标题: 传统产业以提升供应链竞争力达成成功转型之案例探讨:
作者: 魏庆裕
韩复华
高阶主管管理硕士学程
关键字: 供应链;传统产业;五力分析;价值链;企业转型;再生工程
公开日期: 2002
摘要: 现代企业所面临的是全球化市场、全球化竞争的挑战,产品的生命周期愈来愈短,产品已走向小批量、多样化生产、客制化、交期短的趋势,在生产趋势上走向制造低成本、高品质、全球运筹供应、快速回应顾客,满足顾客的需求。在客户的需求愈来愈不容易满足的情况下,企业亟需要靠整体转型,才足以使企业在竞争环境生存及成长。
由于近年来资讯科技的快速发展,提供企业经营管理上莫大的助力。企业为了提升竞争力,除了藉此强化研究发展、开拓市场商机之外,更可以从快速变动中能掌握即时正确的资讯,提供企业更佳决策。企业并可利用自动化设备及资讯管理系统来降低营运成本,冀望藉由资讯管理系统导入,在管理作业上确实获致大成效,并希望藉由价值链的整合,能够提升顾客满意度,降低整体供应链成本,快速回应顾客,以增加客户之转移成本,进而大幅度提升企业本身的竞争优势。
本研究系针对传统行业—钻全公司,探讨其如何经由企业流程再造(Reengineering)及导入企业资源规划(ERP ; Enterprise Resource Planning)的机会,将企业文化扭转。并透过策略管理的规划及执行,客观地分析自己本身所处的环境,务实快速地规划自动化工厂并能有效整合自动仓储(AS/RS;Automated Storage and Retrieval System)、自动供料及自动包装的物流与资讯流。整个自动化设备并与资讯系统有效地整合。由于企业转型之成功,公司在短时间内,为自己创造高成长的机会,并成为世界上最大的气动打钉机制造商。
一个传统产业的公司,如何透过供应链有效的整合供应商、制造商、及仓储,使得产品得以适量、适地、适物及适时的,并以最低的供应链成本生产销售予客户,满足客户的服务需求。在公司整体供应链建构的过程中,在管理专业能力及系统设计之技术上已经成熟,较无问题。然而,就如同其他企业所遇到的困难是一样的,“人”永远是推动过程中最大的阻碍,因此推动的过程中,失败的风险及压力非常大,但最后很庆幸的,公司终于能够克服重重难关。而其间的历程和险阻以及如何解决,历史有言:“他山之石、可以攻错”,期望提供未来相关转型企业之参考。
Modern enterprises face global competition and markets. Marketing trends thus are moving towards small lot quantity, versatile production, ODM, rapid delivery, and shorter product cycles. Simultaneously, production trends are moving towards low cost, high quality, global logistics, quick response, and customer satisfaction. Given increasingly rigorous customer requirements, business must change their operating models to survive and grow.
The rapid expansion of Information Technology provides businesses with improved administrative tools and management methods. Besides consolidating research and development abilities, IT also has increased market opportunities for enterprises. The skilled application of IT can provide real-time and accurate information for managers confronting unfamiliar and unstable environments. Such information obviously can help managers to make better decisions. Moreover, enterprises can also use automation facilities and management information systems to reduce their operating costs. By successfully implementing ERP solutions and integrating the value chain, enterprises can boost customer satisfaction, reduce overall supply chain cost, accelerate response time, and increase customer switching costs. In short, implementing ERP solutions and using automation facility can significantly increase overall competitive advantage.
This study focuses on the transformation of traditional companies by reengineering cooperation and enterprise resource planning integration. Simultaneously, this study also focuses on the integration of automation facilities and IT applications. Using an empirical case study of BASSO, this study also identified and categorized the key success factors enabling a traditional company to achieve rapid growth. Moreover, the company in the case study implemented M.I.S. strategies, such as ERP and PDM, along with the above marketing and production trends.
The question of how a traditional company can achieve effective supply chain integration is important. Supply chain construction does not involve significant problems in terms of professional knowledge and innovative system design. However, like as demonstrated by numerous real world examples, the obstruction of qualified employees and vested interests of management always impede innovation. Simultaneously conducting business process revolution(BPR)and enterprise resource planning(ERP)is a significant risk for traditional companies such as BASSO. Fortunately however, supply chain integration can be very successful and achieve excellent outcome given a strong effort from the project team and support from top management. Important questions in helping companies to achieve good outcomes include: identifying the key problems; the core business of the company; why the company takes the actions that it does, and solution implementation. The final chapter of this study presents conclusions and suggestions, as well as identifying related topics for further study.
URI: http://140.113.39.130/cdrfb3/record/nctu/#NT910627012
http://hdl.handle.net/11536/71152
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