大型船厂供应链管理系统之建置

大型船厂供应链管理系统之建置中国造船暨轮机工程学刊第二十三卷第三期民国九十三年169JournalofTaiwanSocietyofNavalArchitectsandMarineEngineers,Vol.23,No.3,pp.169-178,2004___________________________________________________Correspondingauthor([e-mail])THEESTABLISHMENTOFTHESUPPLYCHAINMANAGEMENTSYSTEMFORTHEBIG-SIZEDSHIPYARDH.J.ShawW.TannandL.L.ChuangDepartmentofSystemandNavalMechatronicEngineering,NationalChengKungUniversity,Taiwan,ROCKeywords:E-commerce(EC),VirtualShipyard(VS),SupplierChainManagement(SCM)关键词：电子商业，虚拟船厂，供应链管理ABSTRACT摘要Alongwiththerapiddevelopmentoftheinternet,thereisnoevenoneenterprisewhichisnotmakingE-businessasitsprimarydirectionandstrategy.Thebig-sizedshipyardutilizestheconstructionforthevirtualshipyard,withResearchandDesign(R&D)asthekernel,viaEnterpriseResourcePlanning(ERP)integratinginteriorresourcesintheshipyard,andthenthroughSupplyChainManagement(SCM)coordinatingtheup-anddown-streams'suppliers,thentostepforwardbusiness-to-business(B2B).Withinthebig-sizedshipyard'sproductionprocedure,theschedulingandqualityoftheoutfittingofteninfluencetheentireschedulingandconstructionoftheships.Thereforehowtosupplythetimely,appropriateandcorrectoutfitting,saveuscommunicationtimeandallowsustocooperatewiththesuppliers,andincreasetheefficiency,reducethecost,isthemostimportanttopic.ThispaperisdirectedtowardtheshipbuildingpropertytoplanthefunctionalitiesbasedonMSWindowsDNA-(DistributedinterNetArchitecture)architectureandtherelatedtechnologies,toestablishasetofSCMsystem.BythefriendlyinterfaceandXMLexchange,theinformationbetweentheshipyardandsupplierscanbeintegratedmuchtighter,toreachquickresponses,andthenimprovethecompetitivenessoftheshipyard.随着互联网的迅速发展，INTRODUCTIONGenerallyspeaking,traditionalshipyardscouldbedividedintofourdepartments:business,design,manufacture,andmanagementdepartments.Duetotheirchaoticfunctionalities,itiseasytodigoutthemanagementdefectsinducingtheossifiedorganization,whichwillbearduoustosurviveinthecompetitivemarinemarket.Accordingly,theconceptisproposedfromenterprisere-engineering,andthroughvirtualshipyard(VS)tore-planthemainfunctionalitiesfortraditionalshipyards.ThesemainfunctionalitiesforVSinvolveERP,ResearchandDevelopment(R&D),Customerrelationshipmanagement(CRM),ProductDataManagement(PDM),andSCM(Fig.1).AVirtualShipyardisagroupconstructedonarealisticshipyardoforganizationsworkingonasingleprojectwithasigngoalwheretheheterogeneousmembersfunctionasasingleintegratedhomoge-neousorganization.Bytheintranettechnologyusersinrealisticshipyardcanrealtimeaccessandmodifytheproductioninformationstoredinthedatabaseatanytime&anywhere,sothattheworkingprogressandcommunicationwillbespeededupineachsingledepartment.THEANALYSISOFSCMINVIRTUALSHIPYARDSupplychainmanagement(Fig.2),istheactivemanagementofsupplychainactivitiestomaximizecustomervalueandachieveasustainablecompetitiveadvantage.ItrepresentsaconsciouseffortbythesupplychainfirmstodevelopandrunsupplychainsinthemostH.J.Shaw,W.TannandL.L.Chuang:TheEstablishmentoftheSupplyChainManagementSystemfortheBig-sizedShipyard170effective&efficientwayspossible.Supplychainactivitiescovereverythingfromproductdevelopment,sourcing,production,andlogistics,aswellastheinformationsystemsneededtocoordinatetheseactivities.Owingtointernetcriteriaadoptedandwebprevalent,enterprisescommencechangingtheirusedwaysandstrategiestodevelopEContheinternetandapplyittosharetheinformationwitheachother.Therequestforflexibleandrapidreactionsundertheglobalplanningandmanagementtrends,enterprisesmustevolvefrommanufacturingastheprincipaltointegratingSCMinformationera.Inthebig-sizedship-yard,thequantityanddeliverytimeofoutfittingveryofteninfluencetheentirebuildingqualitythatwastesthetimeofcommunicationandpursuingmaterials.Inthemarineindustryover70%ofthecostofthedeliveredproductisformaterialandequipment,especiallyifsubcontractorsareinvolved.THEPRACTICESINSUPPLYCHAINMANAGEMENTBasedonTaiwan'sindigenousmarineindustryaswellastheotherexperiencesavailabletothestudy,thepracticesaredividedintofourprimarysections,SupplyChainManagement(SCM)Strategy,SCMPlanning,Mechanisms,Systems.ThisisasimplificationofthemodelinFig.3.Withineachofthosesectionsitstartswithabriefdescriptionofthetopicandthenprovidesresultsinformofspecificpractices.Thesesectionsdefinethepracticewithreferencetootherindustries(typicallyautomotive,aerospaceordefenseelectronics)andthendescribehowthemarineindustryappearstobeperforming.1.SCMStrategySCMStrategyincludesallofthehigh-levelsupplychainrelatedactivitiesthecompanydoestoplanitsproductandbasicapproachtobusiness.Werecognizethatother,morespecificstrategicchoicesFig.1Thevirtualshipyardoutline.Fig.2Thesupplychainmanagementactive.InternetExtranetSupplierCSBCVirtualShipyardShidCRMSCMERPR&DPDMSupplierSupplierInternetExtranetShip-ownerShip-ownerShip-ownerJournalofTaiwanSocietyofNavalArchitectsandMarineEngineers,R.O.C.,Vol.23,No.3,2004171Fig.3Summarizesthepracticesinthefoursections.haveamajoreffectonsupplychainmanagement-e.g.,thedecisiontoenteraspecificmarketwillaffectthenatureofthesupplychainneeded.Nonetheless,thosedecisionsarenotfocu