37

SCOR 7.0

Cost Down

SCOR Model

Cost per Invoice

S1.5 & S2.5 & S3.7 Authorize Supplier

Payment

h

hh

Best Practice

S1.5 & S2.5 & S3.7

Enable ES.9 Manage Supplier

Agreements 1

6 1.

h

h

h

h

SCOR Model

By David Lin

A Talk on Reducing Purchase CostBased on SCOR Model

SCOR 7.0 Cost Down

Best Practices and Features SCOR Model

This article referred to the content of SCOR 7.0 is about whether there is any possibility to make cost downin the purchase flow path of enterprise supply chains. According to the guidance of step-by-step indexes,examination of flow path contents, best practices and features, you can understand how SCOR Model

works on practice applications and appreciate its reference value.

SCOR Model

A Talk on Reducing Purchase CostBased on SCOR Model

By David Lin

SCM

38

SCM

SCOR 7.0 Page 94 ES.9

Performance Metric and Best Practice

Product Acquisition Costs

S1.1 & S2.1 & S3.3 Schedule Product

Deliveries

S3.2 Select Final Suppliers and

Negotiate

S1.1 & S2.1 & S3.3

Pull

h Lead Time

%

h Cycle Time

h %

Best Practice EDI

V M I V e n d o r M a n a g e d

Inventory

ETO Engineer-

to-Order

S3.2

ETO

S1.1 & S2.1 & S3.3

2

h

h

h

hh

h

h

6 2.

ETO

P2.4 Sourcing Plans

M1.1 M2.1 M3.2

Deliver

Receiving & product Storage Costs

S1.3 & S2.3 & S3.5 Verify Product

S1.3 & S2.3 & S3.5

h

h

h %

Best Practice

Cost Down

39

SCM

SCOR Source

Cost Down SCOR

Model Metrics and Best Practices

S C O R R

Reference

S C O R

Model

Best Practices and Features

SCOR 7.0

Source Cost Metrics

6

SCOR Model

39

40

SCM

Preface

VICS 1998

Collaborative

Planning, Forecasting and Replenishment (

CPFR®)

CPFR®

CPFR®

The Reason to Introduce the CPFR®ollaborationCommerce Project

CPFR®

/ By Ricky Lin

POYA LIVING MART's CPFR® Solution Developmental Experience

( 1)

CPFR® (1) (2)

(3) (4)

To resolve the problems of hot items are out of stock or having huge inventories, POYA LIVING MART selectsCPFR® as collaborative commerce solution and gets the following benefits (1) increase sales forecast accuracyfor promotion and new items, (2) quick response for promotion and new items, (3) reduce order fulfillment timeand improve on time delivery with right quantity, and (4) reduce inventory cost for both collaborative partners.The most important is POYA wins better customer satisfaction and suppliers increase sales.

41

SCM

2005 27

Know-how

CPFR®

CPFR®

The Process And Collaborative Goal ofPerforming the CPFR® Project

CPFR®

(

2) 94~95 ( 1)

(Store-Level) CPFR®(

3)

Store-Level CPFR® (

) (

)

6 1.

Store-Level CPFR®

94 Store-Level CPFR®

94

CPFR®

Store-Level CPFR®

95 Store-Level CPFR® (

) (

)

94 CPFR®

95

CPFR®

Store-

Level CPFR® 2

42

SCM

CPFR®

Collaborative Efficiency of the CPFR® Project IsFulfilled

94

CPFR®

CPFR®

CPFR®

/ ( )

CPFR®

CPFR®

CPFR®

The Development Plan for the Future

94

Store-Level CPFR®

95

/

( )

(

)

43

SCM

( )

/

Conclusion

CPFR®

Store-Level CPFR®

Store-Level

CPFR® (

)

(

)

( 2)

1. 86

92

500 500

252 2 3 3

500 35

2.

h t t p : / / w w w .

ebizprise.com

3.Store-Level CPFR®

VICS 2004 CPFR® (New Model)

(DC-level)CPFR® (Store-level)CPFR®

DC-level CPFR®

S to re - l eve l

CPFR® Store-level

DC-level

(DC-level CPFR®)

6 2.

44

SCM

44

( )

(War Room) KPI

PDCA(Position Decision Checks Action-

Plan)

PDCA ( )

The Procedure of Constructing the Global Logistics

1

Top-down Buttom-up

Top-down CEO

PDCA

(

)

(

) ( )

(

Master/Slave ERP PDM APS MES/SFC

SCM VMI... )

By Shy-Ching Wang

2006

45~47

This article is to Continue the

content of Constructing Enterprise

Global Logistics and E-Reference

Model (1) in the previous period

of this Report ( p. 45-47 of Summer

Quar t e r l y , 2006 ) . I t i s t o

summarize for the strategies of

construct ing global logist ics

procedure and enterprise global

logistics.

By Shy-Ching Wang

45

SCM

1

Strategies of the Global Logistics

1

1.

2.

3.

4.

5.

6.

e ( 2

)

e

2

6 1.

46

SCM

2 (Bus iness

Intelligence BI)

CEO IT

Transactional Data

( 3)

CEO

KPI

6 2.

6 3.

47

SCM

( 3)

W i r e l e s s

Visualization Broadband

( )

CEO

4

8

34 PI KPI

PI CEO KPI 4

CEO

/

NT$100,000 X 3 X 2 = NT$600,

000 5 3

Conclusion

GLM

(Decision Support

System ) (Data

Warehouses) (OLAP) (Data

Mining) Web-based DSS

/

BI

6 4.