SCM: 供應 鏈 子管理
2005. 11. 22.
Heung-Suk Hwang ( 黃 興 錫 )
Department of Business and Administration,
Kainan University, Taiwan
1

•
Global Supply Chain / Complex Distribution
Networks
•
High Volume - Low Margins
• Competitive Environment / Promotions
•
High Customer Service / Make to Stock
• Demand exceeds Supply / Product Mix
Optimization
• Seasonal Demands / Inventory Build Ups
•
Value Added Service for Customers (Retailers)
2

5 Steps of e-Business Progress Model
Contents Managing policy
Step 1 Internet Application, only for com. PR
Step 2
Step 3
Step 4
Step 5
Start to develop new product and services according to internet level
Implementing the internet technology into industry works
Using internet suppliers, co-relate customers and business partners
Customer’s information delivered in real time
Homepage Dev.
e-mail, Marketing
Co-invest with venture co.
Development of
Intra-net
Cooperation, networking
Data marketing 3

Change patterns of e-Business: Sales and circulation
Conventional Business e- Business
▶ For the customers, needs several
▶ Direct sales between producers steps between suppliers and customers and customers
▶ The cost of several steps distributed
▶ Cost down portion by on-line trade to the customers is returned to customers
▶ Generally the sales model is based on
▶ Producers transfer the sales cost sales commission into marketing cost
供
給
者
製
造
業
分
配
小
買
業
消
備
者
製造業者 消費者
4

Evolution to Logistics/SCM
2000 ’ s e-Logistics Integrate by Value Chain Management
1990 ’ s SCM Supply Chain Management
Between
Company
1980 ’ s ERP Enterprise Resource Planning Within
Company
1970 ’ s MRPII
Manufacturing Resource Planning
1960 ’ s MRP Materials Requirement Planning
5

Order Inv. Checking
Production
Schedule Check
Distribution Customer service Suppliers Check
• By predetermined business rule, the logistics process system is completed within a few seconds
• Tracing and controls/confirms by order unit
• Shorter leadtime, fewer errors, inventory reduction
• Some obstacles, but inevitable move
6

INFORMATION FLOW
Supplier
Transfer Transfer
Manufacturing Distribution
CASH FLOW
Transfer
Retail Outlet
Transfer
Consumer
Supply Chain Optimization
Increase Customer Responsiveness at Least Cost
7

•
Integration of key business processes from end user through original suppliers that provides products, services, and information that add value for customers and other stakeholders global optimum
The Global Supply Chain Forum(GSCF)
8

•
Part of the supply chain process that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related information from the point-of-origin to the point-ofconsumption in order to meet customers’ requirements local optimum
(Council of Logistics Management )
9

•
Maximize responsiveness to customer
–
Flexibility
– On time delivery
•
Minimize total supply chain costs
– Procurement
–
Manufacturing
– Transportation
–
Administrative
•
Optimize asset utilization
–
Raw material, WIP and finished goods
10

Costs
Market Share Profits
Sales Volume
Time to Market
Growth Rate
Product Quality
Customer
Satisfaction
 Important drivers are customer satisfaction and profits .
11

Demand
Forecasting
6
Manufacturing Marketing
4
2 Purchasing Sales
Inventory
Management
Transportation
Product
Development
Warehousing
12

 Survey of Fortune 1000 companies
(by Lockheed Martin and Penn State’s Center for Logistics Research)
 Approximately 33% of the respondents indicated they were engaging in SCM improvements in 1995 .
 64% were making improvements in 1997 .
 45% of respondents believe they will be making
SCM improvements in the each of the next three years
 “ Leading ” companies showed a pattern of continued investment in SCM Improvements
13

Supply Chain
Business
Processes
What process should be linked with each of these key supply chain members ?
Supply Chain
Management
Components
What level of integration and management should be applied for each process link ?
Supply Chain
Network
Structure
Who are the key supply chain members with whom to link processes ?
14

Tier 3 to initial suppliers
Tier 2 suppliers
Tier 3 to
Consumers/
End-Customers
Tier 1 suppliers
Tier 2
Customers
1
Tier 1
Customers
2
1
1 2 n n
1
1
2 n
2
1 n
1
1 n
2
2
3
3 n n n
1 n
Focal Company
Members of the Focal company’s Supply Chain
15

•
Members of the supply chain
• structural Dimension of the Network
• different types of Process links across the supply chain
16

•
Primary members of a supply chain: autonomous companies or strategic business units who carry out Value-adding activities in the business processes designed to produce a specific output for a particular customer or market.
•
Supporting members: companies that Simply provide resources, knowledge, utilities, or assets for the primary members of the supply chain.
Ex) companies leasing trucks, banks, owner of warehouse space etc.
17

• horizontal structure : number of tiers across the supply chain.
Ex) the network structure for bulk cement is relatively short.
Raw materials are taken from the ground, combined with other materials, moved a short distance, and used to construct buildings
•
vertical structure : number of suppliers/customers represented within each tier . A company can have a narrow vertical structure, with few companies at each tier level, or a wide vertical structure with many suppliers and/or customers at each tier level.
• horizontal position within the supply chain: position of focal company at near the initial source of supply, or near to the ultimate customer.
18

Key
• Customer relationship management
•
Customer service management
• Demand management
•
Order fulfillment
• Manufacturing flow management
•
Procurement
• Product development and commercialization
•
Returns
19

• Successful SCM requires a change from managing individual functions to integrating activities into key supply chain processes .
•
Traditionally, both upstream and downstream portions of the supply chain have interacted as disconnected entities receiving sporadic flows of information over time
• Operating an integrated supply chain requires continuous information flows , which in turn help to create the best product flows.
20

SCM: Integrating and managing business processes across the supply chain
Tier 2
Supplier
Information Flow
Tier 1
Supplier
Purchasing
Production
Manufacturer
Logistics
Marketing & Sales
PRODUCT FLOW
R&D
Finance
Customer
Customer
End-Customer
CUSTOMER RELATIONSHIP MANAGEMENT
CUSTOMER SERVICE MANAGEMENT
DEMAND MANAGEMENT
ORDER FILFILLMENT
MANUFACTURING FLOW MANAGEMENT
PROCUREMENT
PRODUCT DEVELOPMENT AND COMMERCIALIZATION
RETURNS
21

Types of intercompany business process links
Tier 3 to initial suppliers
Tier 2 suppliers
1
Tier 1 suppliers Tier 1
Customers
Tier 2
Customers
Tier 3 to
Consumers/
End-Customers
1
2
1 2 n n
1
1
2 n
2
1 n
1
1
1 n
2
2
3
3 n n n
1 n n
1
Managed process link Not-Managed process link n
Monitor process link Not-member process link
Members of the Focal company’s Supply Chain
Focal Company Non-Members of the Focal company’s Supply Chain 22

Tier 2
Supplier
Information Flow
Tier 1
Supplier
Purchasing
Production
Manufacturer
Logistics
Marketing & Sales
PRODUCT FLOW
R&D
Finance
Customer
CUSTOMER RELATIONSHIP MANAGEMENT
Customer
End-Customer
CUSTOMER SERVICE MANAGEMENT
DEMAND MANAGEMENT
ORDER FILFILLMENT
MANUFACTURING FLOW MANAGEMENT
PROCUREMENT
PRODUCT DEVELOPMENT AND COMMERCIALIZATION
RETURNS 23

Management Components for
Successful SCM
( physical and technical components)
• planning and control of operations; moving supply chain in a desired direction
• work flow/activity structure ; how the firm performs its tasks and activities.
• organization structure ; individual firm and the supply chain, the use of crossfunctional teams
• product flow facility structure ; network structure for sourcing, manufacturing, and distributing across the supply chain.
•
Communication & information flow facility structure ; kind of information passed among channel members and the frequency of information updating
24

Management Components for
Successful SCM (cont.)
( managerial and behavioral components)
• management methods ; corporate philosophy and management techniques, a top-down organization structure with a bottom-up structure
• power and leadership structure ;
• risk and reward structure ;
• culture and attitude
25

•
Purchasing/procurement
•
Inventory management
•
Transportation
•
Order processing
•
Customer service
•
Production scheduling
•
Relations with vendors
26

• EDI programs with vendors
•
On-line purchasing from vendor catalogs
• Communicating with vendors
•
Negotiation with vendors
• Checking price quotations of vendors
•
Arranging for returned/damaged products to vendors
•
Dealing with warranty issues of vendors
27

Inventory Management Decision
Areas
•
EDI programs with vendors
• Coordination of JIT delivery programs
• Communication with customers on out-of-stocks, etc.
•
Notification of delays in order ship dates to customers
•
Communication with vendors on raw-material inventory levels
•
Communication with customers on emergency situations affecting inventory levels
• Communication with vendors on finished-goods inventory levels
• Communication with field warehouses and depots on field inventory levels
•
Communication with field depots on out-of-stock situations, emergencies, etc.
28

•
Scheduling pickups at regional distribution centers
•
Scheduling drop-offs at regional distribution centers
•
Monitoring on-time arrivals of carriers
•
Managing claims status and processing communication with carriers on overall performance
29

Order Processing Management
Decision Areas
• Communication with customers on order status
•
Communication with vendors on order efforts
• Communication with customers on out-of-stocks
•
Check credit status of customers
• Check credit status of vendors
•
Communication with customers on returned merchandise
• Providing total order-cycle performance for customers
•
Providing credit processing status to customers
• Obtaining price quotes from vendors
•
Providing price quotes to customers
30

Customer Service Management
Decision Areas
•
Receipt of customer complaints
•
Providing technical service
•
Notifying customers of emergencies in the supply
• chain—strikes, fires, etc.
•
Use of Internet to sell to customers
•
Manage the outsourcing of customer service functions
31

• Coordination of production schedules with vendors
•
Coordination of production schedules with field depots
•
Coordination of production schedules with JIT schedules of vendors
• Coordination of production schedules of multiple manufacturing sites in the United States
•
Coordination of production schedules of multiple manufacturing sites at international locations
32

•
Coordination of deliveries of vendors to field warehouses and depots
•
Communication with vendors regarding raw-material stock levels at their plant sites
•
Purchasing of items from vendor on-line catalogs–supply lists
•
Receipt of information queries from vendors
• Provision of information regarding vendor queries
• Providing vendors with service ratings on their overall performance
• Processing of returned materials, damaged products to vendors
• Providing vendors with ratings of the on-time performance of their carriers
33

• Supply Chain Council
- Supply Chain Operations Reference (SCOR)
Model
- www.supply-chain.org
- Korea chapter ( 한국능률협회컨설팅 )
34

• The Global Supply Chain Forum (GSCF)
- A group of non-competing firms and a team of academic researchers
- To improve theory and practice of SCM
- Director: Prof. Lambert at Ohio St. U.
35

•
Council of Logistics Management
• http://www.CLM1.org
•
Journal of Business Logistics
36

Suggestions For Future Research
• What are the operational definitions of the key business processes and what are the relationships among these processes?
• How do you obtain the functional areas in order to implement a process approach within the firm?
• How can the various participants in a company be encouraged to work toward a common goal?
•
Beyond internal integration, how should interorganizational change management be implemented?
37

suggestions for future research
(cont.)
• How should the existing supply chain be mapped?
•
Should the map include all connected firms or only the primary firms?
•
Are there other means of determining who should and should not be part of the supply chain map?
• What are the implications for good SCM practice based upon the horizontal structure, the vertical structure, and focal company position in the supply chain?
38

suggestions for future research
(cont.)
•
What is the value proposition at the consumer level or end point of the supply chain?
•
What are the methods that should be used to determine value ?
•
How should the various firms in the supply chain share the costs and the benefits ?
39

suggestions for future research
(cont.)
•
What metrics should be used to evaluate the performance of the entire supply chain, individual members or subsets of members?
•
What are the potential barriers to implementation and how should they be overcome?
40

suggestions for future research
(cont.)
•
What is the process to take the map of the existing supply chain and to modify it to obtain the best supply chain given the desired outputs?
41

suggestions for future research
(cont.)
• What determines with whom to link business processes?
•
What are the steps to take to determine with whom to link?
•
What are the critical factors to the firm’s success and that enable the firm to link with specific companies?
• What are the barriers to forming these relationships?
42

suggestions for future research
(cont.)
•
What determines the processes to link with these key members ?
•
How should the firm decide which internal processes to link with suppliers and customers?
•
What decision criteria determine whose internal business processes prevail across all or part of the supply chain?
43

suggestions for future research
(cont.)
• What determines the type/level of integration that should be applied to each process link?
• Some guidelines regarding what level of management components to apply to achieve the desired relationship and management of a link.
•
Do changes in the physical and technical components automatically require changes in the managerial and behavioral components?
44

Directions for future research & developing S/W
• e-business and SCM
• ERP and SCM
• The mapping bet. the existing logistics system and the ideal SCM
• SCP (SCM Planning)
• SCS ( supply chain simulator)
45

SCP is a major component of supply chain improvements.
Strategic and Financial Impact
Customer
Service
– In-stock availability
–
Lead time
– Ability to tailor to specific customer needs
Costs
Assets
–
Fixed
– Purchase Cost
– Variable Manufacturing
–
Trans/Distribution
– Obsolescence/Markdown
–
Administrative/Transaction
– Manufacturing
– Distribution Centers
– Inventory
46

•
New product introductions/innovations
•
Cycle time/response time reduction
•
Strategic relationships
•
Cost effective replenishment and fulfillment
•
Customer specific and channel specific service and value delivery
•
Dynamic end-to-end decision support
47

•
Simultaneous material and capacity planning
•
Decision support with what-if
•
Consider real-world constraints
•
Optimizes plan in concert with business goals
48

•
Improved delivery performance
•
Decrease in order cycle times
•
Increase in order fill rates
•
Reduced planning times
•
Reduced response times
•
Improved asset utilization
•
Inventory reduction
•
Dynamic profitability determination
49

Suppliers
Retail
•
Statistical Forecasting
•
Collaborative
Forecasting
• Sales Planning
•
Life Cycle Planning
• Promotion Planning
Manufacturing
Units
Distribution
Center
50

$
$
Manufacturing
Units
$
•
Long range Planning
•
Simultaneous material and capacity planning
•
Constrained master production scheduling
•
Product cost planning
51

C u s t o m e r s
D i s t r i b u t i o n C e n t e r s
M a n u f a c t u r I n g U n i t s
S u p p l i e r s
•
Supply and
Distribution Network
Planning
• Supply Network
Planning and
Optimization
•
Supply/Demand balancing
•
Vendor Managed
Inventory (VMI)
52

Customer
• Interactive shop floor scheduling
• Rate-based scheduling
•
Flow sequencing and scheduling
•
Line balancing
53

•
Available to promise
(ATP)
–
Global
– Local
–
Rules-based
•
Product Allocation
•
Material Substitution
•
Vendor Managed
Inventory
54

55

Supply Chain Analysis Logic
Current
Performance and
Capabilities Model
Generic Model For
Specific Industry
Opportunity
Estimating Model
Opportunity
Assessment
Model
Performance
Baseline
Financial Impact
Performance
Impact
56 Source: Joint Industry Project on ECR. 1994. Performance Measures


Input 1

Input 2

Output 1

Output 2

Input M

Output N
57




Number and location of suppliers, manufacturers,
DC's
Inventory levels at each site
Manufacturing and replenishment policies:
BTP, BTO, Partial BTO,





Continuous, Periodic
Transportation policies
Supply planning policies
Lead times
Supplier reliability
Demand variability





Cycle times
Serviceability
Shipments and revenue
Turns
Costs
–
–
–
–
Inventory
Material handling
Transportation
Manufacturing
58


Quantification of supply chain issues before solution implementation

Nonlinear analysis of supply chain issues

Stochastic problems can be addressed

General-purpose across supply chain domains

End-to-end analysis
59




differs from typical business process modeling
60

Relational data files
Supply
Planning
Optimizer
Supply Chain
Simulator
Simulation Engine
Model Data
User Interface
Report Generator
Financial
Reports
Inventory
Optimizer
61


A Goal Setting for SCM Suitable to a Scale /
Circumstances, Approach and Level of the
Company in Advance.

Not to Disappear while Speaking Prosperous for SCM as the other Different Solutions.
•
Rather then Indiscreet Import Foreign S/W,
Research and Develop S/W Suitable to Korea
Actual Circumstances.
62