臺灣博碩士論文加值系統

本研究主要是針對銷售服務業者A公司與製造商B公司的液晶電視產品，以買賣雙方從生產到銷售部分為主，依據協同規劃預測補貨（CPFR）模式及無線射頻識別（RFID）資料擷取及交換技術之基礎架構進行商業流程再造。期望透過流程再造減輕在傳統的供應鏈上會產生的「長鞭效應」，並加強策略聯盟的關係。

本論文以電話訪談及實際面談銷售服務業者A公司與B製造商的相關單位，如銷售企劃部門、資訊整合部門、全球運籌管理處及工廠內生產線作業員及物料企劃員…等，歸納出目前的銷售服務業者A公司的商業流程（AS-IS）並進一步探討雙方相對應的流程後，採用RFID為基礎的CPFR流程模式，建構未來可行性協同商業流程（TO-BE）。TO-BE商業流程主要分成策略與規劃、需求與供應管理、運送執行（運送至分區倉或銷售地點或最終消費者）、訂單與契約產生及物料/生產規劃與補貨五大階段。最後描述績效評估應有的項目。

未來期望這模式能實際導入至銷售服務業者A公司，取得量化資料進一步驗證並探討流程可行性。試驗計畫成功後，導入到其他的產品生產線。並且針對B製造商的生產流程，資料蒐集的部分能詳盡分析。

This thesis research focuses on restructuring business processes with CPFR（Collaborative Planning, Forecasting, and Replenishment）model and RFID-based data capturing and sharing system for retailer company A and manufacturer B, target to their LCD TV products. This study is trying to reduce the “Bullwhip Effect” generated within the traditional supply chain and enhances the alliance relationship. We expect our RFID-based CPFR model can reduce the uncertainty in the market demand and tightly combine the strategic alliance relationship to win more benefits.
Made phone calls and face-to-face interviews with related department managers and operational persons, we created the AS-IS business processes in retailer company A and the process mapping between retailer company A and manufacturer B. Studies on best pilot practices, we constructed CPFR business model in EPCglobal Network™ Infrastructure and elaborated TO-BE business processes between them under the infrastructure. The TO-BE business processes in our paper include five phases: Strategy and Planning Phase, Demand and Supply Management Phase, Delivery Execution Phase, Order Generation/Final Contract Phase, Material/Production Planning and Replenishment Phase. Finally, listing of the performance assessment items should be included for measuring and quantifying the model.
The future works are to implement the TO-BE model in retailer company A and collect the performance assessment metrics. When the pilot in our case operates successfully, it is possible to implement to other production lines and stores and to investigate the detail manufacturing business processes on production line at plant.

-----TABLE OF CONTENTS-----
ABSTRACT I
TABLE OF CONTENTS II
LIST OF FIGURES IV
LIST OF TABLES V
CHAPTER 1 INTRODUCTION 1
1.1 The Background and Motivation of Research 1
1.2 Research Objective 2
1.3 Significance of the Study 3
1.4 Steps to Research 3
CHAPTER 2 THEORETICAL BACKGROUND 6
2.1 Traditional Supply Chain 6
2.2 Collaborative Supply Chain Management 7
2.3 Introduction to Collaborative Planning, Forecasting and Replenishment 9
2.4 Introduction to RFID and EPC 11
2.5 Electronic Product Code（EPC）Network? 12
CHAPTER 3 METHODOLOGY 17
3.1 CPFR Model in EPCglobal Network? Infrastructure 17
3.2 Traditional Supply Chain in Retailer company A 19
3.3 Replenishment operation 21
CHAPTER 4 CASE STUDY 24
4.1 Introduction to Retailer Company A 24
4.1.1 Order Forecasting 24
4.1.2 Problem Analysis 25
4.2 AS-IS Business Process 25
4.2.1 Core Process in Retailer Company A 26
4.2.2 Process Mapping 27
4.3 TO-BE Business Process 30
4.3.1 Strategy and Planning Phase 30
4.3.2 Demand and Supply Management Phase 30
4.3.3 Delivery Execution Phase 35
4.3.4 Order Generation/Final Contract Phase 35
4.3.5 Material/Production Planning and Replenishment Phase 36
4.3.6 Performance Assessment Phase 40
CHAPTER 5 CONCLUSION AND FUTURE WORK 42
5.1 Conclusion 42
5.2 Future Work 42
BIBLIOGRAPHIES 44
VITA 48

-----LIST OF FIGURES-----
Figure 1.1: Steps to Research 5
Figure 2.1: The Traditional Supply Chain 6
Figure 2.2: Basic Supply Chain Configurations for Collaboration 7
Figure 2.3: Updated CPFR: 4 Steps Process Model 11
Figure 2.4: An Example of EPC Number 12
Figure 2.5: EPCglobal Network? Flow of Material and/or Information 16
Figure 3.1: CPFR Business Model in EPCglobal Network? Infrastructure 19
Figure 3.2: The Traditional Supply Chain in Retailer Company A 20
Figure 3.3: The Operation Overview 21
Figure 4.1: AS-IS Core process in Retailer Company A 28
Figure 4.2: AS-IS process mapping 29
Figure 4.3: TO-BE Process in Strategy and Planning Phase 32
Figure 4.4: TO-BE Process in Demand and Supply Management Phase
－Demand Management 33
Figure 4.5: TO-BE Process in Demand and Supply Management Phase
－Supply Management 34
Figure 4.6: TO-BE Process in Delivery Execution Phase 37
Figure 4.7: TO-BE Process in Order Generation/Final Contract Phase 38
Figure 4.8: TO-BE Process in Material/Production Planning and Reenlistment Phase 39

-----LIST OF TABLES-----
Table 2.1: Type of Collaborative Supply Chain 8
Table 3.1: The Replenishment Information 22
Table 4.1: Operations Profile from 2001 to 2004 in Retailer Company A 24
Table 4.2: Performance Assessment Metrics 40

-----目 錄----
摘 要 I
致 謝 II
目 錄 III
圖目錄 V
表目錄 VI
第1章 緒 論 1
1.1 研究背景與動機 1
1.2 研究目的與方法 2
1.3 研究貢獻 2
1.4 研究步驟 3
第2章 理論背景 5
2.1 傳統供應鏈 5
2.2 協同供應鏈管理 6
2.3 協同規劃預測補貨簡介 8
2.4 RFID與 EPC簡介 9
2.5 EPC（Electronic Product Code）之網路架構 10
第3章 方 法 論 14
3.1 於EPC全球網路架構下之CPFR模式 14
3.2 銷售服務業者A公司之傳統供應鏈 16
3.3 補貨作業 19
第4章 個案分析 21
4.1 銷售服務業者A公司簡介 21
4.1.1 訂單預測 21
4.1.2 問題分析 22
4.2 AS-IS商業流程 23
4.2.1 銷售服務業者A公司之核心流程 23
4.2.2 雙方相對應之流程 24
4.3 TO-BE商業流程 28
4.3.1 策略與規劃階段 28
4.3.2 需求與供應管理階段 28
4.3.3 運送執行階段 34
4.3.4 訂單與契約產生階段 34
4.3.5 物料/生產規劃與補貨階段 35
4.3.6 績效評估 39
第5章 結論與未來發展 40
5.1 結論 40
5.2 未來發展 40
參考文獻 42
作者小傳 46

-----圖 目 錄-----
圖1.1：需求放大效應 1
圖1.2：研究步驟 4
圖2.1：傳統供應鏈 5
圖2.2：基本協同供應鏈管理形式 6
圖2.3：修正版CPFR：4步驟的流程模式 9
圖2.4：EPC編碼之範例 9
圖2.5：物流/資訊流之EPC全球網路架構 13
圖3.1：於EPC全球網路架構下之CPFR模式 15
圖3.2：銷售服務業者A公司之傳統供應鏈 17
圖3.3：雙方營運情形之全景圖 18
圖4.1：銷售服務業者A公司之AS-IS核心流程 26
圖4.2：雙方相對應之AS-IS流程 27
圖4.3：策略與規劃階段之TO-BE流程 31
圖4.4：需求與供應管理階段之TO-BE流程－需求管理 32
圖4.5：需求與供應管理階段之TO-BE流程－供應管理 33
圖4.6：運送執行階段之TO-BE流程 36
圖4.7：訂單與契約產生階段之TO-BE流程 37
圖4.8：物料/生產規劃與補貨階段之TO-BE流程 38


-----表 目 錄-----
表2.1：基本協同供應鏈管理形式之特色與其描述 7
表3.1：補貨資訊表 19
表4.1：銷售服務業者A公司2001~2004年之營運情形 21
表4.2：績效評估表 39

[1]Yen, Andrew, “Intelligent CPFR－DCM Presentation,” Wolverine Decision Technology Inc., 2004, available from http://ld.itri.org.tw/activity/931020/Intelligent%20CPFR%20-%20DCM%20presentation.pdf
[2]Auto-ID Labs Japan, “EPCglobal Network?,” 2004, available from http://www.auto-id.jp/tech/index.html
[3]Childerhouse, P., Towill, D., “Engineering supply chains to match customer requirements,” Logistics Information Management, 13(6), 2000, Pages 337-345
[4]Taylor, David A., “Supply Chains－A manager’s Guide,” Addison Wesley, 2004, Pages 39-40
[5]Disney, S.M., “The production and inventory control problem in vendor managed inventory supply chains,” Ph.D. Thesis, Cardiff Business School, Cardiff University, 2001
[6]Disney, S.M., Potter, A.T., Gardner, B.M., “The impact of vendor managed inventory on transport operations,” Transportation Research, Part E 39, 2003, Pages 363-380
[7]eBizprise Inc., “CPFR Solution,” 2005, available from http://www.ebizprise.com.tw/ch/our_solutions/cpfr_solution.htm
[8]EPCglobal Inc., “The EPCglobal Network?: Overview of Design, Benefits, & Security,” 2004, available from: http://www.epcglobalinc.org/
[9]deMin, James E., “Collaborative Planning, Forecasting and Replenishment (CPFR) and the Network－Cracking the Bullwhip,” IT Research Library, 2003, Infonet Services Corporation, available from http://itresearch.forbes.com/
[10]Lee, H.L., Padmanabhan, P., Whang, S., “Information distortion in a supply chain: The Bullwhip Effect,” Management Science, 43, 1997a, Pages 543-558.
[11]Lee, H.L., Padmanabhan, V., Whang, S., “The bullwhip effect in supply chains,” Sloan Management Review, 38 (3), 1997b, Pages 93-102.
[12]Holweg Matthias, Disney Stephen, Holmstrom Jan, Sama Ros Johanna, “Supply Chain Collaboration: Making Sense of the Strategy Continuum,” European Management Journal, Vol. 23, No. 2, 2005, Pages 170-181
[13]Pagarkar Mubin, “RFID in Integrated Order Management Systems: White Paper,” IT Research Library,2005, Tata Consultancy Services, available from http://itresearch.forbes.com/
[14]Senge, P.M., “ The Fifth Discipline,” Random House, London, 1990
[15]Steven, M., “Die Koordination im Unternehmen,” WISU, Vol. 7, 2001, Pages 965-970
[16]Jouenne Thierry, “Henkel-Eroski CPFRR Pilot Case Study, ” CPFR Website, 2000
[17]Towill, D.R., “Forridge－Principles of good material flow,” Production Planning and Control, 8 (7), 1997, Pages 622-632.
[18]Towill, D.R., McCullen, P., “The impact of an agile manufacturing programme on supply chain dynamics,” International Journal Logistics Management, 10 (1), 1999, Pages 83-96
[19]Van Ackere, A., Larsen, E.R., Morecroft, J.D.W., “Systems thinking and business process redesign: An application to the Beer Game,” European Management Journal, 11 (4), 1993, Pages 412-423
[20]VICS, “Roadmap_To_CPFR, Version 3.0,” 1999, available from http://www.vics.org/
[21]VICS, “VICS Collaborative Planning Forecasting and Replenishment (CPFRR) Recommedation,” VICS, 2001
[22]VICS, “Retail Event Collaboration Business Process Guide,” VICS, 2004a, available from http://www.vics.org/
[23]VICS, “CPFR Overview,” VICS, 2004b, available from http://www.vics.org/committees/cpfr/
[24]Wikner, J., Naim, M.M., Towill, D.R., “The system simplification approach in understanding the dynamic behavour of a manufacturing supply chain,” Journal of System Engineering, 2, 1992, Pages 164-178.
[25]YossiSheffi, “The value of CPFR, RIRL Conference Proceedings,” Lisbon. Portugal, October 13-16, 2002
[26]Zapfel, G. , “Bausteine und Architekturen von Supply Chain Management – System, ” PPS Management, Vol. T(1), 2001, Pages 9-18.
[27]Tatung GMD，「RFID技術於電子資訊業製造自動化之應用」，工業局製造業自動化技術推廣計畫之提案，大同公司全球運籌管理處，民國2004年a。
[28]Tatung GMD，「影像顯示產業RFID示範性應用計畫」，經濟部技術處示範性資訊應用計畫之提案，大同公司全球運籌管理處，民國2004年b。
[29]李湖沌，「大同家電廠BTS流程IMIS與TAMIS流程整合」，大同公司經營資訊處，民國2005年a。
[30]李湖沌，「廠別分倉補貨表查訊範本」，大同公司經營資訊處，民國2005年b。
[31]林則孟，「CPFRR協同規劃預測補貨個案－力山企業集團」，製商整合E化個案集，第一冊，民國2004年，Pages 3-41。
[32]高鵬虎，「CPFR商業流程導入之研究以國內行動電話維修業為例」，國立台灣科技大學，碩博士論文網，民國2003年。
[33]陳中和，「RFID在物流運籌之整合應用」，運籌整合應用實務研討會，中國文化大學推廣教育部延平分部，民國2004年10月14日。
[34]蔡永正，「訊電大同牌PDP及LCD 進銷存預測表之範本」，大同訊電公司企劃處，民國2005年。
[35]薛旭志，「3C零售業導入CPFR模式之研究」， 國立高雄第一科技大學，碩博士論文網，民國2004年。
[36]蕭榮興、蘇偉仁、許育嘉，「電子商務導航」，資策會電子商務研究所，第6卷第14期，民國93年9月。