5 B 2 B EC and SCM Supply
5 B 2 B EC and SCM: Supply Chain Management 電子化供應鏈管理 國立中央大學. 資訊管理系 范錚強 mailto: ckfarn@mgt. ncu. edu. tw http: //www. mgt. ncu. edu. tw/~ckfarn 2011. 06 updated 中央大學。范錚強 1
舒緩供應鏈的困難 增加能見度 Replenishments from supplier 1400 Manufacturer 1200 1000 orders 800 600 400 200 Distributor 0 sell-through Store 中央大學。范錚強 25
增加需求能見度 Replenishments from supplier 1400 Manufacturer 1200 1000 orders 800 600 400 200 Distributor 0 sell-through Store 中央大學。范錚強 29
滾動預測 假設:預測 5 週,對後一週凍結 黃底色:訂單、藍底色:凍結預測 +0 W 1 W 2 W 3 W 4 W 5 100 +1 110 +2 +3 +4 +5 +6 +7 +8 80 90 75 80 120 100 120 110 90 95 110 115 100 120 95 100 110 120 100 110 中央大學。范錚強 30
CPFR: 協同規劃、預測和供貨 1990代初, Wal-Mart 和 Warner-Lambert 開始新嘗試 Develop front-end agreement 根據此觀念 VICS (Voluntary Create joint business plan Interindustry Commerce Standards ) 發展CPFR模型 Create sales forecast Identify and resolve exceptions 優點 降低庫存 降低缺貨 增加營業額 Source: www. cpfr. org Create order forecast Identify and resolve exceptions Order generation 中央大學。范錚強 42
What is CPFR®? A business practice that combines the intelligence of multiple trading partners in the planning and fulfillment of customer demand. CPFR® links sales and Marketing best practices, such as category management, to supply chain planning and execution processes to increase availability while reducing inventory, transportation and logistics costs. 1. Collaborative Planning 2. Collaborative Forecasting 3. Collaborative Replenishment 中央大學。范錚強 43
CPFR 2004 CPFR reference model 中央大學。范錚強 45
tasks 1: Collaboration Arrangement 1. 協同品類 與商品管理 Collaboration Arrangement: Sets the business goals for the relationship. Defines the scope of collaboration. Assigns roles, responsibilities, checkpoints and escalation procedures. 中央大學。范錚強 47
tasks 2: Joint Business Plan: Promotions. Inventory policy changes. Store opening/closing. Product introduction. 2. 協同促銷 企劃管理 中央大學。范錚強 48
tasks 3: Sales Forecasting: Projects consumer demand at the point of sale. 3. 協同銷售 預測管理 中央大學。范錚強 49
tasks 4: Order Planning/Forecasting: Determines future product ordering and delivery requirements base upon— The sales forecast Inventory positions Transit lead times Other factors, Depending on relationship. 4. 協同訂單 預測管理 中央大學。范錚強 50
tasks 5: Order Generation: Transitions order forecasting to firm demand through an automated or release process. 5. 協同訂 單管理 中央大學。范錚強 51
tasks 6: Order fulfillment : The process of producing, packaging, shipping, delivering, and stocking products for customer purchase. 6. 協同補 貨管理 中央大學。范錚強 52
tasks 7: Exception Management : Evaluates planning and execution data against predefined tolerances and thresholds. Alerts collaboration participants to out-ofbound conditions. Provides an exception resolution process in which plans are adjusted or operational changes are made. 7. 異常狀 況處理 中央大學。范錚強 53
tasks 8: Performance Assessment : Use key metrics to: 8. 協同效益 分析管理 Evaluate the achievement of business goals. Uncover trends. Develop alternative strategies. 中央大學。范錚強 54
Demand-Driven Supply Network 中央大學。范錚強 60
特力貿易的全球供應鍊 Factory PO Head Office Factory PO 2 W Lead Time Asia Buying Office Recei ving ry PO Facto ASN US DC Store Asia Warehouse Consolidation Yard Asia Factory Replenishment 5 Day Lead Time Inventory 6 W Store 6 W Import Warehouse Production 4 W On Water 中央大学。范铮强 4 W Factory 4 W 64
Complete Supply Chain Visibility Weekly Store Sales Monthly DC Demand Forecast Monthly DC Supply Monthly DC On Hand Qty Day On Hand 中央大学。范铮强 65
8+ Inventory Turnover Test Rite Logistics Operation Summary Period: August, 05 ~ August, 06 8+ DC Inventory Yearly Turnover Rate 中央大學。范錚強 66
Warehouse Inventory Reduction Test Rite Logistics Operation Summary Period: August, 05 ~ August, 06 Store Count Average In Stock % Average Turn/Year 2500 2200 97. 5% 95. 6% 98. 5% 10. 5 9. 6 8. 8 中央大學。范錚強 67
2006 Storage Business Performance 2005 2006 % Retail Sales (USD) $31. 4 M $43. 9 M 39. 80% Store Instock 92. 16% 95. 17% Retail Turn 5. 6 Net Margin 42. 32% Avg Lead Time (day) Order Fill Rate 4. 8 89. 73% 中央大學。范錚強 3. 26% 6. 49 15. 89% 46. 46% 9. 78% 3. 33 45. 45% 95. 13% 6. 00% 68
國際貿易複雜度提高 Source: Steve Harmon (Kimberly-Clark), John Fedorchak (Maersk), “Global Logistics Management– How to Gain Visibility and Avoid Errors, ” U Connect 2007. 中央大學。范錚強 77
上漲的船運費用提高成本 Average Global Bunker Prices increased 121% from 2002 to 2006 YTD July, 29% year-on-year in 2006 YTD July. Maersk Line spent close to $ 2 billions on ocean bunker in 2005. Additional 20% increase in bunker expense is expected in 2006 due to further fuel price hikes. 中央大學。范錚強 79
成長的痛苦和機會 Total U. S. volume in 2010 is expected to equate to 237, 000 more TEU’s per week Terminal capacity will be exceeded. More trucks will be required. Rail system will need additional cars, engines and trackage. Highway system will need to be expanded. More jobs will be created. Source: Steve Harmon (Kimberly-Clark), John Fedorchak (Maersk), “Global Logistics Management– How to Gain Visibility and Avoid Errors, ” U Connect 2007. 82 中央大學。范錚強
電腦輔助 程設計 PLM: Product Life-cycle Management 產品生命週期管理 PDM: Product Data Management 產品資料管理 文件流程、存取管理 程圖製作 CAD: Computer Aided Design 中央大學。范錚強 85
協同設計中的主要功能 線上協同設計Online design collaboration 協同物料取得─Collaborative sourcing 共同核心技術研發─Co-developing core technology ERP integration Design for X(DFX) 中央大學。范錚強 99
產品設計的趨勢:DFX Design for X e. Xcellence Manufacturability Maintainability Quality Reliability Logistics Disposal Environment … 基本上,增加上下游合作的需求 中央大學。范錚強 100
系統功能分析 設計活動 Part sourcing Design Specification/BOM Design diagrams Engineering change Customer requests 支援性活動 On Line Collaboration Design Process/Control Diagrams Mgt. /Documents Mgt. 基礎建設 中央大學。范錚強 101
價值分析 主要價值 Lower product costs throughout the total life cycle Better product quality Shorter time-to-market 衍生價值 Early Involvement Joint Decision Making Relationship Improvement 潛在價值 Innovation Quality Innovation Numbers Access to New Technology & Complementary Skills 中央大學。范錚強 102
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