供应链管理大型船厂供应链管理系统之建置.docx

供应链管理大型船厂供应链管理系统之建置.docx

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供应链管理大型船厂供应链管理系统之建置

（供应链管理）大型船厂供应链管理系统之建置

大型船厂供应链管理系统之建置

中国造船暨轮机工程学刊第二十三卷第三期民国九十三年169

JournalofTaiwanSocietyofNavalArchitectsandMarineEngineers,Vol.23,No.3,pp.169-178,2004

___________________________________________________

Correspondingauthor（nmshaw@mail.ncku.edu.tw）

THEESTABLISHMENTOFTHESUPPLYCHAIN

MANAGEMENTSYSTEMFORTHEBIG-SIZEDSHIPYARD

H.J.ShawW.TannandL.L.Chuang

DepartmentofSystemandNavalMechatronicEngineering,NationalChengKungUniversity,Taiwan,ROC

Keywords:

E-commerce（EC）,VirtualShipyard（VS）,SupplierChainManagement（SCM）

关键词：

电子商业，虚拟船厂，供应链管理

ABSTRACT摘要

Alongwiththerapiddevelopmentoftheinternet,thereisnoevenoneenterprisewhichisnotmakingE-businessasitsprimarydirectionandstrategy.Thebig-sizedshipyardutilizestheconstructionforthevirtualshipyard,withResearchandDesign（R&D）asthekernel,viaEnterpriseResourcePlanning（ERP）integratinginteriorresourcesintheshipyard,andthenthroughSupplyChainManagement（SCM）coordinatingtheup-anddown-streams'suppliers,thentostepforwardbusiness-to-business（B2B）.Withinthebig-sizedshipyard'sproductionprocedure,theschedulingandqualityoftheoutfittingofteninfluencetheentireschedulingandconstructionoftheships.Thereforehowtosupplythetimely,appropriateandcorrectoutfitting,saveuscommunicationtimeandallowsustocooperatewiththesuppliers,andincreasetheefficiency,reducethecost,isthemostimportanttopic.ThispaperisdirectedtowardtheshipbuildingpropertytoplanthefunctionalitiesbasedonMSWindowsDNA-（DistributedinterNetArchitecture）architectureandtherelatedtechnologies,toestablishasetofSCMsystem.BythefriendlyinterfaceandXMLexchange,theinformationbetweentheshipyardandsupplierscanbeintegratedmuchtighter,toreachquickresponses,andthenimprovethecompetitivenessoftheshipyard.

随着互联网的迅速发展，

INTRODUCTION

Generallyspeaking,traditionalshipyardscouldbedividedintofourdepartments:

business,design,manufacture,andmanagementdepartments.Duetotheirchaoticfunctionalities,itiseasytodigoutthemanagementdefectsinducingtheossifiedorganization,whichwillbearduoustosurviveinthecompetitivemarinemarket.

Accordingly,theconceptisproposedfromenterprisere-engineering,andthroughvirtualshipyard（VS）tore-planthemainfunctionalitiesfortraditionalshipyards.

ThesemainfunctionalitiesforVSinvolveERP,ResearchandDevelopment（R&D）,Customerrelationshipmanagement（CRM）,ProductDataManagement（PDM）,andSCM（Fig.1）.A"VirtualShipyard"isagroupconstructedonarealisticshipyardoforganizationsworkingonasingleprojectwithasigngoalwheretheheterogeneousmembersfunctionasasingleintegratedhomoge-

neousorganization.

Bytheintranettechnologyusersinrealisticshipyardcanrealtimeaccessandmodifytheproductioninformationstoredinthedatabaseatanytime&anywhere,sothattheworkingprogressandcommunicationwillbespeededupineachsingledepartment.

THEANALYSISOFSCMINVIRTUALSHIPYARD

Supplychainmanagement（Fig.2）,istheactivemanagementofsupplychainactivitiestomaximizecustomervalueandachieveasustainablecompetitiveadvantage.ItrepresentsaconsciouseffortbythesupplychainfirmstodevelopandrunsupplychainsinthemostH.J.Shaw,W.TannandL.L.Chuang:

TheEstablishmentoftheSupplyChainManagementSystemfortheBig-sizedShipyard170effective&efficientwayspossible.Supplychainactivitiescovereverythingfromproductdevelopment,sourcing,production,andlogistics,aswellastheinformationsystemsneededtocoordinatetheseactivities.

Owingtointernetcriteriaadoptedandwebprevalent,enterprisescommencechangingtheirused

waysandstrategiestodevelopEContheinternetandapplyittosharetheinformationwitheachother.Therequestforflexibleandrapidreactionsundertheglobalplanningandmanagementtrends,enterprisesmustevolvefrommanufacturingastheprincipaltointegratingSCMinformationera.Inthebig-sizedship-yard,thequantityanddeliverytimeofoutfittingveryofteninfluencetheentirebuildingqualitythatwastesthetimeofcommunicationandpursuingmaterials.Inthemarineindustryover70%ofthecostofthedeliveredproductisformaterialandequipment,especiallyifsubcontractorsareinvolved.

THEPRACTICESIN

SUPPLYCHAINMANAGEMENT

BasedonTaiwan'sindigenousmarineindustryaswellastheotherexperiencesavailabletothestudy,thepracticesaredividedintofourprimarysections,SupplyChainManagement（SCM）Strategy,SCMPlanning,Mechanisms,Systems.

ThisisasimplificationofthemodelinFig.3.Withineachofthosesectionsitstartswithabrief

descriptionofthetopicandthenprovidesresultsinformofspecificpractices.Thesesectionsdefinethepracticewithreferencetootherindustries（typicallyautomotive,aerospaceordefenseelectronics）andthendescribehowthemarineindustryappearstobeperforming.

1.SCMStrategy

SCMStrategyincludesallofthehigh-levelsupplychainrelatedactivitiesthecompanydoestoplanitsproductandbasicapproachtobusiness.Werecognizethatother,morespecificstrategicchoices

Fig.1Thevirtualshipyardoutline.

Fig.2Thesupplychainmanagementactive.

InternetExtranetSupplierCSBC

VirtualShipyard

Shid

CRMSCM

ERP

R&DPDM

Supplier

Supplier

Internet

Extranet

Ship-owner

Ship-owner

Ship-owner

JournalofTaiwanSocietyofNavalArchitectsandMarineEngineers,R.O.C.,Vol.23,No.3,2004171

Fig.3Summarizesthepracticesinthefoursections.haveamajoreffectonsupplychainmanagement-e.g.,thedecisiontoenteraspecificmarketwillaffectthenatureofthesupplychainneeded.Nonetheless,thosedecisionsarenotfocusedenoughonthesupplychainissuetomeritourattentionhere.Also,whilestrategycoversacertainamountofplanning（e.g.,strategicplanning）,theplanningsection（below）coversonlythatplanningwhichspecificallypertainstosupplychainmanagement.

2.SCMPlanning

SCMPlanningrefersspecificallytothoseactivitiesthatareassociatedwithsupplychainmanagement.Itincludesthewholeprocessofplanninghowtorationalizemake-buydecisionsaswellasplanningrolesandresponsibilitiesforspecificactivitiesforbothcomponentsandservices.Inaddition,itincludesplanningthetypesofrelationshipsthecompanywantstohavewithitsvarioustypesofsuppliers.

3.Mechanisms

Mechanismsarespecificsupplychainmanagementpracticesthatareusedtoworkwithmembersofthesupplychain.Inotherwords,thesearethepracticesusedbytheshipyardstoimplementtheplans.Inthesubsequentsection,Systems,theinfrastructureneedstobeinplacetointegratewithsuppliers.

4.Systems

Whatiscall"systems"includesthebusinessprocesses,organization,culture,andtechnologyinboththecustomerandsupplierthatserveastheenvironment.

Someofthesearenoteasyifatallchangeable（nationalcultureisthebestexample）;allarehardertochangethantheothernon-systems.

THESTUDYFORRELEVANT

SHIPBUILDINGSCM

Widevariationsinsupplychainmanagementphilosophiesandpracticesexistinboththeforeignanddomesticmarineindustries,asistrueofanyindustrysector.

RelationshipsbetweenUSshipyardsandmostoftheirsupplierstendtobesignificantlymorearmslengthandadversarialthanisthecaseinEurope.Experiencefromothersectors,particularlyautomotiveandaerospace,showsthatsuppliersaremuchmoreresponsivetotheneedsoftheircustomerswhencloserelationshipsexistandcommunicationisfrequentandopen.ThesourcingpracticesofsomeofUSshipyardshavetheeffectofmakingrelationswithmanysuppliersfarmoreadversarialthannecessary.

TheshipbuildingPartnersandSuppliers（SPARS）ConsortiummembershipincludestheshipbuildingoperationsatGeneralDynamics-Electricboats,BathIronWorks,NationalSteelandshipbuildingCompany（NASSCO）,ToddPacificShipyard,NewportNewsShipbuilding,AvondaleShipbuildingandIngallsShipbuilding,LeadingUSShipbuildingindustrysupplier,

IBM,andAltarum.SPARSconsortiumisdevelopinganddeployingshipbuildingSupplyChain（SC）VirtualEnterprises（VEs）thatintegratetheshipbuildingsupplySCMStrategy

1.SupplierManagementasaStrategy

2.SpecificGoalsforSupplierManagementSCMPlanning

1.CoreCompetencyAnalysis

2.IncreaseSupplier

Responsibilities&Tiering

3.OutsourcingRationalization

4.StrategicAlliance&LongTermAgreementsMechanisms

1.FrameAgreements

2.ConsolidatedPurchasing

3.CustomerSupplierTeams

4.IntegrationofSuppliers

5.LowestTotalCostSelection

6.SupplierContinuousImprovement

7.SupplierTraining

8.DevelopNewSuppliers

9.SupplierManagedInventory

10.TurnkeySuppliersSystems

1.IntegratedDataSystems

2.Integrationwith

3.CustomerPlanning&Scheduling

4.OrganizingforCoordination

5.CultureofTrust

H.J.Shaw,W.TannandL.L.Chuang:

TheEstablishmentoftheSupplyChainManagementSystemfortheBig-sizedShipyard172chaincomposedofcustomers,partners,subcontractors,

andsuppliers.TheSPARSprojectisinnovativeinthemannerinwhichitfacilitatesandacceleratestheimplementationofshipbuildingsupplychainandvirtualenterprisesforUSshipyardsbyEstablishingshipyardsasvirtualshipyardgatewaysthatprovidenear-turnkeyshipbuildingbusinessprocesstotheirsupplychain,thusenablingproductteamstocost-effectivelyworkasintegratedunits,Providingasecureandeasy-touse,on-line,internetbasedsystemforlocatingandexchanginginformation（e.g.supplierinformation（qual