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1、供應鏈管理規劃與建置實務張國揚 Kevin Chang GCSM, i2 TaiwanTerminologies Logistics Management Supply Chain Management (SCM) Enterprise Resource Planning (ERP) Advanced Planning and Scheduling (APS) eBusiness, eCommerce, eProcurement 物流管理 供應鏈管理 運籌管理 企業資源管理 電子化商務管理Why Supply Chain Management Its not just about profit
2、.Its all about competition and survival.Supply Chain Management Basic Concept and ContentsDesign Source Negotiate Buy Make Move Store Service Fulfill Sell MarketMIS? SCM ComponentsSRMCRMSCMDeployment of SCMMonths/YearsDays/ WeeksHours/ MinutesTimeTimeStrategize SCMnDesign your supply chainnEvaluate
3、alternative partnersnSet transportation contractsnJointly develop business plansnOptimize service/parts levels to budgetStrategic Decisions nWhere do you locate facilities? nWhat should your product mix be?nMake versus buy decision and sources?nWhich transportation modes and partners should you use?
4、nWhat will your distribution network look like in the light of a merger or divestiture?nHow do you determine service stocking levels to stay within your budgets and space?Plan SCM Demand nPredict demandnCollaborate on demand nCollaborate on supplynOptimize product mix for total profitabilitynProfita
5、bly match supply to demandnDetect & solve problems nAllocate supplyBEFORE 4 5 weeks10 days35 -70%73%5.5After 1 week2 days95%95%8-12Planning Cycle TimePlanning Cycle TimeInventory TurnsInventory TurnsForecasting Cycle TimeForecasting Cycle TimeOrder Fill RatesOrder Fill RatesThomson Consumer Electron
6、ics Enhancing Customer Satisfaction & RevenuesForecasting AccuracyForecasting AccuracyThomson saved over $128 M in inventory and realized over $210 M in revenue uplift from their DP implementationBEFORELess than 60%ReasonableHugeAFTER 70%Improved by 10%Slashed by 50%Whirlpool Slashing inventory with
7、 better demand management Product AvailabilityProduct AvailabilityCustomer ServiceCustomer ServiceFinished Goods Finished Goods InventoryInventoryWhirlpool saved over Whirlpool saved over $15 M in inventory from their from their DP implementationDP implementationPlan SCM Supply nPredict demandnColla
8、borate on demand nCollaborate on supplynOptimize product mix for total profitabilitynProfitably match supply to demandnDetect & solve problems nAllocate supplyChallenges in Matching Supply With Demand. What Do You DonWhen inventory and capacity shortages occur outside your four walls?nTo balance mat
9、erial and capacity needs against your demand?nTo decide on the right product mix to profitably meet demand?nTo communicate real-time with your suppliers?nTo quickly respond to changes in demand?nTo allocate supply plans to your demand plans? (i.e., do you have preferred customers?)Herman Miller Turn
10、ing the Tables on the Furniture IndustryBEFORESix weeks+70% HugeHugeWIP LevelsWIP LevelsLead TimesLead TimesOn-time ShipmentsOn-time ShipmentsFGI Inventory LevelsFGI Inventory LevelsAFTER2- 4 weeks (vs. industry average of 12-18 weeks)98% Slashed 3 weeks of FGI - $ 75 millionSlashed by 50%Herman Mil
11、ler increased revenues by $300 million without any additional capital investmentVF Corporation slashed over tens of millions of dollars in inventory and enhanced customer serviceBEFORE CompetitiveMonthsHugeCustomer Service AFTEREnhanced 10-15%Reduced by over 75% Slashed over tens of millionsPlanning
12、 Cycle TimesInventory - WIP and FGIVF CorporationSlashing Inventory through Supply PlanningJ&J Medical improved customer service significantly while shaving over $40 million in inventoryBEFORE Over 1 month4 months$ 70 million 1800Planning Cycle Times AFTER5 days30 days Reduced to $30 million100Produ
13、ction Lead TimesWIP and FGINumber of Tier 2 and 3 DistributorsJohnson & Johnson Medical Streamlining the Supply ChainTimken slashed over $35 million in inventory with appreciable improvement in delivery performanceBEFORE Over 30 days10 weeksHuge70%Planning Cycle Times AFTERBi-weekly6 weeks Reduced 5
14、0% and 30% 90%Production Lead TimesWIP and FGITimken Industrial Bearings Enhancing delivery performanceDelivery Due Date PerformanceGrupo Gamesa implemented SCM across six plants in less than 8 weeks and realized over $ 3 million in cash flowBEFORE 4 daysHighReasonableAnticipated over 4 months for e
15、ach plantPlanning Cycle Times AFTER24 hoursReduced 50% Improved 100%56 days across all 6 plantsPackaging Material InventoryDelivery Due Date PerformanceGroupo Gamesa Improved customer service with rapid time-to-value Solution Implementation TimeExecute SCM?nCollaborate on orders for replenishmentnMake accurate promisesnManage orders across multiple enterprisesnPick, pack, ship and deliver nDetect exceptions and manage themnCoordinate and replenish service partsExecution Problems Are You Challenged BynMaking bad promises
