全球供应链管理1

1Lee,Ching-En;NCTU全球供應鏈管理講員:李慶恩教授國立交通大學工業工程與管理學系國科會電子資訊產業供應鏈管理總計畫主持人中華民國八十八年五月六日2Lee,Ching-En;NCTU製造業V.S.服務業3我們有供應鏈管理的問題嗎？Lee,Ching-En;NCTU4製造目標與趨勢的變遷成本品質交期彈性服務創新全球化結果成本品質交期彈性速度創新成本品質交期服務速度成本品質彈性服務成本交期彈性品質交期成本品質成本Lee,Ching-En;NCTU顧客迫使製造商／供應商生產／供應多樣、大量且低成本的一般化商品(Commodity)5如何建立競爭優勢/障礙(CompetitiveAdvantage/Barrier)Lee,Ching-En;NCTU高低服務／技術／速度領導者(Service/Technology/SpeedLeader)一般商品巿場(CommodityMarket)成本與價值領導者(Cost&Service/Speed/TechLeader)成本領導者(CostLeader)高低生產力優勢(ProductivityAdvantage)價值優勢(ValueAdvantage)6產業對策•建立技術優勢(Leading-EdgeTechnology／Innovation)•成為快速跟隨者並建立差異化(QuickFollower(TTX)andDifferentiation)••全球供應鏈管理(GlobalSupplyChainManagement)••著重核心競爭力(FocusonCoreCompetence)Lee,Ching-En;NCTU7製造資源規劃(ManufacturingRequirementsPlanning)lApushsystemlMaterialorderedagainstprojecteddemandlEliminationofsafetystockandstockinthecyclelDependsuponorderlyschedulesandreliabledemandforecastslRequiredflexibilityistakenupbyvaryingthedemandonthesupplies即時生產/豐田式生產(Just-in-TimeProduction)lApullsystemlRegularvolumedemandfromthecustomermarketlCapacitymatchedtodemandlRegularproductionpatternslFlexiblemanufacturingsystemslAnarrowrangeofsimilarproductslLoweconomicbatchquantitieslRegularquantitydemandslShortsupplierleadtimes精簡生產與供應(LeanProductionandLeanSupply)lWasteeliminationlMinimizationofinventoryandworkinprogresslCosttransparencyinthesupplychainlMulti-skilledworkerslCuttingofworkqueueslReducedchange-overtimeslLowvolumeofproductsingreatvarietylContinuousimprovementateverystage快速反應之供應鏈(ResponsiveSupplyChain)lQuickresponselSupplyFlexibilitylCustomizedmanufacturinglSynchronizedschedulingwithfinaldemandlControlledsupplyprocesseslCapabilityintegrationoftradingpartnerslFulluseofelectroniccommercelConcurrentproductdevelopment1980s1990s2000+產銷環境之演進From:”TransformYourSupplyChain－ReleasingValueinBusiness”,JonHughes,MarkRalf,Et.BillMichels8產銷環境演進之結果•大量生產(MassProduction)大量客製化生產(MassCustomization)多樣少量生產(JobShop)•顧客滿意(CustomerSatisfaction)以顧客成功為依歸(CustomerSuccess)•供應商管理(SupplierManagement)發展供應商合作關係(SupplierDevelopment)•物料／產品供應鏈(Material/ProductSupplyChain)知識供應鏈(KnowledgeSupply)ChainLee,Ching-En;NCTU*資訊技術(InformationTechnology;IT)的高速發展是始做俑者。9基本製造型態Lee,Ching-En;NCTU高低多樣少量生產(JobShop)利基巿場(NicheMarket)大量客製化生量(MassCustomization)大量生產(MassProduction)大小種類(Mix)量(Volume)10大量客製化之效應過去目前／未來•階層式架構(推式)(Hierarchy(Push))•重疊之網路架構(推&拉)(Network(Push&Pull))•自給自足(SelfSufficiency)•相互依存(Interdependencies)•只有到緊要關頭才考慮找合作對象(PartnerasaLastResort)•積極找尋長期合作夥伴(Long-termPartnerOpportunistically)•產品導向(ProductsOriented)•核心競爭力導向(CoreCompetencies)•靜態、有效率之績效指標(Static,EfficientGoals)•動態指標(DynamicGoals)•強調競爭(Competition)•強調綜效/同步化(Synergy/Synchronization)•公司與公司之競爭(Companyv.s.Company)•供應鏈與供應鏈的陣仗(SupplyChainv.s.SupplyChain))Lee,Ching-En;NCTU11過去(推／Push)局部最佳化(LocalOptimization)研發業務/行銷採購生產/製造配送/服務財務(R&D)(Sales/Marketing)(Procurement)(Production)(Distribution)(Finance)&Service現在(推&拉／Push&Pull)整合且同步化的鏈（Integrated&SynchronizedChain）產銷模式變遷(I)Lee,Ching-En;NCTU研發業務/行銷採購生產/製造配送/服務財務(R&D)(Sales/Marketing)(Procurement)(Production)(Distribution)(Finance)&Service12供應流（SupplyFlow）產銷模式變遷(II)Lee,Ching-En;NCTU需求流（DemandFlow）JITandQualityMaterialFlow供應商(Supplier)配銷商(Distribution)零售商(Retailer)顧客(Customer)Qn-time,AccurateandPaperlessInformationFlow過去現在供應商(Supplier)配銷商(Distribution)零售商(Retailer)顧客(Customer)13產銷模式變遷（Ⅲ）••Emphasizerigourandtoughbarganing.供應商顧客•過去：開放競爭（OpenCompetition）•期望：從供應商上游到顧客下游的整合（FromSuppliers’SupplierstoCustomers’Customers）••Linkupalltheplayersinahorizontalsupplychain.••Emphasizeseamlessdelivery,optimizationandintegration.•許多產業的現況（DominateorDie）上游下游14大量客製化的原則1.EnrichingCustomers-ProvidingSolutionsvs.Products2.MasteringChangeandUncertainty（RapidResponse）3.LeveragingtheImpactofPeopleandKnowledge4.CooperatingtoEnhanceCompetitiveness-VirtualOrganizationSource:TheAgilityForum15產業未來趨勢(IndustrialTrend)知識工作者是最大資產(KnowledgeWorker#1Asset)10倍速時代(10XDevelopment/Mfg.)委外為成長最快速之產業(OutsourcingManufacturer,#1BoomingIndustry)彈性資訊管理架構(FlexibleInfo.Mgt.Architectures)品牌差異性日漸縮小(LessBrandDifferentation)品質乃基本要件(QualityistheMust)長前置時間短生命週期(LongLeadtimebutShortLifeCycle)全球化(Globalization)大量客製化(MassCustomization)產業未來趨勢Lee,Ching-En;NCTU•快速回應之供應鏈體系(ResponsiveSupplyChain)是必然趨勢16供應鏈管理的定義Lee,Ching-En;NCTUIntegrate,Synchronized,Lean,andResponsiveFlowofMaterials,Information,Funds,Processes,Services,andOrganizationsfromSuppliers’SupplierstoCustomers’Customers.17Lee,Ching-En;NCTU供應鏈特性（以電子資訊產業為例）產業特性：(1)高科技，高資本，高報酬，高風險，高度競爭。(2)產品生命週期短，市場變化大，價格變動快。(3)產業族群龐大，供應鏈長鞭效應明顯。(4)朝開放及市場標準化發展，品牌價值差異越來越小。(5)IC與PC產業考量重點不同。存貨IC設備與零件業IC製造業電腦周邊業電腦組裝業配銷業存貨存貨存貨存貨長鞭效應(BullwhipEffect)18造成供應鏈管理問題的原因•資訊扭曲(InformationDistortion)•不同步的通路(AsynchronizedChannel)•鏈的複雜度(ChainComplexity)•無效率的作業(InefficientOperations)•文化地區之差異(CulturalProblems)Lee,Ching-En;NCTU19常聽到與績效管理有關的問題•預測不準•MPS變化太大•存貨過高•存貨週轉率太低供應鏈管理問題的徵兆•顧客服務水準低落•缺料，不預期換線頻繁•長鞭效應明顯Keyproblem:前置時間(Leadrime)太長Oneofobvioussolutions:正確且快速回應(AccurateandQuickResponse;AQR)Lee,Ching-En;NCTU20快速回應(QR)QR：以資訊取代存貨:(Thesubstitutionofinformationforinventory.)[From:Christopher]AQR﹕QRwiththeeffectivemanagementofthesupplycha