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1、產業運籌管理策略規劃實務探討 供應鏈管理與運籌管理的不同 Tier2Customer Tier1Customer Delivery Make Source Tier1Supplier Tier2Supplier Corporate GlobalLogistics TotalSupplyChain 運籌管理的範圍 DemandPlanning forecastingOrderfulfillmentProcurementPlantandwarehouselocationselectionManufacturingInventorymanagementTrafficandtransportation
2、managementReturngoodsmanagementPerformancemanagementsystem 運作模式的變更 MFG ASSY Channel Vendors Customers MFG W H Channel Vendors Customers 宏碁集團第一次再造之時代背景 1992 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 6 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 7 宏碁集團第一次再造之基本理念 區域產銷模式 1992 1995
3、 8 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 9 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 10 Uniload材料供應策略 空運 體積
4、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 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 12 宏碁集團銷售成長趨勢圖 0 1000 2000 3000 4000 5000 6000 7000 Y89 Y90 Y91 Y92 Y93 Y94 Y95
5、Y96 Y97 US M 再造宏碁之成效 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 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 15 再造宏碁後之瓶頸 瓶頸 Dell運作模式興起 IT的有效應用 GlobalSCMchangesandTrend Ma
6、terialPreparation Production Warehousing Shipment OrderReceivedpoint Advantages Quickdelivery Smoothproduction BuildtoStock Disadvantages Highinventory HighReworkprobability Wrongproductmix MaterialPreparation Production Shipment OrderReceivedpoint Advantages Productflexibility Lowerinventory Quickd
7、elivery BuildtoOrder GlobalSCMchangesandTrend Disadvantages Longerleadtime HighRequirementforEngandQuality MaterialPreparation Assembly Shipment OrderReceivedpoint Advantages Masscustomization Quickdelivery Lowerinventory BuildtoConfiguration GlobalSCMchangesandTrend Disadvantages Highlysystemintegr
8、ationrequired MaterialPlanningmethodChange BusinessModel與料號之關係 CycleTime ProductModels BTCConfigurationListKitBill BTOSKU BTSBOM ConfigurationManagement Components BOMManagement ProductGroup Product F G BusinessModel與工程變更之關係 CycleTime ProductModels BTCConfigurationListKitBill BTOSKU BTSBOM Where use
9、cannotbedefinedinapprovalstage Where usemustbedefinedinapprovalstage BTCSystemArchitecture BTCSystemMajorFunctions RealTimeWebOrderingOnlineproductpricingRealtimeBOMgenerationAssemblytocustomerorderOnlineordertrackingModularizeTestingsystem GlobalLogisticsArrangement WorldwideMFG Assemblylocationcon
10、solidation RegionalLogisticsoperationfocusManufacturing outboundlogisticsbyairOtherRBUterritory RegionaldistributionVMILongtermpartnershipwithkeyforwardersOrderTrackingandforwardermanagementsystem LocationSelectionCriteria ManufacturingsitesTechnologyinfrastructureVendorCapabilityLogisticsnetworking
11、LaborcostAssemblysitesClosetomarketDistributionnetworkLaborcostInputDuty LogisticsPartnerselection ProvedperformanceresultworldwidecoverageOperationscopeITcapabilityCooperationattitude VMIArrangement VendorHubforCustomerWebuildinventoryforCustomerVendorHubforAssemblysitesVenderbuildinventoryforassem
12、bly3rdpartyselectioncriteriaWarehousemanagementexperienceITcapabilityInventoryvisibilitythroughWeb TransportationITNetwork ERP Picking PackingSystem ExportControlSystem ForwarderCarrier OTS TrafficEIS Customer Vendor S O PickingPacking Orderinquiry Shippinginfo S O InvoiceData ShipAdvice ShippingDoc
13、ument P O ForwarderCarrier Transportationinfo ShippingDocument ITUtilityintheGlobalLogistics ERPSCM APSB2BiTransportationmanagementEIP PortalBI EIS RoleofAPS APSusetheinformationfromtheexistingtransactionsystem ERP toprovideintelligentdecisionsupportcapabilityinPlanningandScheduling Purchasing Order
14、Entry Mfg ManagementSystem Logistics TransactionSystem Legacy ERP Purchasing Sales Logistics Manufacturing Shipping APS DecisionMakingSupport DataDemandCapacityMaterials OutputProductionPlanShippingPlanPromisePlan FinalPlan CurrentSituation APS Resources AvailableProductionCapacity Distribution Ware
15、houseRouting InventoryLevels CustomerDueDates RawMaterialsProcurement SupplierLeadTimes OptimalPlan DemandForecast CustomerOrders ConcurrentPlanning APSBenefits Integrateallthemodules allsitesWorld wideoperationinformationvisibilityhighlightproblemarea dataandresult Frequency 10 xthanMRP Speed within15minutes Easytodothesimulation Quickresponsetocustomer srequirement
