優化JIT與VMI運作的庫存管理─以W公司為例

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题名:	優化JIT與VMI運作的庫存管理─以W公司為例
作者:	許建宏;Hsu,Chien-hung
贡献者:	高階主管企管碩士班
关键词:	供應鏈;JIT;VMI;PLM;BPI;供應商評鑑;supply chain;JIT;VMI;PLM;BPI;supplier evaluation
日期:	2014-07-15
上传时间:	2014-10-15 15:31:28 (UTC+8)
出版者:	國立中央大學
摘要:	由於數位相機市場在智慧型手機及單眼相機的雙重夾擊下，預估在2014年將僅有5434萬台左右的水準，相較於2013年的6668萬台，下滑幅度達18.5%。台灣數位相機代工廠在2013年的整體出貨量為4,100萬台，而2014年則會更進一步衰退24.4％，來到3,100萬台的出貨數量。在這個嚴峻的市場下，Ｗ公司身為主要龍頭代工廠，在供應鏈管理體系中，勢必要強化降低存貨成本改善的力道。　　本研究針對Ｗ公司的JIT及VMI庫存管理運作的現狀進行分析，主要原因包含JIT運作不良、被動式VMI運作與供應鏈IT 網路平台串聯性不足。透過JIT、VMI、PLM、SCM與BPI 各項工作職能修正與整合，將W公司的庫存成本降至合理的水準，同時透過制度化的修正，防範人為的失誤所衍生的不當庫存產生，確保JIT及VMI的庫存管理可以做到事半功倍的效果。另外，針對供應鏈的供應商評鑑的管理機制，也要再進行調整，針對新供應商的導入，IT網路的支援能力與配合E化意願也需一併列入考量。在現有供應商的季評鑑作業上，也要落實評鑑，講求數據及公正性，以評估現有供應商承接新機種開發的可行性，讓現有供應商清楚明白若表現欠佳，會嚴重影響新機種接單的機會。　　　W公司的JIT及VMI庫存管理，若能藉由事前的有效供應商評鑑以判定導入與否，再者，落實每季的現有供應商評鑑機制，輔以供應鏈管理措施的改善修正，相信W公司的JIT及VMI庫存管理可以在很有效地獲得改善。;Under the two prong attack by smartphones and SLR cameras, the digital camera market is estimated to face a 18.5 percent decline to around 54.34 million units, as compared to 66.68 million units in 2013, The shipment from Taiwan totaled of 41 million units in 2013, and is estimated to decline to 31 million units in 2014, a 24.4% plunge. In this tough market, the target of this study, Company W, is the leading producer of digital camera, is bound to streamline its supply chain management to reduce inventory costs, in order to sustain its competitiveness. This study attempts to tackle the inventory problem faced by Company, in particular, the JIT and VMI inventory. Preliminary analysis reveals managerial issues, including inefficient JIT operations, passive VMI operations and lack of coordination with the supply chain information system. This study proposes to reengineer its JIT, VMI, PLM, SCM and BPI operations, and introduce more integration among various job functions. These enable Company W to reduce its inventory costs down to a reasonable level. In addition, these changes have to be institutionalized into its SOP, to ensure smooth JIT and VMI operations, and to prevent human errors resulting in improper inventory levels. Furthermore, this study also suggests changes in the supplier evaluation process for better management of the supply chain. For inclusion into the new suppliers list, these include the willingness and support capacity and in computerization of the operations. For existing suppliers, quarterly evaluation has to be conducted properly, emphasizing impartiality and objective data, in order to assess their ability to undertake the development of new models. Suppliers with poor performance would be discontinued. The JIT and VMI operations for Company W are expected to improve through implementing the proposal.
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