E-Supply Chain Management

Presentation on theme: "E-Supply Chain Management"— Presentation transcript:

1 E-Supply Chain Management
2019/10/7

2 Supply Chain Management
Supply chain management is the integration of key business processes from end users through original suppliers that provide products , services, and information that add value for customers and other stakeholders. 2019/10/7

3 Supply Chains Increase Customer Responsiveness at Least Cost
INFORMATION FLOW Transfer Transfer Transfer Transfer Supplier Manufacturing Distribution Retail Outlet Consumer CASH FLOW Procurement Low purchase price Stable requirements Long lead times Manufacturing Few line changeovers Stable schedules Long run lengths Inventory Management Low inventories Long lead times Fast replenishment to DCs Distribution High inventories High service levels Increase Customer Responsiveness at Least Cost Supply Chain Optimization 2019/10/7

4 台灣產業面臨的課題與挑戰 競爭全球化 微利時代 跨國性經濟 對台灣帶來嶄新的商機，但也使產業轉型、尋求新發展模式的需求更加殷切 大陸經濟崛起
企業電子化 產品生命週期短 通路結構重整 對台灣帶來嶄新的商機，但也使產業轉型、尋求新發展模式的需求更加殷切 資訊科技躍進 網路普及 消費者意識抬頭 2019/10/7

5 Supply Chain Management Process
Distribution Center Plant Customer Supplier Multi - Organization Multi - Currency Global Consolidation 2019/10/7

6 全球運籌模式(續) 台北 Acu下單／Italy 生產製造 品質管理 接單 需求管理 專案監控 專案規劃 韓國 漢城 義大利 羅馬
美國/加州 日本 東京 大阪 北京 Acu下單／Italy 西安 深圳 台北 曼谷 生產製造 品質管理 接單 需求管理 專案監控 專案規劃 2019/10/7

7 競爭全球化 從一對一到多對多 不知道你的對手會提供什麼樣的產品組合與服務 網際網路帶來全球資訊的透明化，也拉高了競爭障礙。
地區性、小品牌產品的優勢，將會失去。 網際網路將有利於跨國性大企業，反而不利於中小品牌 。Ex:電影工業 2019/10/7

8 Today: Difficult Economic Conditions
With the Slowdown in Customer Spending, Increasing Sales or Prices is not Easy. With Reduced Corporate Spending Increasing Revenue is not an option. Instead, Companies are Concentrating on Cost Reduction and Better Customer Service.

9 附 加 價 創新研發中心 營運總部 值 附加價值高 替代性低 市 調 品 牌 創 新 行銷服務 研 發 物流 設 計 製 造 裝 配 市調
HVA 產品及服務中心 附 加 價 值 創新研發中心 營運總部 附加價值高 替代性低 市 調 品 牌 創 新 行銷服務 提高產品附加價值 研 發 物流 設 計 製 造 裝 配 市調 產　業 價值鏈 創新 研發 設計 製造 物流 行服銷務 品牌 裝配 2019/10/7

10 企業電子化 Traditional Business Model E-Commerce Information Decisions
All elements of the business communicate. Decisions made at lowest effective level. Information Decisions C.E.O Mgmt. Design Production Service Clerical 2019/10/7

11 Customers, demand centers sinks Field Warehouses: stocking points
Sources: plants vendors ports Regional Warehouses: stocking points Supply Inventory & warehousing costs Production/ purchase costs Transportation costs Transportation costs Inventory & warehousing costs 2019/10/7

12 通路結構重整 傳統行銷及層層經銷體系消失，流程縮短，速度、彈性卻更快、更大了。 整合系統帶來通路功能與通路角色的重整
通路重整對通路成員帶來威脅與機會 機會屬於領導重整方向的公司 2019/10/7

13 2019/10/7

14 Logistics (Modified by CLM in 1998)
Logistics is that part of supply chain process that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related information from the point-of-origin to the point-of-consumption in order to meet customers’ requirements. 2019/10/7

15 Mission of Logistics The mission of logistics is to get the right goods or services to the right place, at the right time, and in the desired condition, while making the greatest contribution to the firm. 2019/10/7

16 Supply Chain Management
Supply Chain Management is primarily concerned with the efficient integration of suppliers, factories, warehouses and stores so that merchandise is produced and distributed in the right quantities, to the right locations and at the right time, and so as to minimize total system cost subject to satisfying service requirements. 2019/10/7

17 Supply Chain Management
The activities in a supply chain associate with the flow and transformation of goods from raw materials, through to the end user, as well as the associated information flows. Integration of all activities in the supply chain through improved supply chain relationships, to achieve a sustainable competitive advantage. Notice: Everyone is involved Systems approach to reducing costs Integration is the key 2019/10/7

18 供應鏈特徵 體系對抗與競爭 須能降低成本與即時交貨 動態作業條件 強調同步工程與生產 18 2019/10/7

19 Manufacturing Requirements
供應鏈面臨的挑戰 “以最低成本即時供貨來滿足顧客的需求” Manufacturing Requirements Retailer/Wholesaler Requirements Consumer Requirements …via manufacturing planning and purchasing …to manufacturer’s suppliers …through manufacturing …and distribution …to retailers/wholesalers …and end consumers …from product development/ design raw material finished goods finished goods finished goods work in progress finished goods production orders sub and final assembly orders replenish- ment orders develop- ment orders replenish- ment orders procure- ment orders point of sale planning orders factory orders retailer orders mfr. retailer consumer Retailer Forecast Manufacturer Forecast 2019/10/7

20 Sequential Optimization vs. Global Optimization
Procurement Planning Manufacturing Distribution Demand Sequential Optimization Supply Contracts/Collaboration/Information Systems and DSS Procurement Planning Manufacturing Distribution Demand Global Optimization 2019/10/7

21 Why Manage Your Supply Chain ?
Dramatically lower inventory levels and working capital reduction Improved customer service More accurate forecasting Lower cost sourcing of finished goods and raw materials Optimizing decisions in an increasingly complex business environment 2019/10/7

22 Dynamics of the Supply Chain
Production Plan Distributor Orders Retailer Orders Order Size Customer Demand What is shown here is how divergent these various forecasts are in relation to real demand. Why?? Because they are developed independently from each other and are dated, and unconnected to each other and the daily fluctuations in the market Time Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998 2019/10/7

23 What Management Gets... Production Plan Order Size Customer Demand What is shown here is how divergent these various forecasts are in relation to real demand. Why?? Because they are developed independently from each other and are dated, and unconnected to each other and the daily fluctuations in the market Time Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998 2019/10/7

24 What Management Wants…
Production Plan Volumes Customer Demand What is shown here is how divergent these various forecasting are in relation to real demand. Why?? Because they are developed independently from each other and are dated, and unconnected to each other and the daily fluctuations in the market Time Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998 2019/10/7

25 長鞭效應 需求的前端是鞭子的握柄，而供應的尾端則是鞭子的末稍。當鞭子揮動時，從握柄開始的波動會一直累積至末稍，讓末稍的甩動幅度最大。
以一排車陣等紅綠燈來說，第一台車的制約因素最小，僅需等紅燈變綠燈即可通過，第二台車則需受第一台車的制約，必需等它啟動行進後才能啟動前進，即使第二台車的馬力比第一台車大得多亦然。這些受前台車制約所產生的時間差就是統計波動，每台車平均產生2秒的統計波動，到了第11台車就變成紅燈過後20秒才能夠啟動行進。 2019/10/7

26 長鞭效應 愈接近需求的前端，其反應時間就愈快，需求預測的準確度就愈高，反之，愈到末稍，反應需求的速度就愈慢，需求的預測就愈不準，因為愈末稍受到的制約因素及累積的統計波動就愈大。要消弭或減少整條供應練上的統計波動，讓整條供應練就如同自家工廠般的運作，有兩大關鍵因素要克服。 2019/10/7

27 長鞭效應 1. 直接接觸最終消費者的需求，藉此掌握最準確的需求趨勢及預測(Demand Forecast)。
2. 整條供應鏈透通化，透過供應鏈協同作業使其能見度(Visibility)達到最高，才能在需求發生時，快速掌握整條供應鏈上的所有資源，在極短的時間內滿足需求(Demand Fulfillment)。 2019/10/7

28 Supply Chain: The Magnitude
In 1998, American companies spent $898 billion in supply-related activities (or 10.6% of Gross Domestic Product). Transportation 58% Inventory 38% Management 4% Third party logistics services grew in 1998 by 15% to nearly $40 billion 2019/10/7

29 Supply Chain: The Potential
In 10 years, Wal-Mart transformed itself by changing its logistics system. It has the highest sales per square foot, inventory turnover and operating profit of any discount retailer. 2019/10/7

30 Supply Chain: The Potential
Dell Computer has outperformed the competition in terms of shareholder value growth over the eight years period, , by over 3,000% (see Anderson and Lee, 1999) using - Direct business model - Build-to-order strategy. 2019/10/7

31 Extranet 架構下的SCM Dell以創新e化的做法，突破傳統經營模式，在不到20年的時間內，一路擊敗了IBM、HP及Compaq（現為新惠普）等知名大廠， 其所建立的「接單生產(BTO)」經營模式更在當時成為製造業爭相仿效的對象。 2019/10/7

32 Dell Computer Dell每天都掌握了1萬多次調整供需平衡的機會，假設有某項零組件供應不及，不會等到發生之後才急於處理，相反的，Dell會指示銷售部門將客戶的需求轉移至手中擁有的原物料。 2019/10/7

33 Dell Computer Dell透過最終需求的精確掌握，快速規劃出所需物料，並讓此資訊透通至供應鏈或交易市集，讓供應商能快速備料，並當真實訂單發生時，亦能快速Factory Planning的工廠管理機制迅速反應，並讓Dell亦能清楚確實的掌握正確資訊，滿足客戶的需求。 。 2019/10/7

34 Dell Computer Dell在追求供需平衡的努力，可有效提昇客戶服務水準，並同時消化過剩及過時的庫存產品。Dell每年在全球各地所沖銷的過剩及過時庫存產品金額約為2,100萬美元，僅佔總原料成本的 %，而其他產業的平均比例約在4-5%之間，PC產業的平均數字則為2-3%。 2019/10/7

35 Dell Computer Dell一向僅維持大約5天生產所需的原料庫存，而同業競爭對手的庫存量則多在30、45天左右，甚至有高達90天者。這即是長鞭效應下的必然結果，因為在整條供應鏈無法透通提供能見度的情況下，為維持一定的客戶服務水準，就必須保持大量的存貨以快速反應各種需求 2019/10/7

36 Dell Computer 對於PC產業而言，如此的存貨水準差異足以創造極可觀的利潤差距，因為原料成本每周均以1%左右的速率下降。假設其他廠商維持4周的庫存量，而Dell僅維持在1周的庫存水準，即可在原料成本上，為Dell創造3%的優勢 2019/10/7

37 個案2----Federal Express Corp.
Extranet 架構下的SCM 個案2----Federal Express Corp. 包裹快遞業者 企業物流的策略夥伴 (Package deliverer) 重組公司IT架構 --Internet Infrastructure --Web Package tracking 用IT技術整合與鎖住顧客 --Extranet Infrastructure --e-commerce --物流軟體 提供完整的整合性物流服務 --收件、運輸、倉儲、配送 --承包企業所有成品之物流 --從工廠到顧客 --提供每一階段物流狀況資訊 提供e-commerce服務 --為顧客提供物流資訊技術 --向顧客推展其e-commerce架 構與物流軟體 2019/10/7

38 Fed Ex. 年營業額110億美金，快速成長，獲利率高 40,000輛車，590架飛機 每年 IT 經費10億美金
IT staff : 5000人 物流、電子商務、型錄整合為一部門，年營業額5億美金 2019/10/7

39 如何用整合性IT來吸引及鎖住顧客 用資訊取代存貨 用Fed Ex的資訊技術降低顧客的存貨成本
將Fed Ex的資訊系統與顧客相連(Extranet) 為物流顧客開發IT系統，提升顧客的物流效率 2019/10/7

40 Fed Ex的顧客 1.Omaha Steaks 1993年選擇Fed Ex運送郵購牛排與食品。因為當時只有Fed Ex提供隔日送達服務並且由於緊密之IT結合,Omaha Steaks可以隨時掌握運送資料 運送資料包括運送狀況、計劃路線、預計送達時間 Omaha Steaks的AS/400直接與Fed Ex的HP及Sun連線 Omaha Steaks也提供Web Site讓顧客來查詢定貨運送的狀況,此服務由Fed Ex的Web tracking支援 Omaha Steaks因此選擇Fed Ex為獨家的物流公司 2019/10/7

41 Fed Ex的顧客 2.National Semiconductor Corp.
1992年Nat Semi開始委託Fed Ex倉儲及配送服務目前幾乎所產品的物流全部外包給Fed Ex Nat Semi在亞洲三個工廠與三個外包商的產品全部送到Fed Ex在新加坡的物流中心存放 Nat Semi藉由IT Link與Fed Ex新加坡物流中心緊密整合 Net Semi的訂單處理系統(IBM)從加州送訂單給Fed Ex在Memphis的存貨管理系統(Tandem),再將訂單轉到新加坡的倉儲管理系統進行檢貨與運送 2019/10/7

42 Fed Ex的顧客 Nat Semi下訂單,Fed Ex負責存貨管理、倉儲作業、訂單處理、以及運送到Nat Semi的顧客手中
Nat Semi在全球的七個倉庫也陸續被裁撤掉。從此Nat Semi不需自行再與許多運輸業者，報關業者…..打交道 Fed Ex提供一次購足的物流服務 Fed Ex與HP、Cisco、Compaq、Dell、IBM也都有類似的關係 2019/10/7

43 Fed Ex新做法 Virtual Order:將Customer的型錄放在Fed Ex的 Web Site
Ship for Workgroups:透過Internet提供同一工 作群組共享通訊錄、運送日誌、貨物追蹤資料庫 Push 技術:利用Internet 的Push技術主動將訂單處 理資訊傳送到顧客端 2019/10/7

44 Fed Ex新做法 Web API:開發應用程式介面(API)讓顧客可以自行開發軟體,從顧客的Web瀏覽器即可追蹤Fed Ex的運送，Cisco利用此技術讓它的顧客在Cisco的Web Site向Fed Ex下指令 與SAP’s R/3整合:讓Fed Ex的貨物追蹤功能整合入其顧客的ERP軟體中 2019/10/7

45 Fed Ex新IT infrastructure的目的
此專案名為GRID(Global Resource for Information Distribution)亦即要建立一個全 球資訊傳播與共享的軟硬體資源,其目的要達 成 將目前集中在Fed Ex全球作業指揮中心的即時資訊以及應用程式推廣到Fed Ex全公司的伺服器,讓所有員工以及顧客共享 2019/10/7

46 Fed Ex新IT infrastructure的目的
全球共享(Universal access):即時資訊透過標準介面全球共享 最佳決策:所有員工都有最即時且正確的資訊來做最佳的決策 2019/10/7

47 Extranet 架構下的SCM 個案討論 專屬網路專用系統(例:傳統EDI) →共用網路整合系統 整合系統帶來通路功能與通路角色的重整
通路重整對通路成員帶來威脅與機會 機會屬於領導重整方向的公司 機會剛剛出現, 如何把握領導重整的契機? 2019/10/7

48 Extranet 架構下的SCM 個案討論 如何把握領導重整的契機? 降低通路成本策略----- 以領導者的資訊技術降低通路成員的營運成本
包括經銷商的訂單處理成本、零售商的訂購成本 Fed Ex的Web tracking技術、降低顧客的存貨成本 領導者換取市場佔有率 2019/10/7

49 Extranet 架構下的SCM 個案討論 如何把握領導重整的契機? 縮短通路策略-----
Dell Computer預期在2002年網路下單達50%的營業額 製造商增加獲利率 2019/10/7

50 Extranet 架構下的SCM 個案討論 如何把握領導重整的契機 擴大營運範圍策略---- 以一致且模組化的Extranet架構複製
擴大建立經銷商網站 Fed Ex的E-Commerce Virtual Value Chain的擴張(複製)沒有成本 而且不受限制(例如:地理範圍) 2019/10/7

51 Why SC Catches Attention?
Information technology revolution Global competition in cost, quality, delivery, and cycle time. Emergence of inter-organizational relationship 2019/10/7

52 Supply Chain Challenges
Achieving Global Optimization Conflicting Objectives Complex network of facilities System Variations over time Managing Uncertainty Matching Supply and Demand Demand is not the only source of uncertainty 2019/10/7

53 Conflicting Objectives in the Supply Chain
1. Purchasing • Stable volume requirements • Flexible delivery time • Little variation in mix • Large quantities 2. Manufacturing • Long run production • High quality • High productivity • Low production cost 2019/10/7

54 Conflicting Objectives in the Supply Chain
3. Warehousing • Low inventory • Reduced transportation costs • Quick replenishment capability 4. Customers • Short order lead time • High in stock • Enormous variety of products • Low prices 2019/10/7

55 What’s New in SCM? Global competition Shorter product life cycle
New, low-cost distribution channels More powerful well-informed customers Internet and E-Business strategies 2019/10/7

56 New Concepts Push-Pull strategies Direct-to-Consumer
Strategic alliances Manufacturing postponement Dynamic Pricing E-Procurement 2019/10/7

57 Essentials of SCM Managing the flow of materials across the supply chain. Application of information systems and technologies. Developing and maintaining supply chain relationships. 2019/10/7

58 Supply Chain Essentials
Relationship Customer Service Level Material Flow Information Flow 2019/10/7

59 Supply Chain Functions
Internal supply chain: Order processing, MRP, production scheduling, order shipment, etc. Upstream external supply chain: Supplier contract, supplier relationship, on-time delivery of materials, etc. Downstream external supply chain: Distribution management, transportation management, dealer network, sales operation, warehousing, etc. 2019/10/7

60 Open Loop Supply Chain 產品 製造商 完成品 零件 配銷商 零件 供應商 完成品 材料 客戶 材料 供應商
SCM資訊系統 廢棄物 原材料 物流 資訊流 2019/10/7

61 Green Supply Chain Closed Loop Supply Chain 產品 製造商 完成品 零件 配銷商 零件 供應商
材料 整修 客戶 原材料 供應商 SCM資訊系統 廢棄物 原材料 廢棄物 處理 回收 廢棄物 物流 資訊流 (reverse sc) 2019/10/7

62 Driving Supply Chain Efficiency
Automate All Internal Business Processes Extend Automation Across Your Supply Chain Drive Continuous Improvement With Better Information Internet Internet But, achieving these goals in today’s internet-enabled economy means adopting new business practices and mastering new skills. To compete with others who are transforming themselves into e-Businesses: You need to completely automate and integrate all processes across the different departments within your company. But that is no longer enough! You need to extend that automation to integrate with trading partners across your supply chain. And you need to provide real-time information across the supply chain to make better decisions To enable this transformation, you need a complete, integrated e-business system. Suppliers Your Company Customers 2019/10/7

63 2. Limited Partner Communication
1. Disparate Systems 2. Limited Partner Communication Obstacles: 3. Fragmented Reporting C u s t o m e r S u p p l i e r Call Center Siebel Product Info Advanced Planning i2 Transportation G-Log Barcoding ClearOrbit Sourcing Commerce One Service Execution FieldCentrix eProcurement Ariba Plant Maintenance Indus Warehousing Manhattan Web Store Broadvision Core ERP Product/ Customer Info

64 Overcoming the Obstacles

65 Automate All Business Processes With Unique E-Business Architecture
All Product, Customer, & Supplier Information Plan Order HR Finance Source Sell Service Projects Procure Market Fulfill Maintain Manufacture Develop Built on a Single, Complete Data Model End-to-End Process Integration Modular Deployment by Business Flow Based on Open Standards 2019/10/7

66 Extend Automation Across Your Supply Chain
Your Company Suppliers Customers Orders, Prices, Promise Dates, Billing, Payments Sell / Order Sales and Order Forecast, Supply Commits Plan Sales and Order Forecast, Supply Commits Negotiations, Contracts, Execution, Payments Procure Bill Presentment and Payment Outsourced Manufacturing Manufacture Product Specs. Fulfill Drop Ship, Carrier Mgmt Order Status Spares Replenishment Service Service Requests, Warranties Schedule, Contracts Projects Schedule, Status, Cost

67 Deliver Real-Time Business Intelligence
Role Based Intelligence Personal Home Page Reports Design Planning Purchasing Manufacturing Fulfillment Sales Finance Measures Performance Performance Measures Analysis Graphs Pre-Built Portals Unified Dashboard 2019/10/7