SCM SCOR Model - GS1 Taiwan · Based on SCOR Model SCM. 38 SCM SCOR 7.0 Page 94ES.9 Performance...
Transcript of SCM SCOR Model - GS1 Taiwan · Based on SCOR Model SCM. 38 SCM SCOR 7.0 Page 94ES.9 Performance...
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SCOR 7.0
Cost Down
SCOR Model
Cost per Invoice
S1.5 & S2.5 & S3.7 Authorize Supplier
Payment
h
hh
Best Practice
S1.5 & S2.5 & S3.7
Enable ES.9 Manage Supplier
Agreements 1
6 1.
h
h
h
h
SCOR Model
By David Lin
A Talk on Reducing Purchase CostBased on SCOR Model
SCOR 7.0 Cost Down
Best Practices and Features SCOR Model
This article referred to the content of SCOR 7.0 is about whether there is any possibility to make cost downin the purchase flow path of enterprise supply chains. According to the guidance of step-by-step indexes,examination of flow path contents, best practices and features, you can understand how SCOR Model
works on practice applications and appreciate its reference value.
SCOR Model
A Talk on Reducing Purchase CostBased on SCOR Model
By David Lin
SCM
38
SCM
SCOR 7.0 Page 94 ES.9
Performance Metric and Best Practice
Product Acquisition Costs
S1.1 & S2.1 & S3.3 Schedule Product
Deliveries
S3.2 Select Final Suppliers and
Negotiate
S1.1 & S2.1 & S3.3
Pull
h Lead Time
%
h Cycle Time
h %
Best Practice EDI
V M I V e n d o r M a n a g e d
Inventory
ETO Engineer-
to-Order
S3.2
ETO
S1.1 & S2.1 & S3.3
2
h
h
h
hh
h
h
6 2.
ETO
P2.4 Sourcing Plans
M1.1 M2.1 M3.2
Deliver
Receiving & product Storage Costs
S1.3 & S2.3 & S3.5 Verify Product
S1.3 & S2.3 & S3.5
h
h
h %
Best Practice
Cost Down
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SCM
SCOR Source
Cost Down SCOR
Model Metrics and Best Practices
S C O R R
Reference
S C O R
Model
Best Practices and Features
SCOR 7.0
Source Cost Metrics
6
SCOR Model
39
40
SCM
Preface
VICS 1998
Collaborative
Planning, Forecasting and Replenishment (
CPFR®)
CPFR®
CPFR®
The Reason to Introduce the CPFR®ollaborationCommerce Project
CPFR®
/ By Ricky Lin
POYA LIVING MART's CPFR® Solution Developmental Experience
( 1)
CPFR® (1) (2)
(3) (4)
To resolve the problems of hot items are out of stock or having huge inventories, POYA LIVING MART selectsCPFR® as collaborative commerce solution and gets the following benefits (1) increase sales forecast accuracyfor promotion and new items, (2) quick response for promotion and new items, (3) reduce order fulfillment timeand improve on time delivery with right quantity, and (4) reduce inventory cost for both collaborative partners.The most important is POYA wins better customer satisfaction and suppliers increase sales.
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SCM
2005 27
Know-how
CPFR®
CPFR®
The Process And Collaborative Goal ofPerforming the CPFR® Project
CPFR®
(
2) 94~95 ( 1)
(Store-Level) CPFR®(
3)
Store-Level CPFR® (
) (
)
6 1.
Store-Level CPFR®
94 Store-Level CPFR®
94
CPFR®
Store-Level CPFR®
95 Store-Level CPFR® (
) (
)
94 CPFR®
95
CPFR®
Store-
Level CPFR® 2
42
SCM
CPFR®
Collaborative Efficiency of the CPFR® Project IsFulfilled
94
CPFR®
CPFR®
CPFR®
/ ( )
CPFR®
CPFR®
CPFR®
The Development Plan for the Future
94
Store-Level CPFR®
95
/
( )
(
)
43
SCM
( )
/
Conclusion
CPFR®
Store-Level CPFR®
Store-Level
CPFR® (
)
(
)
( 2)
1. 86
92
500 500
252 2 3 3
500 35
2.
h t t p : / / w w w .
ebizprise.com
3.Store-Level CPFR®
VICS 2004 CPFR® (New Model)
(DC-level)CPFR® (Store-level)CPFR®
DC-level CPFR®
S to re - l eve l
CPFR® Store-level
DC-level
(DC-level CPFR®)
6 2.
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SCM
44
( )
(War Room) KPI
PDCA(Position Decision Checks Action-
Plan)
PDCA ( )
The Procedure of Constructing the Global Logistics
1
Top-down Buttom-up
Top-down CEO
PDCA
(
)
(
) ( )
(
Master/Slave ERP PDM APS MES/SFC
SCM VMI... )
By Shy-Ching Wang
2006
45~47
This article is to Continue the
content of Constructing Enterprise
Global Logistics and E-Reference
Model (1) in the previous period
of this Report ( p. 45-47 of Summer
Quar t e r l y , 2006 ) . I t i s t o
summarize for the strategies of
construct ing global logist ics
procedure and enterprise global
logistics.
By Shy-Ching Wang
45
SCM
1
Strategies of the Global Logistics
1
1.
2.
3.
4.
5.
6.
e ( 2
)
e
2
6 1.
46
SCM
2 (Bus iness
Intelligence BI)
CEO IT
Transactional Data
( 3)
CEO
KPI
6 2.
6 3.
47
SCM
( 3)
W i r e l e s s
Visualization Broadband
( )
CEO
4
8
34 PI KPI
PI CEO KPI 4
CEO
/
NT$100,000 X 3 X 2 = NT$600,
000 5 3
Conclusion
GLM
(Decision Support
System ) (Data
Warehouses) (OLAP) (Data
Mining) Web-based DSS
/
BI
6 4.