采购管理--供应链管理现况趋势与教育(PPT 55页)(1).pptx

供應鏈管理現況趨勢與教育供應鏈管理現況趨勢與教育林正章教授台灣成功大學交通管理科學系2023.11演講大綱演講大綱 l何謂供應鏈管理何謂供應鏈管理l供應鏈管理與消費者供應鏈管理與消費者汰舊換新、多樣化、客製化便捷、新鮮、平安l供應鏈管理與企業供應鏈管理與企業行銷經濟效益、缺貨、長鞭效益l供應鏈管理與物流企業供應鏈管理與物流企業整合服務l供應鏈管理平安與環境供應鏈管理平安與環境l供應鏈管理教育供應鏈管理教育教學目標與課程傳統社會傳統社會l國富論國富論(The Wealth of Nations)蘇格蘭經濟學家、亞當史密斯的一本經濟學專著致力於滿足市場廣大的需要提倡分工論金字塔型的分工連續性的大量生產，達到規模經濟當今社會當今社會消費者消費者企業企業品質是產品條件品質是競爭力差異化大量客製化汰舊換新不斷快速推出新產品國際化產品全球性的廣告與通路最低價格最有經濟效率長期保固零件長期快速供應便捷性實體廣大的佈點 或 資訊便捷性新鮮產品保持新鮮的產銷平安產品平安監控全球環境全球環境l已開發國家生產過剩已開發國家生產過剩外銷給開發中或未開發國家。l供應鏈供應鏈核心產品與周邊活動委外之結合為獲利策略。l洲際內經貿增加洲際內經貿增加經貿協定以提昇與保護經貿活動。l資訊科技的進步資訊科技的進步增進全球性相同的消費型態。l全球金融與運輸解除管制全球金融與運輸解除管制簡易貨幣流通，提昇運輸效率降低運輸本钱。資料來源：BowersoxandCloss(1996)物物流流管管理理物流物流(logistics)是透過資訊科技，對物料由最始原料一直到配送成品至最終消費者整體過程中所牽涉的原原料、半成品、成品的流通與儲存料、半成品、成品的流通與儲存，以最有效益的計畫、執行與控制，來滿足並符合消費者的需求。LogisticsManagementisthatpartoftheSupplyChainManagementthatplans,implements,andcontrolstheefficient,effectiveforwardandreverseflowandstorageofgoods,services,andrelatedinformationbetweenthepointoforiginandthepointofconsumptioninordertomeetcustomersrequirements.-USCouncilofSupplyChainManagementProfessionals(USCouncilofLogisticsManagement,美國物流學會)供供應應鏈鏈管管理理SupplyChainManagementencompassestheplanningandmanagementofallactivitiesinvolvedinsourcingandprocurement,conversion,andallLogisticsManagementactivities.Importantly,italsoincludescoordinationandcollaborationwithchannelpartners,whichcanbesuppliers,intermediaries,third-partyserviceproviders,andcustomers.Inessence,SupplyChainManagementintegratessupplyanddemandmanagementwithinandacrosscompanies.-USCouncilofSupplyChainManagementProfessionals供應鏈管理內涵供應鏈管理內涵供應鏈與新產品快速推出供應鏈與新產品快速推出供應鏈與新產品快速推出供應鏈與新產品快速推出供應鏈與新產品快速推出供應鏈與新產品快速推出lTraditionalphasepricelStressphaseAcceptanceofshort-noticerequirementslResolvedphaseJITprincipleslPartnershipphaseLong-termperspective,exchangeoperatingandfinancialinformation,sharerisksandjointinvestmentinfacilities-ScharyandSkjott-Larsen1995供應鏈與新產品快速推出供應鏈與新產品快速推出lClusterproductionSetupproductionunitsclosetothecustomersassemblyplantAfirst-tiersuppliertoanassemblerinonecountrymustbeabletosupplytheassemblerinotherpartsoftheworldInvolvedindevelopmentofnewmodelsintheearlieststageExpectedtobeatechnologyleader,developingnewtechnologiesindependently-ScharyandSkjott-Larsen1995供應鏈與客製化供應鏈與客製化FedExCaseStudyCustomer InternetFedExNetOrder ManagementSystemCall CenterSupplierComponent ASupplierComponent BComponent CFedEx EDC/AllianceManufacturing FacilityBuild or configure OrdersExpress Delivery of Finished ProductWebOrdersPhoneOrdersOrderConfirmationAdvanced Shipping NoticeBuild/Configure-to-Order製程製程延遲延遲策略策略l冒險策略冒險策略(Speculation,anticipatory-based)由預測來決定生產種類和數量，與延滯策略相反。由生產的規模經濟，減少行銷、存貨出清，以及生產的不確定性，降低本钱。l延遲延遲策略策略(Postponement,response-based)目的：Masscustomization,deliverrapidlyandreducecost產品製程的延遲產品製程的延遲(manufacturing)l不必要製程成品，保持原料型態，維持改變彈性與防止成品過時。亦稱為拉式生產。產品物流的延遲產品物流的延遲(logistics)l不必要在下游，倉儲於上游供應鍊結構，防止成品需求變動再移轉本钱。製程製程延遲延遲策略策略lIncludesproductredesignandprocessredesignlProductredesignStandardizeacrossallmarketslProcessredesignIncludesre-sequencingthesub-processesDye,cutandsew,vscut,sewanddye製程製程延遲延遲策略策略lThreedesignprinciplesDesignsoitconsistsofindependent modulesthatcanbeassembledintodifferentformsoftheproducteasilyandinexpensivelyManufacturingprocessesconsistofcanbemovedorrearrangedeasilyfordifferentdistribution-networkdesignSupplynetworkshouldlsupplythebasicproducttothefacilitiesinacosteffectivelbeflexibleandresponsivetotakeanddelivercustomersordersHP個案個案lLaserJetprinterForEuropeandNorthAmericamarketsDifferentiateproductwithbuilt-indedicatedpowersupplyof110and220voltsassoonasproductionbeganinJapanStandardizepowersupplyforentireproductfamilyHighermaterialcost,butlowertotalcostsofmanufacturing,stockinganddeliveryby5%HP個案個案lDeskJetprinterBuiltinSingaporeanddistributedinStuttgart,GermanyforEuropemarketCountry-specificexternalpowersupplythatplugsinwhensettinguptheprinterDifferentiationwasperformedinStuttgartHighermanufacturingforfactoriestocustomizetheprinters,butlowertotalcostsofmanufacturing,shippingandinventorydroppedby5%供應鏈與便捷性供應鏈與便捷性l電子商務與宅配大榮個案供應鏈與新鮮供應鏈與新鮮l台灣地區冷凍冷藏產業每年約有300億元的冷凍冷藏產業規模l低溫物流保持新鮮食品及冷凍食品品質從生產到消費過程均處於低溫狀態l低溫控制技術加工製造，低溫監控下儲存，運輸配送和銷售仰賴符合放置低溫食品低溫標準冷凍冷藏設備運送過程保持適當溫度，確保食品平安及品質供應鏈與新鮮供應鏈與新鮮供應鏈與新鮮供應鏈與新鮮食品分類食品分類保存溫度保存溫度相關產品相關產品簡分簡分鮮食品鮮食品18oC三明治、便當、飯糰、涼麵鮮食冷藏食品冷藏食品0+7oC生鮮蔬菜、果汁、乳飲料。日常食品(豆腐)、加工肉品(香腸)、鮮花等冷藏冰溫食品冰溫食品-2+2oC畜肉品(牛豬羊肉)、禽肉品(雞鴨肉)、水產品(魚貝)、刨冰等冷凍食品冷凍食品 冰品冰品-18oC以下冷凍疏果、冷凍肉類、冷凍調理食品(水餃、包子)、冰淇淋等冷凍超低溫食品超低溫食品-30oC以下生魚片供應鏈與新鮮供應鏈與新鮮類型類型商品類別商品類別溫度溫度應用案例應用案例儲存物品儲存物品冷藏型冷藏型物流中心物流中心冷藏品0+7oC綜合食品業低溫流通業肉食品加工牛乳、果汁、日常食品(豆腐、乳製品)、加工肉品(香腸、火腿)、保存生鮮蔬果、沙拉、甜點等冷凍型冷凍型物流中心物流中心冷凍品及冰品-18oC以下綜合食品業低溫流通業肉食品加工冰品、冷凍調理食品(水餃、包子、比薩、調理飯(麵)、熱狗、關東煮等鮮食型鮮食型物流中心物流中心鮮食品恆溫18oC綜合食品業CVS便利店便當、涼麵、飯團等供應鏈與平安供應鏈與平安lPfizer Inc.MakerofprescriptiondrugsasLipitorandZoloftlStrategiesItshipseverypackage,caseandpalletofitsViagrawithRFIDtagstocounterfeititsproductSinceJan2006.Procurementpurchasesrawmaterials,drugsubstances,andthehiringoffreighttransportation.Distribution/logisticscoordinatesthemovementofproductsbetweenglobalsitesSupplychainplanningworkscloselywiththesales/marketingLong-rangeplanningusesmathematicaloptimizationtechnologytocreatethebestO-DroutesOrderentrysystemsinterfacewithafulfillmentmanagementsystemtomonitorflowandinventorywith50globalmanufacturingsites/DCswithareplenishmentmodel供應鏈與行銷供應鏈與行銷lKorean HyundaiStatusHyundaistartedofferinga10-yearwarrantyonitscarsinUSlGoalDistributionnetworksetuptogetthepartsdeliveredquicklytokeepcustomersandasefficientlytokeepthedealershappy.lStrategiesThededicatedcarrierarepricedonaper-shipmentdeliveredcostandovernight deliveriestodealerships.InformationvisibilitylImportsfromKoreausinga3PLtotrackallinboundshipmentslMilestoneischeckedandupdated,shipmentstotheports,vesselsailandarrivaldates,intoandreleasebycustoms,originanddestinationrailhead,deliverytoDCandputaway.lHyundaihasbeenabletoreduceinventorybytwoweeks供應鏈與缺貨供應鏈與缺貨Procter and GamblelStatusOut-of-stockratearound10%.lGoalAddressingproductavailability,shelfquality,andon-timedelivery.toreduceinventoryby50%,trimout-of-stocksby50%andachieve20%savingsinlogisticscosts.lStrategiesConsumer-driven supply networkofsuppliers,manufacturersandretailersthatfacilitatesreal-timeinformation.Replenishingproductsassoonastheyrepurchasedreceivedbypoint-of-saledataCollaboratescloselywithretailpartnersonin-storepromotionsandevents.l20%ofproductcategories(withmorethan10%out-of-stocks)weredroppedtobelow5%ofproducts.lSaves$25million/yearbyeliminatingunnecessarytranscriptionworkandout-of-stocks供應鏈與長鞭效應供應鏈與長鞭效應l長鞭效應(bullwhiporwhiplash)產品需求預測，來自於零售商對顧客需求的預測，進而向製造商下訂單，而製造商向供應商下訂單也是依照零售商的預測。如果最底層的顧客需求發生變動，則層層牽動，影響會愈來愈加大供供應應鏈鏈與與長長鞭鞭效效應應CausesRemedial strategiesForecastdemandupdating依預測採購1.Accesstomarketdemandinformation(useofpointofsale(POS)data)2.Informationsharingacrosssupplychainlinks(useofEDI)3.Vendormanagedinventory(VMI)4.LeadtimereductionandJITsupplyOrderbatching經濟規模訂貨與運輸1.Reductionofprocessingcosts(ComputerAssistedOrdering(CAO)2.Newwaysofachievingeconomiesofscaleintransportation/distribution(3rd-party)供供應應鏈鏈與與長長鞭鞭效效應應Pricefluctuation促銷折扣1.Reducefrequencyandmagnitudeofspecialtradedealsandconsumerpromotions(EverydayLowPrice-EDLP)2.ContinuousReplenishmentPrograms(CRP)Rationingandshortagegaming訂貨按銷售比例分配1.Betterproductallocationpoliciesinshortsupplyperiods(allocationbasedonpastsales)2.PenaltiesonordercancellationsVendor Managed InventorylVendor Managed Inventory(VMI)CoordinatedmanagementoffinishedgoodsinventoriesGoodsinventoriesoutboundfrommanufacturer,distributororresellertoaretailerorothermerchandiserReplenishingfinishedgoodsonareorderpointbasis,Productsongrocerystoreshelves:Frito-Lay&othersnackfood,candyorbeveragevendorslVMI vendors missionGeneratepurchaseordersonas-neededbasisReplenishingsuppliesbasedonanestablishedinventoryplanEnsuringhighin-stockperformancewithminimalinventoryVendor Managed InventoryVMI-Case StudylVendorImporter&marketerofhygieneproductslCustomerCapitanoftheretailchains:ThewholesalerlMain operational problems in the chainVendorlLongleadtimeinsourcingfrominternationalproducerslHighvariabilityofordervolumeWholesalerlHighstockslPeriodicallypoorserviceforthevendorsproductsVMI-Case StudylReasons and resultsPartlyresultfromdemanddistortionSupplychainisnotsynchronizedtoconsumerdemandWholesalerfeelsbufferneedstokeepservicelevellBenefits of implementing VMIClosercooperation&increaseddeliveryfrequencyReducedstockcoveratthewholesalerTotalstockcoverdownfrom10to6daysServicelevelremainstable全球運籌全球運籌風險管理風險管理lSourceEnvironment、Supply、Demand、Process、Controll經營策略Source:Juttner,Uta(2005),Supplychainriskmanagement,I.J.ofLogisticsManagement,16(1):120-141.全球運籌全球運籌風險管理風險管理 實際運作實際運作Source:Juttner,Uta(2005),Supplychainriskmanagement,I.J.ofLogisticsManagement,16(1):120-141.全球運籌全球運籌風險管理風險管理 規劃規劃Source:Juttner,Uta(2005),Supplychainriskmanagement,I.J.ofLogisticsManagement,16(1):120-141.Global Logistics SecuritylEachtradetransactioncaninvolveupto25differentparties.lAtypicalcross-bordertransactionmightinvolvefiling35documents,communicatingwith25partiesandcomplyingwithmorethan600lawsand500tradeagreements(Cassidy,2003).Security InitiativesSource:SheuandLee(2006),Avoluntarylogisticssecurityprogram,SupplyChainManagement,11(4):363-374.Memorandum of UnderstandingCustomsSecurity ProfileWithin 60 daysReviews&makes certification decisionsWithin 60 daysOnce certified,company becomes a C-TPAT Participant.For C-TPAT validation30day notice is givenNecessary document must be submittedWithin 30 daysPartnership Validation TeamCustomsCustomsCustomsCertificationCertificationValidationValidationWithin 3 years of certificationWithin 3 years of certification10days14The ImpactslTheC-TPATcertificationresemblestheISO9000certificationprogram.lBothprogramsareagenericsecurityorqualityassurancesysteminsteadofasecurityorqualityperformancestandard.lC-TPATrequiresthattheUScompaniesdevelopamoredetailedunderstandingofforeignsupplierstomonitortheirshipments.lThepracticeofsourcingfromforeignsuppliers,whileeconomicallysound,nowchallengescompaniestocollaboratewithsupplierstoimprovesecurity.供應鏈管理與環境供應鏈管理與環境Sheu,J.B.,Chou,Y.H.andHu,C.C.(2005)台灣筆記型電腦供應鏈管理與環境供應鏈管理與環境汽車產業伍中流，民國91年l目前處理廠家數已足夠l廢車拆解後，經由破碎廠處理再進入煉鋼廠，有助於降低整體營運本钱供應鏈與環境供應鏈與環境由消費者、產業到都市、社會第第三三方方專專業業物物流流公公司司“Arelationshipbetweenashipperandthirdpartywhich,hasmorecustomizedofferings,encompassesabroadernumberofservicefunctionsandischaracterizedbyalonger-term,moremutuallybeneficialrelationship.-AfrickandCalkins,1994-P.MurphyandR.Point,2000專業物流業服務內容專業物流業服務內容專業物流業發展趨勢專業物流業發展趨勢standardizationhomogenizationtailoringadaptationmulti-domesticGlobal StrategyGlobal/Glolocal併購或聯盟投資聯盟、合作、建立全球網路強調規模經濟強調產品客製化Logistics Responsibilities(2023)Activity%oftime%managedgloballyForecasting7.353.5Procurement1061.4Manufacturinglogistics7.841.9Customerservice8.837.2Transportation20.154.7Warehousing13.732.6Global8.867.6Inventorymanagement9.847.6Generalmanagement13.749.4LaLondeandGinter(2023),CareerpatternsinlogisticsFactors will influence SC developmentWeighted1st,2ndand3rdchoiceswith3,2,and1pointsLaLondeandGinter(2023),CareerpatternsinlogisticsFactorsWeightedaverageGlobalsupplychains1.45Energyavailabilityandcost1.29Supplychainintegration/informationleverage0.84Roleinfirmsfinancialperformance0.81Informationtechnology0.73Managingtransportationcosts0.71Curriculum for 90 day courseFactorsWeightedaverageStrategicmanagementandplanning/forecasting1.15Globallogistics1.07Financialmanagement/accounting1.02Leanlogistics0.95Supplychainmanagement0.74ITapplications/integration0.63Weighted1st,2ndand3rdchoiceswith3,2,and1pointsLaLondeandGinter(2023),CareerpatternsinlogisticsUS Logistics Program Ranking1MassachusettsInstituteofTechnology(Sloan)Cambridge,MA2MichiganStateUniversity(Broad)EastLansing,MI3ArizonaStateUniversity(Carey)Tempe,AZ4CarnegieMellonUniversity(Tepper)Pittsburgh,PA5PennsylvaniaStateUniversity-UniversityPark(Smeal)UniversityPark,PA6UniversityofPennsylvania(Wharton)Philadelphia,PA7OhioStateUniversity(Fisher)Columbus,OH8PurdueUniversity-WestLafayette(Krannert)WestLafayette,IN9StanfordUniversityStanford,CA10UniversityofTennessee-KnoxvilleKnoxville,TNLearning GoalslMichigan State UniversityTobuildtheirfunctional,entrepreneurial,analytical,learning,andpersuasivecapabilitiestomaximizetheirflexibilityandimpactinadynamicallychangingglobalcompetitiveenvironment.lArizona State UniversityTheintegrationofchains,e-businessandglobalizationpermeateeachcourse.Thisprogramtrainsmanagerswhoarestrategicthinkers,excellentanalysts,effectivecommunicators/teamleaders,computercompetent,andwhoarefocusedoncostsavings,increasingrevenue,andincreasingshareholdervalue.Learning GoalslPennsylvania State UniversityToaccommodateorganizationalandsupplychaingoalsforprofitability,assetutilization,customerservice,andsystemsflexibility.Focuson:lEvaluatingkeyenablersofsupplychainnetworkintegration,synchronization,andcollaborationtoachieveprocessinnovationandeffectiveness.lLeveraginge-basedprocessesandtechnologiesforimprovingsupplychainperformance.lEvaluatingglobalnetworkdesigns.Learning GoalslOhio State UniversityTolearnhowthetotalflowofgoods,servicesandinformationwithinandbetweenfirmscanbemanagedeffectivelyandefficiently.Toteachstudentsgeneralmanagementandtechnicalskillsinareassuchasquality,operationsplanningandcontrolsystems,andoperationsstrategy.CoursesMassachusetts Institute of TechnologyMichigan State UniversityArizona State UniversityCarnegie Mellon UniversityCaseStudiesinLogisticsandSupplyChainManagementInternationalSupplyChainManagementIntegratedSupplyChainManagementInternationalManagementinTransitionalEconomiesLogisticsSystemsCompetingThroughSupplyChainLogisticsLogisticsintheSupplyChainProductDesignandDevelopmentManagementofSupplyNetworksforProductsandServicesProcurementandSourcingStrategySupplyManagement&NegotiationsManufacturingSystemandSupplyChainDesignJITManufacturingandSCM;ManufacturingStrategy;SequencingandSchedulingSCMTechnologyandApplicationIntroductiontoOperationsManagementOperationsandSupplyChainManagementRiskModelsforProductionManagementManagementofServices:Concepts,Design,andDeliveryServicesOperationsManagementSixSigmaPracticesandPrinciplesSupplyChainPlanningSupplyChainManagementToolsDecisionModelsforSC;SCCost&DesignOptimizationModelsforLogistics;SimulationModelingforProductionSystemsOperationsManagementTheoryandStrategyStrategicSupplyChain;StrategicManagementoftheEnterprise謝謝您的聆聽演讲完毕，谢谢观看！