供应链管理之全球最佳实务22866.pptx

《供应链管理之全球最佳实务22866.pptx》由会员分享，可在线阅读，更多相关《供应链管理之全球最佳实务22866.pptx（50页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、1AARTHURRTHURAANDERSENNDERSEN供應鏈管理之全球最佳實務供應鏈管理之全球最佳實務勤業管理顧問公司勤業管理顧問公司勤業管理顧問公司勤業管理顧問公司Arthur Andersen Business ConsultingArthur Andersen Business Consulting陳光敏陳光敏陳光敏陳光敏(Timothy Chen)(Timothy Chen)SCM Global Best Practice2AARTHURRTHURAANDERSENNDERSENAgendauuGlobal Best PracticeuuSupply Chain Global Be

2、st Practice IntroductionuuCase Study 1&2(Capacitor&Notebook)uuQ&A 5 min20 min10 min 5 min3AARTHURRTHURAANDERSENNDERSENHow Can Best Practices Be Applied?qqRe-engineeringRe-engineeringqqProcess Improvement Process Improvement ModelModelqqTQMTQMqqBenchmarkingBenchmarkingQualityEvaluateResultsImplementS

3、olutionsDevelopDetailedDesignCreateReengineeringStrategyProcessOrganizationTechnologyPeopleMeasurementPhase 1Phase 2Phase 3Phase 4Continuously ImprovementUnderstand Customer WantEvaluate Process Measure ImprovementImplement ImprovementUNIVERSALUNIVERSALCOMPETITIVECOMPETITIVEINTERNALINTERNAL4AARTHURR

4、THURAANDERSENNDERSENArthur Andersen Global Best PracticeKnowledge Spacehttp:/http:/5AARTHURRTHURAANDERSENNDERSEN6AARTHURRTHURAANDERSENNDERSEN7AARTHURRTHURAANDERSENNDERSEN8AARTHURRTHURAANDERSENNDERSENSupply ChainGlobal Best Practice9AARTHURRTHURAANDERSENNDERSENLinks in the Supply ChainuuSenior manage

5、mentuuCustomer serviceuuDesignuuMarketing and salesuuProductionuuPurchasinguuLogisticsuuTreasury management10AARTHURRTHURAANDERSENNDERSENSenior Management LinkSummary of Best PracticesSummary of Best PracticesuuGive visible support Give visible support uuAlign SCM objectives with strategic planAlign

6、 SCM objectives with strategic planuuProvide SCM trainingProvide SCM trainingSource Material:Beyond Logistics:Supply Chain Management11AARTHURRTHURAANDERSENNDERSENSenior Management LinkThree import ways senior management can Three import ways senior management can contribute to the SCM contribute to

7、 the SCM Source Material:Beyond Logistics:Supply Chain ManagementuuMandating performance measurementMandating performance measurementPerformerPerformer-Xerox-XeroxBest practiceBest practice-Identify performance measurement-Identify performance measurementuuAllocation resources to the programAllocati

8、on resources to the programPerformerPerformer-SmithKline Beecham-SmithKline BeechamBest practiceBest practice-Contracted with a consultant firm to develop -Contracted with a consultant firm to develop learning-by-doing courseslearning-by-doing courses12AARTHURRTHURAANDERSENNDERSENCustomer Service Li

9、nkThe customer service link can be a source of The customer service link can be a source of valuable information for organizing the entire valuable information for organizing the entire supply chainsupply chain13AARTHURRTHURAANDERSENNDERSENPerformerPerformer-Federal Express -Federal Express Best Pra

10、cticeBest Practice-Survey customer to identify incidents of dissatisfactionSurvey customer to identify incidents of dissatisfaction-Broadcast incident occurrences and improvementBroadcast incident occurrences and improvement-Respond quickly to incidents of customer dissatisfactionRespond quickly to

11、incidents of customer dissatisfaction-Create incentives for employees to improve performanceCreate incentives for employees to improve performance-Monitor the customer service initiativeMonitor the customer service initiativeSource Material:Not Resting on Its LaurelsCustomer Service Link14AARTHURRTH

12、URAANDERSENNDERSENDesign LinkSummary of Best PracticesSummary of Best PracticesuuCreate a consistent flow of new products into the Create a consistent flow of new products into the marketplacemarketplaceuuManage carefully the new product generation,Manage carefully the new product generation,develop

13、ment and gestation process.development and gestation process.uuInvoke key suppliers in the product design processInvoke key suppliers in the product design process15AARTHURRTHURAANDERSENNDERSENDesign LinkPerformerPerformer-Xerox-XeroxBest PracticeBest Practice-uuXerox made critical suppliers part of

14、 Team XeroxXerox made critical suppliers part of Team Xeroxuu Implement Black-box sourcing concept Implement Black-box sourcing conceptuu100%increase in quality,75%reduction in material 100%increase in quality,75%reduction in material costs,more than 75%reduction in total manufacturing costs,more th

15、an 75%reduction in total manufacturing lead timelead timeSource Material:The Design Team:Suppliers Move Into the Line of Fire16AARTHURRTHURAANDERSENNDERSENMarketing and Sales LinkSummary of Best PracticesSummary of Best PracticesuuForm partnerships with distributorsForm partnerships with distributor

16、suuIdentify and develop innovative marketing strategiesIdentify and develop innovative marketing strategiesuuUse a multichannel system to reach diverse and Use a multichannel system to reach diverse and unique customer segmentsunique customer segmentsuuOffer value-added incentives to secure distribu

17、torsOffer value-added incentives to secure distributorsuuAllow distributors to assemble products on order and Allow distributors to assemble products on order and by demandby demanduuSet up a network of distributorsSet up a network of distributors17AARTHURRTHURAANDERSENNDERSENMarketing and Sales Lin

18、kPerformerPerformer-Dell Computer Corp.-Dell Computer Corp.Best PracticeBest Practice-Innovative distribution channels-Innovative distribution channelsDell has dropped its retail distributors and is pursuing Dell has dropped its retail distributors and is pursuing other distribution channels,includi

19、ng direct other distribution channels,including direct marketing and internet order taking marketing and internet order taking Over the past 20 years,the personal computer dealers Over the past 20 years,the personal computer dealers share of profits grew from 13 to 63%,while the share of profits gre

20、w from 13 to 63%,while the manufacturers share fell from 79 to 29%of total manufacturers share fell from 79 to 29%of total profits.profits.Source Material:The Dynamics of Corporate Growth18AARTHURRTHURAANDERSENNDERSENMarketing and Sales LinkPerformerPerformer-IBM,Sun Microsystems,AT&T Global -IBM,Su

21、n Microsystems,AT&T Global Information Solutions,Hewlett-Packard,Acer Information Solutions,Hewlett-Packard,Acer America Corp.America Corp.Best PracticeBest Practice-Final assembly by distributors-Final assembly by distributorsuuDistributor can configure the products at order and Distributor can con

22、figure the products at order and by demand.by demand.uuReduction in inventory requirements for resellers and Reduction in inventory requirements for resellers and a quicker to-market time a quicker to-market time Source Material:Distributors Jump on the Bandwagon19AARTHURRTHURAANDERSENNDERSENProduct

23、ion LinkuuOperating with lean resources:Operating with lean resources:-Minimized inventoryMinimized inventory-Tighter schedulesTighter schedules-Smaller batchSmaller batch-Optimized factory and warehousing facilitiesOptimized factory and warehousing facilities20AARTHURRTHURAANDERSENNDERSENProduction

24、 LinkPerformerPerformer-TOYOTA/Freudenberg-NOK-TOYOTA/Freudenberg-NOKBest PracticeBest Practice-Lean production system-Lean production systemuuToyota developed the lean production system using a Toyota developed the lean production system using a combination of JIT manufacturing,TQM,and CI combinati

25、on of JIT manufacturing,TQM,and CI uuFreudenberg-NOK implement Get Rid of Waste Freudenberg-NOK implement Get Rid of Waste Through Team Harmony(GROWTTH)Through Team Harmony(GROWTTH)Source Material:Freudenberg-NOK promotional materials21AARTHURRTHURAANDERSENNDERSENPurchasing LinkSummary of Best Pract

26、icesSummary of Best PracticesuuDevelop an SCM strategic plan for purchasingDevelop an SCM strategic plan for purchasinguuStreamline PO processStreamline PO processuuImplement EDI with selected suppliersImplement EDI with selected suppliersuuImplement vendor management programImplement vendor managem

27、ent program22AARTHURRTHURAANDERSENNDERSENPurchasing LinkPerformerPerformer-Janssen Pharmaceutical Group-Janssen Pharmaceutical GroupBelgium-based subsidiary of Johnson&Johnson Belgium-based subsidiary of Johnson&Johnson PharmaceuticalPharmaceuticalBest PracticeBest Practice-SCM plan and IT tools -SC

28、M plan and IT tools uuSCM plan was prepared around 3 major objectives:SCM plan was prepared around 3 major objectives:-Increase internal customer satisfactionIncrease internal customer satisfaction-Reduce the total cost for goods procurement Reduce the total cost for goods procurement-Improve purcha

29、sing staff efficiency and job satisfactionImprove purchasing staff efficiency and job satisfactionuuPROMS(electronic procurement management PROMS(electronic procurement management system)&EDI(electronic data interchange)ordering system)&EDI(electronic data interchange)ordering system.system.Source M

30、aterial:Supply Chains:Reengineering a Belgium Unit23AARTHURRTHURAANDERSENNDERSENLogistics LinkSummary of Best PracticesSummary of Best PracticesuuMinimize global movementMinimize global movementuuImplement a warehouse management systemImplement a warehouse management systemuuQualify third-party logi

31、stics services providersQualify third-party logistics services providers24AARTHURRTHURAANDERSENNDERSENLogistics LinkPerformerPerformer-EMC Corp.-EMC Corp.EMC Corp.has for 14 years been manufacturing EMC Corp.has for 14 years been manufacturing high-availability computer storage.high-availability com

32、puter storage.Best PracticeBest Practice-uuMinimize global movement Minimize global movement uuMinimize vendors numberMinimize vendors numberuuQA on vendor siteQA on vendor site Source Material:How Logistics Gives EMC a Strategic Edge25AARTHURRTHURAANDERSENNDERSENTreasury Management LinkWe rarely ac

33、knowledges the treasury management We rarely acknowledges the treasury management function as part of the supply chain.The always-function as part of the supply chain.The always-innvoative Motorola,however,has been managing innvoative Motorola,however,has been managing this important link since 1976

34、.this important link since 1976.26AARTHURRTHURAANDERSENNDERSENTreasury Management LinkPerformerPerformer-Motorola-Motorola Best PracticeBest Practice-uuInternal netting system-Motorola has been saving Internal netting system-Motorola has been saving about$6.5 million annually in foreign currency abo

35、ut$6.5 million annually in foreign currency exchange and bank charges.exchange and bank charges.uuExternal netting system-done through EDI and with External netting system-done through EDI and with the cooperation of CItibankthe cooperation of CItibankSource Material:The Evolution of a Global Cash M

36、anagement System27AARTHURRTHURAANDERSENNDERSENCase Study 1Capacitor ManufacturerSCM Operation Model28AARTHURRTHURAANDERSENNDERSENProject Backgrounduu電容為三大被動元件之一電容為三大被動元件之一,單價低且品牌認同度不高單價低且品牌認同度不高,未來之目標市場在未來之目標市場在3C3C產業產業,主要之競爭優勢在於如何降主要之競爭優勢在於如何降低成本、穩定品質、快速交貨。低成本、穩定品質、快速交貨。uu該公司擁有五個生產廠及七個營業據點分佈於台灣、該公司

37、擁有五個生產廠及七個營業據點分佈於台灣、大陸、東南亞、歐美大陸、東南亞、歐美,而原運作模式中係以存貨式生產而原運作模式中係以存貨式生產為導向為導向,各廠以生產產能來規劃生產計劃各廠以生產產能來規劃生產計劃,且銷售據點且銷售據點和生產據點無明確之對映關係和生產據點無明確之對映關係,故當實際銷售和預測產故當實際銷售和預測產生差異時生差異時,無法及時調整生產計畫。無法及時調整生產計畫。uu隨著隨著3C3C產業製造廠之外移產業製造廠之外移,海外據點之擴張勢在必行海外據點之擴張勢在必行,如何建構一個全球供應鏈運作模式如何建構一個全球供應鏈運作模式,即成為其重要課題。即成為其重要課題。29AARTHURR

38、THURAANDERSENNDERSENProject Roadmap全球供應鏈模型介紹瞭解現行產銷儲運運作釐清未來發展方向定義供應鏈運作內容建立初步模型發展完整模型研擬工作計劃資料收集建立全球供應鏈整體模型規劃績效衡量指標將現行據點套入模型建立全球供應鏈管理基礎建設30AARTHURRTHURAANDERSENNDERSEN新運作模式之要點新運作模式之要點規劃供應鏈資源規劃集團內部供應鏈中各功能據點之類型明確定義各類型據點之角色扮演及職責定義各據點之責任範圍-業務區域或生產產品群組建立產銷調配模式定義銷售點及生產點之供需關係建立跨據點之自動協調機制設立全球產銷平衡之監控協調單位整合生產和銷售

39、計畫依據產能及銷售計畫編列生產計畫依據銷售預測調整生產計畫發展績效衡量指標落實銷售預測評估市場趨勢確實編列年度銷售預測持續根據銷售狀況及市場反應修正銷售預測31AARTHURRTHURAANDERSENNDERSENSCOR ModeluuSupply Chain Operations ReferenceFramework defining the supply chain business processesSourceMakeDeliverCustomersCustomersSuppliersSuppliersManufacturing Value-Added Transformation

40、 ProcessesPlanManufacturer Manufacturer 32AARTHURRTHURAANDERSENNDERSEN未來供應鏈模型規劃集團內D1業務區域S1M4D1S1M4D1D1D1區域性生產據點全球性生產據點特殊品生產據點銷售據點D1S1M4D1S1S1S1S1業務區域業務區域業務區域P3P4P1P233AARTHURRTHURAANDERSENNDERSEN未來供應鏈模型規劃銷售生產產銷協調擬訂銷售預測彙總銷售預測規劃生產排程擬訂/修正採購計劃協調據點內之產銷採購P1P2P4P4P3P3協調跨據點之產銷差異狀況處理差異擬訂生產計劃 YesP3,P4P3,P4修正銷

41、售計劃修正生產計劃P4P3第N-1月25日第N-1月月底第N月5日月第N月5-10日年度採購計劃月採購計劃各據點自行協調全球資策中心調配總公司資材中心34AARTHURRTHURAANDERSENNDERSENDeliverable SampleP1 Plan Supply ChainPlanP2 Plan SourceP3 Plan MakeP4 Plan DeliverP0 Plan Infrastructure定義-發展並建立一套運作模式以適切的規劃可用產品交付資源以符合產品交付需求輸入-銷售預測、現有訂單及客戶對產品交付之特殊需求-生產計劃、存貨、既有產品交付排程輸出-產品交付計劃:銷

42、售點、品項、客戶、交期、數量、送貨地點、運送方式 P4 Plan Deliver35AARTHURRTHURAANDERSENNDERSENDeliverable Sample時間年度活動擬定年度銷售計劃彙總年度銷售計劃協調據點內部產銷計劃內容-由業務人員對所負責之區域或客戶依產品群組，擬定下年度每月之銷售數量並註明運送區域及特殊需求-規劃安全庫存量，以減低銷售預測不準確之風險-依產品群組、客戶或運送區域彙總每月之計劃銷售數量-最小計劃單位係為一不可分割之交付需求數量，其資料內容包括銷售據點、月份、客戶或區域別、產品群組、數量、特殊需求-協調計劃產出以滿足據點內銷售單位所負責之業務區域的每月銷

43、售(交付)計劃-提出無法由據點內生產單位所滿足之產品群組及數量，或過剩之產能(群組及數量)36AARTHURRTHURAANDERSENNDERSENDeliverable SampleP3 Plan Make-績效衡量指標37AARTHURRTHURAANDERSENNDERSENCase Study 2Notebook Manufacturer38AARTHURRTHURAANDERSENNDERSENProject Backgrounduu在在BTOBTO及及CTOCTO風潮中，生產商必須具備快速且具彈性的風潮中，生產商必須具備快速且具彈性的產銷系統，縮短出貨前置時間，並配合快速工程變便

44、，產銷系統，縮短出貨前置時間，並配合快速工程變便，以因應市場需求之快速變化。以因應市場需求之快速變化。uu因應產品生命週期縮短的產業特性，需加強產品規劃因應產品生命週期縮短的產業特性，需加強產品規劃與研發能力，使產品能即時推往市場。與研發能力，使產品能即時推往市場。uu生產之趨勢主要為追求廉價的生產資源，完整的產業生產之趨勢主要為追求廉價的生產資源，完整的產業結構，以及便利的物流通路。為了貼近市場，必須在結構，以及便利的物流通路。為了貼近市場，必須在規模市場附近設立生產據點。規模市場附近設立生產據點。uu營運規模大幅擴充，有效存貨及應收帳款控管為企業營運規模大幅擴充，有效存貨及應收帳款控管為企

45、業營運成敗的關鍵。營運成敗的關鍵。39AARTHURRTHURAANDERSENNDERSEN專案執行架構專案執行架構資訊科技(Info.Technology)策略(Strategy)組織架構(Structure)流程(Processes)變革促動(Change Enablement)建構變革能力以確保組織及人員順利轉型。透過策略釐清研討會，以釐清公司願景、未來策略方向、目標及關鍵營運流程。調整組織架構以配合未來營運策略。針對關鍵流程，利用AA全球最佳實務進行流程改善，及整合公司未來營運流程與ERP系統。應用ERP方法論，以迅速有效導入應用系統，提升營運績效。引進Arthur Andersen

46、專案執行架構，透過策略釐清、組織架構調整、流程改善及人員轉型，以確保ERP系統導入的成功。40AARTHURRTHURAANDERSENNDERSEN策略釐清策略釐清(Strategic Articulation)關鍵流程Critical Processes組織目標OrganizationalGoals策略 Strategy differentiator驅動因子Drivers願景 Vision使命 Mission價值觀 Values關鍵績效指標Key PerformanceIndicator41AARTHURRTHURAANDERSENNDERSENMajor Implications to

47、ProjectuuT0-Be Design DirectionsT0-Be Design Directions-Customer oriented organization&processesCustomer oriented organization&processes-Extend supply chain vendor hub operation to support Extend supply chain vendor hub operation to support BTO/CTO modelBTO/CTO model-Multi-site coordination for plan

48、ning,manufacturing and Multi-site coordination for planning,manufacturing and logistics.logistics.uuOperation Target FocusOperation Target Focus-Total cycle time reductionTotal cycle time reduction-Fast responseFast response-Total cost ownershipTotal cost ownership-Inventory turnover improvementInve

49、ntory turnover improvement42AARTHURRTHURAANDERSENNDERSENMarket AssumptionBTFBTOBTOin in CPUCPU Vendor Mgmt.Vendor Mgmt.CPU Speed CPU Speed Inventory Data Inventory Data Accuracy AccuracyModel 1Model 1Model 2Model 2BTOCPUCPUforforbasic unitsbasic units Configure Market Scale Configure Market Scale Gl

50、obal Centers Global Centers Global Vendor Hub Global Vendor Hub Product Modulization Product ModulizationModel 3Model 3BTFSeparateSeparatePlantPlantCentralizeCentralizePlanningPlanningCurrentCurrentMajorMajorChangesChangesPrerequisitesPrerequisites Customized Org.Customized Org.Planning Tool Plannin