Transcript SCM: Supply Chain Management 國立中央大學、資訊管理系

SCM: Supply Chain
Management
國立中央大學、資訊管理系
范錚強
Tel: (03)426-7250
Fax:(03)427-1990
mailto: [email protected]
http://www.mgt.ncu.edu.tw/~ckfarn
2005
中央大學。范錚強
1
Supply Chain
Here, we focus on the FIXED relationships
among business buyers and sellers
Supply Chain
From a FOCAL to its suppliers
Demand Chain
From a customer to its FOCAL supplier
中央大學。范錚強
2
What is a Supply Chain
TSMC
華通
三星
瀚宇
Intel
世平
華碩
聯強
明日世界
國巨
顧客
中央大學。范錚強
3
Sources:
plants
vendors
ports
Regional
Warehouses:
stocking
points
Field
Warehouses:
stocking
points
Customers,
demand
centers
sinks
Supply
Inventory &
warehousing
costs
Production/
purchase
costs
Transportation
costs
Inventory &
warehousing
costs
Transportation
costs
Supply Chain Management
Definition:
Supply Chain Management is primarily
concerned with the efficient integration of suppliers,
factories, warehouses and stores so that merchandise is
produced and distributed in the right quantities, to the right
locations and at the right time, and so as to minimize total
system cost subject to satisfying service requirements.
Notice:
Everyone is involved
Systems approach to reducing costs
Integration is the key
中央大學。范錚強
5
Conflicting Objectives
in the Supply Chain
1. Purchasing
• Stable volume requirements
• Flexible delivery time
• Little variation in mix
• Large quantities
2. Manufacturing
• Long run production
• High quality
• High productivity
• Low production cost
中央大學。范錚強
6
Conflicting Objectives
in the Supply Chain
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
中央大學。范錚強
7
Order Size
The Dynamics of the Supply
Chain
Customer
Demand
Distributor Orders
Retailer Orders
Production Plan
Time
Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998
中央大學。范錚強
8
Bull Whip Effect
Fluctuation in customer demand
Inaccurate forecast
Long lead time
Principles for Forecasting
Forecasts are always inaccurate
The longer the planning horizon, the worse the
forecast is
中央大學。范錚強
9
Order Size
What Management Gets...
Customer
Demand
Production Plan
Time
Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998
中央大學。范錚強
10
Volumes
What Management Wants…
Production Plan
Customer
Demand
Time
Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998
中央大學。范錚強
11
The Dynamic Supply Chain
Increasing customer power leads to
increased demands on retailers
Increased retailer power leads to increased
demands on suppliers
中央大學。范錚強
12
Supply Chain:
The Magnitude
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
中央大學。范錚強
13
Supply Chain:
The Magnitude
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 days traveling
from the factory to the dealership, although
actual travel time is 5 days.
中央大學。范錚強
14
Supply Chain:
The Magnitude
Compaq computer estimates it lost $500 million to $1 billion
in sales in 1995 because its laptops and desktops were not
available when and where customers were ready to buy them.
In 1993, IBM lost a major fraction of its potential sales of
desktop computers because it could not purchase enough
chips that control the computer displays.
中央大學。范錚強
15
Supply Chain:
The Magnitude
Boeing Aircraft, one of America’s leading capital goods
producers, was forced to announce writedowns of $2.6
billion in October 1997.
The reason? “Raw material shortages, internal and supplier
parts shortages…”. (Wall Street Journal, Oct. 23, 1997)
中央大學。范錚強
16
Supply Chain:
The Potential
In 10 years, Wal-Mart transformed itself by
changing its logistics system. It has the highest
sales per square foot, inventory turnover and
operating profit of any discount retailer.
Laura Ashley turns its inventory 10 times a year,
five times faster than three years ago. This is
achieved by using
- New Information System
- Centralized Warehouse
中央大學。范錚強
17
ISSUES:
Why Keep Inventory?
Uncertainty in customer demands
Uncertainty in the supply
Uncertainty in quantity and quality
Uncertainty in delivery time
Uncertainty in costs
Economies of scale
中央大學。范錚強
18
General Systems Theory
Input, Process, Output, Feedback
Input
Process
Output
Feedback
中央大學。范錚強
19
Buffer: Inventory
Inter-system interface  resource contention
To avoid contention  add buffer
Input
Process
回饋
Output
Input
Process
Output
回饋
Input
Process
Output
回饋
Companies LOVES and HATES inventory
The Best Inventory Management: No inventory
中央大學。范錚強
20
ISSUES:
Demand Forecast
The three principles of all forecasting techniques:
Forecasting is always wrong
The longer the forecast horizon the worse the forecast
Aggregate forecasts are more accurate
中央大學。范錚強
21
ISSUES:
What’s New in Logistics?
Global competition
Shorter product life cycle
Increasing product variety
New, low-cost distribution channels
More powerful well-informed customers
中央大學。范錚強
22
ISSUES: What’s New in
Logistics?
New communications and information
technologies POS and EDI technology
Wireless technology
Decision Support Systems
Integrated systems
Multi-modal transportation
中央大學。范錚強
23
ISSUES: What’s New in
Logistics?
New concepts in logistics
Push Vs Pull strategies
Cross docking
Strategic alliances
Manufacturing postponement
Design for Logistics
中央大學。范錚強
24
Visibility
Replenishments from supplier
1400
Manufacturer
1200
1000
orders
800
600
400
200
Distributor
0
sell-through
Store
Store
Store
中央大學。范錚強
25
Environmental Changes
Processing and communication speed
Response time
Potential
Requirements
E.g. 982
Things that were unimportant before
becomes important
中央大學。范錚強
26
Keys to improving SC
effectiveness
Visibility
Postment
中央大學。范錚強
27