供应链管理例子资料.pptVIP

Yusan Supply ChainRedesign and Improvement Objective Enhance Yusan’s Profitability by Re-designing and Improving Supply Chain Facing Problem Extra Supply Chain Cost Air shipment cost in 2005: 2M HKD (0.5% of total revenue) High rework cost Low On-Time-Delivery Rate Thomson: 28% Methodology Scope Identified Problem Order Process Investigation of Production Part Supply Critical Part Delay Critical Parts: Long Leadtime - Expensive - No substitute Non-Critical Parts: Short Leadtime - Commodity Suppliers Analysis Summary 330 Suppliers in 2005 131 (40%) average quality 99.8% 48 Regular Suppliers No one can achieve 99.8% QA standard Unreliable Regular Suppliers Quality Performance Regular Suppliers Quality Performance in 2005 Part Supply Quality Capacity Evaluation Overtime Employed Productivity Workforce Distribution Finished Product Rework Rate Rework Rate by Customers Rework Rate on Production Lines Causes and Effect Recommendations Make Supply Chain Performance Visible Make Supply Chain Performance Visible Recommendations Enhance Supplier Performance Recommendations Better manage orders Production Planning: Plan for all the existing orders Plan for both the assembly and PCBA lines Purchasing Unreliable suppliers / Critical parts: Purchase As Soon As Possible Reliable suppliers: Purchase based on Production Planning schedule Common parts: Keep Safety Stock Unaddressed Problem Back Up Slides Suppliers Analysis Sup. Regular Suppliers – Yusan purchased parts from this suppliers more than 10 months Assume one product uses 50 different suppliers X^50 = Final product pass rate To achieve 95% final product pass rate, each suppliers should provide parts at 99.98% Quality To achieve 90% final product pass rate, each suppliers should provide parts at 99.79% Quality Calculation and Assumptions: Inventory Calculation Inventory * Yearly Interest Rate Calculation and Assumptions: Backlog Calculation If Delayed Length Threshold Urgent Delivery Unit Urgent Delivery Cos