《供應(yīng)鏈管理案例 .pptx》由會(huì)員分享，可在線閱讀，更多相關(guān)《供應(yīng)鏈管理案例 .pptx（35頁(yè)珍藏版）》請(qǐng)?jiān)趨R文網(wǎng)上搜索。

1、LogoYusan Supply ChainRedesign and ImprovementHKUST&StanfordYusan Industries LimitedFinal PresentationMarch 27,2006ObjectivelEnhance Yusans Profitability by Re-designing and Improving Supply Chain2Facing Probleml Extra Supply Chain CostAir shipment cost in 2005:2M HKD(0.5%of total revenue)High rewor

2、k costlLow On-Time-Delivery RateThomson:28%3MethodologyIdentifyInvestigateRecommendObjective4ScopeThomsons Products in 2005(7)2005 Products(3)Pre-2005 Products(4)CS190CS86RCD147BTM9235TM9237TM9245RCD1475InvestigateRecommendIdentifyScope of the analysis:Thomson productsIdentified ProblemFocus on Prod

3、uction6InvestigateRecommendIdentifyOrder ProcessSalesProduction PlanningPurchasingProduction123456Customer78Customer OrdersJob OrdersJob OrdersProduction ScheduleRecommendIdentifyInvestigateweek7Investigation of ProductionProduction Part SupplyCapacity PlanningRework8RecommendIdentifyInvestigatePart

4、 Supply44%of the part supply late:Consequences and Causes?Source:Production Planning Report(Jan May 2005)9Investigate Part SupplyCapacity PlanningReworkCritical Part DelaylCritical Parts:Long Leadtime-Expensive-No substitutelNon-Critical Parts:Short Leadtime-CommodityCritical PartsNon-Critical Parts

5、Percentage of critical part lateOctober95414%November81296%December2921012%Total 4639310%Source:Meeting Minutes Oct-Dec 2005Investigate Part SupplyCapacity PlanningRework10l330 Suppliers in 2005131(40%)average quality 39.0Inventory Days of Supply(days)68.172.5Cash-to-Cash Cycle Time(days)73.330.5 So

6、urce:SCOR(Feb 2005)23IdentifyInvestigateRecommendUse Key Indicators to control SC improvementsMake Supply Chain Performance VisibleMake Supply Chain Performance VisibleCostM HKDAs%of RevenueInventory Carrying10.62.3%Backlog28.16.0%Rework&Scrap19.54.2%Total58.212.5%24IdentifyInvestigateRecommendKeep

7、track of Supply Chain Extra CostsRecommendations25IdentifyInvestigateRecommend123Make Supply Chain Performance VisibleEnhance Supplier PerformanceEnhance Supplier PerformanceCreate a Cross Function TeamPurchasing,Quality Assurance,Engineering,ProductionDetermine Critical Performance MetricsDelivery

8、Lead Time,QualityDetermine Minimum Performance StandardMinimum Quality Standard,Minimum Lead TimeReduce Supplier BaseEliminate Non-qualified Suppliers Assess Supplier PerformanceRefine Supplier Base Quarterly26IdentifyInvestigateRecommendRecommendations27IdentifyInvestigateRecommend123Make Supply Ch

9、ain Performance VisibleBetter manage ordersEnhance Supplier PerformanceBetter manage orderslProduction Planning:Plan for all the existing ordersPlan for both the assembly and PCBA lineslPurchasingUnreliable suppliers/Critical parts:Purchase As Soon As PossibleReliable suppliers:Purchase based on Pro

10、duction Planning scheduleCommon parts:Keep Safety StockUnaddressed ProblemCommitted Committed OrderOrderOrder DeliveryOrder DeliveryProduction Production StartStart042LTLTLTLT-6-101Part order Part order PlacementPlacementLTLTForecasted Forecasted OrderOrderweeksBack Up SlidesSuppliers Analysis Sup.l

11、Regular Suppliers Yusan purchased parts from this suppliers more than 10 monthslAssume one product uses 50 different suppliers X50=Final product pass ratelTo achieve 95%final product pass rate,each suppliers should provide parts at 99.98%QualitylTo achieve 90%final product pass rate,each suppliers s

12、hould provide parts at 99.79%QualityCalculation and Assumptions:InventorylCalculationInventory*Yearly Interest Rate Calculation and Assumptions:BackloglCalculationIf Delayed Length ThresholdlUrgent DeliverylUnit Urgent Delivery Cost*Num of UnitsIf Delayed Length ThresholdlCustomer Satisfaction Depre

13、ciation CostlUnit Backlog Cost*Num of Units*Delayed LengthlAssumptionUnit Backlog Cost=10 Unit Holding CostCalculation and Assumptions:ReworklCalculationFinished Product Rework CostlUnit Production Cost*Num of UnitsSemi-Finished Product Rework CostlUnit In-Line Production Cost*Num of UnitsScraplA Lot Reworked More than N TimeslAssumptionUnit Production Cost=Unit Cost*25%Unit In-Line Production Cost=Unit Cost*5%N=2