供应链管理案例

LogoYusanSupplyChainRedesignandImprovementHKUST&StanfordYusanIndustriesLimitedFinalPresentationMarch27,2006ObjectiveEnhanceYusan’sProfitabilitybyRe-designingandImprovingSupplyChain2FacingProblemExtraSupplyChainCost–Airshipmentcostin2005:2MHKD(0.5%oftotalrevenue)–HighreworkcostLowOn-Time-DeliveryRate–Thomson:28%3MethodologyIdentifyInvestigateRecommendObjective4ScopeThomson’sProductsin2005(7)2005Products(3)Pre-2005Products(4)CS190CS86RCD147BTM9235TM9237TM9245RCD1475InvestigateRecommendIdentifyScopeoftheanalysis:ThomsonproductsIdentifiedProblemDelayduetoDesign:3%DelayduetoProduction:97%FocusonProduction6InvestigateRecommendIdentifyOrderProcessSalesProductionPlanningPurchasingProduction123456Customer78CustomerOrdersJobOrdersJobOrdersProductionScheduleRecommendIdentifyInvestigateweek7InvestigationofProductionProductionPartSupplyCapacityPlanningRework8RecommendIdentifyInvestigate56%19%14%4%7%NoDelay1-5days6-10days11-20days20daysPartSupply44%ofthepartsupplylate:ConsequencesandCauses?Source:ProductionPlanningReport(Jan–May2005)9InvestigatePartSupplyCapacityPlanningReworkCriticalPartDelayCriticalParts:LongLeadtime-Expensive-NosubstituteNon-CriticalParts:ShortLeadtime-CommodityCriticalPartsNon-CriticalPartsPercentageofcriticalpartlateOctober95414%November81296%December2921012%Total4639310%Source:MeetingMinutesOct-Dec2005InvestigatePartSupplyCapacityPlanningRework10330Suppliersin2005–131(40%)averagequality99.8%48RegularSuppliers–Noonecanachieve99.8%QAstandardUnreliableRegularSuppliersQualityPerformanceSuppliersAnalysisSummary11InvestigatePartSupplyCapacityPlanningReworkPotentialtoimprovesupplierperformanceRegularSuppliersQualityPerformancein20051280859095100JanJunNovMonth国华泰兴益峰QualityPassRate(%)MakesuresupplierskeepahighlevelofqualitySource:IQC2005InvestigatePartSupplyCapacityPlanningReworkPartSupplyQuality020406080100Semi-conductorMiscellaneousAudioPartsCD-relatedPVCICPCBCriticalpartsalsoarelessreliableQualityPassRate%13Source:IQC2005InvestigatePartSupplyCapacityPlanningReworkCriticalpartsCapacityEvaluationAssumptions:1line=1200units/day,1months=25workingdaysInvestigatePartSupplyCapacityPlanningReworkSource:ProductionPlanSept-Dec2005Probleminallocatingthecapacitytoeachcustomer050100150200250LGPhilipsThomsonLGPhilipsThomsonLGPhilipsThomsonLGPhilipsThomsonSeptOctNovDecUnits(1000)ProducedCapacityAllocatedOvertimeEmployed15Source:WorkshopDailyReport,Feb2006InvestigatePartSupplyCapacityPlanningRework0246810121416C1C2C6D1D4D5D6D7D9AverageHours(1000)RegularOvertime16%22%19%29%26%12%27%21%0%21%Inanon-peakseason,overtimeisstillhighProductivity160123456C1C2C6D1D4D5D6D7D9ProductionLineUnit/HourExpectedActualSource:WorkshopDailyReport,Feb2005InvestigatePartSupplyCapacityPlanningReworkRealProductivityisloworexpectedoneisnotappropriate?WorkforceDistribution17LineCLineDWorkers*allocatedperline(average)8361Whereasdirectlylineworkers5737Source:WorkshopDailyReport,Feb2005InvestigatePartSupplyCapacityPlanningReworkMoreattentionhastobepaidtoValue-addedproceduresFinishedProductReworkRate18Source:QualityAssurance20050%10%20%30%40%50%60%70%80%90%100%JanFebMarAprMayJunJulAugSepOctNovDecAverageReworkRatePassedRejectedInvestigatePartSupplyCapacityPlanningRework89%11%ReworkRatebyCustomers19051015202530354045JanFebMarAprMayJunJulAugSepOctNovDecAverageReworkRate(%)ThomsonPhilipsLGSource:QA,2005InvestigatePartSupplyCapacityPlanningReworkReworkRateonProductionLines200510152025303540C1C5C6D2D3D4D6D7D9ProductionLineReworkRate(%)VerydifferentreworkratesamongthelinesSource:QCDailyReport,Feb2006InvestigatePartSupplyCapacityPlanningReworkAveragereworkrate:17.4%CausesandEffect21ReworkCapacityPlanningPartSupplyLowProfitabilityRecommendations22IdentifyInvestigateRecommend123MakeSupplyChainPerformanceVisibleMetricIndustrialBenchmark(Median)*Yusan’sPerformanceDeliveryRatebyCommitDate91.5%40%OrderFulfillTime(days)29.539.0InventoryDaysofSupply(days)68.172.5Cash-to-CashCycleTime(days)73.330.5Source:SCOR(Feb2005)23IdentifyInvestigateRecommendUseKeyIndicatorstocontrolSCimprovementsMakeSupplyChainPerformanceVisibleMakeSupplyChainPerformanceVisibleCostMHKDAs%ofRevenueInventoryCarrying10.62.3%Backlog28.16.0%Rework&Scrap19.54.2%Total58.212.5%24IdentifyInvestigateRecommendKeeptrackofSupplyChainExtraCostsRecommendations25IdentifyInvestigateRecommend123MakeSupplyChainPerformanceVisibleEnhanceSupplierPerformanceEnhanceSupplierPerformanceCreateaCrossFunctionTeamPurchasing,QualityAssurance,Engineering,ProductionDetermineCriticalPerformanceMetricsDeliveryLeadTime,QualityDetermineMinimumPerformanceStandardMinimumQualityStandard,MinimumLeadTimeReduceSupplierBaseEliminateNon-qualifiedSuppliersAssessSupplierPerformanceRefineSupplierBaseQuarterly26IdentifyInvestigateRecommendRecommendations27IdentifyInvestigateRecommend123MakeSupplyChainPerformanceVisibleBettermanageordersEnhanceSupplierPerformanceBettermanageordersProductionPlanning:–Planforalltheexistingorders–PlanforboththeassemblyandPCBAlinesPurchasing–Unreliablesuppliers/Criticalparts:PurchaseAsSoonAsPossible–R