運用時間斐氏圖模擬SCOR流程

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：45

、訪客IP：3.15.4.14

姓名

翁志豪(Chih-Hao Weng) 查詢紙本館藏

畢業系所

工業管理研究所

論文名稱

運用時間斐氏圖模擬SCOR流程
(Simulate the SCOR Process with Time Based Petri Net)

相關論文

★ 以八階段分析法進行談判策略之個案研究	★ 以AHP法研究企業評選顧問公司之準則
★ B2B拍賣網上結標價和結標時間的預測	★ 應用啟發式演算法挖掘與表示商業流程的碳排量屬性
★ ERP為基準碳足跡計算之觀念性架構發展	★ 作業基礎制碳足跡方法-以作業制成本法為基礎發展產品碳足跡計算之方法
★ 不同顆粒度流程一致化之研究	★ 一致化不同顆粒度所衍生企業流程之研究
★ 企業導入企業資源規劃系統之目標、過程與成效	★ 運用動態分群方法在市場區隔上－以電信產業為例
★ 企業資源規劃系統之執行效果 ─以台灣地區企業為例	★ ERP導入期關鍵活動與企業財務績效關聯之研究
★ 以Char演算法協同特徵化公司財務表現	★ 於共引用分析中使用完整作者集之研究
★ 探討客戶權力在客服工程師知識分享意圖之影響	★ 以數學規劃求解最佳之間接材料選擇與人力配置

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

摘要
　　
我們將介紹供應練觀念，而ＳＣＯＲ流程是一個由美國供應練協會提出的基本供應練。一些用來描述流程的工具很少能模擬流程階段性所花費的時間，而時間斐氏圖正好符合正個特性。時間斐氏圖示用來描述系統且用一個符號來描述系統狀態．傳統的斐氏圖用來解決單一事件的流程問題，這篇論文中我們將會訂定我們自己的時間斐氏圖元件和原則，以運用來模擬我們多重事件的流程問題。同一石間我們也將針對ＳＣＯＲ流程中的訂貨生產流程的原料供應，製造，運送三個流程來模擬．最後我們會運用我們的時間斐氏圖運算幾個階段運算的例子。

摘要(英)

Abstract
In this paper, we introduce the concept of supply chain and supply chain management. When we want to discuss the issue of the supply chain, the SCOR Model must consider first, so we introduce what is SCOR Model. We know there are several tools to describe the process but fewer can monitor the process with spending time. The Petri Net is the tool to describe the system and we can present the states of the system by its token. But the base Petri Net always focuses on the single case rather than the multiple cases. For the issue, we create some elements and make the definitions of these elements, and then we also define our firing rules of my Petri Net and the relationships between the markings in the mathematical way. By using the elements that we created, we can simulate the process about the multiple cases and we can use the Petri Net to know the time of the process and calculate the total time that the job spent. In the research, we will make a correct proof and we will distribute the three parts (Source, Make, Deliver) of MTO (Make-TO-Order) of the SCOR Model. After understanding all the definitions of the elements of the MTO process, we will translate the MTO process into Petri net and follow the Petri net rule we created before and we will show how the marking and time change in several states.

關鍵字(中)

★ 企業流程供應練

關鍵字(英)

★ PETRI NET
★ BUSINESS PROCESS
★ SUPPLY CHAIN

論文目次

Table of Content
Abstract……………………………………………………………………………A
Table of Content…………………………………………………………………C
List of Figures……………………………………………………………………E
Chapter Ⅰ Introduction………………………………………………1
1.1 Background………………………………………………1
1.2 Motivation…………………………………………………………1
1.3 Objective………………………………………………………2
1.4 Thesis Organization …………………………………………………………2
Chapter Ⅱ Literature Review……………………………………………………3
2.1 Supply chain…………………………………………3
2.1.1 Introduction of Supply Chain…………………………………………3
2.1.2 The definition of Supply Chain……………………………………….4
2.2 Supply chain Management…………………………………………………….5
2.2.1 Introduce Supply Chain Management……………………………..5
2.2.2 The definition of Supply chain management……………………5
2.3 Supply Chain Operation Reference-Model……………………………..8
2.3.1 Introduce SCRO……………………………………………………..8
2.3.2 The scope of SCOR…………………………………………………8
2.4 Petri Net………………………………………………………………13
2.4.1 Introduction of Petri net………………………………………….13
2.4.2 Petri Net and others Modeling Tools to Business Process Modeling…………………………………………………….13
2.4.3 Basic Definition of Petri Net……………………………………..15
2.5 Timed Extended Petri et…………………………………………………….18
Chapter Ⅲ METHOLOGY…………………………………………………19
3.1 Definitions of the elements of the Petri net…………………………….……19
3.2 firing rule of the Petri ……………………………………………………………21
3.3 The time of the Petri net………………………………………………21
3.4 The state of the Petri net…………………………………………………22
3.5 The proof of the time based Petri net…………………………………….23
Chapter Ⅳ Modeling the SCOR by Petri net……………………………………….24
4.1 Make-to-order in SCOR………………………………………………………24
4.1.1 Source of Make-to-Order product………………………………….24
4.1.2 Make of Make-to-Order …………………………………………27
4.1.3 Deliver of Make-to-Order product……………………………………..31
4.1.4 The process net of Make-to-Order product…….35
4.2 The Petri Net of the Make-to-Order product Pocess…………………..36
Chapter Ⅴ Conclusion……………………………………………………………….44
Reference…………………………………………………………………………….45

參考文獻

Reference
[1] Beamon, B.M. Supply chain design and analysis: Models and Methods. International Journal of Production Economics, 55, 281-294, 1998.
[2]Becker, J., Vossen, G.: Geschäftsprozeßmodellierung und Workflow-Management: Eine Einführung. In:Vossen, G.; Becker. J.: Geschäftsprozeßmodellierung und Workflow-Management. Bonn et al. 1996, pp.17-26. (in German)
[3]Berry, D., D. R. Towill, and N. Wadsley (1994), “Supply Chain Management in the Elecronics Product Industry,” International Journal of Physical Distribution andLogistics Management, 24(10), pp.20-32.
[4]Cavinato, Joseph L. (1992), “A Total Cost/Value Model for Supply Chain Competitiveness,” Journal of Business Logistics, 13(2), 285-301
[6]Chopra, Sunil & Peter Meindl, “Supply Chain Management Strategy, Planning and Operation,” Prentice-Hall, Inc; 2001
[7]Christoph v. Uthmann, “Improving the Use of Petri Nets for Business Process Modeling”1999
[8]Christopher, Martin (1992), Logistics and Supply Chain Management Strategies forReducing Costs and Improving Services, London: Pitman Publishing.
[9]Christopher, M.: Logistics and Supply Chain Management – Strategies for reducing cost improving services, second edition. Pitman Publishing, London 1998
[10]Copper, M.C; and L.M. Ellram (1993), “Characteristics of Supply Chain Management and the Implication for Purchasing and Logistic Strategy” The International Journal of Management, 4(2), 13-24
[11]Ellram Lisa M. (1991), “Supply Chain Management: The Industrial Organization
Perspective,” International Journal of Physical Distribution & Logistics Management21(1), 13-22.
[12]Giaglis, G.M. and Paul, R.J. It’s Time to Engineer Re-engineering: Investigating the Potential of Simulation Modeling in Business Process Redesign. In: Scholz-Reiter, B. and Stickel, E. (eds.), Business Process Modeling, Springer-Verlag, Berlin 1996, pp. 313-332
[13]Handfield, R; and E. Nichols (1999), Introduction to Supply Chain Management, Upper Saddle River, N.J. : Prentice Hall
[14]Jones, T.C., D.W. Riley (1987), “Using Inventory for Competitive Advantage Through Supply Chain Management,” International Journal of Physical Distribution and Materials Management, 17(2), 94-104.
[15]Kalakota, R. and Robinson M., “e-Business-Roadmap for Success,” Addison-Wesley, 1999
[16]Kopczak, L.R. (1997), “Logistics Partnership and Supply Chain Restructuring: Sur veyResults from the US Computer Industry, ” Production and Operations Management 6(3), 226-247.
[17]Lambert, Douglas M., Martha C. Cooper and Janus D. Pagh, “Supply Chain Management: Implementation Issues and Research Opportunities,” International Journal of Logistics Management, Vol. 9, no.2, 1998, pp. 1-19
[18]Lee, H.L., and Billington, C. (1992), “Managing Supply Chain Inventory: Pitfalls andOpportunities,” Sloan eManagement Review, 33(3), 95-73.
[19]Lee, H.L., and S.M. Ng (1997), “Introduction to The Special Issue on Global SupplyChain Management,” Production and Operation Management, 6(3), 191-192.
[20]Lee, H. L. and C. Billington, “Material Management in Decentralized Supply Chain,” Operation Research, Vo1.41, No.5, 1999, pp. 663-640
[21]M. J. Litzkow, M. Livny. Experience with the Condor distributed batch system.
IEEE Workshop on Experimental Distributed Systems, 97-101, 1990.
[22]Saunders, M.J. (1995), “Chains, Pipelines, Networks and Va lue Stream: The Role,Nature and Value of Such Metaphors in Forming Perceptions of the Task of Purchasing and Supply Management,” First Worldwide Research Symposium on Purchasing and Supply Chain Management, Tempe, Arizona, 476-485.
[23]Supply-Chain Council, “Supply-Chain Operations Reference-model: overview of
SCOR Version 6.0”, Supply-Chain Council, Inc. 2003
[24]Simchi-Levi, David, Philip K., Edith S.L, (2000), Designing and Managing the Supply Chain: Concepts, Strategies, and Case Studies, Boston: Irwin/McGraw-Hill.
[25]Stein, Martin and Frank Voehl, “Macrologistics Management,” St. Lucie Press
[26]TADAO MURATA, “Petri Nets: Properties, Analysis and Applications” PROCEEDINGS OF THE IEEE, VOL. 77, NO.4, APRIL 1989
[27]Tan, K.C., V.R. Kannan, and R.B. Handfield (1998), “Supply Chain Management:
Supplier Performance and Firm Performance,” International Journal of Physical Distribution and Materials Management, 64(3), 2-9.
[28]Palevich, Robert F, “Supply chain management,” Hospital Materiel Management Quarterly, Feb 1999; Vol. 20, Iss. 3; pp. 54-64
[29]Wondergem, J., Kraemer, K. L., Tsai, T., “Supply Chain Operation Reference-modelInclude all Elements of Demand Satisfaction”, Business Briefing: Global purchasingand supply chain strategy, 2001;www.industrydirections .com

指導教授

許秉瑜(Ping-Yu Hsu)

審核日期

2004-6-7

推文