脉动理论

1 ???????????? 韓 復 華 教授 2 ????????? Clock Speed ?1st Law: Volatility Amplification (Bullwhip Effect) ????? – Supply chain volatility increases upstream (p.91) ?2nd Law: Clockspeed Amplification (p.98) – Clockspeed increases closer to final customer ?Sustainable Advantage: slow-clockspeed concept ?Temporary Advantage: fast-clockspeed concept ????????????????? ?(1980) Apple – (1985) IBM – (1995) Compaq – (1999) Dell –? ?[Charles Fine, 1998] 3 Supply Chain Capability ?Capability Chains make a business ??????????? ? “A Chain is only as strong as its weakest link ” ?– Corporate strategy is not enough, must have supply chain ? strategy ?– Must find/strengthen the weakest link (SC Mapping, CH7 [Fine]) 4 ????? ??????????????? ?????????? ??????????? ????????????? ????????????? 5 Supply Chain Mapping ? To Reserve Best SC Component ?Chrysler and kitty litter (Ch7, pp. 105-107) ? To Explore/Prevent Problems ?Fourth-tier problem (p. 107) ?SC Mapping Framework (p.109) ?Organizational Supply Chain ?Technology Supply Chain ?Business Capability Chain 6 Supply Chain Planning/Design ?Key : Core Competency and Valve Creation ???????(Ultimate CC) ?????????(the ability to choose right capability) ??????????????? ??Product design ??Brand marketing ??Customized manufacturing ??Hi-volume distribution (Toshiba DRAM case, p.79) - not give up nor expand its photolithographic group 7 ??????? ?Key Decisions? ??What to outsource (Make-or-Buy) ??Who is the supplier/partner ??How to contract relationship ?Make-or-Buy Decision ??Why outsource : ???Capability, Manufacture Efficiency, Technology ??Why make in-house : ???competitive knowledge ???customer visibility / market differentiation 8 Capability Chain Analysis (Make-or-Buy) IBM PC CASE : ?1980 ~ ????Apple Starts PC ?1981?????IBM works with Intel, Microsoft ????????(Modulization) ????????Get to market in 15 month ?1985?????IBM PC share 40% ????????Compaq use same model ????????IBM PS/2, self design OS/2 ?1995?????IBM < 8%, Compaq 10% ???????? 9 Make-or-Buy Decision ?Dependency ????? ??????(Capacity) ??????(Knowledge) ?First Choice? ??For capacity not for knowledge ? (Toyota’s sourcing strategy, p.166) ?Second Choice : ??Keep value sharing through contract (IBM Lesson, p.174) ?A Decision Analysis Matrix (pp. 169-170) -Capacity/Knowledge v.s. Modular/Integral 10 LESSONS FROM CLOCKSPEED 1. ?????????(Hedging)?? ?????????? (p.49) ???????????????? 2. ???????????????SC??? 3. ????????SC????????????? ?(critical component supplier)?????? 4. ?????????????????????? ???? ? ?[Fine] pp.24-25 11 Holistic View of Global Logistics ?Global Corporation ?Global Product / Global Market ?Technology, Manufacturing, Marketing, Logistics ?Global Logistics/Supply Chain ?Infrastructure of Global Corporation ?Itself is a competitive advantage 12 Holistic View of Global Logistics (II) ? Supply Chain Planning/Design ? SC Capability Analysis/SC Mapping ?Make-or-Buy Decision ? DFM/DFL ? 3DCE Framework (Fine) : Product, Process, Supply Chain ? Supply Chain Management/Operations ? Logistics: 3PL/4PL/Cross dock ? QR/ECR/CR/VMI/Consignment ? Push/Pull/Postponement/Mass Customization ? Process Integration: ERP//CRM/e-Supply Chain/e-Logistics 13 QR／ECR與物流運籌 . QR與ECR分別源自美國成衣製造業與食品雜貨業，前 者側重中、上游之整合，且包括較多層之通路；後者 直接連接終端銷售點之市場資訊，側重中下游之密切 配合。 . QR／ECR以資訊結合通路之整合，把市場需求正確、 迅速的提供給中上游，節省各部份庫存成本（美國紡 織業$25 Billion降低50%），縮短供貨週期，提高服 務品質。 . QR／ECR是當今企業競爭之最佳物流戰術 （Tactics）。 14 ECR????? ??????? ?? A???? ??????? ???? ??????? ??????? ??????? ??????? A?????? ??????? ??????? ??????? ??????? ??????? ?? A???? ??????? ??????? ? ??????? ??????? ??????? ??????? ????? Cross-Docking? ?????? (direct store-delivery- shipment) ??????? ??????? ??????? ??????? ???? A?? ??????? ??????? ? 15 企 業 加 速 [???] 1. ???? • ???? –Camel is a racing horse designed by a committee. • ???? • ???? –????Æ???? 2. ????? • ???? TTI, Time to Idea • ??????? TTP, Time to Product • ???? TTM, Time to Market • ?????? TTV, Time to Volume 3. ???? 4. ???? 5. ???? QR／ECR與物流運籌