供应链管理策略与方法中英文版.ppt

1,供應鏈管理策略與方法,2,AdvancedTEKCompanyProfile,成立於:Feb.1998(OfficeNow:Taipei,Hsinchu,Shanghai)資本額：一億兩千萬成員:超過一百五十位專業顧問ERP/SCM/EB專案:超過80Sites主要成員背景:超過60%相關碩博士策略夥伴:PDM:PTC/WindchillEM:EB:CRM:SCM:ERP:授權之訓練中心:目前全世界三家獲得i2授權之訓練中心之一,BizTalk,Netfish,3,AdvancedTEKInternational,STRATEGYCULTUREVALUEBIZARCHITECT,MANAGEMENTORGANIZATIONSTRATEGICPLAN,BIZPROCESSTATICSCHANGE,ITARCHITECTSOLUTIONIMPL,TECHDEVELCUSTOMIZATIONLOVALIZATIONSWDEVEL.,TraditionalStrategyFirm,Big6(Big5+AC),LocalSI而非整體表現造成價格和促銷的無效率-當促銷費用增加;消費者價格亦相對提高造成補貨的無效率-昂貴的庫存-加班的成本,39,長鞭效應成因之反制,反制一反制二反制三反制四,40,長鞭效應成因之反制,反制一POS/EDI(Sell-Thru),VMI,LeadtimeReduction,ConsumerDirect,CPFR反制二CRP,3PL/Consolidation,MixedSKUTLs反制三EDLP(In1994,PAQR)-以資訊取代存貨,常聽到與績效管理有關的問題,43,快速回應(QR),QR：以資訊取代存貨:(Thesubstitutionofinformationforinventory.)From:Christopher,AQRQRwiththeeffectivemanagementofthesupplychain.,44,縮短前置時間的重要性,45,HPDeskjetSupplyChainManagementCaseStudy,46,RapidChangingTechnology.HighlyCompetitiveMarket.CommodityProductw/ChangingMarketingChannels.Quality/Reliability/AvailabilityAreImportant.DecreasedProductLoyalty.,From:“CaseStudy:Hewlett-Packard:DeskjetPrinterSupply“,HauLee,HPsDeskJetIndustryCharacteristics,47,ICMfg-IntegratedCircuitManufacturingPCAT-PrintedCircuitAssemblyandTestFAT-FinalAssemblyandTestPrintMechMfg-PrintMechanismManufacturing,From:“CaseStudy:Hewlett-Packard:DeskjetPrinterSupply“,HauLee,TheVancouverSupplyChain,48,ForecastnightmareHigherinventoryandimbalancedinventoryLowercustomerserviceTerribleBullwhipEffect,From:“CaseStudy:Hewlett-Packard:DeskjetPrinterSupply“,HauLee,ProblemsFaced,49,From:“CaseStudy:Hewlett-Packard:DeskjetPrinterSupply“,HauLee,SampleDemandDataNovember89toOctober90,50,UsingBetterForecastingModelManufacturingInEuropeDeliveryThroughAirDevelopingUniversalProductBuildingCoreProductatVancouver,CustomizinginEuropeanDCs(Localization):AnApplicationofPostponement,From:“CaseStudy:Hewlett-Packard:DeskjetPrinterSupply“,HauLee,SuggestedAlternatives,51,manufacturingAMAINSTREAMPRODUCTHASBEENPROFILED,SeePaperFigure9.,From:“SupplyChainPostponementandSpeculationStrategies:HowtoChoosetheRightStrategy“,Pagh&Cooper,68,延遲與產品生命週期之關係,ForecastUncertaintyInventoryRiskShortageCost,From：”DesignforSupplyChainManagement“,HauLee,69,延遲效應之价值VS.產品生命週期,From：”DesignforSupplyChainManagement“,HauLee,70,延遲效應之价值VS.不確定因子,From：”DesignforSupplyChainManagement“,HauLee,71,R&D:NotmyjobWhyrockasuccessfulproduct?ViolatingTQMprincipleDistributionCenter:MoreworkNoexperienceinmanufacturingNoexperienceinprocurement,BOM,andMRP,From:“CaseStudy:Hewlett-Packard:DeskjetPrinterSupply“,HauLee,ResistanceEncountered,72,DeskjetredesignedtobeDC-localizable.Implementationinearly1992.Millionsofdollarssaved,frominventoryandserviceimprovement,andfreightreduction.Innovativepackagingwonpatents.AllVancouverproductsnowDC-localized.Vancouverasshowcasefor“DesignforLocalization.”BestpracticespreadstootherHPdivisions.,From:“CaseStudy:Hewlett-Packard:DeskjetPrinterSupply“,HauLee,Results,73,SportObermeyerLtd.SupplyChainManagementCaseStudywillbediscussedon5/5,