1、ASia V-ChainAdvanced Strategies and Tools for Virtual Supply Chain Management in Asian environmentASIA IT&C ProgrammeGENERAL AIMSThe European Commission (EC) launched the Asia IT&C Programme in 1999 in order to: co-finance mutually beneficial partnerships in ICT between Europe and Asia improve the q

2、uality of Europe-Asia partnerships link the two regions in the search for innovative and compatible solutions in IT&CAREAS OF ACTIVITY- Society- e-Commerce- Education- Transport- Health- Agricolture- Tourism- i-ManufacturingASIA V-CHAIN ProjectApplicant: University of Udine Department of Electronic,

3、 Managerial and Mechanical EngineeringUnit co-ordinator:Prof. Alberto Felice De Toni (Project manager)European partner: Universidad Politcnica de Valencia Department of Business Organisation, Financial Economy & Accounting Unit co-ordinator:Prof. Angel Ortiz BasAsian partner: The Chinese University

4、of Hong Kong Department of Decision Sciences and Managerial Economics Unit co-ordinator:Prof. Jeff Hoi-yan Yeung, Prof. Xiande ZhaoASIA V-CHAIN Project Hong Kong TeamJeff Yeung CUHKXiande ZhaoCUHK徐學(xué)軍教授華南理工大學(xué)Xie Jinxing清華大學(xué)Zhao Xiaobo清華大學(xué)General Aims facilitating the access of Asian companies to EU a

5、dvanced and innovative organisational methodologies and ICT solutions designed for a more efficient management of industrial processes (negotiation, planning, scheduling, delivery etc.) and flows (materials, information, etc.).providing information and tools for helping Asian companies to implement

6、innovative approaches in the field of Supply Chain Managementfocussing on upstream physical, information and economic values flows, with particular reference to complex industrial situations, such as Inter-firm Networks. V-CHAIN Project: MAIN OBJECTIVES Develop a framework (methodology, architecture

7、, reference model and technologies) for supply chain management in a Virtual Enterprise context Analyse and provide means and a migration path to move from an Extended Enterprise AS-IS state to a Virtual Enterprise TO-BE stateV-CHAIN Project: MAIN OBJECTIVESDevelop algorithms that allow to define gl

8、obal objectives (supply chain-wide) based on constraints of all involved actors Analyse and apply recent technological innovation ICT trends to solve VE problems and develop a supporting technological framework V-CHAIN Project: CONSORTIUMScientific PartnersPolytechnic of ValenciaDynamit Nobel (Fords

9、 supplier)National Institute for Research in Computer Science and Control (France)Industrial PartnersFord SpainConsulting companiesDMR Cosulting (project coordinator)Innova Other partnersExel (logistic operator)Vitria (software house)Francisco Segura (Fords supplier)Johnson Controls (Fords supplier)

10、Aprilia University of UdineV-CHAIN Project: CONTEXTSupply Chain ManagementRelationships between assembly company and suppliersSuppliersCustomersRaw materialssupplierPartssuppliersManufacturersDistributioncentresResellersV-CHAIN Project: definition of EXTENDED ENTERPRISEAn Extended Enterprise is a do

11、minant company which extends its boundaries by building partnerships with others in its supply chain, improving its customers value proposition to achieve a sustainable competitive advantageEND CUSTOMERSuppliersSuppliersOEM / AssemblerOEM / AssemblerEnvironmentEnvironmentIntermediariesIntermediaries

12、Single enterprise boundariesExtended enterprise boundariesV-CHAIN Project: definition of VIRTUAL ENTERPRISEA Virtual Enterprise is a single business entity, compounded by companies that share capitals and maintain dynamic and agile relationships, in order to enhance its customers value proposition a

13、nd timely create and exploit complex market opportunitiesEND CUSTOMERSingle enterprise boundariesVirtual enterprise boundarySuppliersOEM / AssemblerEnvironmentIntermediariesOPS/OPA joint strategyVE demands integrating not only capitals within partners but also the strategic decisions. Thus, the part

14、ners fully share their capitals to create the named business entity in order to better define and establish strategic, tactic and operational goals into the virtual entity. Financial FlowHCOCTCKCSCFCRCSHCOCTCKCSCFCRCDecision/Management FlowProducts & Services FlowInformation & Knowledge FlowHC = Hum

15、an Capital OC = Operational Capital KC = Knowledge Capital TC = Technological CapitalSC = Structural Capital FC = Financial Capital RC = Relationship Capital S = StrategyVEBUSINESSDIMENSIONEECollaborationSynchronisationVisibilityCommunicationAcknowledgementBasic EEAdvanced EECollaborationSynchronisa

16、tionVisibilityCommunicationAcknowledgementRecommendedMigration SpaceCompleteMigration SpaceV-CHAIN Project: MIGRATION PATHICT DIMENSIONCOMMUNICATIONFrom the knowledge islands . to the knowledge highwaysVISIBILITYFrom the opaque company. to the transparent companyCOLLABORATIONFrom the Win - Lose rela

17、tionship. to the Win Win relationshipSYNCHRONISATIONFrom the track of a discotheque . to the choreography of a balletThe four supply chain integration levelsA company cannot seek the level of Visibility in a SC without having reached before the one of Communication, and so on with all the rest of th

18、e levels in this hierarchy.Source: DMR ConsultingOEMWIN LOSE / LOSE - WINWIN - WINStage 1Extended Enterprise(Basic / Advanced)Stage 2AcknowledgedVirtual EnterpriseStage 3CommunicatingVirtual EnterpriseStage 4VisibleVirtual EnterpriseStage 5SynchronisedVirtual EnterpriseStage 6CollaborativeVirtual En

19、terprise VEOEM VE C VE CV VE CVS VE CVSCollUnderstanding the six migration stagesS1 - The extended enterprise (basic and advanced): This stage represents the initial step. S2 The acknowledged virtual enterprise: predominant company recognises that companies involved in the EE must evolve together.S3

20、 The communicating virtual enterprise: achievement of the communication integration level within the networked organisation.S4 The visible virtual enterprise: achievement of the visibility integration level within the networked organisation.S5 The synchronised virtual enterprise: achievement of the

21、synchronisation integration level within the networked organisation.S6 The collaborative virtual enterprise: The final stage. FORDs CaseExtended Enterprise Business Reference Model: Relationships and flowsThe relationships and flows (Products & services flow; Information & knowledge flow; and Financ

22、ial flow) between these actors are shown below:Goods, services, revenue Information & Knowledge J.I.T. Supplier Sequence Supplier D.A.D. Supplier Dealer OEM (Original Equipment Manufacturer) Carriers Planning & Sequence Info $ Order Goods $ Planning & Sequence Info. $ Sub Assemblies (JIT & Seq) Part

23、s (O.C.) Planning Info. Sub Assembly Info. $ Constraints Constraints Parts (O.C.)/Empties Sequence Sub Assemblies Parts (O.C.)/Empties Planning & Sequence Info $ Constraints Goods Info J.I.T. Sub Assemblies Sub Assembly Info. Sub Assembly Info. D.A.D. Sub Assemblies Logistic Operator $ Routes & Mate

24、rials info. Traditional Supplier Parts Planning Info $ Order Delivery Note Delivery Note Delivery Note Time Windows & Materials info. TimeWindows & MaterialsInfoDistant SuppliersOther PlantsLogistic CentreLocal SuppliersAlmussafes Ford PlantSeq/JITSeq/JITDADDADIndustrial ParkSeq/JITLogistic Operator

25、Seq/JITSeq/JITLogistic OperatorSeq/JITSupply chain nodes of FordINDUSTRIAL PARK SUPPLIERS54 suppliers installed (Production=22, Services= 32).SUPPLY METHODS (INCLUDING NEARBY SUPPLIERS)J.I.T. Sequence TOTAL20 Suppliers 18 Suppliers 38 Suppliers281 References 836 References 1117 ReferencesTRANSPORT J

26、.I.T./ SEQUENCE (EXCLUDING DELIVERIES BY CONVEYOR)30 Trucks per day258 Trips per dayInformation flowsLong-term demand planMid-term demand planShort-term demand planSequence informationShipping notesTrip sheetsConstraintsInvoicesThe V-CHAIN Virtual Enterprise Reference Model, the TO-BE Model, has bee

27、n conceived as the framework needed to obtain an integrated solving problem approachSuppliersAssemblerLogistics Operator(Operator for Planning and Sequencing)(Operator for Planning)Other actorsCarriersVE BUSINESS REFERENCE MODEL: OVERVIEWWhat do we need to do?Step I: In-depth supply chains study:The

28、 relationships and flows (Products & services flow; Information & knowledge flow; and Financial flow) between the different players within their supply chainThe current status of process integration between different playersWhat information is currently being shared? What information do they hope th

29、at they can get?How are they using the information in their decision making?What are they doing in terms of coordination, collaboration and joint decision making etc? What are some of potential ways of improving the relationship or processes to enhance supply chain performance?What are their expecta

30、tions for virtual supply chain management in term of information technology, management systems, process integration and management of the relationships etc?What do we need to do?Step II: Identify critical issuesProblemsInformation that are importantDecision toolsWhat do we need to do?Step III: Eval

31、uating the benefits of Information sharing and Coordination through Computer Simulation and modellingIdentify and propose methods of information sharing and coordination to enhance supply chain performance.Build simulation models to investigate the costs and benefits of the proposed approaches.Developing guidelin