粽子想要行銷全省 … 門市成本太高 宅配費用高 存放期限短 ― 存貨管理不易 ― 產能規劃困難 … 與便利商店策略聯盟 無門市實體通路成本 運輸成本降低 預購制，可高度掌握產能需求 …

1. 案例 • 粽子想要行銷全省… • 門市成本太高 • 宅配費用高 • 存放期限短―存貨管理不易―產能規劃困難… • 與便利商店策略聯盟 • 無門市實體通路成本 • 運輸成本降低 • 預購制，可高度掌握產能需求… Alliances

2. Complex business practices are becoming essential for firms to survive and thrive, the necessary financial and managerial resources to implement these practices are becoming increasingly scarce. A company may not always be effective to perform all of these key business functions in-house. Alliances

3. A company may find it effective to use other firm with special resources and technical knowledge to perform these functions. Alliances

4. 確保與物流相關的企業功能之達成方法 • 內部活動(internal activities) • 該活動是否為企業之核心能力…？ • 收購(acquisition) • 缺點 • 困難、昂貴 • 組織文化 • 被收購公司與收購公司之競爭對手之協議… • 一般性交易活動(arm’s-length transaction) • 欠缺長期策略優勢 • 策略聯盟(strategic alliance) Alliances

5. 策略聯盟的定義 • 二家或以上公司之間風險與報酬互相共享，屬於多方面、目標導向以及長期的一種夥伴關係。 • 策略聯盟通常可對聯盟的雙方帶來長期的策略利益，共同目標將促使雙方投入比一般性交易活動更多的資源。 • 問題：多數建教合作案失敗的原因… Alliances

6. 問題討論 • 畢展的公關組募款募得很辛苦… • 情義相挺 vs. 策略聯盟… Alliances

7. 策略聯盟的優點1 • 加值於產品 • 上市時效 • 例如，JIT II… • iPhone siri… • 配銷時間 • 維修時間 • So*y授權維修中心 • 聯強e城市 • 互補產品之加值 • 例如，遊戲機 vs. 遊戲業者 • 改善市場獲取能力 • 例如，7-11預購年菜… • 地區行銷公司… Alliances

8. 策略聯盟的優點2 • 強化營運能力 • 例如，Third-parity logistics • 增加技術上的優勢 • 例如，汽車製造商的燈具、輪胎、儀表板… • 強化策略性的成長 • 例如，智慧型手機與系統業者之合作(優惠方案)… • 加強組織的技能 • JITII… • 建立財務上的優勢 • 例如，7-11預購年菜… Alliances

9. 案例討論 • 網路商店與宅配業者聯盟 • 食品製造商與便利商店聯盟 • 學校與業界聯盟… • 到稅捐稽徵處實習… Alliances

10. Case Study ― IBM • Strategy • Microprocessor → Intel • Operating system → Microsoft… • Result • Release PC to market within 15 months • Within three years IBM replaced Apple Computer as the number one supplier of PC • But, now… • 賣給聯想啦… Alliances

11. 策略聯盟的可能缺點 • 核心優勢之削減 • 與競爭者之差異減弱 Alliances

12. 問題討論 • Nike的製造委外策略是否有控製權喪失的風險？ • 創新、品牌忠誠 Alliances

13. 案例討論 • La Pavoni in Italy • Wholesaler of La Pavoni in Taiwan • Partnership of wholesaler • Retailer of La Pavoni in Taiwan Alliances

14. 問題 • 物流設施的成本昂貴―倉儲、運輸、資訊系統… • 商品具季節性需求(存貨成本)、需求零散(運輸成本)… Alliances

15. Third Party Logistics (3PL) • What is 3PL? • Outside firms perform materials management and logistics functions • Long term commitments and multiple functions Alliances

16. Advantages of 3PL • Focus on core strengths • Provides technological flexibility • 例如，導入RFID、自動檢貨系統… • Provides flexibility in • geography • workforce size • additional services • resource flexibility Alliances

17. Disadvantages of 3PL • Loss of control • 3PL employees may interact with customers • 3PL’s address this with uniforms, logos, etc • Sharing of confidential information Alliances

18. Examples of 3PL • Simmons and Ryder Integrated Logistics • On site rep, all logistics managed by Ryder, 20000~50000 inventory JIT manufacturing • Sonic Air • Rapid delivery of spare parts • 67 warehouses • Sophisticated software for inventory and rapid delivery • 捷盟、新竹物流… Alliances

19. 3PL的議題及要求 • 知道自己的成本 • 比較外包前後的成本差異 • 3PL的顧客導向 • 第三方物流的專業化 • 倉儲業者(常溫、低溫…) • 貨運業者 • 快遞業者… • 自有資產的3PL相對於非自有資產3PL Alliances

20. 自有資產的3PL • 優點 • 較大的規模 • 充足的人力資源 • 龐大的顧客基礎 • 經濟規模與範疇 • 適當的系統支援 • 缺點 • 工作授與自有部門 • 官僚 • 決策制定週期較長 Alliances

21. 非自有資產的3PL • 優點 • 彈性―提供客製化服務 • 可自由地組合及搭配不同的3PL提供者 • 較低間接成本 • 缺點 • 資源有限 • 議價能力較低 Alliances

22. 3PL執行議題1 • 任何3PL聯盟剛開始的六個月到一年的期間是最困難也是最關鍵的時刻。雙方必須明白這是一個互利並且風險與報酬共擔的第三方聯盟。參與者必須認定對方為夥伴─即沒有任何一位成員可以採取一種「交易價格」的心態。 • 有效的溝通 • 僱用服務的公司中，管理者之間必須互相溝通 • 公司與3PL提供者之的溝通 • 技術層面上，雙方的系統需能溝通―避免使用專屬資訊系統的3PL提供者，因其將難與其他系統整合。 Alliances

23. 3PL執行議題2 • 3PL提供者必須尊重雇主提供給他們的資料的隱密性，不使其公開。 • 例如，＊＊牌含20%面霜的面紙將上市… • 明確的績效評估標準必須要雙方都同意 • 應討論關於轉包商所需具備的明確準則 • 應在簽約前考慮仲裁議題 • 例如，5-1勞動節、全國大罷工… • 例外條款應被協議納入合約中 • 應討論確保績效目標達成之方法 Alliances

24. Variation in demandto suppliers from retailers in traditional retailer-supplier relationships is far greater than thevariation in demand seen by retailers. Suppliers have far better knowledge of their lead times and production capacitiesthan retailers do. Alliances

25. 案例 • 5DIII將上市，5DII開始降價促銷… Alliances

26. 問題討論1 • 擁有上千種商品的大賣場… • ＊＊牌紙尿片平均一週賣幾包？ • 需有一定水準的安全存量… • 是否已達再訂購點？ • vs. • ＊＊牌紙尿片的運籌部門… • 大台北區的平均一週需求為何… • 產銷平衡計劃… • 哪些賣場該進行配送… Alliances

27. 問題討論2 • Coca Cola在頂好、松青、7-11…都有上架，頂好將於下週打八折…行銷策略的保密性…？ • 經由VMI系統，＊＊賣場庫存大量下降…該賣場利用多餘空間銷售競爭者商品…？！ • Pepsi 很關心Coca Cola zero的銷售狀況… Alliances

28. Types of Retailer-Supplier Partnerships (RSP)1 Information sharing Consignment scheme continuum Vendor- Managed Inventory Quick response strategy Alliances

29. Types of Retailer-Supplier Partnerships (RSP)2 • Quick Response: • Vendors receive POS data from retailers, and use this information to synchronize production and inventory activities at the supplier. • The retailer still prepares individual orders, but the POS data is used by the supplier to improve forecasting and scheduling. Alliances

30. Types of RSP3 • Continuous Replenishment: Vendors receive POS data and use it prepare shipments at previously agreed upon intervals to maintain agreed to levels of inventory. • Wal-Mart, Kmart • Advanced Continuous Replenishment: Suppliers may gradually decrease inventory levels at the retailer’s store or distribution center as long as service levelsare met. Inventory levels are thus continuously improved in a structured way. Alliances

31. Types of RSP4 • Vendor-Managed Inventory (VMI):JITD • The supplier decides on the appropriate inventory levels of each of the products (within previously agreed-upon bounds) and the appropriate inventory policies to maintain these levels. In the initial stages, vendor suggestions must be approved by the retailer, but eventually the goal of many VMI programs is to eliminate retailer oversight on specific orders. Alliances

32. 類型 決策制定者 存貨擁有者 供應商使用的新技術 快速回應 零售商 零售商 預測技巧 持續補貨 契約協議的水準 二者皆有可能 預測及存貨控制 進階的持續補貨 二者皆有可能 預測及存貨控制 VMI 供應商 二者皆有可能 零售管理 契約協議的與連續改善的水準 RSP 的主要特徵 Alliances

33. Requirements for Effective RSP1 • Advanced information systems • To cut down on data transfer time and entry mistakes • Top management commitment • Information must be shared • Power and responsibility within an organization might change (for example, contact with customers switches from sales and marketing to logistics) Alliances

34. Requirements for Effective RSP2 • Mutual trust • Information sharing • Management of the entire supply chain • Initial loss of revenues Alliances

35. Inventory ownership in RSP Who makes the replenishment decisions? Shared information→ Shared decision • Retailer owns inventory • Supplier owns the goods until they are sold (consignment) • Lower inventory costs • More concerned with managing inventory as effectively as possible • Allows the supplier to coordinate distribution and production, thus reducing total cost. Alliances

36. Important RSP Issues • Inventory • Ownership • Joint forecasting • Meshed planning cycles • Joint product development… Alliances

37. Issue in RSP Implementation1 • Performance measures: • POS accuracy • Shipment and delivery accuracy • Lead times • Fill rate • Inventory level • Inventory turns • Confidentiality • Communication and cooperation Alliances

38. Steps in RSP Implementation • Contractual negotiations • Ownership • Credit terms • Ordering decisions • Performance measures • Develop or integrate information systems • Develop effective forecasting techniques • Develop a tactical decision support tool to assist in coordinating inventory management and transportation policies Alliances

39. Advantages of RSP1 • Fully utilize system knowledge • Consider the partnership between White-Hall Robbins (W-R), who makes over-the-counter drugs such as Advil, and Kmart. W-R initially disagreed with Kmart about forecasts, and in this case, it turned out that W-R forecasts were more accurate because they have a much more extensive knowledge of their products than Kmart does. Alliances

40. Advantages of RSP2 • Decrease required inventory levels • Improve service levels • Decrease work duplication • Improve forecasts Alliances

41. Disadvantages of RSP • Expensive advanced technology is required. • Supplier/retailer trust must be developed. • Supplier responsibility increases. • Expenses at the supplier often increase. • 例如，額外管理成本、直接運送到商店的運送成本… Alliances

42. 案例 • 水晶瓶於高雄的門市有庫存，一週內可到貨… • ＊＊門市的清潔液售完...從另一門市調貨一小時後送達… • 音響送修後三天修復送回… The dealer creates the image of a company that doesn’t just stand behind its products but with its products anywhere in the world. (Donald Fites, CEO of Caterpillar) Alliances

43. 配銷商整合Distributor Integration (DI) • 即使是一個強而有效的配銷商網路也無法一直滿足顧客的要求，例如一個緊急訂單(rush order)可能沒辦法從存貨中及時調出，或是顧客可能會要求一些供應商本身不具備的專業化技術。 • 過去這些議題乃是藉增加存貨及人員來克服在執行上的障礙，其中對配銷商或製造商皆然。 • 現今資訊系統的科技引導出第三種解決方案，配銷商被整合在一起，使某個配銷商的專業知識及存貨，可以提供給其他的配銷商使用。 Alliances

44. Types of distributor integration • Inventory-related • DI can be used to create a large pool of inventory across the entire distributor network, lowering total inventory costs while raising service levels. • (經銷商的合約中規定，在某些情況下可交換零件並取得共同約定的價款。) • Service-related • DI can be used to meet a customer’s specialized technical service requests by steering these requests to the distributors best suited to address them. • Different distributors build expertise in different areas. Alliances

45. 案例 • 耳代理商機… • 耳機專門店… Alliances

46. What is required for DI • Trust • Pledges • Guarantees from the manufacturer • Advanced information systems Alliances

47. Disadvantages of DI • Incentives for dealers – are they giving away competitive advantages? • Skills and responsibilitiesare taken from some dealers/distributors. Alliances

48. 案例 • 我自願少賺一點不行嗎…？ Alliances