(yè)的競爭優(yōu)優(yōu)勢Dock-to-Dock成本管理時(shí)效管理品質(zhì)管理63重新檢視競競爭優(yōu)勢DTD的管理與財(cái)財(cái)務(wù)管理庫存周轉(zhuǎn)率率=庫庫存量/營業(yè)額額64總和設(shè)備效效率(OEE)OEE是用來衡量量一項(xiàng)設(shè)備備的稼動率率、性能效效率以及良良品率。對一瓶頸作作業(yè)而言，，OEE是衡量產(chǎn)能能利用率的的指標(biāo)。OEE=稼動率x性能效率x良品率(作業(yè))65全負(fù)荷理想想產(chǎn)能計(jì)劃稼動理理想產(chǎn)能換線及故障障損失後產(chǎn)產(chǎn)能作業(yè)等待及及未遵守標(biāo)標(biāo)準(zhǔn)等損失失後產(chǎn)能品質(zhì)不良損損失後產(chǎn)能能未計(jì)劃生產(chǎn)產(chǎn)的產(chǎn)能損損失實(shí)際產(chǎn)能OEE損失的產(chǎn)能能總和設(shè)備效效率(OEE)66OEE(Constraint)486681868375050100123456MonthOEE%良品率生產(chǎn)總數(shù)良品數(shù)不良品數(shù)性能效率作業(yè)紀(jì)律小的作業(yè)等等待或中止止稼動率換模換線時(shí)時(shí)間非預(yù)期故障障時(shí)間總和設(shè)備效效率67精實(shí)生產(chǎn)專注在:排除價(jià)值流流中的浪費(fèi)費(fèi)連續(xù)流動生生產(chǎn),由由顧客拉提提式生產(chǎn)儲存進(jìn)料倉庫沖壓點(diǎn)焊裝配生產(chǎn)控制協(xié)力廠商顧客修補(bǔ)交運(yùn)清單預(yù)測量訂單交貨物料排程&生生產(chǎn)跟跟催出貨倉庫預(yù)測量訂單排程&生生產(chǎn)跟跟催排程&生生產(chǎn)跟跟催儲存儲存儲存訂單現(xiàn)金68標(biāo)準(zhǔn)作業(yè)StandardizedWork防止錯誤ErrorProofing目視管理Visualcontrols預(yù)防性維護(hù)護(hù)Preventivemaintenance工作地點(diǎn)的的組織Workplaceorganization貨櫃化Containerization拉式生產(chǎn)Pullsystems小批量生產(chǎn)產(chǎn)Smalllotproduction低庫存Lowinventory團(tuán)隊(duì)精神Workteams現(xiàn)場佈置流流程Layout/flow快速換模換換線Quicktoolchangeover產(chǎn)出時(shí)間Throughputtime檢查重點(diǎn)PlantTourChecklist69往未來圖五五個(gè)階段的的目的穩(wěn)定性Stability後拉式系統(tǒng)平準(zhǔn)化生產(chǎn)同步生產(chǎn)連續(xù)的流動70價(jià)值流圖的循環(huán)周期繪製現(xiàn)況圖願景VISION製程數(shù)據(jù)搜集繪製未來圖列出製程改善機(jī)會辨識價(jià)值流採取行動未來圖變成現(xiàn)況圖減少浪費(fèi)重點(diǎn)FocusedeliminationofWASTE71營運(yùn)計(jì)劃的的傳承主要要是要顯示示出製造部部門(代表表相當(dāng)比例例的固定及及變動成本本)如何何根據(jù)營運(yùn)運(yùn)計(jì)劃作調(diào)調(diào)整TheBusinessPlanCascadeisintendedtoshowhowmanufacturingoperations(whichrepresentasubstantialpercentageoffixedandvariableoverhead)canbealignedwithBusinessPlanobjectives.根據(jù)營運(yùn)計(jì)計(jì)劃調(diào)整生生產(chǎn)型態(tài)ALIGNMENTOFOPERATIONSWITHTHEBUSINESSPLAN72每一直接或或間接生產(chǎn)產(chǎn)部門,都都必需根根據(jù)營運(yùn)計(jì)計(jì)劃設(shè)定目目標(biāo)以及衡衡量基準(zhǔn),並且持持續(xù)的朝目目標(biāo)改善TobealignedwiththeBusinessPlaneachdepartmentwhichoperatesorsupportsproductionequipment/facilitiesneedtosetanappropriateobjectiveandmeasureperformanceusingkeymeasurables.Continuousimprovementtowardtheseobjectiveswill:根據(jù)營運(yùn)計(jì)計(jì)劃調(diào)整生生產(chǎn)型態(tài)AlignmentofOperationswiththeBusinessPlan73根據(jù)營運(yùn)計(jì)計(jì)劃調(diào)整生生產(chǎn)型態(tài)AlignmentofOperationswiththeBusinessPlan排除價(jià)值鏈鏈上的浪費(fèi)費(fèi)Eliminatewasteintheentirevaluechain,includingoverhead降低生產(chǎn)的的基本成本本Reducethemanufacturer’scostbase增加目前產(chǎn)產(chǎn)品的獲利利率Improveitsprofitabilityonexistingbusiness.以更低的成成本來吸引引顧客,以以及在銷銷售的增加加情況下獲獲利率也同同時(shí)增加Makethemanufacturermoreattractivetocustomers(viaalowercostbase)andprovideforincreasedsaleswithacommensurateincreaseinprofits.74StrategicPurchasingTools

and

Processes75Monopoly:Onesellercontrolstheentiresupplyofaparticularcommodity.Oligopoly:Marketwithafewsellerse.g:automobile,steel,tobacco.DifferentiatedCompetition:manysellersproducingdifferentiatedproductswithinthesamemarket.PerfectCompetition:(purecompetition):largenumbersofbuyersandsellers;homogeneousproducts.MarketCompetition76CompetitiveScaleMonopolyOligopolyDifferentiatedCompetitionPerfectCompetition5%70%25%ImperfectCompetition70%ofthetransactionsfallundermarketscharacterizedbyimperfectcompetition.77MarketIntelligenceWhatisthemarketcompetition,e.g.pure,monopoly,imperfect?Whatmarketactivityishappening?consolidation,deregulation,newtechnology,etc.Whatisthecurrentmarketsize?Whatisthemarketgrowthrate?Whatsegmentsexistinthismarket?Whatshareinthesemarketsegmentsdoyouhold?78SupplierIntelligenceCompanyOwnershipCompanySize:numberofemployees,plantsGrowthRateMajorCompetitorsCompetitiveEdge:price,quality,design?Majorcustomers,percentageofcompanyrevenueManagementPhilosophyRawmaterialcostas%ofCostofGoodsSoldSourceforrawmaterials:makevs.buyQualitySystems,qualitycertifications,qualityrate:PPMDeliveryPerformance:%ontimedeliveryTechnicalPartnership,ProductDevelopmentexperienceNumberofsalesandPDstaff,enoughtomeetcustomer’sneeds?Capacitymanagement79CompetitiveAdvantageMatrixDoesthebuyerorthesellerhavetheadvantageinthemarket?80SupplyPositioningSupplypositioningallowsyoutosegmentthetotalspendandestablishdifferentobjectivesforeachsegment.Supplypositioningisbasedontwoelements:Relativevalue-purchasevalueasapercentageoftotalspendinthecommoditycategoryRiskofExposureorlevelofcompetition-numberofsuppliersinthemarket,qualitylevel81SupplyPositioningStrategicSecuritySecureSupplyStrategicCriticalContingencyPlanningTacticalAcquisitionStreamlineTheProcessTacticalProfitDriveforProfitRiskorExposureHighLowHighLowRelativeValue82SupplierPreferenceWhilesupplypositionisthebuyer’sassessmentofthevendor’simportance,supplierpreferenceishowthesupplierseesthebuyingside.Howimportantisthiscustomertothecompany’soverallbusiness?1.Relativevalue:thecustomer’’spurchasevalueasapercentageofvendor’stotalsalesaccount2.LevelofAttraction:profitability,easeandfrequencyofcommunication,compatibility83SupplierPreferenceDEVELOPMENTCORENUISANCEEXPLOITABLERelativeValueLevelofAttractionHighLowLowHigh84TacticalSynthesisTacticalSynthesisintegratesthetwoperspectivesofSupplyPositioningandSupplierPreferencetocomeupwithpurchasingstrategies.Elementsofconsideration:ContractType/Duration:short-termvs.longtermTransactionManagementInventoryHoldingsRelationshipTypeBidProcess:SingleBid,OpenBidRiskLevelAction85TacticalSynthesis86161315410131214112205687917181988AnnualCommoditySourcingStrategyObjectivesProcessActions89ObjectivesTogetcompanycrossfunction’sconsensusSystematicmethodTobuildalong-termstrategicpartnershipSublimationofstrategicintentSyntheticcombinationofAPQPandmanufacturesiteassessment90ProcessFormCommodityStrategyTeamDetermineShortTerm&LongTermRequirementsEvaluateSuppliers(Current&Proposed)CommercialQualityDeliveryTechnologyIdentifyPreferredSuppliersSource,Re-sourceConsistentwithCommodityStrategyReview&ReviseAnnuallyBuyerLeaderLeaderSTAEngineerDesignEngineerPlantRepresentativeOther9192EvaluateSuppliers(Current&Proposed)ProvideatoolforsupplierclassificationandselectionIdentifyareasforimprovementConveyFordexpectationstothesuppliers93TechnologySupplier’stechnologicalleadershipinthecommoditytheyprovide.Includesthesupplier’suseofhightechmanufacturingprocesses,andtheirdesign,researchanddevelopmentcapability.EvaluateSuppliers(Current&Proposed)94QualityThesupplier’sabilitytoconsistentlydeliverhighqualitypartsthatworkeffectivelyintheassemblyand/ormanufacturingoperation,andmeet,orexceed,allwarrantyrequirements.Measuresofquality:R/100orR/1000=Rejectsper100or1000partsproducedTGW=ThingsgonewrongPPM/PPB=PartspermillionorPartsperBillionrejectedIR’s=IncomingRejectedpartsshippedintotheusingplantEvaluateSuppliers(Current&Proposed)95Commercial:Supplier’scostcompetitivenessandresponsiveness.Costcompetitivenessreferstothesupplier’sabilityto:MeettargetpricesRespondwithRFQpricesat,orbelow,theircompetitor’spricesReducepricesthroughproductivityimprovementsResponsivenessreferstothesuppliersabilityto:RespondtoRequestforQuotations(RFQ’s)bythespecifieddateRespondto,andresolve,qualityanddeliveryproblemsEvaluateSuppliers(Current&Proposed)96Delivery:Supplier’sabilitytorespondquicklyandcorrectlytoreleaserequirements,neitherundershippingnorovershipping.Anefficientmanufacturingprocessincreasesthesupplier’s