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Singapore Experience in Supply Chain Management Reengineering . Ho Nai Choon President IDS-Gintic Pte Ltd Email: [email protected] Agenda. Trends towards Networked Economy in Singapore Examples of supply chain process reengineering. Trends towards Networked Economy in Singapore .

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slide1

Singapore Experience in Supply Chain Management

Reengineering

Ho Nai Choon

President

IDS-Gintic Pte Ltd

Email: [email protected]

agenda
Agenda
  • Trends towards Networked Economy in Singapore
  • Examples of supply chain process reengineering
composition of the manufacturing industry in singapore

Sectors Current contribution Future contributionElectronics 50% 40%Chemicals 24% 20%Engineering 17% 20%Biomedical 9% 20%

Composition of the manufacturing Industry in Singapore

sectors best of class median electronics 38 67 chemicals 23 47

Sectors Best of Class MedianElectronics 38 67Chemicals 23 47

KPI: Inventory days

integrate business processes in the supply chain

Net Markets Collaboration

Enterprise

Collaboration

Net Markets Collaboration

Distribution

Integrate Business Processes in the Supply Chain
evolution of cals
Evolution of CALS
  • Two key trends
    • Collaboration
    • Standardization
    • Major organizations
    • CALS
    • SCOR
    • Rosettanet
evolution of cals1
Evolution of CALS
  • Computer-Aided Logistics Support
    • Key Supporter: US Dept of Defense
    • 1985: Enable US DoD to manage large volume of technical information required for new weapons systems
    • Transition from paper-intensive to a “minimal paper” environment
evolution of cals2
Evolution of CALS
  • Continuous Acquisition & Life-cycle Support
    • Key Supporters: US Dept of Commerce & large corporations
    • Early 1990s: Commercial CALSaims to enable manufacturers & their business partners to work from a common digital database over entire life-cycle of product
evolution of cals3
Evolution of CALS
  • Commerce At Light Speed
    • Key Supporters: Electronic Commerce community
    • Mid-1990s: Reflect growing importance of Electronic Commerce in Global Economy
cals relationship with other initiatives
CALS & Relationship with Other Initiatives
  • Key:
  • CE = Concurrent Engineering
  • EDI = Electronic Data Interchange
  • STEP = Standards for the Exchange of Product Model Data

Global Strategy

CALS

needs

Key Processes

CE

which requires

EDI , STEP,SGML(XML )

Exchange Standards

and uses

Information Infrastructure

The Internet

to support

Enterprise Integration

Corporate Operational

Environment

for

Agile Manufacturing

in an

Electronic Commerce Environment

Goal

Adapted from: CALS Journal (Winter ‘93)

cals components
CALS Components
  • Acquisition
    • Electronic Commerce / EDI (UN/EDIFACT)/Rosettanet
  • Design & Engineering
    • Concurrent Engineering
    • Product Data Management & Workflow
    • IGES & STEP
cals components1
CALS Components
  • Documentation
    • SGML/XM L
    • Integrated Electronic Technical Manual (IETM)
  • Logistics
    • Supply Chain Management/SCOR
cals association singapore
CALS Association (Singapore)
  • To establish a cooperative framework for CALS within the industry
  • To promote the implementation of international and business standards
  • To increase awareness and adoption of CALS.
rosettanet standards
RosettaNet Standards
  • Business and Technical Dictionaries

- define common properties for products, trading partners and business transactions

  • RosettaNet Implementation Frame-work (RNIF)

- provides specific details on how to implement the RosettaNet process and data standards. Assumes partners will use XML documents and the Internet for B2B information exchange and transactions.

  • RosettaNet PIPs

- define the specific sequence of steps required to complete a B2B process

slide17

PARTNER INTERFACE PROCESS

PIP vs. EDI

PIP

EDI

Process-centric

Real-time

100% of inter-enterprise processes

Internet-enabled

XML

Global

Cost effective/efficient to implement

All businesses

Standard industry dictionaries

Message-centric

Batch

10%

VAN-enabled

X.12 /EDIFACT

Regional

Expensive /long cycle implement.

Large businesses

Custom

slide18
SCOR

Supply Chain Operations Reference model

Developed by the Supply Chain Council, SCOR is a standard supply-chain process reference model. That is, SCOR represents processes that are common to any manufacturing company. Think of SCOR as a blueprint of standard supply chain practices. The model helps you:

slide19

ARIS EasySCOR utilized for SCOR Modeling

Plan

Source

Make

Deliver

Deliver

D1 Deliver Stocked Products

D2 Deliver Make-to-Order Products

D3 Deliver Engineer-to-Order Products

D0 Deliver Infrastructure

Level One in EasySCOR Modeler

Level Two in EasySCOR Modeler

Level Three in EasySCOR Modeler

D1.7

D1.6

D1.5

D1.4

D1.3

D1.2

D1.1

D1.8

D1.9

D1.10

D1.11

D1.13

D1.12

slide20

Examples of supply chain

process reengineering

major e business applications
Major e-Business Applications

SCM

CRM

Rosettanet

E-Business Portal , EAI

Enterprise Application Integration

chartered semiconductor manufacturing efab
Chartered Semiconductor Manufacturing - eFAB

Case Study in Semiconductor Industry - E-FAB

  • E-Business strategy development and implementation for a Semiconductor Manufacturing to realize their eFAB initiative.
  • The eFAB™ initiative is a Semiconductor Manufacturing Industry Collaboration to define Open, Core Data Exchange Standards, delivered in rapid implementation cycles.
    • Customer Centric Solution
    • Business-to-Business Systems Integration
    • On-line Product Visibility
    • Secure Data Transactions
    • Semiconductor Industry Collaboration and OPEN Data Exchange Standards
    • Supply Chain Optimization and Responsiveness
chartered semiconductor manufacturing efab1
Chartered Semiconductor Manufacturing - eFAB
  • Benefits of our approach:
    • Clear communication of business requirements and transparency of impact from e-Business initiative
    • Quantifiable performance targets available
    • Coherent, integrated vision of e-Business as a strategic competitive advantage for Chartered
    • End-user support and buy-in from strategic partners- Driven by business but supported by IT
    • Clear technology roadmap and system for continuous process performance improvement established
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