全球化的衝擊 … 市場涵蓋範圍廣 長鞭效應 全球佈局 局部最佳化 vs. 全域最佳化 … 自製 vs. 外包 策略聯盟的問題 … 資訊科技的發展與衝擊 …

1. 問題 • 全球化的衝擊… • 市場涵蓋範圍廣 • 長鞭效應 • 全球佈局 • 局部最佳化 vs. 全域最佳化… • 自製 vs. 外包 • 策略聯盟的問題… • 資訊科技的發展與衝擊… Introduction

2. What Is a Supply Chain? Flow of products and services from: • Raw materials manufacturers • Intermediate products manufacturers • End product manufacturers • Wholesalers and distributors and • Retailers • Connected bytransportation and storage activities • Integrated through information, planning, and integration activities • Cost and service levels Introduction

3. Factory Sequential Planning Processes (Local Optimization) Distributor Wholesaler Global Optimization Retailer Customer Introduction

4. Case Study―仁寶與惠普的TDS(Taiwan Direct Ship) • 80%產品在收到訂單後，2天內出貨；98%在3天內出貨。 • 快遞物流業之利用 • 仁寶將HP傳來之NB訂單組裝完成，直接經由FedEx送到指定的客戶手中。 • 關鍵零組件模組化 • 仁寶與供應商共同開發模組化之關鍵零組件。 Introduction

5. Environment • Shorter life cycle of product • 甜甜圈的產能與展店問題… • 蝴蝶機尚在預購中New hTC ONE (M7) 已發表…? • Heightened expectations of customers • Continuing advances in communications and transportation technologies Introduction

6. Definition of Supply Chain Management (SCM)1 • 供應鏈管理(SCM)是利用一連串有效率的方法，來整合供應商、製造商、倉庫和商店，使得商品與服務在一個適當的數量、適當的地區以及適當的時間下被製造出來，期望在一個令人滿意的服務水準下，追求供應鏈整體系統成本的最小化。 Introduction

7. Definition of Supply Chain Management2 • David F. Ross 1998 • 供應鏈管理(Supply Chain Management)是正持續演進中的一種管理哲學。SCM試圖連結企業內部及外部結盟企業夥伴之集體生產能耐與資源，使供應鏈成為一具高競爭力及使顧客豐富化的供應系統，俾其得以集中力量發展創新方法並使市場產品、服務與資訊同步化，進而創造獨一且個別化的顧客價值源頭。 Introduction

8. Definition of Supply Chain Management3 • Robert B. Handfield and Ernest L. Nichols, Jr. 1999 • The supply chain (SC) encompassesall activities associated with the flow and transformation of goodsfrom theraw materials stage (extraction), through to the end user, as well as the associated information flows. Material and information flow both up and down the supply chain. • Supply chain management (SCM) is the integration of these activities through improved supply chain relationships, to achieve a sustainable competitive advantage. Introduction

9. Definition of Supply Chain Management4 • J.M. Mentzer, W. DeWitt, etc. 1999 • Supply chain (SC): a set of three or more organizations directly linked by one or more of the upstream and downstream flows of products, services, finances, and information from a source to a customer. • Supply chain orientation (SCO): the recognition by an organization of the systemic, strategic implications of the tactical activities involved in managing the various flows in a supply chain. • Supply chain management (SCM): the systemic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole. Introduction

10. The logistics network Introduction

11. Key Observations • Every facility that impacts costs need to be considered • Suppliers’ suppliers • Customers’ customers • Efficiency and cost-effectiveness throughout the system is required • System level approach • Multiple levels of activities • Strategic – Tactical – Operational Introduction

12. Other Related Observations • Supply chain strategy linked to the Development Chain • Challenging to minimize total systemwidecosts and maximize systemwideservice levels • Inherent presence of uncertainty and risk Introduction

13. 問題討論 • 國＊汽車的JIT vs. 三＊工業的廠區路邊停放零組件貨櫃… Introduction

14. The Development Chain1 • Set of activities and processes associated with new product introduction. Includes: • product design phase • associated capabilities and knowledge • sourcing decisions • production plans Introduction

15. The Development Chain2 • Decisions of development chain • Make/buy decisions • Supplier selection • Early supplier involvement • Strategic partnerships Introduction

16. The Development Chain3 Introduction

17. Sequential Optimization Procurement Planning Manufacturing Planning Distribution Planning Demand Planning Global Optimization Supply Contracts/Collaboration/Information Systems and DSS Procurement Planning Manufacturing Planning Distribution Planning Demand Planning Sequential Optimization vs. Global Optimization Source: Duncan McFarlane

18. Why is Global Optimization Hard? • Geographically dispersed complex network • Conflicting objectives of different facilities • Dynamic system • Variations over time Introduction

19. Supply Chain: The Complexity (case study) • National Semiconductors: • Production: • Produces chips in four different locations: three in the US, one in Britain • Chips are shipped to seven assembly locations in Southeast Asia. • Distribution • The final product is shipped to hundreds of facilities all over the world • 20,000 different routes • 12 different airlines are involved • 95% of the products are delivered within 45 days • 5% are delivered within 90 days. Introduction

20. Conflicting Objectives in the Supply Chain1 1. Suppliers want manufacturers to commit • Stable volume requirements • Flexible delivery time • Little variation in mix • Large quantities 2. Manufacturers • Long run production • High quality • High productivity • Low production cost Introduction

21. Conflicting Objectives in the Supply Chain2 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 Introduction

22. Tools and Approaches for Global Optimization • Everything for optimization, plus… • Strategic Alliances/Supplier Partnerships • Supply Contracts/Incentive Schemes Introduction

23. 案例 • 台灣宅配通 Introduction

24. Uncertainty and Risk Factors1Matching Supply and Demand a Major Challenge Introduction

25. Uncertainty and Risk Factors2Fluctuations of Inventory and Backorders throughout the Supply Chain Introduction

26. Manufacturer Forecast of Sales Retailer Warehouse to Shop Actual Consumer Demand Retailer Orders Production Plan Supply Chain Variability Volumes Time Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998 Introduction

27. Consumer Demand Production Plan What Management Gets... Volumes Time Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998 Introduction

28. Production Plan Consumer Demand What Management Wants… Volumes Time Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998 Introduction

29. 問題討論 • 消費券對供應鏈的影響… • 購買新車補助三萬元―施行前門可羅雀… Introduction

30. Uncertainty and Risk Factors3 • Forecasting is not a solution― Rules of Forecasting • Forecasting is always wrong • The longer the forecast horizon the worse the forecast • End item forecasts are even more wrong Introduction

31. Uncertainty and Risk Factors4 • Demand is not the only source of uncertainty • Lead times • Yields • Transportation times • Natural Disasters • Component Availability Introduction

32. Uncertainty and Risk Factors5 • Recent trends make things more uncertain ― cost down vs. higher risk • Lean manufacturing • Outsourcing • Off-shoring Introduction

33. 問題討論 • 泰國水患對電腦產業的衝擊―四分之一硬碟產量… • 伊朗與以色列情勢緊張原油價格全球產業的衝擊 • 全球氣候異常原物料全球產業的衝擊 • ipad上市對小筆電市場的衝擊… • 蝴蝶機缺貨… Introduction

34. Dealing with Uncertainty • Pull Systems • Risk Pooling • Centralization • Postponement • Strategic Alliances • Collaborative Forecasting Introduction

35. Supply Chain:the Magnitude1 • 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 Introduction

36. Supply Chain:the Magnitude2 • It is estimated that the grocery industry could save $30 billion (10% of operating cost) by using effective logistics strategies. • A typical box of cereal spends more than three months getting from factory to supermarket. • A typical new car spends 15 daystraveling from the factory to the dealership, although actual travel time is 5 days. Introduction

37. 案例 • 蝴蝶機缺貨，2013年營收較2012年12月衰退近28%… • PS3延遲上市期間，XBOX360將售出1000萬台… Introduction

38. Key Issues in SCM • Issues span • Strategic level • Tactical • Operational Introduction

39. Key Issues in SCM ― Strategic Level • Deals with decisions that have a long-lasting effect on the firm. • This includes decisions regarding the number, location, and capacity of warehouses and manufacturing plants and the flow of material through the logistics network. Introduction

40. Key Issues in SCM ― Tactical Level • Includes decisions that are typically updated anywhere between once every quarter and once every year. • These include purchasing and production decisions, inventory policies, and transportation strategies, including the frequency with which customers are visited. Introduction

41. 範例 • 鴻海裁員裁過頭，回補萬名員工… Introduction

42. Key Issues in SCM ― Operational Level • The operational level refers to day-to-day decisions such as scheduling, lead time quotations, routing, and truck loading. Introduction

43. 供應鏈管理的關鍵議題1 外包與境外委外策略 產品設計 資訊技術以及決策支援系統 顧客價值 聰明訂價 配銷網路架構 存貨控制 生產來源 供應契約 配銷策略 供應鏈整合及策略夥伴關係 Introduction

44. 供應鏈管理的關鍵議題2 配銷網路架構 管理階層該如何選擇倉庫的位置和容量，決定在每一個工廠之每一樣產品的生產水準，並且設定設備之間的流量，才能最小化總生產成本、存貨成本、運輸成本並滿足服務水準的要求？ 存貨控制 有什麼方法可以降低存貨？用於預測顧客需求的工具的影響為何？零售商應該訂購多於、少於或是等於預測的量？存貨週轉率該如何被利用？ Introduction

45. 供應鏈管理的關鍵議題3 生產來源 如何在降低生產成本與降低運輸成本中取得平衡？ 供應契約 供應契約要如何取代傳統的供應鏈策略？數量折扣和營收共享契約對供應鏈績效有何影響？ 配銷策略 組織集中化或分散化，其配銷系統的程度為何？每一個策略對存貨水準與運輸成本的影響為何？對服務水準的影響為何？ Introduction

46. 供應鏈管理的關鍵議題4 • 供應鏈整合及策略夥伴關係 組織與外部夥伴該整合的程度為何呢？何種夥伴關係型態該在何種情況被採用呢？ • 外包與境外委外策略 外包的風險為何？該如何最小化這些風險？應如何保證產品準時供應？境外委外對存貨水準與資本成本的影響為何？ • 產品設計 何時值得重新設計產品以降低成本或前置時間？供應鏈該做什麼改變以利於新產品設計？ Introduction

47. 供應鏈管理的關鍵議題5 • 資訊技術以及決策支援系統 並非關心資料是否可以收到，而是哪些資料該傳送？若技術和系統皆可取得，是否可當成獲得競爭優勢的主要工具？ • 顧客價值 顧客價值如何衡量？資訊技術如何提升顧客於供應鏈中的價值？顧客價值的新趨勢如何影響供應鏈管理？ • 聰明訂價 企業如何整合訂價與存貨來影響市場需求與改善盈虧底限？聰明的訂價策略能改善供應鏈績效嗎？ Introduction

48. 案例討論 • Starbucks推出低價即溶咖啡…(產品設計、顧客價值) • 全球一百七十億美元商機… • 汽車組裝產業委外—輪胎、燈具…(生產來源) • 昂貴的水晶瓶採轉運策略…(配銷策略) • 電影院的爆米花比較貴…(聰明訂價―差異訂價) • 我要中度烘培的葉門摩卡…(顧客價值) • 高鐵早鳥票…(聰明訂價―動態訂價) Introduction

49. 主要供應鏈管理的議題 Introduction