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題名 透過銷售與營運規劃達成供應鏈轉型─電線電纜產業之個案研究
Achieving supply Chain transformation through sales and operations planning - A case study for wire & cable industry
作者 王元星
Wang, Starsky
貢獻者 洪叔民
Horng, Shuw Min
王元星
Wang, Starsky
關鍵詞 供應鏈轉型
supply chain management (SCM)
sales and operations planning (S&OP)
case study
SCOR model
日期 2009
上傳時間 15-Jun-2010 16:24:55 (UTC+8)
摘要 電線電纜產業之個案研究
The importance of supply chain management continues to grow as managers increasingly understand how effective supply chains enhance the ability to compete effectively in the market place. This paper presents a case study of a wire & cable manufacturing firm in China that undertakes its journey of supply chain management (SCM) transformation through Sales and Operations Planning (S&OP) project implementation. The aim was to provide a real-life case example of a supply chain improvement process as presented from a practitioner’s perspective. A supply chain division was just newly established in the case study company and its supply chain journey was still in its infancy, and that made the company’s transformation process become very challenging.
     Unlike a traditional case study report focusing on a single project implementation only, this paper describes the whole improvement cycle starting with underlying supply chain issues identification and prioritization throughout the processes of project selection and implementation. This study exemplifies how a company finalized and realized its supply chain strategic direction through a systematic approach. Supply-Chain Operations Reference (SCOR) model was used in the beginning to conduct a high-level assessment on supply chain opportunities and various brainstorming tools were applied in order to identify the issue with the greatest impact to the organization. Sales and Operations Planning or S&OP is another key element, and a thorough literature review supplemented with practical application is demonstrated in this paper. Little information technology application is presented. Instead, this case focuses more on change management and business process engineering.
LIST OF FIGURES V
     CHAPTER 1 INTRODUCTION 1
     1.1 Research Motive 1
     1.2 Research Objectives 2
     CHAPTER 2 LITERATURE REVIEW AND RESEARCH METHOD & FRAMEWORK 4
     2.1 Literature Review 4
     2.1.1 Supply Chain Management Definition 4
     2.1.2 Supply-Chain Operations Reference (SCOR) Model 9
     2.1.3 Six Sigma DMAIC Methodology 11
     2.1.4 Affinity Diagram & Interrelationship Digraphs 13
     2.1.5 Manufacturing Resource Planning (MRPII) 15
     2.1.5.1 The Product Positioning Strategy 18
     2.1.5.2 Business Planning 19
     2.1.5.3 Sales and Operations Planning (S&OP) 20
     2.1.5.4 Master Scheduling 22
     2.1.5.5 Detailed Planning and Execution Systems 23
     2.1.5.6 Capacity Planning 25
     2.1.5.7 Forecasting and Demand Management 26
     2.1.6 SIPOC Diagram 28
     2.2 Research Method & Framework 29
     2.2.1 The Motivations for Supply Chain Transformation 30
     2.2.2 The Systematic Business Process Engineering Approach 31
     CHAPTER 3 BUSINESS SCENARIO 33
     3.1 Case Environment 33
     3.2 Supply Chain Network 34
     3.3 Current State Assessment 35
     3.3.1 Underlying Issues Identification and Prioritization 36
     3.3.2 Project Selection 38
     3.3.3 As-is Business Process 40
     CHAPTER 4 PROJECT IMPLEMENTATION 45
     4.1 Envisioning – To-be Process Design 45
     4.2 Implementation Methodology 48
     4.2.1 AcceleratedSAP (ASAP) ERP Implementation Methodology 48
     4.2.2 Project Implementation Path 49
     4.2.3 The Monthly S&OP Process 52
     CHAPTER 5 RESEARCH FINDINGS 58
     5.1. Benefits Realization 59
     5.1.1 Tangible Benefit 59
     5.1.2 Intangible Benefits 63
     5.2. Implementation Challenges and Key Success Factors 65
     5.2.1 Implementation Challenges 65
     5.2.2 Key Success Factors 67
     CHAPTER 6 CONCLUSIONS 72
     6.1 Conclusions 72
     6.2 Implications for Future Research 76
     REFERENCES 80
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Lambert, D. M., García-Dastugue, S. J., & Croxton, K. L. (2005). An evaluation of
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Logistics, 26(1), 25-51
Larson, P. D., & Halldorsson, A. (2002). What is SCM? and, where is it?. Journal of
Supply Chain Management, 38(4), 37.
Lau, R. S. M., Zhao, X., & Lai, F. (2002). Survey of MRPII implementation and benefits in
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43(3/4), 65-71.
Ling, R.C., & Goddard, W. E. (1988). Orchestrating success: Improve control of the business with sales and operations planning. New York, NY: John Wiley & Sons.
Lummus, R. R., & Vokurka, R. J. (1999). Defining supply chain management: A historical
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描述 碩士
國立政治大學
國際經營管理碩士班(IMBA)
93933013
98
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0093933013
資料類型 thesis
dc.contributor.advisor 洪叔民zh_TW
dc.contributor.advisor Horng, Shuw Minen_US
dc.contributor.author (Authors) 王元星zh_TW
dc.contributor.author (Authors) Wang, Starskyen_US
dc.creator (作者) 王元星zh_TW
dc.creator (作者) Wang, Starskyen_US
dc.date (日期) 2009en_US
dc.date.accessioned 15-Jun-2010 16:24:55 (UTC+8)-
dc.date.available 15-Jun-2010 16:24:55 (UTC+8)-
dc.date.issued (上傳時間) 15-Jun-2010 16:24:55 (UTC+8)-
dc.identifier (Other Identifiers) G0093933013en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/38427-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理碩士班(IMBA)zh_TW
dc.description (描述) 93933013zh_TW
dc.description (描述) 98zh_TW
dc.description.abstract (摘要) 電線電纜產業之個案研究zh_TW
dc.description.abstract (摘要) The importance of supply chain management continues to grow as managers increasingly understand how effective supply chains enhance the ability to compete effectively in the market place. This paper presents a case study of a wire & cable manufacturing firm in China that undertakes its journey of supply chain management (SCM) transformation through Sales and Operations Planning (S&OP) project implementation. The aim was to provide a real-life case example of a supply chain improvement process as presented from a practitioner’s perspective. A supply chain division was just newly established in the case study company and its supply chain journey was still in its infancy, and that made the company’s transformation process become very challenging.
     Unlike a traditional case study report focusing on a single project implementation only, this paper describes the whole improvement cycle starting with underlying supply chain issues identification and prioritization throughout the processes of project selection and implementation. This study exemplifies how a company finalized and realized its supply chain strategic direction through a systematic approach. Supply-Chain Operations Reference (SCOR) model was used in the beginning to conduct a high-level assessment on supply chain opportunities and various brainstorming tools were applied in order to identify the issue with the greatest impact to the organization. Sales and Operations Planning or S&OP is another key element, and a thorough literature review supplemented with practical application is demonstrated in this paper. Little information technology application is presented. Instead, this case focuses more on change management and business process engineering.		en_US
dc.description.abstract (摘要) LIST OF FIGURES V
     CHAPTER 1 INTRODUCTION 1
     1.1 Research Motive 1
     1.2 Research Objectives 2
     CHAPTER 2 LITERATURE REVIEW AND RESEARCH METHOD & FRAMEWORK 4
     2.1 Literature Review 4
     2.1.1 Supply Chain Management Definition 4
     2.1.2 Supply-Chain Operations Reference (SCOR) Model 9
     2.1.3 Six Sigma DMAIC Methodology 11
     2.1.4 Affinity Diagram & Interrelationship Digraphs 13
     2.1.5 Manufacturing Resource Planning (MRPII) 15
     2.1.5.1 The Product Positioning Strategy 18
     2.1.5.2 Business Planning 19
     2.1.5.3 Sales and Operations Planning (S&OP) 20
     2.1.5.4 Master Scheduling 22
     2.1.5.5 Detailed Planning and Execution Systems 23
     2.1.5.6 Capacity Planning 25
     2.1.5.7 Forecasting and Demand Management 26
     2.1.6 SIPOC Diagram 28
     2.2 Research Method & Framework 29
     2.2.1 The Motivations for Supply Chain Transformation 30
     2.2.2 The Systematic Business Process Engineering Approach 31
     CHAPTER 3 BUSINESS SCENARIO 33
     3.1 Case Environment 33
     3.2 Supply Chain Network 34
     3.3 Current State Assessment 35
     3.3.1 Underlying Issues Identification and Prioritization 36
     3.3.2 Project Selection 38
     3.3.3 As-is Business Process 40
     CHAPTER 4 PROJECT IMPLEMENTATION 45
     4.1 Envisioning – To-be Process Design 45
     4.2 Implementation Methodology 48
     4.2.1 AcceleratedSAP (ASAP) ERP Implementation Methodology 48
     4.2.2 Project Implementation Path 49
     4.2.3 The Monthly S&OP Process 52
     CHAPTER 5 RESEARCH FINDINGS 58
     5.1. Benefits Realization 59
     5.1.1 Tangible Benefit 59
     5.1.2 Intangible Benefits 63
     5.2. Implementation Challenges and Key Success Factors 65
     5.2.1 Implementation Challenges 65
     5.2.2 Key Success Factors 67
     CHAPTER 6 CONCLUSIONS 72
     6.1 Conclusions 72
     6.2 Implications for Future Research 76
     REFERENCES 80		-
dc.description.tableofcontents LIST OF FIGURES V
     CHAPTER 1 INTRODUCTION 1
     1.1 Research Motive 1
     1.2 Research Objectives 2
     CHAPTER 2 LITERATURE REVIEW AND RESEARCH METHOD & FRAMEWORK 4
     2.1 Literature Review 4
     2.1.1 Supply Chain Management Definition 4
     2.1.2 Supply-Chain Operations Reference (SCOR) Model 9
     2.1.3 Six Sigma DMAIC Methodology 11
     2.1.4 Affinity Diagram & Interrelationship Digraphs 13
     2.1.5 Manufacturing Resource Planning (MRPII) 15
     2.1.5.1 The Product Positioning Strategy 18
     2.1.5.2 Business Planning 19
     2.1.5.3 Sales and Operations Planning (S&OP) 20
     2.1.5.4 Master Scheduling 22
     2.1.5.5 Detailed Planning and Execution Systems 23
     2.1.5.6 Capacity Planning 25
     2.1.5.7 Forecasting and Demand Management 26
     2.1.6 SIPOC Diagram 28
     2.2 Research Method & Framework 29
     2.2.1 The Motivations for Supply Chain Transformation 30
     2.2.2 The Systematic Business Process Engineering Approach 31
     CHAPTER 3 BUSINESS SCENARIO 33
     3.1 Case Environment 33
     3.2 Supply Chain Network 34
     3.3 Current State Assessment 35
     3.3.1 Underlying Issues Identification and Prioritization 36
     3.3.2 Project Selection 38
     3.3.3 As-is Business Process 40
     CHAPTER 4 PROJECT IMPLEMENTATION 45
     4.1 Envisioning – To-be Process Design 45
     4.2 Implementation Methodology 48
     4.2.1 AcceleratedSAP (ASAP) ERP Implementation Methodology 48
     4.2.2 Project Implementation Path 49
     4.2.3 The Monthly S&OP Process 52
     CHAPTER 5 RESEARCH FINDINGS 58
     5.1. Benefits Realization 59
     5.1.1 Tangible Benefit 59
     5.1.2 Intangible Benefits 63
     5.2. Implementation Challenges and Key Success Factors 65
     5.2.1 Implementation Challenges 65
     5.2.2 Key Success Factors 67
     CHAPTER 6 CONCLUSIONS 72
     6.1 Conclusions 72
     6.2 Implications for Future Research 76
     REFERENCES 80		zh_TW
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0093933013en_US
dc.subject (關鍵詞) 供應鏈轉型zh_TW
dc.subject (關鍵詞) supply chain management (SCM)en_US
dc.subject (關鍵詞) sales and operations planning (S&OP)en_US
dc.subject (關鍵詞) case studyen_US
dc.subject (關鍵詞) SCOR modelen_US
dc.title (題名) 透過銷售與營運規劃達成供應鏈轉型─電線電纜產業之個案研究zh_TW
dc.title (題名) Achieving supply Chain transformation through sales and operations planning - A case study for wire & cable industryen_US
dc.type (資料類型) thesisen
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