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在台國際採購處與大陸台商的供應關係 主講人 : 林賢榮 / 國際採購處 總經理

在台國際採購處與大陸台商的供應關係 主講人 : 林賢榮 / 國際採購處 總經理. The Supply Relation-ship in between IPO Taiwan & Taiwanese Supplier in China By : Paul Lin / General Manager Philips IPO Taiwan 2001 - 11 - 18. Contents. P I / Philips & IPO in Taiwan

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在台國際採購處與大陸台商的供應關係 主講人 : 林賢榮 / 國際採購處 總經理

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  1. 在台國際採購處與大陸台商的供應關係主講人 : 林賢榮 / 國際採購處 總經理 The Supply Relation-ship in between IPO Taiwan & Taiwanese Supplier in China By : Paul Lin / General Manager Philips IPO Taiwan 2001 - 11 - 18

  2. Contents • P I / Philips & IPO in Taiwan • P II / Global IPOs Activities in Taiwan • P III / IPO & Supplier’s Relationship • P IV / New Era with New Concept

  3. An introduction on Philips November 2001

  4. Royal Philips Electronics Global electronics company, established in 1891 as a lamp factory Multinational workforce of 219,400 employees Headquarters: Amsterdam The Netherlands Sales and service in 150 countries Shares listed on New York, London, Amsterdam and other stock exchanges Results 2000 in millionsEUR USD Sales 37,862 34,864 Net income 9,602 8,842

  5. Technology Leadership Areas Display • Consumer TV • One-Chip TV • LG.Philips • Light Engines • 3D medical imaging Storage • Audio/DVD • Optical Storage modules • Consumer ICs Digital Video • TV/DVD • Set-top boxes • TriMedia / Nexperia • RF tuners Connectivity • Wireless handsets • Set-top boxes • Bluetooth ICs

  6. Philips Product Division Board of Management Lighting Components Consumer Electronics Semiconductors Domestic Appliances & Personal Care Medical Systems

  7. Philips Purchasing Organization/Corp. Purchasing Board of Management Management C.P. Secretary NPR Progr. Mgt. E-Proc. Programme Mgt. & IS Dev. Purchasing Process Dev. Leveraged Purchasing Mgt. & Support incl. IPO’s Controller HRM Development Training Product Division Purchasing Centers Direct Responsibilities Functional Responsibilities

  8. I nternationalP urchasingO fficePaul Lin 27FB, No. 66, Chung Hsiao W. Rd., Sec. 1 Taipei, Taiwan Tel: 886-2-2382-4546 Fax: 886-2-2382-4544/45 E-mail: paul.sj.lin@philips.com WebSite : http://pww.ipo.ptw.philips.com

  9. Philips Taiwan Locations Tayuan Lighting Taipei Head Office : The Central Services & The Domestic Business Headquarters Chungli Monitors Dapon Color Monitor Tubes Chupei Glass TSMC 2001 Budget Personnel 7,816 Total Assets NTD58.6B Sales NTD 238.7B Kaohsiung Semiconductors Philips Organizations • Joint Venture e:\DATA\PRESENT2\presen for MOEA-2.PPT(01-10-17)

  10. 產業轉型過程 Changing Pattern of Philips in Taiwan's Business 勞力密集型 Labor Intensive 資本與技術密集型 Capital/Technology Intensive 腦力與知識密集型 Intelligence/Knowledge Intensive 角色轉型 Changing Role of Philips in Taiwan 海外代工 Off-shore Assy Center 國際生產中心 International Production Center • 亞太及全球事業群組織 • Asia Pacific & Global Business Management • Center • 研發中心Research & Development Center

  11. Strength of Taiwan 4. Being theAsia-PacificOperation Center 5. Being the Supply Center of the Whole Range ofMEMORY & LCD’s(Color/Mono) 6. As an Advanced, Creative & Dynamic Country of Elec. Industry & aiming on Volume Q’ty, M’fg. Oriented 1. Well Educated HI-TEK Human Resource 2. Highly Dev. on PC’s beinga Leading Multi-Media / I.A. M’fg & Supply Center 3. Towarding High Tech/Capital Involved Industries(Semiconductor Fields)

  12. Major Economic Indicators - Taiwan

  13. Function :As A BRIDGEin Between Philips Worldwide and Suppliers Objectives : • Max. purchasingPROFITABILITY for Philips Worldwide • Max. Philips organizationSATISFACTION • CO - MAKER - SHIPwith Key Suppliers

  14. PHILIPS Taiwan IPO Activities IPO INFORMATION FLOW & P.O. INFORMATION FLOW & P.O. GOODS FLOW SUPPLIER CUSTOMER CASH FLOW NOTE : “INFO. FLOW” including - Advance / Initial Purchasing, Quality Assurance (Selection / Auditing / Rating) as well as financing & closing.

  15. Business Per Area 2000 ( $135M ) 1999 ( $115M ) American Far East Europe

  16. Customer Number Supplier Number 256 138

  17. Distribution of T/O per Product CRT RAM ELEC MECH F/G E/M 2000 ( $135M ) 1999 ( $115M )

  18. IPO TURNOVER STATUS(1993 - 2001) USD:Million 20 20 19 19 20 18 14 14 14 Person Plan

  19. IPO Taiwan Working Scope 1. Advanced/ Initial Purch. & Procur., even incl. Q.A. are all interactive, like an integrated function of a human body. 2. Package service would be e.g. • Quality : - Selecting, Auditing, Up-grading, Adopting • Cost : - Leverage power of P.D.'s/B.G.'s consolidation • Delivery : - Availability thru well allocation • Flexibility : - Local & prompt contact with supplier • Entrusting : - Diff. service required v.s. diff. site/region 3. Side Effects : • PHILIPS in Region of Info. collection • Real Customer's of Purchasing • To have optimum on communication, traveling & etc. • Lubricating any Conflict Customer Friendly, Footholds Extended Arm Effective/Efficient Costs (OCoO) (Buffer)

  20. NORTH - TOWARD POLICY, JAPAN - Yen Appreciation - Near by Taiwan - Good Friendship • Timing (天時) • Region(地利) • Personnel (人和) Quality Oriented Business From zero/’93 to USD 5~6M/Now-a-days !

  21. PHILIPS IPO TAIWANOUR ADDED VALUE 1. TEAMWORK APPROACH 2. NO COMMUNICATION GAP 3. WELL EXPERIENCED CAPABILITY 4. TAIWAN’S COMPETENCE (TAIWAN, H.K. & CHINA) 5.CONSTRUCTIVE ADVICES (T.Q.R.D.) 6. NON-DISCLOSURE AGREEMENT 7. REASONABLE RECOVERY 8. LEVERAGE POWERFROM ALL PDs NEEDS 9. WIN-WIN TARGET Your Global Purchasing Partner In Taiwan

  22. IPO Taiwan 2001 Slogan We Commit to Deliver OurBEST !! 以客為尊 無微不至 Philips IPO TaiwanTel : 886-2-2382-4546Fax : 886-2-2382-4544E-mail : paul.sj.lin@philips.com WebSite : http://pww.ipo.ptw.philips.com

  23. What’s BEST ?? • Business • Excellence through • Speed&Teamwork

  24. Global IPOs Activities in Taiwan P II

  25.  What are IPOs Activities in Taiwan ? P II / Global IPOs Activities in Taiwan

  26. Toshiba Aashima Liaison Intel Wintop HP Philips Apple GE Datec Sony Hitachi Samsung Siemens KQ Taipei Epson TriGem A & A Nokia T/O Maping of W-wide IPOs in Taiwan(2000) Unit : USD M Compaq Lucent Arp-datacom Alps-Taiwan senatek、Alpha Data、 Aurora、Kodak、 Xerox 50M 100M 250M 1,000M + 500M

  27. W-wide IPOs in Taiwan’s T/O (2000 v.s. 1999) unit : USD B Source：OCIID/MOEA

  28. Remark：Year 2000 a. TOP 10 US IPO ─ APPLE、A&A、COMPAQ、DELL、GATEWAY、HP、IBM、 INTEL、 INGRAM MICRO、SOLECTRON b. TOP 5 Japan IPO ─ FUJITSU、HITACHI、 MITSUBISHI 、 NEC、 TOSHIBA c. TOP 5 European IPO ─ AASHIMA、ACTEBIS、ERICSSON、NOKIA、SIEMENS d. W-wide IPOs in Taiwan for T/O 37.6B purchased in 2000 (x66 companies)

  29. Global Share of Taiwan’s 3C’s(in 2000) Source : MIC, Taiwan

  30. How IPOs to Evaluate Partner ?

  31. Satisfaction of OEM / ODM Trade-terms Source : MIC, Taiwan 50 45 45 41 34 27 23 15 5

  32. NG Excellent Good Fine 10 5 0 Taiwan Japan Korea Government Incentive R&D Resource Infrastructure Quality Time to Market Logistic 3 Delivery Lead Time 1 Flexibility 2 Price 0 1 2 3 4 5 6 7 8 9 10 IPOs Assessments Among Supplies in Taiwan / Japan / Korea

  33. Better Points Need to Improve IPOs Views of Taiwan’s Overall Competition • People Level / 16 • Supply Chain / 16 • Transportation / 9 • Customs Clearance / 9 • Basic Infrastructures / 8 • B2B Environment / 6 • Customs Duty / 6 • Governmental Efficiency / 2 • Others / 2 • Governmental Efficiency/24 • Transportation / 15 • Customs Clearance / 14 • Basic Infrastructures / 12 • Customs Duty / 11 • B2B Environment / 8 • Supply Chain / 7 • People Level / 4 • Others / 1

  34. Est. USD 7 ~ 12B / year being increased of Global IPOs buying from Taiwan. (e.g. in 2000 is $37.6B & 2001 aiming $47.6B) Major items are : NB PC, Monitor, MPCBA, IC, LCD, DVD/CD’s Barebone, DTPC, DSC, M.P., I.A. … etc. W-wide top IT Industry companies : Compaq, IBM, HP, Dell, Intel, Toshiba, Sony, NEC, Ericsson, Nokia, Samsung, Philips… etc. are all purchasing in Taiwan, grown-up Taiwan’s international position. Conclusion (I)

  35. Conclusion (II) • Taiwan Government is supporting on the fields of IC, LCD, Wireless, Communication, IA… etc. there are coping with IPOs interesting on purchasing. • Per MIC’s forecast, major Ind. m’fg values are : - H. Ware $ 30.2B ($23.2B) - Semi. $35B ($22.4B) - FDS $5.6B ($2.7B) - Network $ 4.5B ($3.0B) - W. Comm. $ 3.1B (0.9B) - IA $ 3.3B ($1.4B) • Taiwan’s Competences : Price, Quality, Flexibility, Time to market, Speed of new development … etc towarding to HVE production would be sustained as w-wide leading capabilities. 2002 v.s. (2000)

  36. P III • IPO & Supplier’s Relationship

  37. Bridging Customer & Supplier - On top of the business prime-mover / shaker - IPO would be the supporter to supplier on the followings : 1. Schedule Arrangement 2. Accommodation Booking 3. Agenda Preparation 4. Facility Provider 5. Communication Supporter 6. Minutes Taken 7. Action Follow-up 8. Tooling Control 9. Pre-qualification 10. Technical Advisor 11. Troubles Shooting 12. Cost Analyst 13. Logistics Arrangement 14. Conflict Buffer 15. Payment Endorser 16. Multi-winners Creator e:\DATA\PRESENT2\presen for MOEA-2.PPT(01-10-17)

  38. SWOT Analysis – Strength 1. IPO as special A/C for Sales 2. Global Logistics Exp./ Operation 3. Materials Localization 4. Lasting International Competition 5. Knowledge Base Service Oriented(SCM) 6. Leading Professional Skill in w-wide (Tooling Design / Making)

  39. SWOT Analysis - Weakness 1. Less Mass Production in Taiwan 2. Speediness of Basic M’tls Dev. 3. Less advanced IT in Communication 4. Less control on sub-sub-contracting

  40. SWOT Analysis - Opportunity 1. MIC - Low Cost, High Volume 2. Emerging High end / Tech. Product Dev. (Opto-Elec., LCD’s, IC’s…) 3. Expecting “Large three links” being opened ASAP 4. Enlarged Biz / Mktg Scope – WTO’s

  41. SWOT Analysis - Threat 1. Raising up Operation Costs (O/H) 2. Forcing to Close Taiwan’s Operation 3. Personnel Mg’t in Big Challenging 4. Social Unrest Crossing Strait 5. Creating Potential Local Competition

  42. 新紀元 與 新思維 P. IV / New Era with New Concept 1.順應時代潮流 To Follow Times Trend 2.創造競爭優勢 To Create Competitive Power 3.改變運作方式 To Change Operation Principle

  43. 時代潮流 (Times Trend) • 電腦化Computerization • 改善 與 創新 Improvement & Innovation • 知識管理 Knowledge Management • 合縱 與 連橫 Mergenceor Alliance • 專業代工 相對 垂直整合 CEMS v.s. Vertical Integration • 客戶滿意 與 價值鏈 Customer Satisfaction & Value Chain

  44. 競爭優勢Competitive Power • 掌握成本Total Cost Owner-ship + + • 獲利能力 Ensure Profitability - 藉 由 thru. the way of–

  45. 競爭優勢Competitive Power 營運效率 Operation Efficiency * 技術 Leading Technology * 管理 Better Managements 與 and 策略地位 Strategic Position * 特色 Characteristic * 服務 More Services * 價值 Added Value

  46. 運作方式 Operation Principle • 歐盟 / 歐元 對 世界 / 美元 EEC / EURO v.s. W-wide / USD • 交易價格 FOB  CIF  DDU (Delivery Duty Unpaid) • 付款條件 Payment Terms L/C  D/A  O/A 60 days

  47. 運作方式 Operation Principle • 配套供應,合併出貨 Package Deal & Consolidation • 廠商庫控 Consigned Stock  Vendor Hub  VMI (Vendor Managed Inventory) • 線上交貨 STL (Ship to Line)

  48. 改變 是一條 不變 的路Changing is a way of Un-change用 心 看近 用 腦 想遠Near: by Heart Far: from Brain 因此 so that

  49. 敬 請 指 教再 會

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