| 摘要: | A公司從事生活用紙的生產與銷售，有自己的產品品牌。A公司供應鏈中，下游的銷售通路包含大型連鎖賣場、經銷商、商用客戶、原紙客戶、和新興的電商通路；上游的供應商包含漿料、化學品、包材等原物料供應商。供應鏈有效益的合作，是A公司在市場生存的重要競爭力。
在現行A公司供應鏈運作過程中，因為A公司與銷售通路的各自為政、市場需求資訊不共享，導致無法形成有共識與準確的銷售預測。根據銷售預測擬訂的生產計劃，也因此與市場需求脫節，導致成品呆滯或缺貨。另一方面，原物料的包材採購前置期較長，A公司會備較多的安全庫存，避免缺料。當成品銷售不佳，包材會跟著變成呆滯。A公司供應鏈間沒有建立好的合作關係，導致供應鏈運作效益低落。
在供應鏈管理中，協同規劃預測補貨(Collaborative Planning Forecasting and Replenishment, CPFR)是運行多年、並被市場驗證對零售業供應鏈有良好效益的管理模式。本研究採用CPFR的作業模式，對A公司現行供應鏈提出一個流程再造的方案，將A公司供應鏈上下游成員從現行各自為政的作業流程，透過流程再造，變成協同合作、資訊共享，共擔風險的作業流程。並利用資訊科技，設計CPFR平台，支援新供應鏈流程的再造與運作。
期望在協同合作過程中，改善現行A公司供應鏈運作的問題，讓供應鏈成員間的資訊更流通、溝通更順暢、關係更緊密，提高供應鏈執行效益，形成共贏。;Company A is a brand owner of household paper products in China. Its upstream suppliers include paper pulp, chemicals, packing materials and other raw materials supplies, while its downstream channels include discount stores (key accounts), general trade dealers, commercial customers, semi-finished paper customers and newly-implemented e-commerce sites. The efficient collaboration among supply chain partners is an important factor to guarantee Company A can survive and flourish in the market.
The supply chain operation is one that each partner works independently of one another, without sharing of market information, and unable to derive accurate sales forecasts. Production plans based on such inaccurate sales forecast thus deviate from market demand. As a result, there are frequentproduct shortage and over stock problems. In addition, lead times for raw materials procurement are relatively long. Thus, Company A have to prepare more inventories in order to avoid shortage of raw materials. When sales of products are poor, raw materials will also be excess. Without a good collaborative relationship among supply chain partners results in low efficiency.
In supply chain management, CPFR (Collaborative Planning Forecasting and Replenishment) has been employed as an effective tool to tackle such problems for many years. This study attempts to adopt CPFR for Company A, to solve these problems. To effectively plan for adoption, a reengineered supply chain operations process is proposed. It will change the current situation of independent operations into new and inter-dependent operations, where partners collaborate, and share information and risk. In addition, a required CPFR platform is analyzed and designed.
The proposal is expected to improve the inter-company processes, and result in smooth and efficient operations, and arrive at a win-win situation among partners. |
