Supply Chain KPI ISO 9000-2000 - 供 應 鏈 萌 芽 整 合

供應鏈萌芽整合



Supply Chain Operations Reference (SCOR) V 4.0 2000



Plan



Deliver



Source



Make



Deliver



Source



Make Your Company



Deliver



Source



Make



Deliver



Source



Suppliers’ Supplier



Supplier

(internal or external)



Customer

(internal or external)



Customer’s Customer



Source: Supply Chain Council



供應鏈管理 Supply Chain Management



• 有效整合供應商、製造商、物流中 心與零售商，以使商品在最適當的 位址、最適當的時間與最適當的數 量生產及分配，進而達到滿足最終 顧客需求與降低總系統成本的管理 方法



SCOR

Plan



Level 1 Process Type

Plan



Source



Make



Deliver



Performance Metrics Delivery performance Order fulfillment performance Perfect order fulfillment Supply-chain response time Production flexibility Total logistics management cost Value-added productivity Warranty cost or returns processing cost Cash-to-cash cycle time Inventory days of supply Asset turns



SCOR Level 2 Process Categories

• 規劃(Plan): 產品與通路供應來源之確認；需求彙總與排 序；存貨配送、生產、產能之規劃；供應鏈結構、自製 或外包決策、長期產能與資源規劃 • 來源(Source): 物料獲得、供應商認證與合約簽訂、物料 運送、價值分析、來源的品質檢驗、持有 • 生產(Make): 物料請領、產品製造測試、包裝持有與交 付；工程材料變更、設施設備、生產品質、生產線排程 • 交運(Delivery): 訂單輸入維護、查詢、產品規格、顧客 資料庫建立與維護、存貨分派、應收帳款管理；產品檢 取與包裝、訂單整合交運；運輸貨物管理、產品進出口 管理；企業通路與訂單規範管理、運交存貨與品質管理



i2 Rhythm Solution Overview



scheduling

buy make move store sell



operational

manufacturing planning



tactical master planning



strategic



scheduling transportation planning distribution planning demand fulfillment demand planning



strategic business planning



months



weeks



Copyright ©1999 i2 Technologies



days



year +

6



hours



供應鏈管理七項原則

Supply Chain Management Review

by David L. Anderson, Frank E. Britt, and Donavon J. Favre



• 原則 1: 依據服務需求異質性將顧客區分成群，運用供應鏈有效 益的服務顧客群 • 原則 2: 配合顧客群之服務需求與收益性，調整物流網路 • 原則 3: 關注市場訊息，並統籌需求規劃傳達整個供應鏈，確保 一致性之預測與資源最佳化分配 • 原則 4: 依據顧客最終需求，將產品差別化，藉以在供應鏈中加 速其轉換 • 原則 5: 策略性管理物料供應之來源，藉以降低保有物料及服務 之總成本 • 原則 6: 發展包涵整個供應鏈之技術策略，俾便支援不同層次之 決策，且提供明確的有關產品、服務與資訊之流程 • 原則 7: 採用橫跨各管道之績效衡量，藉以成功地有效服務顧客



供應鏈管理核心指標

Supply Chain Management Review

by Steve Geary and Jan Paul Zonnenberg; PRTM/PMG



• Total Supply Chain Management Costs: The total cost to manage order processing, acquire materials, manage inventory, and manage supply chain finance, planning, and management information systems. • Cash-to-Cash Cycle Time: The number of days between paying for raw materials and getting paid for product, as calculated by inventory days of supply plus days of sales outstanding minus average payment period for material • Upside Production Flexibility:The number of days required to achieve an unplanned, sustainable 20-percent increase in production. • Delivery Performance to Request: The percentage of orders that are fulfilled on or before the customer's requested date.



供 應 鏈 管 理 核心指標

Supply Chain Management Review

by Steve Geary and Jan Paul Zonnenberg; PRTM/PMG



Internet's Impact on Delivery

• In 1998, 2 percent of the orders placed in most industry segments were made on the Web. By the end of 2000, our survey respondents anticipate booking 12 percent of orders over the Internet. • Combined, all electronic inflows of orders are expected to grow from 27 percent to 42 percent of orders placed from 1998 to 2000. • e-Business orders are replacing face-to-face sales calls, phone, fax, mail, and e-mail. The percentage of orders placed using these more traditional methods is expected to drop from 65 percent to 50 percent. • Although automated techniques are growing at a rapid rate, our survey indicates that fully half of all orders placed still require manual order entry.



Bullwhip Effect in Supply Chain 長鞭效應

當供應鏈中某一點發生波動時，連帶 著造成供應鏈其它成員也發生波動， 且距離來源愈遠波動愈大



需求預測不一致 批次訂貨 價格波動 供給短缺心理



資訊分享 通路順暢 運作效率



ISO 9000: 2000與供應鏈管理

ISO 9000:2000 Quality Management Principles

• • • • • • • • Customer focused organisation 專注客戶的組織 Leadership 目標領導 Involvement of people 員工參與 Process approach 運作流程化 System approach to management 管理系統化 Continual improvement 持續改善 Factual approach to decision making 決策事實數據化 Mutually beneficial supplier relationship 互利式供應商 互動



ISO 9000: 2000與供應鏈管理

The Structure of ISO 9001:2000

5.0 MANAGEMENT RESPONSIBILITY 5.1 Management commitment 5.3 Quality policy 5.4 Planning 5.4.1 Quality objectives 5.5 Administration 5.5.1 General 5.5.3 Management representative 5.5.5 Quality manual 5.5.7 Control of quality records 5.6 Management review 5.6.1 Review input 6.0 RESOURCE MANAGEMENT 6.1 Provision of resources 6.2 Human resources 6.2.1 Assignment of personnel 6.3 Facilities 6.4 5.2 Customer focus



5.4.2 Quality planning 5.5.2 Responsibility and authority 5.5.4 Management representative 5.5.6 Control of documents



5.6.2 Review output



6.2.2 Training, awareness and competency Work environment



ISO 9000: 2000與供應鏈管理

The Structure of ISO 9001:2000

7.0 PRODUCT REALIZATION 7.1 Planning of realization processes 7.2 Customer related processes 7.2.1 Identification of customer requirements 7.2.2 Review of product requirements 7.2.3 Customer communication 7.3 Design and/or Development 7.3.1 Design and/or development planning 7.3.2 Design and/or development inputs 7.3.3 Design and/or development outputs 7.3.4 Design and/or development review 7.3.5 Design and/or development verification 7.3.6 Design and/or development validation 7.3.7 Control of design and/or development 7.4 Purchasing 7.4.1 Purchasing control 7.4.2 Purchasing information 7.4.3 Verification of purchased product 7.5 Production and service operation 7.5.1 Operations control 7.5.2 Identification and treaceability 7.5.3 Customer property 7.5.4 Preservation of product 7.5.5 Validation of processes 7.6 Control of measuring and monitoring devices



ISO 9000: 2000與供應鏈管理

The Structure of ISO 9001:2000

8.0 MEASUREMENT, ANALYSIS, AND IMPROVEMENT 8.1 Planning 8.2 Measurement and monitoring 8.2.1 Customer satisfaction 8.2.2 Internal audits 8.2.3 Measurement and monitoring of processes 8.2.4 Measurement and monitoring of product/service 8.3 Control of non-conformity 8.4 Analysis of Data 8.5 Improvement 8.5.1 Planning for continual improvement 8.5.2 Corrective action 8.5.3 Preventive action



ISO 9000: 2000與供應鏈管理

Business Performance Measurement Indicators

•



GAO established in 1991 in their study of organizations that had applied for the Malcolm Baldrige Award



 Employee Turnover  Order Processing Time  Nonconformances  Inventory Turnover  Costs of Quality  Customer Satisfaction  Customer Retentio  Sales per Employee



Employee Suggestions Timeliness of delivery Product Lead Time Warranty Claims Cost Savings Customer Complaints Market Share Rates of Return



 供應商倉庫收到訂單至發出貨物所需時間  供應商所能接受之最小訂購量及配銷限制  供應商倉庫中可能缺貨項目百分比  正確處理訂單百分比  供應商收到訂單後能於一定期間送貨百分比  供應商倉庫收到訂單能立即交運的訂單百分比  促進產品銷售與服務  顧客收到包裝完整品質無慮的商品百分比  顧客下訂單至收到貨物所需時間  顧客下訂單之方便與彈性  顧客所需維修零件維持滿意的服務



ISO 9000: 2000與供應鏈管理 物流顧客服務指標



ISO 9000: 2000與供應鏈管理

Supply Chain Performance Metrics by SCC

Delivery performance Order fulfillment performance Perfect order fulfillment Supply-chain response time Production flexibility Total logistics management cost Value-added productivity Warranty cost or returns processing cost Cash-to-cash cycle time Inventory days of supply Asset turns



ISO 9000: 2000與供應鏈管理

Supply Chain Performance Metrics by SCC ＋ Business Performance Measurement Indicators ＋ 物流顧客服務指標 ↓ ISO 9000:2000 Quality Management Principles ▼



Customer Satisfaction