产业运筹管理策略规划实务探讨（PPT 32页）

《产业运筹管理策略规划实务探讨（PPT 32页）》由会员分享，可在线阅读，更多相关《产业运筹管理策略规划实务探讨（PPT 32页）（32页珍藏版）》请在装配图网上搜索。

1、按一下以編輯母片標題樣式,按一下以編輯母片文字樣式,第二層,第三層,第四層,第五層,*,来自,,中国最大的资料库下载,產業運籌管理策略規劃實務探討,遠擎管理顧問公司 總顧問,郭浩明,供應鏈管理與運籌管理的不同,Tier2,Customer,Tier 1,Customer,Delivery,Make,Source,Tier 1,Supplier,Tier 2,Supplier,Corporate,Global Logistics,Total Supply Chain,運籌管理的範圍,Demand Planning/forecasting,Order fulfillment,Procurement

2、,Plant and warehouse location selection,Manufacturing,Inventory management,Traffic and transportation management,Return goods management,Performance management system,運作模式的變更,MFG,ASSY,Channel,Vendors,Customers,MFG,W/H,Channel,Vendors,Customers,宏碁集團第一次再造之時代背景,-1992,成品運輸時間太長,CPU,HDD,SIMM,降價速度太快,設計變更太多

3、,庫存及呆滯料壓力,降價及利潤壓力,宏碁如何推動全球運籌策略,?,-,第一次再造宏碁,-,流程再造,組織再造,理念再造,全球品牌,地方結緣,網狀主從架構,速食式全球供應,1998/04/30,6,宏碁集團第一次再造之基本理念,區域產銷模式,(,199,2-,199,5,),1998/04/30,7,宏碁如何推動流程再造,?,Fast Food Business Model(1),設計篇,DFA/DFD(,模組化,易組,易拆,易維修,),生產線,:30,人,/,班,-18,人,/,每班,產能,:250,台,/,班,-500,台,/,班,CPU Chip Up,技術,(,易昇級,),減重計劃,(,

4、空運,:,材積重,-,實際重,),HSF,包裝,(,海運,:8,台每棧,-32,台每棧,),1998/04/30,8,宏碁如何推動流程再造,?,Fast Food Business Model(2),擴廠篇,Uniload,全球佈點策略,成吉思汗特攻隊,26,個國家,vs.35,個據點,Global Sourcing,Local Purchasing,空運,海運的應用要點,Drop Shipment,的應用,1998/04/30,9,Uniload,材料供應策略,空運,:,體積小的,市場變化大,Main Board,Cards,.,海運,:,體積大,市場變化小,Housing,Monitor,

5、.,Local Purchasing:,貴重,且市價變化大,HDD,CPU,Memory,CD-ROM,.,Local Supply:,地區性之材料,Manual,Carton,Label,.,1998/04/30,10,宏碁的全球擴廠理念,著重於,市場之開拓,而不是人工成本之考量,.,接近客戶,在客戶需要時,才依客戶之需求製造商品,並將商品依約定之時間送達客戶指定之地點,就地取才,材,財,宏碁集團銷售成長趨勢圖,0,1000,2000,3000,4000,5000,6000,7000,Y89,Y90,Y91,Y92,Y93,Y94,Y95,Y96,Y97,US$M,再造宏碁之成效,1998/

6、04/30,12,宏碁流程再造之成效,宏碁集團之營業額,1993,達,US$1.8B G/R 50%,1994,達,US$3.2B G/R 80%,1995,達,US$5.8B G/R 70%,庫存水準,:,1995 vs.1993,降低約,45%,客戶滿意度大幅提高,Time to market,速度加快,企業流程改造成功的關鍵,有強勢的領袖領導,有足夠授權及能力的改革小組來推動,有創新的構想加入,能打破現有格局,新流程比現在的流程更快速,有效益,必須考量人事組織變化的衝擊及因應對策,不斷溝通,宣導,與訓練,再造宏碁後之瓶頸,瓶頸,1998/04/30,15,Dell,運作模式興起,-,IT

7、,的有效應用,Global SCM changes and Trend,Material,Preparation,Production,Warehousing,Shipment,Order,Received,point,Advantages:,-,Quick delivery,-,Smooth production,Build to Stock,Disadvantages:,-,High inventory,-,High Rework probability,-,Wrong product mix,Material,Preparation,Production,Shipment,Order,R

8、eceived,point,Advantages:,-,Product flexibility,-Lower inventory,-Quick delivery,Build to Order,Global SCM changes and Trend,Disadvantages:,-,Longer lead time,-,High Requirement for,Eng and Quality,Material,Preparation,Assembly,Shipment,Order,Received,point,Advantages:,-,Mass customization,-Quick de

9、livery,-Lower inventory,Build to Configuration,Global SCM changes and Trend,Disadvantages:,-,Highly system integration,required,-,Material Planning method,Change,Business Model,與料號之關係,Cycle Time,Product Models,BTC,Configuration List,Kit Bill,BTO,SKU,BTS,BOM,Configuration Management,(Components),BOM

10、Management,(Product Group,Product,F/G),Business Model,與工程變更之關係,Cycle Time,Product Models,BTC,Configuration List,Kit Bill,BTO,SKU,BTS,BOM,Where-use can not be defined in approval stage,Where-use must be defined in approval stage,BTC System Architecture,BTC System Major Functions,Real Time Web Orderin

11、g,On line product pricing,Real time BOM generation,Assembly to customer order,On line order tracking,Modularize Testing system,Global Logistics Arrangement,Worldwide MFG/Assembly location consolidation.,Regional Logistics operation focus,Manufacturing-outbound logistics by air,Other RBU territory-Re

12、gional distribution,VMI,Long term partnership with key forwarders,Order Tracking and forwarder management system,Location Selection Criteria,Manufacturing sites,Technology infrastructure,Vendor Capability,Logistics networking,Labor cost,Assembly sites,Close to market,Distribution network,Labor cost,

13、Input Duty,Logistics Partner selection,Proved performance result,worldwide coverage,Operation scope,IT capability,Cooperation attitude,VMI Arrangement,Vendor Hub for Customer,We build inventory for Customer,Vendor Hub for Assembly sites,Vender build inventory for assembly,3rd party selection criteri

14、a,Warehouse management experience,IT capability,Inventory visibility through Web,Transportation IT Network,ERP,Picking&,Packing,System,Export,Control,System,Forwarder,Carrier,OTS,Traffic,EIS,Customer,Vendor,S/O,Picking,Packing,Order inquiry,Shipping info,.,S/O,Invoice Data,Ship Advice,Shipping,Docum

15、ent,P/O,Forwarder,Carrier,Transportation,info.,Shipping,Document,IT Utility in the Global Logistics,ERP,SCM/APS,B2Bi,Transportation management,EIP/Portal,BI/EIS,Role of APS,APS,use the information from the existing transaction system(ERP)to provide intelligent decision support capability in,Planning

16、,and,Scheduling,Purchasing,Order Entry,Mfg.Management,System,Logistics,Transaction,System,(Legacy,ERP),Purchasing,Sales,Logistics,Manufacturing,Shipping,APS,Decision Making Support,Data,Demand,Capacity,Materials,Output,Production Plan,Shipping Plan,Promise Plan,Final Plan,Current Situation,APS,Resources,Available,Production,Capacity,Distribution/,Warehouse Routing,Inventory,Levels,Customer,Due Dates,Raw Materials,Procurement/Supplier Lead Times,Optimal Plan,Demand Forecast/Customer Orders,Concur