在眾多以電子組裝代工為經營型態的台灣科技企業中，原材物料的庫存金額往往是公司財務運作的壓力來源之一。職是之故，庫存管理攸關公司的營運績效，而這些企業也積極運用各式各樣的管理方法與理論來降低其庫存水準。本文將探討個案公司如何在庫存水位居高不下的不利狀況下針對既有的產品生命週期管理方式重新加以研究，檢討出影響庫存之流程及因素，設定明確且一致的目標進行流程改善，並與客戶共同研擬出一套獨特的庫存管理模式的成功過程。 文中透過生命週期理論基礎，對照研究個案所執行的產品生命週期管理法及其各階段之改善流程來加以印證與分析，並研究個案公司運用共享資源池之概念所發展出具成效的需求及庫存管理解決方案，最終歸納出影響庫存的三個關鍵因素： (一)準確的需求計畫 (二)有效提升[銷售預測/實際出貨]之達成率 (三)有效且精確的停止過時物料的採購 除此三因素可做為個案公司日後流程精進之參考外，本文並對個案公司尚待改善之處提出兩建議，期以提升庫存管理之績效，增加公司之競爭力。 (一)明確定義各相關配合單位之績效指標 (二) 提高零件物料交期之準確度With ODM business types, most of technology companies in Taiwan, the inventory is often the stress for the company's financial operations. Therefore, inventory management is relevant to the company's operating performance, and these companies are also actively using various management methods and theory to reduce their inventory levels. This article will explore the case which is under high inventory conditions and re-visit existing product life cycle approach, review key processes and factors, setting clear and consistent goals for process improvement, and worked with customers to develop a unique method of inventory management, the success of the process. Through the theoretical basis of product life cycle, we compare and prove the process of this case, then study the effective management method with the concept of resource pooling, and summarize three key factors: (A)The accurate demand plan (B)Increasing the forecast / actual shipping rate effectively (C)Halting the purchasing material for EOL products correctly. Except the three factors, we also raise two suggestions for the case company for future study: (A)Defining the KPI clearly for those related function units. (B)Increasing the accuracy of material delivery.
