供应链管理的战略和工具.pptx

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1、ASia V-ChainAdvancedStrategiesandToolsforVirtualSupplyChainManagementinAsianenvironment培训专用ASIA IT&C ProgrammeGENERAL AIMSTheEuropeanCommission(EC)launchedtheAsiaIT&CProgrammein1999inorderto:co-financemutuallybeneficialpartnershipsinICTbetweenEuropeandAsiaimprovethequalityofEurope-Asiapartnershipsli

2、nkthetworegionsinthesearchforinnovativeandcompatiblesolutionsinIT&CAREAS OF ACTIVITY-Society-e-Commerce-Education-Transport-Health-Agricolture-Tourism-i-Manufacturing培训专用ASIA V-CHAIN ProjectApplicant:UniversityofUdineDepartmentofElectronic,ManagerialandMechanicalEngineeringUnit co-ordinator:Prof.Alb

3、ertoFeliceDeToni(Projectmanager)European partner:UniversidadPolitcnicadeValenciaDepartmentofBusinessOrganisation,FinancialEconomy&AccountingUnit co-ordinator:Prof.AngelOrtizBasAsian partner:The ChineseUniversityofHongKongDepartmentofDecisionSciencesandManagerialEconomicsUnit co-ordinator:Prof.JeffHo

4、i-yanYeung,Prof.XiandeZhao培训专用ASIA V-CHAIN Project Hong Kong TeamJeffYeungCUHKXiandeZhaoCUHK徐學徐學軍教授軍教授華華南理工大學南理工大學XieJinxing清清華大學華大學ZhaoXiaobo清清華大學華大學培训专用GeneralAimsfacilitating the access of Asian companies to EU advanced and innovative organisational methodologies and ICT solutions designed for a

5、more efficient management of industrial processes(negotiation,planning,scheduling,delivery etc.)and flows(materials,information,etc.).providing information and tools for helping Asian companies to implement innovative approaches in the field of Supply Chain Managementfocussing on upstream physical,i

6、nformation and economic values flows,with particular reference to complex industrial situations,such as Inter-firm Networks.培训专用V-CHAIN Project:MAIN OBJECTIVESV-CHAIN Project:MAIN OBJECTIVES Develop a framework(methodology,architecture,referencemodelandtechnologies)forsupplychainmanagementinaVirtual

7、 EnterprisecontextAnalyse and provide means and a migration path to move from an Extended Enterprise AS-IS state to a Virtual Enterprise TO-BE state培训专用V-CHAIN Project:MAIN OBJECTIVESV-CHAIN Project:MAIN OBJECTIVESDevelopalgorithmsthatallowtodefineglobalobjectives(supplychain-wide)basedonconstraints

8、ofallinvolvedactorsAnalyseandapplyrecenttechnologicalinnovationICTtrendstosolveVE problems and develop a supporting technologicalframework培训专用V-CHAIN Project:CONSORTIUMV-CHAIN Project:CONSORTIUMScientific PartnersPolytechnic of ValenciaDynamit Nobel(Fords supplier)National Institute for Research in

9、Computer Science and Control(France)Industrial PartnersFord SpainConsulting companiesDMR Cosulting(project coordinator)Innova Other partnersExel(logistic operator)Vitria(software house)Francisco Segura(Fords supplier)Johnson Controls(Fords supplier)Aprilia University of Udine培训专用V-CHAIN Project:V-CH

10、AIN Project:CONTEXTSupply Chain ManagementRelationships between assembly company and suppliersSuppliersCustomersRawmaterialssupplierPartssuppliersManufacturersDistributioncentresResellers培训专用V-CHAIN Project:definition of EXTENDED ENTERPRISEV-CHAIN Project:definition of EXTENDED ENTERPRISEAnExtendedE

11、nterpriseisadominantcompanywhichextendsitsboundariesbybuildingpartnershipswithothersinitssupplychain,improvingitscustomersvaluepropositiontoachieveasustainablecompetitiveadvantageEND CUSTOMERSuppliersSuppliersOEM/AssemblerOEM/AssemblerEnvironmentEnvironmentIntermediariesIntermediariesSingleenterpris

12、eboundariesExtendedenterpriseboundaries培训专用V-CHAIN Project:definition of VIRTUAL ENTERPRISEV-CHAIN Project:definition of VIRTUAL ENTERPRISEAVirtualEnterpriseisasinglebusinessentity,compoundedbycompaniesthatsharecapitalsandmaintaindynamicandagilerelationships,inordertoenhanceitscustomersvalueproposit

13、ionandtimelycreateandexploitcomplexmarketopportunitiesEND CUSTOMERSingleenterpriseboundariesVirtualenterpriseboundarySuppliersOEM/AssemblerEnvironmentIntermediariesOPS/OP培训专用A joint strategyVEdemandsintegratingnotonlycapitalswithinpartnersbutalsothe strategic decisions.Thus,the partners fully share

14、theircapitalstocreatethenamedbusinessentityinordertobetterdefineandestablishstrategic,tacticandoperationalgoalsintothevirtualentity.Financial FlowHCOCTCKCSCFCRCSHCOCTCKCSCFCRCDecision/Management FlowProducts&Services FlowInformation&Knowledge FlowHC=HumanCapitalOC=OperationalCapitalKC=KnowledgeCapit

15、alTC=TechnologicalCapitalSC=StructuralCapitalFC=FinancialCapitalRC=RelationshipCapitalS=Strategy培训专用VEBUSINESSDIMENSIONEECollaborationSynchronisationVisibilityCommunicationAcknowledgementBasic EEAdvanced EECollaborationSynchronisationVisibilityCommunicationAcknowledgementRecommendedMigration SpaceCo

16、mpleteMigration SpaceV-CHAIN Project:MIGRATION PATHV-CHAIN Project:MIGRATION PATHICT DIMENSION培训专用COMMUNICATIONFrom the knowledge islands.to the knowledge highwaysVISIBILITYFrom the opaque company.to the transparent companyCOLLABORATIONFrom the Win-Lose relationship.to the Win Win relationshipSYNCHR

17、ONISATIONFrom the track of a discotheque.to the choreography of a balletThefoursupplychainintegrationlevelsA company cannot seek the level of Visibility in a SC without having reached before the one of Communication,and so on with all the rest of the levels in this hierarchy.Source:DMR Consulting培训专

18、用OEMWIN LOSE/LOSE-WINWIN-WINStage 1Extended Enterprise(Basic/Advanced)Stage 2AcknowledgedVirtual EnterpriseStage 3CommunicatingVirtual EnterpriseStage 4VisibleVirtual EnterpriseStage 5SynchronisedVirtual EnterpriseStage 6CollaborativeVirtual EnterpriseVEOEMVECVECVVECVSVECVSCollUnderstanding the six

19、migration stagesS1-Theextendedenterprise(basicandadvanced):Thisstagerepresentstheinitialstep.S2Theacknowledgedvirtualenterprise:predominantcompanyrecognisesthatcompaniesinvolvedintheEEmustevolvetogether.S3Thecommunicatingvirtualenterprise:achievementofthecommunicationintegrationlevelwithinthenetwork

20、edorganisation.S4 The visible virtual enterprise:achievement of the visibility integration level within the networkedorganisation.S5 The synchronised virtual enterprise:achievement of the synchronisation integration level within thenetworkedorganisation.S6Thecollaborativevirtualenterprise:Thefinalst

21、age.培训专用FORDs Case培训专用Extended Enterprise Business Reference Model:Relationships and flowsTherelationshipsandflows(Products&servicesflow;Information&knowledgeflow;andFinancialflow)betweentheseactorsareshownbelow:Goods,services,revenueInformation&Knowledge J.I.T.Supplier Sequence Supplier D.A.D.Suppl

22、ier Dealer OEM(OriginalEquipmentManufacturer)Carriers Planning&SequenceInfo$OrderGoods$Planning&SequenceInfo.$SubAssemblies(JIT&Seq)Parts(O.C.)PlanningInfo.SubAssemblyInfo.$ConstraintsConstraintsParts(O.C.)/EmptiesSequenceSubAssembliesParts(O.C.)/EmptiesPlanning&SequenceInfo$ConstraintsGoodsInfoJ.I.

23、T.SubAssembliesSubAssemblyInfo.SubAssemblyInfo.D.A.D.SubAssembliesLogistic Operator$Routes&Materialsinfo.Traditional Supplier PartsPlanningInfo$OrderDeliveryNoteDeliveryNoteDeliveryNoteTimeWindows&Materialsinfo.TimeWindows&MaterialsInfo培训专用InformationflowsLong-termdemandplanMid-termdemandplanShort-t

24、ermdemandplanSequenceinformationShippingnotesTripsheetsConstraintsInvoices培训专用The V-CHAIN Virtual Enterprise Reference Model,the TO-BE Model,has been conceived as the framework needed to obtain an integrated solving problem approachSuppliersAssemblerLogistics Operator(Operator for Planning and Seque

25、ncing)(Operator for Planning)Other actorsCarriersVEVE BUSINESS REFERENCE MODEL:OVERVIEW BUSINESS REFERENCE MODEL:OVERVIEW培训专用Whatdoweneedtodo?StepI:In-depthsupplychainsstudy:1.Therelationshipsandflows(Products&servicesflow;Information&knowledgeflow;andFinancialflow)betweenthedifferentplayerswithinth

26、eirsupplychain2.Thecurrentstatusofprocessintegrationbetweendifferentplayers3.Whatinformationiscurrentlybeingshared?Whatinformationdotheyhopethattheycanget?4.Howaretheyusingtheinformationintheirdecisionmaking?5.Whataretheydoingintermsofcoordination,collaborationandjointdecisionmakingetc?6.Whataresome

27、ofpotentialwaysofimprovingtherelationshiporprocessestoenhancesupplychainperformance?7.Whataretheirexpectationsforvirtualsupplychainmanagementintermofinformationtechnology,managementsystems,processintegrationandmanagementoftherelationshipsetc?培训专用Whatdoweneedtodo?StepII:Identifycriticalissues1.Proble

28、ms2.Information that are important3.Decision tools培训专用Whatdoweneedtodo?StepIII:EvaluatingthebenefitsofInformationsharingandCoordinationthroughComputerSimulationandmodelling1.Identifyandproposemethodsofinformationsharingandcoordinationtoenhancesupplychainperformance.2.Buildsimulationmodelstoinvestiga

29、tethecostsandbenefitsoftheproposedapproaches.3.Developingguidelinesforcompaniestoimprovetheirsupplychainperformancethroughinformationsharingandcoordination.培训专用Whatdoweneedtodo?StepVI:TransferEuropeanV-Chainknow-how1.FlyourEuropeanteam2.Transfernecessaryknow-howtoimplementV-SupplyChain培训专用Whatdowene

30、edtodo?StepV:PilotRun/FeasibilityStudyCollaborationwork:LocalteamPartners(CUHK,.)Europeanteam培训专用Whatdoweneedtodo?StepVI:ReviewandConclude培训专用WE PROVIDE1.In-depth case studies and survey2.Simulation and modelling expertise3.Models and framework for Virtual Supply Chain Management4.Seminars for Parti

31、cipating companies培训专用BenefitstoCUHK1.Real world problems and data for research2.Research outputs that can be published and have practical implications.培训专用Benefits to Partners1.Free consultancy2.Innovative Ideas for improving supply chain performance:information sharing,coordination,business proces

32、s integrations3.SCM cost reduction4.Improved customer service level 5.Improved flexibility 培训专用Thank YouAdvancedStrategiesandToolsforVirtualSupplyChainManagementinAsianenvironment培训专用演讲完毕，谢谢观看！培训专用内容总结ASia V-Chain。Unit co-ordinator:Prof.Jeff Hoi-yan Yeung,Prof.Xiande Zhao。facilitating the access of

33、Asian companies to EU advanced and innovative organisational methodologies and ICT solutions designed for a more efficient management of industrial processes(negotiation,planning,scheduling,delivery etc.)and flows(materials,information,etc.).。J.I.T.。D.A.D.。(O.C.)。(O.C.)。s(O.C.)。D.A.D.Sub Assemblies。J.I.T.Sequence TOTAL培训专用