SA协同商务ZI资料

協同商務與加值競爭CollaborationeBusiness&ValueAddedCompetitive江忠亮總經理思愛普軟體系統股份有限公司Agenda議程SAPToday,今日的SAP速寫eBusinessTrendseCollaborationSolutionVisionmySAPBusinessSolutionsAgenda議程SAPToday,今日的SAP速寫

eBusinessTrendseCollaborationSolutionVisionmySAPBusinessSolutions

今日SAPSAPAG2000

年的收入:62.6億歐元

世界第一大獨立企業應用系統軟體供應商

企業應用軟體市場的領導者,自1972年創立起已有近30年企業系統軟體經驗在120多個國家有13,500多家用戶,(80%FortuneGlobal500)

安装了36,000+套系統约1,0M+個使用者(如NESTLE,全球23萬員工全面採用mySAP.com)SAP台灣目前共有100+Global/本地中大型客戶(如：台積電、聯電)不論公司大小都以用戶爲中心

增加客戶滿意度並增強客戶的信心

(自1997年設立台灣分公司與教育訓練中心)對SAP全球業務與R&D的大量投資

全球有27,100+多名員工,2001年7月;SAP台灣目前共有70名員工Agenda議程

SAPToday,今日的SAP速寫eBusinessTrends

eCollaborationSolutionVisionmySAPBusinessSolutions

典範轉移:全球化經濟時代供應鏈效率化OldProductEconomy智慧型加值網絡GlobalCustomerEconomyDigitization數位化Increasing

ConnectivityDeregulation市場開放

NewEntrantsGlobalization全球化NewMarkets電子化企業(E-Business)的競爭優勢的類型競爭優勢CompetitiveAdvantage差異化Differentiation(Non-PriceValue)策略地位/核心競爭力StrategyPosition/CoreCompetence低成本LowCost作業效率/最佳作業模式OperationalEffectiveness/BestPractice成本相關性差異性產業生產力的優勢高低高低ERPSCM/CRMCollaborationExchangeSourceGartnerGroup應用需求成果InventoryManagement:EOQ庫存管理:生產規模與產品複雜化1950MRP降低庫存成本,引用“無限產能規劃”技術MRP1970MRPIIMRPII降低庫存成本,應用“無限產能規劃”技術與期間交易管理加速財務資訊的整合1980MRPII(plus)ERP專注於客戶,經由資源應用最佳化與即時交易作業程序達成企業內動態平衡1990SCM&CRM&CollaborationExtendedERP專注於客戶,經由企業間資源應用最佳化與即時交易作業程序達成價值鏈動態平衡2000資訊應用發展歷程Agenda議程

SAPToday,今日的SAP速寫

eBusinessTrends

eCollaborationSolutionVisionmySAPBusinessSolutions

電子化企業e-Business與產業價值鏈的關係原料供應商製造商經銷商零售商消費者產品符合消費者需求降低存貨＆運作成本產生額外附加價值迅速反應需求資訊透通與分享協同商務運作B2BB2BB2BB2C產品資訊為何供應鏈管管理非常重要要TheGrowingImportanceOfSuppliersPurchasedgoodsandservicesrepresentover50%ofsalesformanufacturingcompanies.A4%reductioninthiscostcangeneratetheequivalentcontributionofa10%increaseinsales.Supply-baseoptimizationisthefastestwaytolowercostsandincreaseprofits.供應鏈管理與與協同商務的的要義ValueGeneration降低成本、增增加附加價值值…throughhighercompliance,bettersupplierselection,shortercycletimesandfocusedsourcingstrategies.Therefore,youwanttomaximizethe““returnonrelationship”Processextension協同跨公司作作業流程…throughautomationofcrosscompanyprocessesonanopen,scalablesolutioninfrastructure.協同商務的企企業需求designpayplanprocuresourcecatalogordershipmentdesigninventoryforecasttrendhistorycontractstrategycollaborationinformationintegrationworkwithpartnersandsuppliersaseasilyasyouworkwithteamswithinyourowncompanygathertimelyandaccurateinformationonallsourcingandprocurementactivitiesacrosstheboarddrivebusinessprocessintegrationbeyondenterpriseboundaries

Intra-EnterpriseIntegration

Inter-Enterprise

Co-operation

E-Community

CollaborationEfficiencyCost&Lead-timeProcess-orientationInternalSystemEffectivenessOptimizationProcess-orientationPoint-to-pointlinkingBusinessCollaborationProcessFlexibilityInformationVisibilityInternetHubERPSCMCRM/CollaborationBusinessIntelligence由企業內部到到企業社群的的整合企業資訊系統企業效益企業整合協同商務的種種種可能型態態OEMDealerImporterChannel-MasterDrivenValue-ChainHube.g.,SupplierWorkplaceMarket-DrivenBuy-SideSell-SideMarketplaceExchangee.g.,ChemicalsMarketplaceCorporate-DrivenCorporateNetworke.g.,CentralPaymentsBankLocalSubsidiaryGlobalTreasurySCMSolutioneProcurementSolutionEnterprisePortalSolutionMarketplace&ExchangeSolutionXML/B2BIntegrationSolutionAgenda議程SAPToday,今日的SAP速寫eBusinessTrendseCollaborationSolutionVisionmySAPBusinessSolutionsSAP完整的企業電電子採購解決決方案SAP電子採購所涵涵蓋之範圍StrategicPurchasing(策略性採購)‘Strategic‘MRO(e.g.machinery,

capitalgoods)策略性之間接接物品如生產用機器器設備Customer-specific(e.g.designservices)特殊需求如設計服務MRO

(indirectgoods/services)間接材料,如辦公室用品品Commodities

(e.g.rawmaterial)直接生產用材材Othere-Procurementsolutions其它電子採購購方案所涵蓋之範圍圍Indirect/Direct(直接/間接材材料)供應鏈管理的的主要領域mySAPSCMBusinessVisibility-AdaptiveCollaboration-ValueCreation網絡(Networking)合作管理(Coordination)規劃(Planning)執行(Execution)強化你的價值值網絡以增加加企業管理的的透明掌控能能力及協同作作業能力經由彈性及回回應能力的提提升,大幅加加強管理營運運的能力及降降低創造價值值所需的時間間經由對於預測測正確度的提提升,最大化化企業的資產產投資回收及及供需管理獲獲利的能力以最低的成本本逹到最佳的的效率SAP提供完全整合合的供應鏈解解決方案mySAPSCM網絡(Networking)合作管理(Coordination)規劃(Planning)執行(Execution)PrivateExchangeEnterprisePortalMobileSupplyChain

ManagementSupplyChainEventManagementSupplyChainPerformanceManagementSupplyChainDesignCollaborativeDemandandSupplyPlanningCollaborativeProcurementCollaborativeManufacturingCollaborativeFulfillmentSAP成功案例CustomerProjects–SelectionacrossIndustriesIndustry Customer c-BusinessScenarioAutomotiveBMWSupplierWorkplaceAutomotivePSAVehicleSales&DistributionChem/PharmBASF,Bayeretal.Chem/PharmMarketplaceChem/PharmBristol-MyersSquibb VendorChargebacksCP/RetailOsramSylvaniaCRMforConsumerDistributorCP/RetailMott’s VendorManagedInventoryMediaAmaury SellingClassifiedAdsServiceProvider Kuoni One-Step-TravelManagementInsuranceAllstateInsuranceInsuranceClaims/CarRepairPublicSectorCityofMannheimCitizenSelfServiceEngineeringSaudiAramcoCollaborativeEngineering...DemandandSupplyPlanningTodayCollaborativeDP(CP+DP)DemandForecasting(DP)PromotionPlanning(DP)FeaturebasedPlanning(DP)ConsensusForecasting(DP)DistributionPlanning(SNP)Deployment(SNP)SupplyPlanning(SNP)SNPOptimization(SNP)Sales&OperationsPlanning(DP+SNP)CPFR/VMI(CP)SegmentAllindustriesRestrictionsforSparePartsMgmtExamplesUnilever:DemandForecasting,PromotionPlanning,ConsensusbasedForecastingFischer,WackerSiltronic:IntegratedDemandandSupplyPlanningProcessColgatePalmolive:CollaborativeDemandPlanning,DistributionPlanning,Deployment,VMINestlè,Motts,Pirelli,Goodyear,...SolutionCustomerDirectProcurementTodayCollaborativeSupplyPlanning(CP)RFP/RFQDecisionSupportScreen(CP)PurchasingWorkbench(PP/DS)SupplierATPRequestviaHubRFP/RFQviaMarketBuyerataHubOutlookCollaborativeDeliverySchedulingAuctionServiceIntegrationSegmentAutomotive,HighTech,CP,Chem/PharmCompaniesandMarketMakersExamplesBMW:Inbound(PurchasingWorkbench,CollaborativeDeliveryScheduling)SolutionCustomerOrderFulfillment:TransportationManagementTodayTransportationPlanning(TP/VS)Tendering(TP/VS)TransportationExecution(LES)FreightMgmt(LES)ForeignTradeLogistics(LES)OutlookShipmentTracking(SCEM)BulkTransportation(TP/VS+LES)SegmentCP,Automotive,Metal/Paper,HighTech,etc.NoBulkTransportationoutsidetheOil&GasR/3solutionExamplesColgatePalmolive:Outbound(TP/VS,Tendering,LES,ShipmentTracking)BMW:Inbound(TP/VS,CollaborativeDeliveryScheduling,LES)Metsa-Serla,Edeka,Chep,Pirelli,Goodyear,...SolutionCustomerSAPMarketplace電子交交易市市集解解決方方案MarketSetE-MarketplacesolutionfromSAPMarkets&CommerceOneProcurementOrderManagementSupplyChainCollaborationLife-CycleCollaborationAnalyticsContentManagementDynamicPricingInternetSalesandOnlineStoreE-SellingsolutionsfromSAPMarketsB2BandB2Cselling*Configure-to-order*Available-to-promise*Personalizedinteraction,multimediacatalog,andofferingsUnlimitedWebdesignsIntegratedanalyticsMobilesellingEnterpriseBuyerE-ProcurementsolutionfromSAPMarkets&CommerceOneIndirectprocurement*DirectprocurementBiddingandreverseauctionIntegratedanalyticsSAP成功案案例––三三星星集團團Inter-SubsidiaryTradingCollaborationAPASalesSubsidiariesHEADQUARTERSEuropeanSalesSubsidiaryUSSalesSubsidiarySouthAmericaProductionSubsidiariesAPAProductionSubsidiariesConnectiontoPublicExchangesLeadingGlobalElectronicsCompanySamsungExchangeSAP台灣客客戶案案例分分享-英英業業達：：與時時間賽賽跑挑戰：：國際資資訊大大廠客客戶(如Compaq)，不斷縮縮短訂訂單前前置作作業時時間：：955（95%的訂訂單必必須在在下訂訂後，，5天天內交交貨））983（98%的的訂單單必須須在下下訂後後，3天內內交交貨））982（98%的的訂單單必須須在下下訂後後，2天內內交交貨））Compaq宣佈在在88年07月月01日後後，將將全面面要求求國內內資訊訊廠商商採行行CTO(Configurationtoorder)的交易易合作作模式式。此此意涵涵，英英業達達必須須具備備：“能因應應顧客客對產產品上上百種種組配配規格格的訂訂貨、、製造造、組組裝及及配送送之複雜作作業能能力！！“利用資資訊技技術及及流程程改善善使企企業脫脫胎換換骨英業達達全方方位導導入SAPERP，並進進行CTO(ConfigurationToOrder)前瞻性性作業業模式式之研研究，，預期期將：：縮短產產品上上市時時間：982(98%的產產品能能在下下單後後2天天內交交貨)減少營營運成成本：降低低相關關營運運成本本20%顧客保保有率率提昇昇：預先先研究究因應應CTO之相關關資訊訊技術術與管管理手手法，，以確確保並並提昇昇與其其國外外資訊訊大廠廠如Comp