產(chǎn)業(yè)運(yùn)籌管理策略規(guī)劃實(shí)務(wù)探討

產(chǎn)業(yè)運(yùn)籌管理策略規(guī)劃實(shí)務(wù)探討遠(yuǎn)擎管理顧問公司總顧問郭浩明/2001.12.27

供應(yīng)鏈管理與運(yùn)籌管理的不同Tier2CustomerTier1CustomerDeliveryMakeSourceTier1SupplierTier2SupplierCorporateGlobalLogisticsTotalSupplyChain

運(yùn)籌管理的範(fàn)圍DemandPlanning/forecastingOrderfulfillmentProcurementPlantandwarehouselocationselectionManufacturingInventorymanagementTrafficandtransportationmanagementReturngoodsmanagementPerformancemanagementsystem

運(yùn)作模式的變更MFGASSYChannelVendorsCustomersMFGW/HChannelVendorsCustomers

宏碁集團(tuán)第一次再造之時(shí)代背景-1992

成品運(yùn)輸時(shí)間太長

CPU,HDD,SIMM降價(jià)速度太快設(shè)計(jì)變更太多庫存及呆滯料壓力降價(jià)及利潤壓力

6宏碁如何推動(dòng)全球運(yùn)籌策略?

---第一次再造宏碁---流程再造組織再造理念再造全球品牌,地方結(jié)緣網(wǎng)狀主從架構(gòu)速食式全球供應(yīng)

7宏碁集團(tuán)第一次再造之基本理念~區(qū)域產(chǎn)銷模式(1992-1995)

8宏碁如何推動(dòng)流程再造?FastFoodBusinessModel(1)設(shè)計(jì)篇~DFA/DFD(模組化,易組,易拆,易維修)生產(chǎn)線:30人/班--->18人/每班產(chǎn)能:250臺(tái)/班---->500臺(tái)/班CPUChipUp技術(shù)(易昇級(jí))減重計(jì)劃(空運(yùn):材積重--->實(shí)際重)HSF包裝(海運(yùn):8臺(tái)每棧--->32臺(tái)每棧)

9宏碁如何推動(dòng)流程再造?FastFoodBusinessModel(2)擴(kuò)廠篇~Uniload全球佈點(diǎn)策略成吉思汗特攻隊(duì)26個(gè)國家vs.35個(gè)據(jù)點(diǎn)GlobalSourcing,LocalPurchasing空運(yùn),海運(yùn)的應(yīng)用要點(diǎn)DropShipment的應(yīng)用

10Uniload

材料供應(yīng)策略空運(yùn):體積小的,市場變化大MainBoard,Cards,......海運(yùn):體積大,市場變化小Housing,Monitor,.....LocalPurchasing:

貴重,且市價(jià)變化大HDD,CPU,Memory,CD-ROM,......LocalSupply:

地區(qū)性之材料Manual,Carton,Label,...宏碁的全球擴(kuò)廠理念著重於"市場之開拓",而不是人工成本之考量.接近客戶,在客戶需要時(shí),才依客戶之需求製造商品,並將商品依約定之時(shí)間送達(dá)客戶指定之地點(diǎn)就地取才,材,財(cái)

12宏碁集團(tuán)銷售成長趨勢圖01000200030004000500060007000Y89Y90Y91Y92Y93Y94Y95Y96Y97US$M再造宏碁之成效宏碁流程再造之成效宏碁集團(tuán)之營業(yè)額1993達(dá)US$1.8BG/R50%1994達(dá)US$3.2BG/R80%1995達(dá)US$5.8BG/R70%庫存水準(zhǔn):1995vs.1993降低約45%客戶滿意度大幅提高Timetomarket速度加快企業(yè)流程改造成功的關(guān)鍵有強(qiáng)勢的領(lǐng)袖領(lǐng)導(dǎo)有足夠授權(quán)及能力的改革小組來推動(dòng)有創(chuàng)新的構(gòu)想加入,能打破現(xiàn)有格局新流程比現(xiàn)在的流程更快速,有效益必須考量人事組織變化的衝擊及因應(yīng)對(duì)策不斷溝通,宣導(dǎo),與訓(xùn)練

15再造宏碁後之瓶頸

瓶頸Dell運(yùn)作模式興起

-IT的有效應(yīng)用

GlobalSCMchangesandTrendMaterialPreparationProductionWarehousingShipmentOrderReceivedpointAdvantages:-Quickdelivery-SmoothproductionBuildtoStockDisadvantages:-Highinventory

-HighReworkprobability-Wrongproductmix

MaterialPreparationProductionShipmentOrderReceivedpointAdvantages:-Productflexibility-Lowerinventory-QuickdeliveryBuildtoOrderGlobalSCMchangesandTrendDisadvantages:-Longerleadtime

-HighRequirementforEngandQuality

MaterialPreparationAssemblyShipmentOrderReceivedpointAdvantages:-Masscustomization-Quickdelivery-LowerinventoryBuildtoConfigurationGlobalSCMchangesandTrendDisadvantages:-Highlysystemintegrationrequired

-MaterialPlanningmethod

Change

BusinessModel與料號(hào)之關(guān)係CycleTimeProductModelsBTCConfigurationListKitBillBTOSKUBTSBOMConfigurationManagement(Components)BOMManagement(ProductGroup,Product,F/G)

BusinessModel與工程變更之關(guān)係CycleTimeProductModelsBTCConfigurationListKitBillBTOSKUBTSBOMWhere-usecannotbedefinedinapprovalstageWhere-usemustbedefinedinapprovalstage

BTCSystemArchitecture

BTCSystemMajorFunctionsRealTimeWebOrderingOnlineproductpricingRealtimeBOMgenerationAssemblytocustomerorderOnlineordertrackingModularizeTestingsystem

GlobalLogisticsArrangementWorldwideMFG/Assemblylocationconsolidation.RegionalLogisticsoperationfocusManufacturing-outboundlogisticsbyairOtherRBUterritory-RegionaldistributionVMILongtermpartnershipwithkeyforwardersOrderTrackingandforwardermanagementsystem

LocationSelectionCriteriaManufacturingsitesTechnologyinfrastructureVendorCapabilityLogisticsnetworkingLaborcostAssemblysitesClosetomarketDistributionnetworkLaborcostInputDuty

LogisticsPartnerselectionProvedperformanceresultworldwidecoverageOperationscopeITcapabilityCooperationattitude

VMIArrangementVendorHubforCustomerWebuildinventoryforCustomerVendorHubforAssemblysitesVenderbuildinventoryforassembly3rdpartyselectioncriteriaWarehousemanagementexperienceITcapabilityInventoryvisibilitythroughWeb

TransportationITNetworkERPPicking&PackingSystemExportControlSystemForwarderCarrierOTSTrafficEISCustomerVendorS/OPickingPackingOrderinquiryShippinginfo.S/OInvoiceDataShipAdviceShippingDocumentP/OForwarderCarrierTransportationinfo.ShippingDocument

ITUtilityintheGlobalLogisticsERPSCM/APSB2BiTransportationmanagementEIP/PortalBI/EIS

RoleofAPSAPSusetheinformationfromtheexistingtransactionsystem(ERP)toprovideintelligentdecisionsupportcapabilityinPlanningandSchedulingPurchasingOrderEntryMfg.ManagementSystemLogisticsTransactionSystem(Legacy,ERP)PurchasingSalesLogisticsManufacturingShippingAPSDecisionMakingSupportDataDemandCapacityMaterialsOutputProductionPlanShippingPlanPromisePlanFinalPlanCurrentSituation

APSResourcesAvailableProductionCapacityDistribution/WarehouseRoutingInventoryLevelsCustomerDueDatesRawMaterialsProcurement/SupplierLeadTimesOptimalPlanDemandForecast/CustomerOrdersConcurrentP