2004

Supply Chain Management

1

1

1

1

5

6

7

7

7

12

14

16

16

19

20

21

22

29

29(Bullwhip Effect)

30(Trade-Off Effect)

32(Cross-Docking)

33 (QR)

33

35

36

37

40

40

41

43

44

46

48

48

48

51

52

54

56

59

59

60

64

64

66

68(TRANE)

70DFT

73

75

82

84

84

84

85

86

87

88

89(supplier)

89

91

92

95

96

97

100

103 /

103

105

134

134

134

136

137

138

140

141

141

141

142

143

145

145

146

147

148

148

148

149

150

150

150

152Third Party Logistics Providers, 3PL

156Fourth Party Logistics, 4PL

160

160

160

163 TSMC

163

16492

164

165

166

166Traditional Purchase Order

168Just-In-Time

170Consignment

171CRPContinuous Replenishment Program

175Down Case System

178VMIVendor Managed Inventory

182

182

184

184

187

190 (Out of StockStockout)

193

193

193

194

196

197

199

203

207

207

209

213

215 (B2B)

215

217

219

220

221

222

225

227

229

229

233

234

236

239

241

241

242

244

244

247

247ERP

248SCM

250CRM

251

251

253

255

256

257Data Exchange B2Bi

258Direct Application B2Bi

259(Closed Process Integration B2Bi)

260Open Process Integration B2Bi

261

262

262

263

264

265

265

265

265

268

271

271

273

274

276

277

277BTO/CTO/TDS

282

287

287

288

289

292

292

294

298

299

300

301

303

303

303

305

306Electric Data InterchangeEDI

309eXtensible Markup LanguageXML

310XMLEDI

312 (EDI)

314

315

318

319

320

320

323

325 (APS)

325

326 APS

326(APS)

329 (APS)

333

333

334

334

334 APS

335

336

336

338 APS

339APF

340AdexaMaterial and Capacity Planner(MCP)

342DigiChain APS X

344

344

345

351

352

360

360

360

363

364

365

365

366

368

369

373

377

377

381

382

383()

383

384

385

385

385

386

389

390

392

(Supply Chain Council)

(Supply Chain)(Supply Chain Management, SCM)Dornier ERP

David F. Ross (1997)

Tom. Davis 3 1.2.3.3

Simchi Et Al(2001)Designing and Managing the Supply China

(SCC)

(2000)

(2000)

(2000)(Supply Chain Planning,SCP) (Supply Chain Executive, SCE)

Lamming(1993)(Lean Supply Model)

(Just in time, JIT)Turnbull(1992)

(1998)(Distribution Center)

Maister(1976)(Quick Response)

20002-8

1.Collaboration Virtual Integration

2.Information SharingSCM

3.Core Competition

4.Information TechnologyRegis Mokenna1997

Accenture

1.Segment Customers Based on Service Needs

2.Customize the Logistics Network

3.Listen to Signals of Market Demand and Plan Accordingly

4. Differentiate Product Closer to the Customer

5.Strategically Manage the Source of Supply

6.Develop a Supply Chain---Wide Technology Strategy

7.Adopt Channel-Spanning Performance Measures

1.

(1).

(2).

2.

(1).

(2).

2-2 Cooper, Lambert & Pagh1997Cooper, Lambert & Pagh19981-1

1-1

Cooper, Lambert & Pagh1998

1.planning and control methods

2.work flow structure

3.organization structure

4.product flow facility structure

5. communication and information flow facility structureRosettanet PC XML

6.management methods

7.power and leadership structure

8.risk and reward structure

9.culture and attitude

1.customer relationship management

2.customer service management

3.demand management

4.order fulfillment

5.manufacturing flow management

6.procurement

7.product development and commercialization

8.returns

1-21-3

1-2

Cooper, Lambert & Pagh1998

1-3

Cooper, Lambert & Pagh1997

1.

2.

3.

4.

5.

6.

7.

1.()

2.()

1-4

1.

1-5

2.

1-6

3.

1-7

4.

1-8

,

1.

2.

1.

2.

3.

1.

2.

3.

1.

2.

3.

1-9

1-9

1999

Maloni & Benton1997

1.

2.

3.

4.

5.

Monczka, Petersen, Handfield & Ragatz1998

Sheridan, Landry1998& Mariotti1999

1999

1999

1.

2.

3.

Mead Packaging Pillsbury Pillsbury Mead Packaging Mead Packaging Pillsbury ? Pillsbury

Mead Packaging PillsburyMead Packaging 1992 (lead time)Pillsbury Mead Packaging

(product)(price)(place)(promotion)P(partnership)

Stephen,Thomas,Wilhelm (1995)Lee & Kim (1999)

Bleeke & Ernst(1991)Corbett,Blackburn & Wassenhove (1999)Lee, Padmanadhan & Wang(1997)(Bullwhip effect)

Buzzel & Gwen(1995)

(Transaction-Cost Theory)(Resource Dependency Theory)(Agent-Cost Theory)(Social Exchange Theory)(Power-Political Theory)

(sequential interactions)

Yong-Ybara & Wiersema (1999)(mutual forbearance)

()

Williamson(1979)(ex ante)(ex post)

Williamson (1985) 1.(uncertainty)2.(asset specificity)3.(frequency)

1. (uncertainty)bounded rationalityopportunism

2. (asset specificity)Williamson (1985)(Site Gerography asset)(Physical Asset)(Human Asset)WilliamsonAshwin Rodney(1999)(Joint Active)

()

(Social Exchange Theory)50

()

Lee and Kim(1999)

1.(participation)Homans1958

2.(Trust)Meyer (1994) Young-Ybarra & Wiersema(1999)1. (Dependability) 2. (Predictability)

3.(Faith)Parkhe(1998):

(1).:

(2).

(3).(control gap)

4.(Communication)

Mohr & Spekman (1994)(1) (2) (3)

Homans(1958)Homans ..

5.(Information Sharing)(bullwhip effect)Lee & Kim (1999)

(1).

(2).

(3).(Lead Time)

(4).

(5).

6.(Benefit and Risk Share)Lee & Kim (1999)(legal Boundary)

(Bullwhip Effect)

(Bullwhip Effect)""""

(Demand Distortion)(Variance Propagation)()

1.

2. (Outstanding order)

3.

4.

(Trade-Off Effect)

(Trade-Off):

1.vs.1980 JIT (Postponement)();[]

2.v.s( Truck Load)( Less-Than-Truck Load )(7-Eleven)EDI ()

3.vs.(Risk Pooling)

(Cross-Docking)

(Cross-Docking)1-10

1-10

1.

2.

3.

Wal-Mart KmarkJIT JIT

(QR)

1-11

(1998)

1985 (Quick Response System)Wal-Mart 125 30120 (Globalization, 1993)Milliken Andy Vecchione (Quick Response)

JIT

()JIT

JIT JIT

()EDI

EDI

(1998)

()

()

()

()

1.2.3.

()

(Time-Based Competition)

(Time To Market)Hope & Hope (1997)()

(Order

Fulfillment Time)CraftedPride(1990)65%35%

Iyer Bergen(1997)

()

;

()

()

Mr. Sulliean and Kang 1999 1995 Mr. Shuster

()

(90)()MRP (Advanced Planning and SchedulingAPS)

MRP MRP

Sapiro & Heskett1985(full service)low costnarrow linefull line

Bowersox 1989Process strategyvalue-added chainMarket strategy/information strategy

Porter

Customer Closeness StrategyOperational Excellence Strategy

()

Chopra Meindl2001

1.

2.

3.

()

Chopra & Meindl2001Drives2-1

2-1

Sunil Chopra and Peter Meindl , 2001

2-1 Market mediation

2-1

2-1

1.INPUT

2.

1.

2.JIT

1.

1.

1.

1.

2.

Porter(1980)2-2

2-2

2-2

2-2

Mentzer, DeWitt, Keebler, Min, Nix, Smith & Zacharia2001

Morash(1996)2-3

2-3

Beamon1999

Beamon1999

1.

2. /

3.

The Supply Chain Council SCOR (Supply chain operations reference model)SCOR

Beamon SCOR

Venkatraman & Ramanujam(1986)Venkatraman & Ramanujam(1986)

Ruekert, Walker & Roering(1985)Neely1995

Dyer & Reeves(1995)

2-4

2-4

1990Robert S. Kaplan David P. Norton Balanced Scorecard

OutcomeDriver

Brewer Speh2-3Brewer et al.

1.

2.

3.

4.

2-3

Linking the supply chain management framework to the balanced scorecard pp.85

ECRP&G Joint-In-Time ECR i2 Technologies SRMSupplier Relationship Management

1980 materials flowinfrastructural integration

2-4

Tan (2001)

value chain(activities)(capabilities)

2-5

Tan (2001)

(TQM) TQM

2-5

Motorola

Spec. Limit

Percent (%)

Defective ppm

Spec. Limit

Percent (%)

Defective ppm

1

68.27

317300

1

30.23

697700

2

95.45

45500

2

69.13

308700

3

99.73

2700

3

93.32

66800

4

99.9937

83

4

99.3790

6210

5

99.999943

0.57

5

99.97670

233

6

99.9999998

0.002

6

99.999660

3.4

2-5 Motorola

Stephen(1994)

SigmaStandard Deviation0.0020.002PPM(Part Per Million)99.9999998%Motorola4 sigma1.5 sigma3.4PPM(Part Per Million)99.99966%2-10

Hakan(2002)Peter (2000)

Peter(2000)2-6/

1.

2. /

3.

2-6

Peter S.(2000)

1. Naumnm(2000)

(1)

(2)

(3)

(4)

(5)

(6)

2.

Peter(2000)

1.

2. --

3.

4.

5.

6.

Hahn et al.(2000)

1.

2. ()

3.

4. (data-oriented)DMAIC

5.

1980 MotorolaMotorola20%Peters(2000)(TQM)2-6

2-6 TQM

TQM()

1

2

3

4

99.9997%

5

6

7

8

9

(outbound distribution strategies)

1.(direct shipment)

2.(warehousing)

3.(cross-docking)1015

()

1.

2.

1.

2.

()

Wal-Mart----

1.

2.

3.

4.

()

(transshipment)

1980

()

push-based supply chain

1.

2.

1.

2.

3.

4.

changeover

()

pull-based supply chain

1.

2.

3.

(TRANE)

(TRANE)1913James Trane Reuben Trane1938 "Turbovac"1958 1978 Sentinel Electronics 1984 1984 (American Standard)

(1).319200047

(2).61 23 200018

(3).12 9 200011

1987 1990 ()1997 ISO 1999DFT 10 2001 2000 23 (1.2 )15 7 OEM 1 2

()1708193 M213110 M2:

(1).2000 6 2 24 600 10 10 ,""6 3~5 4 3

(2).2000 400 10 10 ""3 10 3 2

(3).20009005~102

1

1

DFT

()

1.DBM(Demand Based Management) MPS(Master Production Schedule)

2.DBF(Demand Based Forecasting) MRP(Master Production Planning)

3.SOE(Sequence of Event)

4.OMS(Operation Manual Sheet)

5.TPcT(Total Production Cycle Time) ()

()DFT

DFT (Demand Flow Technology)(World-Class Manufacturing system)2(MRP) BOMJIT MRP JIT

2DFT

DBM MPS DBM (Time Fence)2DBMTPcT(3)JIT (Freeze Windows)(Forecast)JIT JIT (Level Schedule)(Freeze Windows)(Underutilization of Capacity)

3

4DBM

DBM4

1.

2.

3.

4. ()

5.

JITJIT(Kanban)

JIT :

5

1. : JIT (Auto Fax)

2. : (Milk Run)

3. :

4. (Consignment):

5. : (Kids)

""

()MTS ATO

61990(MTS)()():

(Batch)(Schedule)7~10 3~4

4000

61990

(BOM)(Batch)(Line)(Mix Model) 170(Level Schedule)(Freeze Windows)(Underutilization of Capacity)(Lead Time)(Just in time)(Kanban)(Daily supply)(Consignment)(Milk Run)

(Two shift)()(24 )7

7

()Engineer to Order(ETO)

ETO (BOM)

ETO ; ()8ETO

8ETO

(Batch)(Line)(Mix Model)(Leveling)(Lead Time)30 (Milk Run)

()

8

1997 (Third-Party Logistical3PL);; MIS(Management information System)(Standardization)(Infrastructure); 9

9

()

(Bullwhip Effect)

1991 ID(Module)1993 ()(Intranet)(Auto Fax)

1995 (Quick Response):

(Capacity)MPS(Master product planning)

(Runner) (Shop Flow)(Consignment)

(Kids)

(Demand Distortion)(Variance Propagation)

2000 (Daily Lead Time Communication)10

10

(WTO)WTO

1.() WTO

2.Trane

3.TraneCarrier

ValueQualityPrice CRM

1.

2.

3.

4.

1.market conformancedelivery date

2.PeapodReichheld

3.

(consumer)

(customer)

Circuit City(Dell)

()()

1.

(1).

(2).

(3).--

2.

3.

(supplier)

Vonderembse and Tracey (1999)

Landsom (2000)80/20

:

a.:

b.:

c.:

?

Vonderembse and Tracey (1999):

1.

2.

3.

4.

5.

50%Degraeve and Roodhooft (1999)(total cost of ownership):10%

Kim (2000)(participants) (innovation)

Dubas and Chao (1996)a.b.c.d.

Forza and Filippini (1998)43 ()(Total Quality Management, TQM )::

1.: (a)(b)(c)

2.:(a)(b)(c)

3.:(a)(b)

4.:(a)(b)(c)e.:(a)(b)(c)

Narasimham and Jayaram (1998)215 , , ?::

Naylor et al. (1999)(value):

: ::()()

Simpson et al. (2002)Fortune 150 110 2,001 19 138 19 :a.b.c.d.e.f.g.h.i.j.k./l./m.n.o.p.q.r.s.:

1.

2.

3.

4.

5.

Sarkis and Talluri (2002):

Jarillo(1988)

1.

2.

3.

4.

1998

1.

2.

3.

4.

5.

6.

7.

8.

Kasilingam LeeMixed-Integer Programming

Roodhooft et al.ABC TCO Total Cost of Ownership Information

1.

2.

3.

4.

Rolling Horizon

Ghodsypour OBrienEconomic Order QuantityEOQ3-1

3-1

90

KimKim

Kim et al.Supplier capacity reservationsOverstocking CostUnder-stocking CostSales RevenueProduction CostMaterial CostKim Strategical

ZimmerJIT CCqd min{C,q}Zimmer Penalty CostIncentive

R. Bhatnagar et al

1. Large BatchesSetup Cost

2.Consolidation loads of different goods

3%20%Chandra FisherSetup CostChandra et al.32

Dornir(1998)

1.

2.

3.

4.

Wood(1995)

1.

2.

3.

4.

5.

JohansonMattsson(1987)

1. international extension

2. penetration

3. international integration

JohansonMattsson(1987)3-1

3-1

The Early Starter

The Late Starter

The Lonely International

The International among others

JohansonMattsson(1987)

1. Early Starter

2. Lonely International

3. Late Starter(Pull Out)

4. International among Others

/

3-2MRP

3-2

Klaas1998

3-3

3-3

1998

3-3 /

KrajewskiCoyle Push Pull Coyle MRPFisher Fisher efficiencyresponsiveness

Klaas anticipatingreacting3-2

3-2

PUSH

PULL

OR Black-Box

Order Placed

Input Output

ROP

Anticipating Systems Operating

Klaas1998

1.

2.

3.

4.

3-4

3-4

(POS )

1.

2.

3.

4.

3-5

3-5

JonesLean Logistics15 TQM

1.

2.

3.

JonesLean Thinking3-6/

3-6 (Lean Logistics)

Jones1997

Jone//

1972 12 1 1800 1

1

FORD

METROSTAR

TIERRA LS

ACTIVA

ECONOVAN

PRONTO

PRZ

ESCAPE

IXION MAV

MAZDA

PROTEGO 323

ISAMU

BONGO

TRIBUTE

PREMACY

FORDMAZDA134,000/FORDMAZDAJAGUAR SCORPIOTAURUSWINSTARCAPELLA 626MPVJAGUAR 85 30

20-30 2000 1995 Asia Pacific Operation Association (APOA)2000 Ford Asia-Pacific (FAP)

(Vision)

1990 Q1 1991 Q1 1996 ISO-9001 1997 6 ISO14001 1998 QS-9000

1996 20001998 C3P WERS CTISTIERRAMETROSTAR

2001

Q1 QS-9000 85 30

1

1

()

WERS (World wide Engineering Release System)WIPS ( World wide Information Purchasing System)CMMS (Common Material Management System)(Synchronous Information Flow) 2

2

WERS CMMS ATP WIPSSourcing CMMS BOM(Bill Of Material)(Usage)P.O

25 EXCEL File 1+11 45 VIS (Vehicle Information System)EOC (European Order Card)Emerging Markets Forecast Process Schedule Process ()SFI (Schedule Formula Index)CMMS

CMMS MRP BOM CMMS SOLMIS(Supplier On-Line Management Information System)ASN (Advanced Shipping Notice)FLH ASN SOLMISCMMS ASN Accounts Payable

WEB EDI (HUB)830 862

()

20-22 11 EXCEL file CMMS BOM , Schedule, Purchasing order (PO) , CMMS Supplier Release() DSI (Daily Shipping Instruction )FORD

3

3

CMMS (Common Material Management System)SOLMIS (Supplier On-Line Management Information System )ASN (Advanced Shipping Notice )ASN User ID ASN

CMMS

(1)

DOQ

D cum

S

I adj(/)

AR cum

DOQ = ( D cum + S + I adj ) - ( AR cum ) .

DOQ>0

DOQ= 0.50 um 18%

0.35 um 12%

0.25 um 21%

0.18 um 22%

0.15 um 13%