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1、電子化供應鏈管理 e-Supply Chain Management,王立志 博士 Li-Chih Wang, Ph.D. 東海大學工業工程系所 教授 東海大學工業自動化中心 主任 3/21/2000,大綱,1.供應鏈管理(SCM)觀念介紹 2.供應鏈管理的策略規劃、流程與系統 3.供應鏈管理、企業資源規劃 (ERP) & 先進規劃與排程 (APS) 4.供應鏈管理&企業電子化(EB) 5.供應鏈管理系統發展程序 6. 案例介紹與經驗分享,Copyright 1999 Professor Li-Chih Wang,Trends for High Tech Industry (source: G
2、artner Group/DataQuest, 1/10/2000),1. Focus on supply-chain and Internet solutions Extend their internal processes to their trading partners through extended enterprise solutions (EES). 2. Redesign business models and network infrastructure A lean model of manufacturing that relies heavily on Intern
3、et sales and supply chain integration with partners is the key.,Copyright 1999 Professor Li-Chih Wang,1.供應鏈管理觀念介紹(Concept of Supply Chain Management),Copyright 1999 Professor Li-Chih Wang,Supply Chain Management is the process of managing the flow of material, service and information across distribu
4、ted business processes for the purpose of responding to and satisfying market demand.,Objective of An Effective Supply-Chain Management,Provide our customers with the highest degree of customer service level under the minimum cost,東海工工 王立志博士,製造系統規劃實驗室,企業的物流與資訊流反應其 運籌特性 (Material and Information Flow
5、s Reflect The Characteristics of Logistics),Copyright 1999 Professor Li-Chih Wang,2.供應鏈管理的策略規劃、流程與系統 (SCM Strategic Planning, Process and System),Copyright 1999 Professor Li-Chih Wang,(1). SCM Strategic Planning,Copyright 1999 Professor Li-Chih Wang,(2). SCM Management Process Total Order Management
6、,Copyright 1999 Professor Li-Chih Wang,運籌與供應鏈管理的核心流程 全面訂單管理流程 (Core Process of Logistics/SCM Management Total Order Management Process),全面訂單管理流程目的 Objective of Total Order Management Process,從接到顧客訂單開始到應收帳款處理為止的整體管理流程中能妥善有效的分配企業的有限資源 (The resources involved in the orveall management process starting
7、from order taking to account receivable can be fully and optimized allocated and utilized)。,An efficient and effective decision model & APS is required to achieve the objective of TOM,東海工工 王立志博士,製造系統規劃實驗室,(3). SCM System Framework,Copyright2000 Professor Li-Chih Wang,系統功能的觀點,主要根據前述管理與作業流程,探討其系統與上下游廠
8、商的搭配,解析企業供給鏈管理系統的功能,及功能間的互動關係。,ALIGNMENT OF Business/Management/Operation Process Data Information System (IT Enabler),Copyright 1999 Professor Li-Chih Wang,3.供應鏈管理、企業資源規劃 &先進規劃與排程 (SCM, ERP & APS),Copyright 1999 Professor Li-Chih Wang,先進規劃與排程系統 (Advanced Planning & Scheduling;APS) 為能真正滿足顧客訂單與充分的利用企
9、業的有限資源,除了ERP之外, 還需要有適合且先進的整體規劃系統(APS),以進行企業 整體供需規劃及不同層次的生產規劃與排程。APS的特色包括同步規劃 (synchronized concurrent planning)、考慮資源限制下的規劃 (constraint-based planning)、最佳化規劃(optimization planning)、即時性規劃 (real-time planning)以及支援決策能力(decision support ability) ,它改進了傳統MRP運算邏輯的錯誤與不準確性,以規劃出最佳化的 規劃結果。,Copyright 1999 Profes
10、sor Li-Chih Wang,Some Commercial Available APS Software in Taiwan 1. i2 2. Manugistics 3. PaceMaker 4. Thru-Put (TOC-based),限制理論 (Theory of Constraints; TOC),背景 限制理論(TOC)為Dr. Eliyahu Goldratt於1986年創立(OPT The Goal OPT Thoughtware Synchronous Production TOC),Three TOC-based Business Novels 1. The Goal
11、 (目標;天下文化出版): Enhance Production Management 2. Its not Luck (絕不是靠運氣;天下文化出版): Enhance Sales & Marketing 3. Critical Chain: Product Development Integration,用來充分表達企業是否賺錢的目標及作為發展工廠基本營運原則的三個衡量指標: 有效產出(throughput) 整個系統透過銷售(不是生產)而獲得金錢的速率。 存貨(inventory) 整個系統投資在採購上的金錢,而採購是為了我們打算賣出去的東西。 營運費用(operational expen
12、se) 整個系統為了將存貨轉換為有效產出而花的錢。 企業的目標 增加有效產出,但同時降低存貨和減少營運費用。,三種基本限制 Three Fundamental Constraints,內部資源限制(internal resource constraints):可為瓶頸或產能限制資源;它決定了整個工廠所有可用資源的的步調 (pace)。 市場限制(market constraints): 當市場需求小於所有設備的最小可用產能時;市場決定了生產的的步調。 政策上的限制(policy constraints):例如各站間WIP的上限。,TOC的五個循環步驟 (Five Steps of TOC),找
13、出系統的限制 (Identify the constraint) 決定如何最恰當的使用限制(Decide how to exploit the constraint) 全力配合步驟(2)所採取的措施 (Subordinate everything else to the action taken in Step 2) 突破、提昇或化解限制 (Elevate the constraint) 若限制已於步驟 (4) 化解,則回到步驟 (1) ,不要讓系統中原有其他資源的 “惰性”變成新的限制,DBR (Drum Buffer Rope) 排程方法主要即利用TOC五個循環步驟的步驟(1)、(2)及(
14、3)。,全面訂單管理系統的實現有賴於ERP, APS與MES間的確實整合 (TOM System Can Be Accomplished Through Seamless Integration of ERP, APS and MES),東海工工 王立志博士,製造系統規劃實驗室,快速回應 (Quick Response), 快速回應(Quick ResponseQR): 藉由加速資訊流動的速 度,使整個配銷通路/網絡(從工廠生產到最終消費者)的 產品流動/周轉率增加。 QR/CR的主要目的在於將正確的資訊,在正確的時間送達 正確的人手中,以作為正確決策之依據。 QR希望做到讓顧客由下單至收到貨
15、品的前置時間愈短 愈好(快速回應產品 Product )。 QR希望做到讓顧客能即時掌握與其訂單有關的所有重 要資訊,以利於顧客作更有效益的規劃與控制(快速回 應資訊 Information )。,Copyright 2000 Professor Li-Chih Wang,供應鏈管理系統的關鍵在企業整合 (Enterprise Integration),Copyright 1999 Professor Li-Chih Wang,EAI & Traditional Middleware Solutions, Middleware approach Middelware facilitates t
16、he integration of individual applications and discrete transactions between them. EAI approach EAI enables an enterprise to manage relationships among multiple applications and the surrounding network of transactions that constitute a business process.,4.供應鏈管理&企業電子化 (SCM & Electronic Business),Copyright 1999 Professor Li-Chih Wang,What are EC & EB? (source: GartnerGroup), Electronic Commerce: EC involves the use of communication technol