電子產業以CPFR實現敏捷供應鏈之個案研究: 以D公司歐洲市場為例;A CPFR-based Approach to Realize Supply Chain Agility: A Case Study of D Company in the European Market

NCU Institutional Repository > 管理學院 > 企業管理學系碩士在職專班 > 博碩士論文 > Item 987654321/97588

jsp.display-item.identifier=請使用永久網址來引用或連結此文件: https://ir.lib.ncu.edu.tw/handle/987654321/97588

题名:	電子產業以CPFR實現敏捷供應鏈之個案研究: 以D公司歐洲市場為例;A CPFR-based Approach to Realize Supply Chain Agility: A Case Study of D Company in the European Market
作者:	郭春宏;Kuo, Chun-Hung
贡献者:	企業管理學系在職專班
关键词:	電子產業;供應鏈管理;協同規劃;預測與補貨;Electronics industry;Supply Chain Management;Collaborative Planning, Forecasting, and Replenishment (CPFR)
日期:	2025-06-23
上传时间:	2025-10-17 11:39:05 (UTC+8)
出版者:	國立中央大學
摘要:	在電子產業的高度變動環境下，敏捷供應鏈已成為企業維持市場競爭力的核心要素。本研究以D公司在歐洲市場的產銷協同機制為例，探討協同規劃、預測與補貨(CPFR)的應用及優化。D公司面臨的挑戰包括中美科技戰、COVID-19疫情、地緣政治等，導致供應鏈的需求波動、原物料供應與運輸前置時間(Lead Time)遞延、庫存過高等問題。這些供應鏈的異常狀況，突顯高效敏捷的產銷協同機制的重要。本研究透過個案分析法，探討D公司現行CPFR系統的運作模式，發現以往D公司產銷協同機制的不足，例如舊有系統無法支持多層級經銷商預測計算、備料採用銷售預測而非訂單預測，造成預測達成率低、統一的產品生產前置時間導致規劃(Planning)落差等問題。為了解決這些問題，本研究提出的優化策略，包括將CPFR導入二階(Tier 2)經銷商維度，提高供應鏈可見性、彈性調整預測的凍結週期(Frozen Period)、細緻化產品前置時間等，期望能夠提升D公司供應鏈的敏捷性、適應性與協同性。研究結果顯示，透過優化後的CPFR機制，D公司能提升預測達成率、有效降低庫存風險。除了透過優化CPFR之外，本研究也建議未來D公司能導入先進排程系統(APS)，結合D公司每月執行的銷售與營運規劃(S&OP)，進一步延伸至每週的銷售和營運執行(S&OE)，解決生產計劃無法快速調整應對短期波動的缺點。本研究不僅對D公司提供了具體的改善建議，也對其他電子產業公司在高度變動市場環境下，實現敏捷供應鏈提供參考。;In the dynamic electronics industry, an agile supply chain is crucial for company success. This research explores the application and optimization of D Company’s Collaborative Planning, Forecasting, and Replenishment (CPFR) system in the European market. D Company faces challenges such as the U.S.-China tech war, COVID-19, and geopolitical risks, which lead to demand fluctuations, supply delays, and excessive inventory. These issues highlight the need for efficient collaboration between production and sales operations. A case study approach is used to analyze D Company’s existing CPFR system, revealing gaps in collaboration between production and sales operations. For example, the CPFR system cannot support multi-tier distributor forecasts, and material preparation relies on sales forecasts instead of order forecasts, resulting in low accuracy. Applying the same production lead time across factories causes planning discrepancies. To address these issues, the research proposes optimization strategies, such as incorporating second-tier distributors, adjusting frozen periods of the forecast and refining production lead times. These changes aim to improve supply chain agility and collaboration. The results show that optimizing the CPFR system can improve order fulfillment rates and reduce inventory. Additionally, the study recommends implementing an Advanced Planning and Scheduling (APS) system, integrating it with monthly Sales and Operations Planning (S&OP) and extending it to weekly Sales and Operations Execution (S&OE) to improve production flexibility. This research provides specific recommendations for D Company and serves as a reference for other electronics companies seeking to create an agile supply chain in rapidly changing market conditions.
显示于类别:	[企業管理學系碩士在職專班] 博碩士論文

文件中的档案:

档案	描述	大小	格式	浏览次数
index.html		0Kb	HTML	39	检视/开启

在NCUIR中所有的数据项都受到原著作权保护.

社群 sharing

数据加载中.....