产业运筹管理策略规划实务探讨（PPT 32页）

来自中国最大的资料库下载運籌管理的範圍DemandPlanning/forecastingOrderfulfillmentProcurementPlantandwarehouselocationselectionManufacturingInventorymanagementTrafficandtransportationmanagementReturngoodsmanagementPerformancemanagementsystem来自来自成品運輸時間太長CPU,HDD,SIMM降價速度太快設計變更太多庫存及呆滯料壓力降價及利潤壓力来自宏碁如何推動全球運籌策略?---第一次再造宏碁---流程再造組織再造理念再造全球品牌,地方結緣網狀主從架構速食式全球供應来自宏碁集團第一次再造之基本理念~區域產銷模式(1992-1995)来自宏碁如何推動流程再造?FastFoodBusinessModel(1)設計篇~DFA/DFD(模組化,易組,易拆,易維修)生產線:30人/班---18人/每班產能:250台/班----500台/班CPUChipUp技術(易昇級)減重計劃(空運:材積重---實際重)HSF包裝(海運:8台每棧---32台每棧)来自宏碁如何推動流程再造?FastFoodBusinessModel(2)擴廠篇~Uniload全球佈點策略成吉思汗特攻隊26個國家vs.35個據點GlobalSourcing,LocalPurchasing空運,海運的應用要點DropShipment的應用来自材料供應策略空運:體積小的,市場變化大MainBoard,Cards,......海運:體積大,市場變化小Housing,Monitor,.....LocalPurchasing:貴重,且市價變化大HDD,CPU,Memory,CD-ROM,......LocalSupply:地區性之材料Manual,Carton,Label,...来自中国最大的资料库下载宏碁的全球擴廠理念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,才依客戶之需求製造商品,並將商品依約定之時間送達客戶指定之地點就地取才,材,財来自再造宏碁之成效来自中国最大的资料库下载宏碁流程再造之成效宏碁集團之營業額1993達US$1.8BG/R50%1994達US$3.2BG/R80%1995達US$5.8BG/R70%庫存水準:1995vs.1993降低約45%客戶滿意度大幅提高Timetomarket速度加快来自中国最大的资料库下载企業流程改造成功的關鍵有強勢的領袖領導有足夠授權及能力的改革小組來推動有創新的構想加入,能打破現有格局新流程比現在的流程更快速,有效益必須考量人事組織變化的衝擊及因應對策不斷溝通,宣導,與訓練来自再造宏碁後之瓶頸瓶頸来自:-Highinventory-HighReworkprobability-Wrongproductmix来自:-Longerleadtime-HighRequirementforEngandQuality来自:-Highlysystemintegrationrequired-MaterialPlanningmethodChange来自•ConfigurationList•KitBillBTO•SKUBTS•BOMConfigurationManagement(Components)BOMManagement(ProductGroup,Product,F/G)来自•ConfigurationList•KitBillBTO•SKUBTS•BOMWhere-usecannotbedefinedinapprovalstageWhere-usemustbedefinedinapprovalstage来自(MRP)WorkOrderGenerationEDIInterfaceFinishedGoodsConfig.DataOrderInformationEDITranslatorWebEDICustomerSupportDBCustomer/SystemDataTelephoneFaxAssy.InstructionsPricingDatabaseSoftwareLibraryShopFloorControlAutoTestingSystemFinishedGoodsTestingPreloadSoftwareElectronicReg.ManualRegistrationG/LDataGeneralLedgerLogisticsManagementSystemShipmentDataQualificationTestingDatabasePricingDataCustomer(External)CommunicationProduction(InternalCommunication)WorkOrderBarCodeDataBar-CodeDrivenProcessManagement来自RealTimeWebOrderingOnlineproductpricingRealtimeBOMgenerationAssemblytocustomerorderOnlineordertrackingModularizeTestingsystem来自WorldwideMFG/Assemblylocationconsolidation.RegionalLogisticsoperationfocusManufacturing-outboundlogisticsbyairOtherRBUterritory-RegionaldistributionVMILongtermpartnershipwithkeyforwardersOrderTrackingandforwardermanagementsystem来自ManufacturingsitesTechnologyinfrastructureVendorCapabilityLogisticsnetworkingLaborcostAssemblysitesClosetomarketDistributionnetworkLaborcostInputDuty来自ProvedperformanceresultworldwidecoverageOperationscopeITcapabilityCooperationattitude来自VendorHubforCustomerWebuildinventoryforCustomerVendorHubforAssemblysitesVenderbuildinventoryforassembly3rdpartyselectioncriteriaWarehousemanagementexperienceITcapabilityInventoryvisibilitythroughWeb来自