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A Strategic Framework for Supply Chain Design, Planning, and Operation

A Strategic Framework for Supply Chain Design, Planning, and Operation. 指導教授 : 盧淵源博士 第一組 組長 黃德強 蔡國彬 謝聰明 郭宗鑫 廖燿堂 劉文欽 盧世欽. Outline.

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A Strategic Framework for Supply Chain Design, Planning, and Operation

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  1. A Strategic Framework for Supply Chain Design, Planning, and Operation 指導教授: 盧淵源博士 第一組 組長 黃德強 蔡國彬 謝聰明 郭宗鑫 廖燿堂 劉文欽 盧世欽

  2. Outline •What is supply chain management?–Understanding the Supply Chain •A supply chain strategy framework–Achieving Strategic Fit and Scope •Supply Chain Drivers and Obstacles–Trade-off Efficiency and Responsiveness

  3. Traditional View: Logistics in the Economy (1990, 1996) • •Freight Transportation$352, $455 Billion • •Inventory Expense$221, $311 Billion • •Administrative Expense$27, $31 Billion • •Logistics related activity 11%, 10.5% of GNP. • Source: Cass Logistics

  4. Traditional View: Logistics in the Manufacturing Firm

  5. Supply Chain Management: The Magnitude in the Traditional View •Estimated that the grocery industry could save $30 billion (10% of operating cost) by using effective logistics and supply chain strategies –A typical box of cereal spends 104 days from factory to sale –A typical car spends 15 days from factory to dealership •Laura Ashley turns its inventory 10 times a year, five times faster than 3 years ago

  6. Supply Chain Management: The True Magnitude •Compaq estimates it lost $0.5 billion to $1 billion in sales in 1995 because laptops were not available when and where needed •When the 1 gig processor was introduced by AMD, the price of the 800 meg processor dropped by 30% •P&G estimates it saved retail customers $65 million by collaboration resulting in a better match of supply and demand

  7. 物流成本在平均值及最佳表現之間的差異 物流成本佔營業額的比例 Source：William C. Copacino，“Logistics Management”，April, 1997。 www.ctwL.com.tw

  8. Overview of Supply Chain Management Factors require companies to use supply chain management as part of their competitive strategy. -Globalization -Increased competition -Information technology -Shorter product life cycles

  9. 發展歷程 由戰場至商場 軍事後勤 軍事人員、物資之運輸補給、儲存與維修 ∼1955 興起於二次大戰期間 戰後轉移民間企業 企業後勤 著重儲、運、配銷等作業功能 1963美國物流管理協會NCPDM 成立 National Council of PhysicalDistribution Management 1970’s 系統功能整合 ILS：Integrated Logistics Support 1980企業講求競爭時代來臨 講求競爭優勢與策略 1990 ∼ 利用運籌管理提昇競爭力 Supply Chain Management 供應鏈管理 Global Logistics 全球運籌

  10. What is a supply chain?

  11. Flows in a Supply Chain

  12. Information Sharing in the Supply Chain • Traditionally, information has been shared only between adjacent supply chain pairs, and that information has been very limited. • This limited approach to information sharing leads to “bullwhip effect”. • 長鞭效应主要描述市场的细微变化会引起供应链环节厂商产量的急剧变化，供应链环节离终端顾客越远，这种放大效应越明显。通常客户端10％的市场需求变化会导致元器件供应商订单量200％的变化。解决長鞭效应主要有三个途径：供应链环节之间的秩序要非常清楚；供应链环节之间要加强合作；供应链环节之间信息相对透明。“chains use a hub and spoke approach to sharing information.”

  13. Process View of A Supply Chain 1.Cycle View -Divide into (order) four cycles -Order Cycle (in general) order transmission order processing order preparation order shipping

  14. Cycle View of Supply Chains

  15. Supply Chain Cycle

  16. 2. Push/Pull View Sharman (1984) introduced the term order penetration point in alogistics context. He defines the OPP as the point where product specificationstypically get frozen, and as the last point at which inventory is held. He argues ... •Divide by OP (Order Penetration) point [Sharman] OP Points •Push Process (Speculation) –Before OP point –Process in anticipation of customer orders •Pull Process (Postponement) –After OP point –Process in response of customer orders •Push/Pull View is good for strategic planning

  17. OPP and Product Delivery Strategies

  18. The Importance of Supply Chain • •Dell’s Success • •Quaker Oats’Lesson • –$1.7B bought Snapple in 1994.12. • –Two distinct supply chains • –Can’t create synergy and SC value • –Sold to Triarc about $300M 1997.~4.

  19. Examples of Supply Chains • •Micro Electronics: Direct Sales Manufacturing • •7-Eleven: Convenience Store • •W.W. Grainger / McMaster-Carr: MRO • •Toyota: Global Auto Manufacturer • •Amazon / Borders / Barnes and Noble Micro Electronics Corporation or MEC is an electronic-components manufacturer and distributor serving various industries. products mainly include: LCD; LED; transistors; and other micro-electronic related components. WW Grainger and McMaster-Carr selling maintenance, repair, and operations (MRO)supplies to other companies over the Internet.

  20. What is Supply Chain Management? • Managing supply chain flows and assets, to maximize supply chain surplus (profitability). • •What issupply chain surplus?

  21. 獲利,提高供應鏈之價值 企業經營強調獲利，然而─ “除非最終使用者付錢，否則到後來供應鏈裡的每一家公司沒有人真正賺到錢” - Eliyahu M , Goldratt 限制理論( TOC ) 之創始者 只有當這整個供應鏈有能力提供客戶 更好的產品和服務，以及更高的價值，供應鏈裡的每一家公司才有利。 強調：整個供應鏈之競爭能力， 而非侷限於個別企業之競爭能力。

  22. 提昇競爭力：降低後勤成本 1. 建立「總成本」(Total Cost)觀念 􀁹 美國企業物流成本佔銷售額20%左右 􀁹 有效管理可連續節省五年至十年 2. 避免分別決策的損失(Avoid Suboptimum) 3. 尋求最佳取捨(Best Trade-off) 􀁹 Transportation vs. Inventory Costs

  23. Supply Chain performance: Achieving Strategic Fit and Scope •Company Strategy: (mission/vision) –Define target customers to satisfy through its products and services •Supply Chain Strategy MUST support Company/Corporate Strategy

  24. Business (Competitive) Strategy • Examples: –Wal-Mart: Everyday Low Price; Product Variety –McMaster Carr: Next-day Delivery; Product Variety –Dell: Customization –Compaq: Availability –7-Eleven: Convenience (Time/Place Utility)

  25. The Value Chain: Linking Supply Chain and Business Strategy

  26. How to Achieve Strategic Fit 1.Understanding the Customer 2.Understanding the Supply Chain 3.Make Strategic Fit

  27. Understanding the Customer

  28. Levels of Implied Demand Uncertainty Impact of Customer Needs on Implied Demand Uncertainty

  29. Understanding the Supply Chain

  30. Supply Chain Cost-Responsiveness Efficient Frontier

  31. Types of Supply Chains • Responsive Supply Chains: respond quickly as new products are introduced and as demand changes. • Efficient Supply Chains: focus on operating efficiently to minimize costs.

  32. Types of Supply Chains -- Continued

  33. 策略最適化 回應性 需求碓定性

  34. Expanding Strategic Scope

  35. Supply Chain Strategies • Quick Response Programs • Vendor Managed Inventory (VMI)/供應商管理存貨. 透過資訊共享，讓供應商在製造商或零售商的企業內,自行管理存貨 • Efficient Consumer Response 企業間資訊暢流互相分享,以提高競爭力. • Postponement当增加产品品种时，库存也随之增加。 物流成本增加可能会削弱产品多样化策略的优势。为此， 而有延迟化策略。 如延遲標貼,延遲染色,….以在短時內,滿足不同的客戶需求. • Revenue Sharing:目的在提高銷售,利潤分享. • Cross Docking多式聯運的運輸優化交叉分撥重組系統(Cross-docking)成功的運輸與倉儲管理所需要的核心戰略和技術托盤設計與裝載計劃車隊路線安排、跟蹤 ...建模及實例分析等 ...

  36. Postponement • Postponement当增加产品品种时，库存也随之增加。 物流成本增加可能会削弱产品多样化策略的优势。为此，而有延迟化策略。 如延遲標貼,延遲染色,….

  37. 由物流管理產生競爭策略 • 以產生「服務差異性」為策略目標 • 現代化科技的應用 􀁹 電腦：MIS 管理資訊系統、DSS 決策支援系統 􀁹 通訊：EDI 電子文件交換 􀁹 自動化倉儲 􀁹 運輸：複合、戶到戶快遞服務 • 供給／銷售通路的改變 (QR, ECR) • 貿易條件／運輸方式的改變 Buy from Origin Sell to Destination • 策略功能：應採集中管理原則 作業功能：可委託第三者經營 • 運籌結盟：可採日本綜合商社模式

  38. Changing Distribution Patterns • 物流管理的趨勢: 從線型供應鏈演化成為價值網.(Value Webs) • Dispersed manufacturing • 在途合併組裝Merge-in-transit assembly • 訂單生產Build-to-order • 供應商/客戶/組織內成員介面間,經由網路和入口網站更緊密的配合.

  39. Changing Distribution Patterns • Trends in Logistics: 可能產生價值網型的供應鏈 • 對產品細項運輸狀況的即時訊息了解的需求. • 合作是本質 • Requires 95%+ Service Reliability • 更小更頻繁更快速的送貨需求 • Favors air and expedited ground delivery 空運和快速的陸運

  40. 企業運籌系統管理一般功能參考模式(Reference Model for a Logistics Management System)

  41. Supply Chain Drivers and Obstacles •Supply Chain Drivers –庫存 –運輸 –設施 –資訊 •影響SC執行的主要因素

  42. INVENTORY •庫存管理因素 –庫存週期 –安全庫存 –季節庫存 •Impact –More inventory: higher costs, better responsiveness

  43. TRANSPORTATION •Components of Transportation Decisions –Mode: Air, Truck, Rail, Ship, Pipeline, Internet –路徑及運輸網路的策劃. –自營或委外. •Trade-off –Speed vs. Cost –Responsive (Customize) vs. Efficiency

  44. FACILITIES •Production/Storage Facilities •Components of Facility Decisions –Location –Capacity (Efficiency vs. Flexibility) 大產能低成本高效率但轉換不容易. –Manufacturing/Warehousing Methodology •SKU Storage, Job Lot Storage •Cross docking

  45. INFORMATION •Key to connect SC stages •“粘結”SC各過程的介面 •幫助作決定 –預測,集體計劃SC,協調合作,資訊分享. •使用的科技 –EDI, Internet, ERP, SCM Software,…

  46. Components of Information Decisions •Push vs Pull –推式是以生產的主計劃在MRP系統的引導下,預估對零件規格,數量,需求日期的需求表,並通知相關的供應鏈成員. –拉式是以實際的需求,非常快速的傳遞給供應鏈上的相關成員,以便快速的回應,使得產品可以適時,適量,適地的供應給客戶.

  47. Drivers of Supply Chain Performance

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