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1、福特汽车公司采购系统介绍福特汽车公司采购系统介绍21.1.Opening RemarksOpening Remarks- Exercise- Exercise2.2.Fords Global Purchasing OverviewFords Global Purchasing Overview 3.3.Supply Base ManagementSupply Base Managementi. Supplier Improvement Metrics (SIM)i. Supplier Improvement Metrics (SIM)ii. Product Development Advanc
2、ed Product Quality Planningii. Product Development Advanced Product Quality Planningiii. Production Systems Lean Manufacturing iii. Production Systems Lean Manufacturing iv. Material and Logistics Managementiv. Material and Logistics Managementv. Cost Reductionv. Cost Reduction (ii,iv, v will not be
3、 covered due to time limit) (ii,iv, v will not be covered due to time limit)4.4.Strategic Purchasing Tools and ProcessesStrategic Purchasing Tools and Processes- Exercise- Exercise5.5.Annual Commodity Sourcing Strategy ReviewAnnual Commodity Sourcing Strategy ReviewPurchasing Management & Applicatio
4、ns3公司的成長演變模式公司的成長演變模式跨國性公司多元化產品公司只重視 Core Business 的公司- Design 設計- Out sourcing: Development & MFG activities 外包開發及 製造- Marketing & Sales 行銷- Service 售後服務 公司成長演變與採購組織職責的關聯公司成長演變與採購組織職責的關聯公司的成長演變模式公司的成長演變模式中小企業單一產品公司 供應鏈完整的公司 - Design 設計 - Development 開發- Mfg. 製造 (Made in Plant 內製) - Marketing & Sale
5、s 行銷 - Service 售後服務4單純採買行為-原物料-非生產物料-生產性物料-生產性零件-生產性模組 多功能採購 - 協力廠品質系統輔導 - 物流 - 國外市場採購 - 期貨市場採購 - 統合採購 - 衛星式聯合工廠聯盟採購組織及職責採購組織及職責FAO PurchasingCOST TABLESExerciseProblem:Purchasing has been asked to buy sweets for a Board Meeting. The dessert will be used in celebration of Fords superior market perfo
6、rmance. We have been told that a key Board Member is constantly on the lookout for inefficient spending and our dessert purchase price could be challenged for its competitiveness. Therefore, our challenge is to buy the most dessert for the money and be prepared to prove it to the Board of Directors.
7、InstructionsThe facing page details dessert/icing quotation summaries from five qualified sweets manufacturers. Our job is to find the best dessert buy for Ford. The best buy is defined by obtaining the most dessert for the least amount of money.A. Calculate the “price per pound” for each dessert. I
8、nput answers in Section “A” of the facing page.B. Plot the “price per pound” for ach of the five desserts on the graph marked “B”.Questions1.Which dessert Supplier has the lowest price per pound as indicated by the graph?2.What is the “cost gap” dollar amount between the lowest and highest priced de
9、ssert?3.If the high price dessert was adjusted to the most competitive “price per pound”, what percent savings would you request?4.What cost drivers would you ask the high cost dessert Supplier take a look at to improve his/her pricing?-Extra Credit ChallengeWhat would be the lowest cost three (3) p
10、ound dessert your could create based on the best in class cost structure?FAO PurchasingCOST TABLESExercise8如何培育採購人員來達成不同層次的採購職責如何培育採購人員來達成不同層次的採購職責(I) 運用工業管理系,經濟系, 國際貿易系, 電機系, 機械系, 化工系, 會計系, 電子 商務系等所學之專長(II) 良師益友培訓方式(III) 教學是學習最有效的方法(IV) 採購人員的 Leadership Behaviors(V) 希望國內大學大專院校有開此課程, 目前福特六和都是自己 訓練採購
11、人員9BuyerBuyers Leadership Behaviors Leadership Behavior誠信誠信誠信誠信實事求是實事求是實事求是實事求是正確行事正確行事正確行事正確行事力求多元化力求多元化力求多元化力求多元化工作完美無瑕工作完美無瑕工作完美無瑕工作完美無瑕生意生意( (業務業務) )敏銳度敏銳度創新能力與專業水平創新能力與專業水平創新能力與專業水平創新能力與專業水平品質至上品質至上品質至上品質至上勇氣勇氣勇氣勇氣追求成效追求成效追求成效追求成效顧客滿意度顧客滿意度顧客滿意度顧客滿意度關係關係關係關係培養人才與團隊精神培養人才與團隊精神培養人才與團隊精神培養人才與團隊精神與
12、顧客溝通與顧客溝通與顧客溝通與顧客溝通服務社區服務社區服務社區服務社區10Global Purchasing Overview全球採購概況v#4 on the Fortune 500在財星500大排名第4v#4 on the Global 500全球500大企業排名第4v12% of Global Market Share 2nd Largest Manufacturer in World擁有全球12%市場佔有率 全球排名第二的汽車製造商vOver 375,000 employees worldwide全球共有超過37.5萬員工v110 assembly and manufacturing s
13、ites worldwide in 40 countries在40個國家擁有110個裝配和製造據點FORD FACTS 福特概況福特概況FordFord（福特）Mazda Mazda （馬自達）VolvoVolvo（富豪）MercuryMercury（水星）LincolnLincoln（林肯）Land RoverLand Rover（路華）JaguarJaguar（積架）Aston MartinAston Martin（阿斯頓 馬丁）TotalTotal（總計）2001 Production2001年生產情況(number of units) (輛)5,627,000841,000411,00
14、0364,000186,000164,000128,0001,0007,722,000AND HOW DOES PURCHASING FIT IN?採購扮演的角色?7.7 Million Vehicles770萬輛汽車vUS$90 Billion Annual Turnover900億美元的年營業額v2000 Production Supplier Parent Companies2000家製造供應商母公司v5000 Production Supplier Manufacturing Sites5000個供應商生產基地v9000 Non-Production Suppliers9000家非生產
15、供又商v130,000 Production Parts13萬種生產零配件v110 Ford Assembly and Manufacturing Sites110個福特裝配和生產基地vSuppliers in 44 Countries供應商分佈於44個國家14Buying（採購）ProductionMaterial生產性物料Non-ProductionMaterial非生產性物料Supplier Technical Assistance供應商技術支援North AmericaPurchasing北美採購CBG(1) Leader業務小組負責人South AmericaPurchasing南美
16、採購CBG(1) Leader業務小組負責人EuropePurchasing歐洲採購CBG(1) Leader業務小組負責人AsiaPurchasing亞洲採購CBG(1) Leader業務小組負責人Tony Brown, Global Purchasing Vice President全球採購副總裁FORD GLOBAL PURCHASING ORGANIZATION全球福特採購組織CSO(2) * Establish China Sourcing Office建立中國採購小組* Identify and develop highly capable suppliers尋找和開發能力強的供應
17、商Global Sourcing Development Team（全球資源發展組)）(1)CBG Leader = Customer Business Group Leader（業務小组負責人) (2)CSO = China Sourcing Office（中國採購小組）15SUPPLIER RELATIONSHIP VALUES與與供應商關係的重要性vvAct Like a Partner to be a PartnerAct Like a Partner to be a Partner像真正的合伙人一樣合作像真正的合伙人一樣合作vvTrust and be TrustworthyTrus
18、t and be Trustworthy信任對方並且自身值得信任信任對方並且自身值得信任vvCommunicate with ConsistencyCommunicate with Consistency持續性的溝通持續性的溝通vvBe Fact-BasedBe Fact-Based以事實為基礎以事實為基礎vvThink Value not Just PriceThink Value not Just Price著重價值而不僅僅是價格著重價值而不僅僅是價格.to be the Customer of Choiceto be the Customer of Choice 成為理想的客戶成為理想的
19、客戶16QUALITY IS OUR TOP PRIORITY品質是我們的首要目標17WE WORK TO BUILD QUALITY VEHICLES FOR OUR CUSTOMERS AROUND THE WORLD我們要為全球客戶製造高品質的汽車and our suppliers are the foundation of success in vehicle quality供應商是我們確保汽車品質的基礎18WHAT DO WE EXPECT FROM SUPPLIERS?我們對供應商的期待? Every supplier to Ford is expected to achieve
20、and maintain our Q1 supplier Every supplier to Ford is expected to achieve and maintain our Q1 supplier certificationcertification每個供應商都需要獲得並保持我們的每個供應商都需要獲得並保持我們的Q1Q1供應商品質認證供應商品質認證 The first step is achieving:The first step is achieving:獲得的第一步獲得的第一步- -QS-9000 QS-9000 - -ISO 14001ISO 14001Q1 19OUR SU
21、PPLY QUALITY ENGINEERS WORK WITH YOU ON SITE我們的品質技術工程師參與並協助現場實務The next step is to assign a Supplier Technical The next step is to assign a Supplier Technical Assistant Engineer (STA) who will visit your Assistant Engineer (STA) who will visit your manufacturing site to:manufacturing site to:下一步是指派一
22、位技術輔導工程師下一步是指派一位技術輔導工程師( (STA) STA) 訪察供應訪察供應商製造現場商製造現場: : Check for high quality standards on parts Check for high quality standards on parts 檢查零件部品是否符合高品質標準檢查零件部品是否符合高品質標準 Ensure robust manufacturing capabilityEnsure robust manufacturing capability確保強勁的生產能力確保強勁的生產能力 Identify and make plans for area
23、s of Identify and make plans for areas of improvementimprovement對所需改進的領域做改善計劃對所需改進的領域做改善計劃 Share lessons learned from North AmericaShare lessons learned from North America與供應商共享北美市場經驗與供應商共享北美市場經驗20STA ENGINEERS LOOK FOR MANUFACTURING BASICS AND APPROACH TO PLANNING技術輔導工程師致力於將製造的基本要點和步驟與供應商的規劃相結合技術輔導
24、工程師致力於將製造的基本要點和步驟與供應商的規劃相結合 Quality ProceduresQuality Procedures品質程序品質程序 QS-9000 QS-9000 Quality Operating Systems (QOS)Quality Operating Systems (QOS) 品質操作體系品質操作體系 Failure Mode and Effects Analysis (FMEAs)Failure Mode and Effects Analysis (FMEAs) 失效模式和效果分析失效模式和效果分析 Control PlansControl Plans 控制計劃控制
25、計劃 Pre-Production Part Approval Processes (PPAPs)Pre-Production Part Approval Processes (PPAPs) 生產前零件部批准程序生產前零件部批准程序（PPAPsPPAPs） Run at Rate ReviewRun at Rate Review “ “批量生產批量生產” ”審核審核 Employee Readiness / Training ReviewEmployee Readiness / Training Review 員工準備情況員工準備情況/ /培訓審核培訓審核 Manage the Change
26、in Manufacturing and Design Manage the Change in Manufacturing and Design 管理生產與設計所涉及的變化管理生產與設計所涉及的變化21AND ALSO REQUIRE ON SITE DEMONSTRA-TIONS OF MANUFACTURING CAPABILITY 並且要求在製造現場的實作驗證能力 Sub-supplier Quality Management Sub-supplier Quality Management 二階供應商品質管理二階供應商品質管理 Control of Incoming QualityCo
27、ntrol of Incoming Quality 進料品質的控管進料品質的控管 Control Plans/Operator InstructionsControl Plans/Operator Instructions管控計劃管控計劃/ /操作說明操作說明 Process Variability MonitoringProcess Variability Monitoring 製程變異監督製程變異監督 Gage Calibration and Use Gage Calibration and Use 量具量具量具量具校正及運用校正及運用 Part I.D., Nonconforming P
28、arts Handling, Part I.D., Nonconforming Parts Handling, Packaging, ShippingPackaging, Shipping 零件標示零件標示, ,不良品處理不良品處理, ,包裝和運輸包裝和運輸 Testing, Engineering Specifications Testing, Engineering Specifications 測試測試, ,工程規格工程規格 Preventive Maintenance (PM)/Housekeeping*Preventive Maintenance (PM)/Housekeeping*
29、 預防性維護預防性維護/ /內務管理內務管理 Manufacturing Flow and Lean Manufacturing Manufacturing Flow and Lean Manufacturing Metrics*Metrics* 生產流程精益生產衡量生產流程精益生產衡量 Problem-Solving, Corrective Actions Problem-Solving, Corrective Actions 問題的解決問題的解決, ,更正措施更正措施22ACHIEVING Q1 REQUIRES PROVEN RESULTSThird-Party Certificatio
30、n of QS-9000 and ISO 14001Acceptable Onsite Assessment by STA Engineer6 months of production shipping history with no problemsEndorsements from Your Ford Customers (Ford manufacturing plants, Materials Planning and Logistics, Supplier Quality, etc.)You have achieved Q1!23WHAT DO WE EXPECT FROM SUPPL
31、IERS ON AN ONGOING BASIS? Keep your Q1 by maintaining excellence in:Keep your Q1 by maintaining excellence in: QualityQuality Efficiency/Waste EliminationEfficiency/Waste Elimination DeliveryDelivery Have resources available to support launches of Ford vehiclesHave resources available to support lau
32、nches of Ford vehicles Advanced product quality planningAdvanced product quality planning Launch readiness reviews onsiteLaunch readiness reviews onsite Collaborate closely with Ford to resolve any issues that might arise on Collaborate closely with Ford to resolve any issues that might arise on par
33、t quality or designpart quality or design We worked together with suppliersWe worked together with suppliers24Buying（採購）ProductionMaterial生產性材料Non-ProductionMaterial非生產性材料Supplier Technical Assistance供應商技術支援North AmericaPurchasing北美採購CBG(1) Leader業務小组負责人South AmericaPurchasing南美採購CBG(1) Leader業務小组負责
34、人EuropePurchasing欧洲採購CBG(1) Leader業務小组負责人AsiaPurchasing亚洲採購CBG(1) Leader業務小组負责人Tony Brown, Global Purchasing Vice President全球採購副總裁FORD GLOBAL PURCHASING ORGANIZATION全球福特採購組織CSO(2) * Establish China Sourcing Office建立中國採購小组* Identify and develop highly capable suppliers發現和發展高能力的供應商Global Sourcing Deve
35、lopment Team（全球資源發展組）(1)CBG Leader = Customer Business Group Leader（業務小組負責人) (2)CSO = China Sourcing Office（中國採購小組）25WHAT IS FORD LOOKING FOR IN CHINA?vWorld Class QualityvCost Advantage, Delivered to AssemblyvAll PartsvStrong Export Track RecordvCommitment to Corporate Responsibility 26BENEFITS FOR
36、 SUPPLIERS IN CHINA對對中國供應商的益處vIncreased exports增加出口額vImproved scale增加生產規模vExposure to multiple potential customers in Fords global automotive businesses通過福特全球汽車業務而增加與潛在客戶的接觸和瞭解vImproved supply chain capabilities 提高供應鍊生產能力vAccess to longer term technological advancements獲得長期的技術改進vPotential to partici
37、pate in future localization opportunities with Ford China今後與福特在中國進行更多地方性合作的機會vImproved global competitiveness提高全球競爭能力27AIM TO REPLICATE SUCCESS IN EASTERN EUROPE目標:複製在東歐的成功經驗19971998199920002001$1.4 BILLION（14億美元）$0Quality better than previous sources !比原有供應商具有更好質量!Country Offices在國內的業務機構Dedicated S
38、ourcing Development Team專注的採購發展團隊Company Wide Support in Ford福特公司全體的支持 Highly Capable Suppliers 能力強的供應商Keys to Success（成功的關鍵）： In China（在中國）？28EXAMPLES OF POTENTIAL COMMODITIESSOURCED TO SUPPLIERS IN CHINA 列舉可能向中國供應商採購的零組件SHORT TERM（短期）:Wheels（輪胎）Driveshafts（轉動軸）Stabilizer Bars（平衡桿）Coil Springs （螺旋彈
39、簧）Side Glass （側窗玻璃）Speakers （揚聲器）Die Castings （壓鑄）Batteries （電池）Leaf Springs（鋼板彈簧）LONGER TERM（中長期）:Radios/Audio System（收音機/音響系統）Wiring Harness（線束）Rear Axles（後軸）Half shafts（半軸）Lighting（車燈）Cylinder Heads/Blocks（氣缸頭/體）Exhaust Manifolds（排氣岐管）Camshafts/Crankshafts（凸轉軸/曲軸）Intake Manifolds（進氣岐管）Balance Sha
40、fts（平衡軸）29OVERVIEW - FORD OPERATIONS IN GREATER CHINA概述 福特在大中華地區的業務CAFNanchangJMC南昌江鈴汽車Ford Motor China Ltd. (Holding Company)福特汽車中國有限公司（控股公司）FMCC Representatives Office (Beijing)福特信貸代表處（北京）TaiwanFord Lio Ho(70/30 JV)台湾福特六和汽車（70/30合資企業）ChongqingChangan-Ford重慶長安-福特Beijing北京Tianjin FMITT福特汽車天津國際貿易有限公司
41、30FORD OPERATIONS IN GREATER CHINA福特在大中華地區的業務History of Ford in Greater ChinaHistory of Ford in Greater China 福特在大中華地區的歷史福特在大中華地區的歷史19131913First Model-Ts Sold In China First Model-Ts Sold In China 第一第一輛輛福特汽福特汽車車Model-TModel-T在中在中國銷國銷售售19721972Established Ford LioHo Taiwan (70/30 JV) Established For
42、d LioHo Taiwan (70/30 JV) 福特六和在台福特六和在台灣灣成立（成立（70/3070/30合合資資企企業業）19801980Launched Visiting Engineering Program Launched Visiting Engineering Program 啟動工程技術人員訪問項目啟動工程技術人員訪問項目19951995Established Ford Motor (China) Ltd. Established Ford Motor (China) Ltd. 福特汽福特汽車車中中國國有限公司成立有限公司成立19951995Established Fiv
43、e Components JVsEstablished Five Components JVs 建立了五家汽建立了五家汽車車零部件合零部件合資資企企業業19951995Acquired Equity in Jiangling Motors (JMC) Acquired Equity in Jiangling Motors (JMC) 收收購購江江鈴鈴汽汽車車（JMCJMC）的股的股權權19961996Established Ford Credit Representatives Office Established Ford Credit Representatives Office 福特信贷
44、代表福特信贷代表處處成立成立20002000Launched Ford Motor Conservation & Environmental GrantsLaunched Ford Motor Conservation & Environmental Grants 啟動節約與環境保護項目啟動節約與環境保護項目20002000Spun-off Component JVs (Visteon) Spun-off Component JVs (Visteon) 零部件合零部件合資企業隨著傅世通獨立資企業隨著傅世通獨立20012001Established Changan Ford Automobile
45、 Co. (50/50 JV) Established Changan Ford Automobile Co. (50/50 JV) 長安福特汽車公司成立長安福特汽車公司成立（50/5050/50合合資資）20012001Established Ford Motor International Trading (Tianjin) Established Ford Motor International Trading (Tianjin) 福特汽福特汽車車天津天津國際國際贸易有限公司贸易有限公司成立成立31FORD OPERATIONS IN GREATER CHINA 福特在大中華地區的業務F
46、ord Motor (China) Ltd. Holding CompanyFord Motor (China) Ltd. Holding Company (100%)(100%)福特汽福特汽車車（中（中國國）有限公司（）有限公司（100%100%） 50/50 50/50 Changan-Ford Joint Venture (Passenger Car) Changan-Ford Joint Venture (Passenger Car) 50/5050/50股股權權比例的比例的長長安安 福特汽福特汽車車股份有限公司（股份有限公司（轎車轎車） 30% 30% Ford Equity Inv
47、estment in JMC (Transit)Ford Equity Investment in JMC (Transit)控制江控制江鈴鈴汽汽車車30%30%的股份（全的股份（全順順） Marketing, Sales and Service Operations Marketing, Sales and Service Operations 市市場營銷場營銷、銷銷售以及服售以及服務業務務業務- -Ford Motor International Trading Tianjin (FMITT) 100%Ford Motor International Trading Tianjin (FM
48、ITT) 100%福特汽車天津國際貿易有限公司福特汽車天津國際貿易有限公司（FMITTFMITT）100% 100% 控股控股 Other Key Functions: GA, PA, HR, Legal, Finance Business Development & Product PlanningOther Key Functions: GA, PA, HR, Legal, Finance Business Development & Product Planning其它重要職能其它重要職能：政府事務政府事務，公共事務公共事務，人力資源人力資源，法律法律，融資業務發展以及產品計劃融資業務發
49、展以及產品計劃32Ford Lio-Ho Taiwan Ford Lio-Ho Taiwan 台灣福特六和汽車台灣福特六和汽車 Established in 1972Established in 1972於於19721972年成立年成立 70/30 70/30 JV Ownership StructureJV Ownership Structure70/3070/30的合資股權結構的合資股權結構 CKD OperationsCKD OperationsCKDCKD業務業務 Located in the City of Chung-LiLocated in the City of Chung-L
50、i位於中壢位於中壢 Major Products: Tierra, Mondeo, Escape, Ixion, Pronto, and EconovanMajor Products: Tierra, Mondeo, Escape, Ixion, Pronto, and Econovan主要產品主要產品：Tierra, Mondeo, Escape, Ixion, Pronto, and EconovanTierra, Mondeo, Escape, Ixion, Pronto, and EconovanFORD OPERATIONS IN GREATER CHINA 福特在大中華地區的業務3
51、3Five Former Components JVs (Visteon Spin-off)Five Former Components JVs (Visteon Spin-off)五家先前有合資的汽車零部件企業五家先前有合資的汽車零部件企業（隨偉世通獨立隨偉世通獨立） Shanghai FuHua Automotive Glass (51/49 JV With Yao Hua)Shanghai FuHua Automotive Glass (51/49 JV With Yao Hua)上海福華汽車玻璃上海福華汽車玻璃（與耀華玻璃與耀華玻璃51/4951/49的合資企業的合資企業） Shang
52、hai YanFeng Automotive Trim (50/50 JV With SAIC)Shanghai YanFeng Automotive Trim (50/50 JV With SAIC)上海延鋒汽車內飾件上海延鋒汽車內飾件（與上汽集團與上汽集團50/5050/50的合資企業的合資企業） Shanghai Fudian Automotive Electronics (70/30 JV With Shanghai Automation Shanghai Fudian Automotive Electronics (70/30 JV With Shanghai Automation
53、Instrument ) Instrument ) 上海福電汽車電子上海福電汽車電子（與上海自動儀表與上海自動儀表70/3070/30的合資企業的合資企業） United Aluminum Radiator Company (50/50 JV With FAW)United Aluminum Radiator Company (50/50 JV With FAW)聯合鋁散熱器聯合鋁散熱器（與一汽集團與一汽集團50/5050/50的合資企業的合資企業） JiangXi Fuchang Climate System Ltd. (81/19 JV With JMC) JiangXi Fuchang
54、Climate System Ltd. (81/19 JV With JMC) 江西福昌汽車空調系統江西福昌汽車空調系統（與江鈴汽車與江鈴汽車81/1981/19的合資企業的合資企業）FORD OPERATIONS IN GREATER CHINA 福特在大中華地區的業務34Ford Financial Beijing Representative OfficeFord Financial Beijing Representative Office福特財務北京代表處福特財務北京代表處 Established December 1996Established December 1996於於199
55、61996年年1212月成立月成立 Business DevelopmentBusiness Development業務拓展業務拓展Ford Financial ChinaFord Financial China福特中國財務有限公司福特中國財務有限公司 Working W/ Govt to Establish a Auto Financing OperationWorking W/ Govt to Establish a Auto Financing Operation與政府共同建立一家汽車融資企業與政府共同建立一家汽車融資企業 Retail and Wholesale Financing f
56、or Ford Family BrandsRetail and Wholesale Financing for Ford Family Brands為福特的各種品牌進行零售及批發業務方面的融資為福特的各種品牌進行零售及批發業務方面的融資 Commence Early 2003 to Support C195 LaunchCommence Early 2003 to Support C195 Launch將於將於20032003年初正式年初正式營運營運，以支持，以支持C195C195的投的投產產FORD OPERATIONS IN GREATER CHINA 福特在大中華地區的業務35Jiang
57、ling Motor Co. (JMC)Jiangling Motor Co. (JMC)江鈴汽車有限公司江鈴汽車有限公司（JMCJMC） A Public Listed Company Under JMC Group Co. (SOE)A Public Listed Company Under JMC Group Co. (SOE)江鈴汽車集團江鈴汽車集團（國有企業國有企業）下的一家上市公司下的一家上市公司 Ford Has 30% Equity PositionFord Has 30% Equity Position福特擁有福特擁有30%30%的股權的股權 Located in Nanch
58、ang, Jiangxi ProvinceLocated in Nanchang, Jiangxi Province位於江西省南昌市位於江西省南昌市 Major Products: Isuzu-based Commercial & Ford TransitMajor Products: Isuzu-based Commercial & Ford Transit主要產品主要產品：五十鈴系列的商用車以及福特全順五十鈴系列的商用車以及福特全順 Profitable Operations During Past Two YearsProfitable Operations During Past Tw
59、o Years過去兩年均有贏利表現過去兩年均有贏利表現FORD OPERATIONS IN GREATER CHINA 福特在大中華地區的業務36Changan Ford Automobile Co. Ltd. (CAF)Changan Ford Automobile Co. Ltd. (CAF)長安福特汽車股份有限公司長安福特汽車股份有限公司（CAFCAF） 50/50 JV With Changan Automobile50/50 JV With Changan Automobile與長安汽車組建的與長安汽車組建的50/5050/50合資企業合資企業 JV Approved (April,
60、 2001)JV Approved (April, 2001)合資企業獲得批准合資企業獲得批准（20012001年年4 4月）月） New Greenfield Facility Under Construction in CQNew Greenfield Facility Under Construction in CQ在重慶的新的廠房及設備正在建設中在重慶的新的廠房及設備正在建設中 Job#1 Targeted for Early 2003Job#1 Targeted for Early 2003目標於目標於20032003年初投產年初投產 First Product Is a Small
61、 Passenger CarFirst Product Is a Small Passenger Car首要產品為小型轎車首要產品為小型轎車 New Retail Network of Ford Franchised Dealers SelectedNew Retail Network of Ford Franchised Dealers Selected由福特特約經銷商構成的全新的零售網路已經選定由福特特約經銷商構成的全新的零售網路已經選定FORD OPERATIONS IN GREATER CHINA 福特在大中華地區的業務37Changan Ford (CAF) Retail Distr
62、ibution NetworkChangan Ford (CAF) Retail Distribution Network長安福特長安福特（CAFCAF）零售分銷體系零售分銷體系25 Dealers (3 in 1) Sales, Service, Parts25個經銷商（三合一）- 銷售，服務，零部件供應Consistent Brand Retail Standard統一的品牌與零售標準Sell BU and Locally Produced Ford同時銷售進口以及當地生產的福特汽車Shanghai上海Guangzhou廣州Chongqing重慶Beijing北京FORD OPERATIO
63、NS IN GREATER CHINA 福特在大中華地區的業務38The Purpose of SIMSite improvement metrics (SIM) is a web-based application that tracks and reports data on site performance based on a standard set of metrics defined by FORD. The SIM application draws together data that is captured in operational systems throughout
64、 Ford and consolidates it into one location for easy access and use.39The Role of SIM in Site ManagementSIM provides data that can be used to:SIM provides data that can be used to:oImprove communication through Improve communication through standardized data provide the performance standardized data
65、 provide the performance metrics used in Q1 scoringmetrics used in Q1 scoringoImprove communications through Improve communications through standardized data and daily QR detail standardized data and daily QR detail updatesupdatesoIdentify opportunities for continuous Identify opportunities for cont
66、inuous improvementimprovementoMeasure site performance to support Measure site performance to support operational processesoperational processes40Analyzing SIM Data The Site Summary screen is the primary screen used for The Site Summary screen is the primary screen used for site management and conta
67、ins the following sections:site management and contains the following sections: ContactsContacts Q1 InformationQ1 Information On-Going PerformanceOn-Going Performance! ! ! ! PPMPPM! ! ! ! DeliveryDelivery! ! ! ! Field ActionsField Actions! ! ! ! Stop ShipmentsStop Shipments! ! ! ! PSW (not used in Q
68、1 scoring)PSW (not used in Q1 scoring)! ! ! ! Site Responsible Issues (Not used in Q1 Site Responsible Issues (Not used in Q1 scoring)scoring)41Advantage of SIMReference of global purchasingProvide realistic informationReduce manual mistake and operation wasteProvide continuously improvement metrics
69、42SuppliersWarehouse(MP&L)CMMS3IQCPPM ReportSupplier Improvement Metrics (SIM)M6 Form(DF & DA)QuantityGSDBSTACurrent PPM Process4344QC ManagerPlant ManagerDelivery ChampionResponsible STA Engineer45Q1 InformationDefect PartsPPM Record46Delivery PerformanceField Action & Stop Shipments47精實製造精實製造 Lean
70、 ManufacturingLean Manufacturing它是什是什麼?是一種在價是一種在價值流流(value stream)中藉由中藉由排排除浪費除浪費以提昇流動性，使其能獲致更短的以提昇流動性，使其能獲致更短的前置時間，從而提供高品質、低成本的製前置時間，從而提供高品質、低成本的製造造哲學哲學由由產品開發、程序工程、營運管理品開發、程序工程、營運管理及企業總管理作業等所組成的一整合性系及企業總管理作業等所組成的一整合性系統，其能統，其能為顧客提供價顧客提供價值及帶給人們尊嚴及帶給人們尊嚴 48福特原始的生福特原始的生產哲學哲學FordFord s Original s Origina
71、l Manufacturing Philosophy (1926)Manufacturing Philosophy (1926)l l標準化及持續改善標準化及持續改善Standardization and Continuous Standardization and Continuous ImprovementImprovementl l減少浪費減少浪費Eliminate Wastel l採用連續生採用連續生產模式模式Use Continuous Flow Manufacturingl l物料在來源處即採品質管理物料在來源處即採品質管理Practice Quality at the Pract
72、ice Quality at the SourceSource摘錄自亨利福特的著作今日與明日今日與明日From Today and Tomorrow by Henry Ford49 Kaizen (改善改善)只是其中的一部只是其中的一部份精實生精實生產是一種系統是一種系統 .問題解決問題解決防呆措施防呆措施 快速換模換線快速換模換線全面生全面生產性維護性維護5S / 目視化工廠目視化工廠看板看板(Kanban)Kaizen精實生精實生產概論論標準作業標準作業50為什什麼需要精實需要精實?競爭上競爭上壓力壓力品質品質成本速度速度驅動作驅動作業流程業流程顧客滿意顧客滿意顧客滿意顧客滿意零不良零不良
73、零不良零不良訂購到交貨訂購到交貨訂購到交貨訂購到交貨可負擔的可負擔的事業架構事業架構降低成本後勤補後勤補給給精實生精實生產預防不良預防不良小批量生小批量生產降低生降低生產前置時間前置時間提昇生提昇生提昇生提昇生產產力力力力51製造競爭優勢製造競爭優勢以精實生產提升生產力及品質, 降低成本, 形成企業的競爭優勢52從何處著手從何處著手 .整體價整體價值鍊鍊53整體價整體價值鍊鍊裝配廠裝配廠運送運送售後服務售後服務及保證及保證目前我們身處何處目前我們身處何處 ? 原材料原材料第第第第 1 1 階階階階協力廠協力廠第第第第 X X 階階階階54鑄造工廠鑄造工廠第第第第1 1階協階協階協階協力廠商力廠
74、商力廠商力廠商內裝內裝內裝內裝產產品品品品協力廠商協力廠商協力廠商協力廠商內裝內裝內裝內裝產產品品品品協力廠商協力廠商協力廠商協力廠商第第第第2 2階階階階第第第第2 2階階階階第第第第2 2階階階階第第第第2 2階階階階第第第第2 2階階階階第第第第3 3階階階階第第第第3 3階階階階第第第第3 3階階階階第第第第3 3階階階階價價值鍊鍊裝配廠裝配廠55衡量指標衡量指標總成本總成本 ( (Total Cost)Total Cost)首次合格率首次合格率 ( (FTT)FTT)製造週期時間製造週期時間 ( (MCT)MCT)進料倉庫到出貨倉庫時間進料倉庫到出貨倉庫時間 ( (DTD)DTD)總
75、和設備效率總和設備效率 ( (OEE)OEE)56 總體成本總體成本勞務及間接費用僅只是總成本中的一部勞務及間接費用僅只是總成本中的一部份原物料原物料/外購部品外購部品勞務及間接費用勞務及間接費用索賠索賠運輸運輸其他其他 25%60%直接員工直接員工直接員工直接員工(12)%(12)%5%5%5%57衡量指標衡量指標總成本總成本 ( (Total Cost)Total Cost)首次合格率首次合格率 ( (FTT)FTT)製造週期時間製造週期時間 ( (MCT)MCT)進料倉庫到出貨倉庫時間進料倉庫到出貨倉庫時間 ( (DTD)DTD)總和設備效率總和設備效率 ( (OEE)OEE)58ABC
76、D100/100 = 185/87 = .9887/90 = .9790/100 = .910010090908787計算最終産合格率計算最終産合格率(傳統傳統)合格率是多少合格率是多少?1 .9 .97 .98= 85%廢品廢品廢品廢品廢品 1010廢品廢品廢品廢品 3 3廢品廢品廢品廢品2 2産出産出産出産出 = = 未作廢的單位數未作廢的單位數未作廢的單位數未作廢的單位數開始開始開始開始: 100 : 100 個單位個單位個單位個單位結束結束結束結束:85:85個個個個“ “良好良好良好良好” ”的單位的單位的單位的單位59ABCD10100 09 90 08 87 710695一次通過
77、合格率及隱藏工廠一次通過合格率及隱藏工廠100-10(返工返工+廢品廢品)/100= .90 一次通過合格率一次通過合格率87-7 (返工返工+廢品廢品)/87 = .91一次通過合格率一次通過合格率90-12(返工返工+廢品廢品)/90 = .86一次通過合格率一次通過合格率100-16(返工返工+廢品廢品)/100= .84一次通過合格率一次通過合格率廢品一次通過合格率一次通過合格率一次通過合格率一次通過合格率= = 未作廢或未作廢或未作廢或未作廢或返工的單位返工的單位返工的單位返工的單位 (59%) (59%)返返工工隱藏隱藏工廠工廠廢品廢品廢品廢品 1010廢品廢品廢品廢品 3 3廢廢
78、廢廢品品品品2 2開始開始開始開始: 100 : 100 個單位個單位個單位個單位結束結束結束結束:85:85個個個個“ “良好良好良好良好” ”的單位的單位的單位的單位60衡量指標衡量指標總成本總成本 ( (Total Cost)Total Cost)首次合格率首次合格率 ( (FTT)FTT)製造週期時間製造週期時間 ( (MCT)MCT)進料倉庫到出貨倉庫時間進料倉庫到出貨倉庫時間 ( (DTD)DTD)總和設備效率總和設備效率 ( (OEE)OEE)61進料倉庫到出貨倉庫時間進料倉庫到出貨倉庫時間進料倉庫到出貨倉庫時間進料倉庫到出貨倉庫時間 ( (DTD)DTD)製造週期時間製造週期時
79、間製造週期時間製造週期時間( (MCT)MCT)出貨出貨進料進料進料進料進料進料倉庫倉庫倉庫倉庫成品成品成品成品倉庫倉庫倉庫倉庫生生產製造過程製造過程衡量指標衡量指標62衡量指標衡量指標總成本總成本 ( (Total Cost)Total Cost)首次合格率首次合格率 ( (FTT)FTT)製造週期時間製造週期時間 ( (MCT)MCT)進料倉庫到出貨倉庫時間進料倉庫到出貨倉庫時間 ( (DTD)DTD)總和設備效率總和設備效率 ( (OEE)OEE)63重新檢視競爭優勢重新檢視競爭優勢以精實生產提升生產力及品質, 降低成本, 形成企業的競爭優勢Dock - to - DockDock -
80、to - Dock 成本管理成本管理成本管理成本管理時效管理時效管理時效管理時效管理品質管理品質管理品質管理品質管理64重新檢視競爭優勢重新檢視競爭優勢DTD 的管理與財務管理庫存周轉率 = 庫存量 / 營業額65總和設備效率總和設備效率(OEE)OEE是用來衡量一項設備的稼動是用來衡量一項設備的稼動率、性能效率以及良品率。率、性能效率以及良品率。對一對一瓶頸作業而言，頸作業而言，OEE 是衡量是衡量產能利用率的指標。能利用率的指標。OEE =稼動率稼動率 x 性能效率性能效率 x 良品率良品率( (作業作業作業作業) )66全負全負荷理荷理想想產能能計劃計劃稼動稼動理想理想產能能換線換線及故
81、及故障損障損失後失後產能能作業等作業等作業等作業等待及未待及未待及未待及未遵守標遵守標遵守標遵守標準等損準等損準等損準等損失後失後失後失後產產能能能能品質不品質不品質不品質不良損失良損失良損失良損失後後後後產產能能能能未計劃生未計劃生未計劃生未計劃生產產的的的的產產能損失能損失能損失能損失實際實際產能能OEE損失的損失的產能能總和設備效率總和設備效率(OEE)67OEE (Constraint)OEE (Constraint)484866668181868683837575050100123456MonthMonthOEE %OEE %良品率良品率良品率良品率生生產總數總數良品數良品數不良品數
82、不良品數性能效率性能效率性能效率性能效率作業紀律作業紀律作業紀律作業紀律小的作業小的作業小的作業小的作業等待或中等待或中等待或中等待或中止止止止稼動率稼動率稼動率稼動率換模換線換模換線換模換線換模換線時間時間時間時間非預期故非預期故非預期故非預期故障時間障時間障時間障時間總和設備效率總和設備效率68精實生精實生產專注在專注在:排除價排除價值流中的浪費流中的浪費連續流動生連續流動生產, 由顧客拉提式生由顧客拉提式生產儲存儲存進料倉庫進料倉庫沖壓沖壓點點焊裝配裝配生生產控制控制協力廠商協力廠商顧客顧客修補修補交運清單預測量訂單交貨交貨物料物料排程 & 生產跟催出貨倉庫出貨倉庫預測量訂單排程 & 生
83、產跟催排程 & 生產跟催儲存儲存儲存儲存儲存儲存訂單訂單現金現金69vv標準作業Standardized WorkStandardized Workvv防止錯誤Error Error ProofingProofingvv目視管理Visual Visual controlscontrolsvv預防性維護Preventive maintenancePreventive maintenancevv工作地點的組織Workplace organizationWorkplace organizationvv貨櫃化ContainerizationContainerizationvv拉式生產Pull Pull
84、 systemssystemsvv小批量生產Small lot productionSmall lot productionvv低庫存Low Low inventoryinventoryvv團隊精神Work Work teamsteamsvv現場佈置流程Layout/flowLayout/flowvv快速換模換線Quick tool Quick tool changeoverchangeovervv產出時間Throughput timeThroughput time檢檢查重點重點 Plant Tour Checklist70往未來圖五個階段的目的往未來圖五個階段的目的穩定性穩定性Stabili
85、tyStability後拉式系統後拉式系統平準化生平準化生產同步生同步生產連續的流動連續的流動71價價值流圖的循環周期流圖的循環周期繪製現繪製現況圖況圖願景願景VISIONVISION製程數製程數據搜集據搜集繪製繪製未來圖未來圖列出製程列出製程改善機會改善機會辨識價辨識價值流流採取行動採取行動未來圖變成未來圖變成現況圖現況圖減少浪費重點減少浪費重點Focused elimination of WASTE72營運計劃的傳承主要是要顯示出製造部門營運計劃的傳承主要是要顯示出製造部門(代表相當比例的固定及變動成本代表相當比例的固定及變動成本) 如何根據如何根據營運計劃作調整營運計劃作調整The Bu
86、siness Plan Cascade is intended to show how The Business Plan Cascade is intended to show how manufacturing operations (which represent a manufacturing operations (which represent a substantial percentage of fixed and variable substantial percentage of fixed and variable overhead) can be aligned wit
87、h Business Plan overhead) can be aligned with Business Plan objectives.objectives.根據營運計劃調整生根據營運計劃調整生產型態型態ALIGNMENT OF OPERATIONS WITH THE BUSINESS PLANALIGNMENT OF OPERATIONS WITH THE BUSINESS PLAN73每一直接或間接生每一直接或間接生產部門部門, 都必需根據營運都必需根據營運計劃設定目標以及衡量基準計劃設定目標以及衡量基準, 並且持續的朝並且持續的朝目標改善目標改善To be aligned with
88、 the Business Plan each To be aligned with the Business Plan each department which operates or supports production department which operates or supports production equipment/facilities need to set an appropriate equipment/facilities need to set an appropriate objective and measure performance using
89、key objective and measure performance using key measurables. Continuous improvement toward these measurables. Continuous improvement toward these objectives will:objectives will:根據營運計劃調整生根據營運計劃調整生產型態型態Alignment of Operations with the Business PlanAlignment of Operations with the Business Plan74根據營運計
90、劃調整生根據營運計劃調整生產型態型態Alignment of Operations with the Business PlanAlignment of Operations with the Business Planvv排除價排除價值鏈上的浪費鏈上的浪費 Eliminate waste in the entire Eliminate waste in the entire value chain, including overheadvalue chain, including overheadvv降低生降低生產的基本成本的基本成本 Reduce the manufacturers Red
91、uce the manufacturers cost basecost basevv增加目前增加目前產品的獲利率品的獲利率 Improve its profitability on Improve its profitability on existing business.existing business.vv以更低的成本來吸引顧客以更低的成本來吸引顧客, 以及在銷售的以及在銷售的增加情況下獲利率也同時增加增加情況下獲利率也同時增加 Make the Make the manufacturer more attractive to customers (via a lower cost m
92、anufacturer more attractive to customers (via a lower cost base) and provide for increased sales with a commensurate base) and provide for increased sales with a commensurate increase in profits.increase in profits.75Strategic Purchasing ToolsandProcesses76 Monopoly: Monopoly: One seller controls th
93、e entire supply of a particular One seller controls the entire supply of a particular modity. Oligopoly:Oligopoly: Market with a few sellers e.g:automobile, steel, tobacco.Market with a few sellers e.g:automobile, steel, tobacco. Differentiated Competition: many sellers producing Differentiated Comp
94、etition: many sellers producing differentiated products within the same market.differentiated products within the same market. Perfect Competition: (pure competition): large numbers of Perfect Competition: (pure competition): large numbers of buyers and sellers; homogeneous products.buyers and selle
95、rs; homogeneous products.Market Competition77Competitive ScaleMonopolyOligopolyDifferentiatedCompetition PerfectCompetition5%70%25% Imperfect Competition70% of the transactions fall under markets characterized by imperfect competition.78Market IntelligenceWhat is the market competition, e.g. pure, W
96、hat is the market competition, e.g. pure, monopoly, imperfect?monopoly, imperfect?What market activity is happening? What market activity is happening? consolidation, deregulation, new technology, consolidation, deregulation, new technology, etc.etc.What is the current market size?What is the curren
97、t market size?What is the market growth rate?What is the market growth rate?What segments exist in this market?What segments exist in this market?What share in these market segments do What share in these market segments do you hold?you hold?79Supplier Intelligence Company OwnershipCompany Ownership
98、 Company Size: number of employees, plantsCompany Size: number of employees, plants Growth RateGrowth Rate Major CompetitorsMajor Competitors Competitive Edge: price, quality, design?Competitive Edge: price, quality, design? Major customers, percentage of company revenueMajor customers, percentage o
99、f company revenue Management PhilosophyManagement Philosophy Raw material cost as % of Cost of Goods SoldRaw material cost as % of Cost of Goods Sold Source for raw materials: make vs. buySource for raw materials: make vs. buy Quality Systems, quality certifications, quality rate: PPM Quality System
100、s, quality certifications, quality rate: PPM Delivery Performance: % on time deliveryDelivery Performance: % on time delivery Technical Partnership, Product Development experience Technical Partnership, Product Development experience Number of sales and PD staff, enough to meet customers Number of s
101、ales and PD staff, enough to meet customers needs?needs? Capacity managementCapacity management80Competitive Advantage Matrix Does the buyer or the seller have the advantage in Does the buyer or the seller have the advantage in the market? the market? 81Supply PositioningSupply positioning Supply po
102、sitioning allows you to segment the total you to segment the total spend and establish different objectives for each spend and establish different objectives for each segment.segment.Supply positioning is based on two elements:Supply positioning is based on two elements:1.Relative value Relative val
103、ue - purchase value as a percentage - purchase value as a percentage of total spend in the commodity categoryof total spend in the commodity category2.Risk of ExposureRisk of Exposure or level of competition - number or level of competition - number of suppliers in the market, quality levelof suppli
104、ers in the market, quality level82Supply Positioning Strategic SecurityStrategic SecuritySecure SupplyStrategic CriticalStrategic CriticalContingency PlanningTactical AcquisitionTactical AcquisitionStreamline The ProcessTactical ProfitTactical ProfitDrive for Profit Risk or ExposureHighLowHighLowRel
105、ative Value83Supplier PreferenceWhile supply position is the buyers assessment of While supply position is the buyers assessment of the vendors importance, the vendors importance, supplier preference is how supplier preference is how the supplier sees the buying side. How important is the supplier s
106、ees the buying side. How important is this customer to the companys overall business?this customer to the companys overall business?1. 1. Relative value:Relative value: the customers purchase value the customers purchase value as a percentage of vendors total sales accountas a percentage of vendors
107、total sales account2. 2. Level of Attraction:Level of Attraction: profitability, ease and profitability, ease and frequency of communication, compatibilityfrequency of communication, compatibility84Supplier Preference DEVELOPMENTDEVELOPMENTCORECORENUISANCENUISANCEEXPLOITABLEEXPLOITABLERelative Value
108、Level of Attraction HighLowLowHigh85Tactical SynthesisvvTactical Synthesis integrates the two perspectives Tactical Synthesis integrates the two perspectives of Supply Positioning and Supplier Preference to of Supply Positioning and Supplier Preference to come up with purchasing e up with purchasing
109、 strategies.vvElements of consideration:Elements of consideration: Contract Type/Duration: short-term vs. long termContract Type/Duration: short-term vs. long term Transaction ManagementTransaction Management Inventory HoldingsInventory Holdings Relationship TypeRelationship Type Bid Process: Single
110、 Bid, Open BidBid Process: Single Bid, Open Bid Risk LevelRisk Level ActionAction86Tactical Synthesis161315410131214112205687917181989Annual Commodity Sourcing StrategyObjectivesProcessActions90ObjectivesvvTo get company cross functions consensusvvSystematic methodvvTo build a long- term strategic p
111、artnershipvvSublimation of strategic intentvvSynthetic combination of APQP and manufacture site assessment 91Process Form Commodity Strategy Team Determine Short Term & Long Term Requirements Evaluate Suppliers (Current & Proposed) Commercial Quality Delivery Technology Identify Preferred Suppliers
112、Source,Re-source Consistent with Commodity Strategy Review & Revise Annually Buyer Leader Leader STA Engineer Design Engineer Plant Representative Other9293Evaluate Suppliers (Current & Proposed)Evaluate Suppliers (Current & Proposed)vvProvide a tool for supplier classification and selectionvvIdenti
113、fy areas for improvementvvConvey Ford expectations to the suppliers94v TechnologySuppliers technological leadership in the commodity they provide. Includes the suppliers use of high tech manufacturing processes, and their design, research and development capability.Evaluate Suppliers (Current & Prop
114、osed)Evaluate Suppliers (Current & Proposed)95v Quality The suppliers ability to consistently deliver high quality The suppliers ability to consistently deliver high quality parts that work effectively in the assembly and/or parts that work effectively in the assembly and/or manufacturing operation,
115、 and meet, or exceed, all manufacturing operation, and meet, or exceed, all warranty requirements.warranty requirements. Measures of quality:Measures of quality: R/100 or R/1000= Rejects per 100 or 1000 parts producedR/100 or R/1000= Rejects per 100 or 1000 parts produced TGW= Things gone wrongTGW=
116、Things gone wrong PPM/PPB = Parts per million or Parts per Billion rejectedPPM/PPB = Parts per million or Parts per Billion rejected IRs = Incoming Rejected parts shipped into the using plantIRs = Incoming Rejected parts shipped into the using plantEvaluate Suppliers (Current & Proposed)Evaluate Sup
117、pliers (Current & Proposed)96v Commercial: Suppliers cost competitiveness and responsiveness. Suppliers cost competitiveness and responsiveness. Cost competitiveness refers to the suppliers ability to:Cost competitiveness refers to the suppliers ability to: Meet target pricesMeet target prices Respo
118、nd with RFQ prices at, or below, their competitors Respond with RFQ prices at, or below, their competitors pricesprices Reduce prices through productivity improvementsReduce prices through productivity improvements Responsiveness refers to the suppliers ability to:Responsiveness refers to the suppli
119、ers ability to: Respond to Request for Quotations (RFQs) by the specified Respond to Request for Quotations (RFQs) by the specified datedate Respond to, and resolve, quality and delivery problemsRespond to, and resolve, quality and delivery problemsEvaluate Suppliers (Current & Proposed)Evaluate Sup
120、pliers (Current & Proposed)97vv Delivery: Suppliers ability to respond quickly and correctly to Suppliers ability to respond quickly and correctly to release requirements, neither under shipping nor over release requirements, neither under shipping nor over shipping. An efficient manufacturing proce
121、ss increases shipping. An efficient manufacturing process increases the suppliers ability to perform in the area of:the suppliers ability to perform in the area of:Evaluate Suppliers (Current & Proposed)Evaluate Suppliers (Current & Proposed) Ford Communication SystemFord Communication System Shipping PerformanceShipping Performance
