1、Customer Focused Inventory Management (CFIM) Programs,2,Table of Contents,Semiconductor Industry Characteristics and High Tech Industry Dynamics Questions surrounding CFIM What, How, When and with Whom Impact on Operating Model Maximizing Benefits from a CFIM program Case Studies - Summary Key Learn
2、ings Recommendations Back Up,3,Table of Contents,Semiconductor Industry Characteristics and High Tech Industry Dynamics Questions surrounding CFIM What, How, When and with Whom Impact on Operating Model Maximizing Benefits from a CFIM program Case Studies - Summary Key Learnings Recommendations Back
3、 Up,4,Semiconductor Industry Characteristics,The semiconductor industry is inherently challenging, defined by:A complex, multi-node value web that includes multiple entities and trading partners, driving the need for extraordinary communication between vendors and customers to manage the demand sign
4、al A significant mismatch between manufacturing lead time ( 48 days) and order fulfillment cycle times ( 15 days) that drives forecast-based production The uncertainty of such forecasts invariably leads to excess inventory An environment in which a majority of the inventory resides post fab In wafer
5、 banks pre and post test, and in die banks pre and post package, and in some cases as finished goodsAs a result, small changes in demand will cause large perturbations in supply resulting in significant inventory management challenges,5,Impact to Strategic Operating Model: Push to Pull,Total availab
6、le product to meet customer demand is equal to the finished goods inventory plus the product which can be produced and delivered within the customers cycle time,Migration from a “Push” system to a “Pull” system is achieved when product is produced based on demand and replenishment needs, and less on
7、 forecast,6,买卖双方力量制衡对存货管理的影响,买方占主导地位,相互依赖,卖方占主导地位,相互独立,战略采购 电子化采购 以买方为中心的外部网络,业务合作 战略采购 电子交易市场,战略采购 以卖方为中心的外部网络，包括设计、客户自服务、网上下单等,电子化采购 外包 反向拍卖,低,低,高,高,买方资源相对于卖方而言的效用性与重要性,卖方资源相对于买方而言的效用性与重要性,买卖双方的力量对比决定了采购策略及相应的存货管理策略,7,存货管理策略的演变,研究表明存货策略正由独立存货管理转变为合作式存货管理,8,How Bad is the Problem?,In Q42000, when e
8、xcess inventory reached a peak, most of the excess inventory was with semiconductor suppliers and EMS providers. The OEMs and EMS providers have been trying to offload more inventory to the suppliers.,Source: iSuppli Corporation,9,Table of Contents,Semiconductor Industry Characteristics and High Tec
9、h Industry Dynamics Questions surrounding CFIM What, How, When and with Whom Impact on Operating Model Maximizing Benefits from a CFIM program Case Studies - Summary Key Learnings Recommendations Back Up,10,以客户为中心的存货管理(CFIM)项目的一般形式,卖方管理存货 (VMI): 这是一种优化供应链绩效的方法：供应商可以了解到客户的存货数据并负责维护客户所需的存货数量。VMI是通过流程管
10、理来实现的，其中补货是由卖方通过定期的现场盘点来进行的。 卖方寄库管理存货: 与VMI的区别之处在于：卖方在货物的寄放地点即客户的仓库仍保留货物的所有权。货款的支付将等到货物发生实际的使用或销售后予以结算。这种方法目前主要由分销商使用，存货被寄放在分销商的客户处。 联合管理存货(JMI): JMI的管理团队由客户与卖方的员工组成，通常团队成员地处相互临近的地理区域以便经常性召开见面会。这种方法有助于不同职能的成员间实现开放式的沟通。JMI要求更强的联合计划及沟通。 JIT II: 由一名卖方的员工在客户的采购部代替客户的采购人员进行工作。客户允许这名卖方的员工以客户的身份发出订单并允许他能在客
11、户的工厂所在地随时了解工厂及工程项目状况。,11,以客户为中心的存货管理（CFIM） 项目结构,12,3 种基本的存货地点形式,存货地点位于客户仓库 卖方管理存货（VMI） 卖方管理客户所拥有的存货 卖方寄库管理存货 寄放在客户所在地的存货所有权归卖方，客户负责支付仓储、操作及其他相关费用。 联合管理存货（JMI） 客户的采购员与卖方的销售员联合办公共同计划与管理存货。 JIT II 由卖方派出人员管理客户的存货，负责计划以及新产品开发的支持 存货地点位于第三方物流仓库 由第三方物流负责存货的装运、仓储、管理及将货物配送至客户处 存货地点位于卖方仓库 确定的供应量 (配额) 通常出现在供不应求
12、的时候 因卖方很难将货物卖给客户，于是由卖方支付仓储、操作及其他相关费用,13,Forecast, Consumption, Reconciliation,Invoicing,Replenishment signal,ASN, Shipment,CFIM Model 1 (at customer site),CFIM Inventory Location,14,Forecast,Invoicing,ASN, Shipment,Inventory receipt, consumption, reconciliation,CFIM Model 2 (at 3PL),3PL Hub,Pull,15,
13、Forecast,Invoicing,ASN, Shipment,Pull Signal,ASN, Shipment,CFIM Model 3 (at suppliers Regional W/H),Regional Inventory W/H,16,How, When and With Whom?,Participation in CFIM programs can be effectively determined through: Product segmentation Customer segmentation Strategic choice model,17,产品分类,一个企业经
14、营管理费用的结构与多少受企业所经营的产品数量的影响。因此相应的管理目标应当为同时减少产品数量及相关经营管理费用 如下图所示的产品产量曲线，高科技产品产量中比重最大的是产量大且可预测的产品。所以我们应把关注的重点放在下图所示的“危险的中间层产品”及“末端产品”上,从而将风险降至最低,单位数量 (年销量),产品数量,类型 “1”,类型 “2”,类型 “3”,18,客户分类,为了使服务水平同存货策略相适应，我们需要根据客户特征进行分析 在对客户特征进行分析的基础上制订合理的存货制度将能够保证我们为那些可以具备战略优势的客户提供合理的存货服务。,1级客户,客户数量,单位数量 (年销量),19,定义战略
15、伙伴 (1级客户),找出战略伙伴的标准 用战略伙伴的标准来对现有的业务合作关系进行分类 分类应当根据利润率、购买量及库存水平等 举例: 未来生存能力的评估 客户满意度 合作愿望 占单位产品线销售百分比 占整体销售的百分比 库存周转率 存货水平（存货占销量的百分比） 付款周期及条件 客户历史业绩及相互关系,20,战略决策模型,21,战略决策模型 续,在以下情况应选择加入CFIM 项目: 买方占主导地位且为战略伙伴 相互间为战略伙伴关系且相互依赖，具有可观的经济回报 产品销量大且可预测 卖方占主导地位、未来合作机会具有可观的经济回报 通常在以下情况下，不应选择CFIM 项目: 客户拒绝寄库的建议.
16、 非战略伙伴关系. 相互之间关系独立. 对方没有良好的IT基础设施及高素质的人力资源.,22,买方占主导地位,相互依赖,卖方占主导地位,相互独立,寄库管理存货,JIT II,开放式采购,联合管理存货,卖方管理存货（VMI）,战略决策模型 续,23,Table of Contents,Semiconductor Industry Characteristics and High Tech Industry Dynamics Questions surrounding CFIM What, How, When and with Whom Impact on Operating Model Maxi
17、mizing Benefits from a CFIM program Case Studies - Summary Key Learnings Recommendations Back Up,24,Store Product,Ship Product,Capture Costs,Shipping Orders,Forecast Demand,Schedule Transport,Invoice Customer,Record Revenue,Collect Revenue,Balance Close,Report Results,Customers,Demand Mgmt,Plan Prod
18、uction,Master Prod. Scheduling,Plan Materials.,Shop Floor Control,Equipment Control,Product Packaging,Forecast Materials,Record Liability,Order Material,Receive Material,Process Invoices,Process Payment,Select Suppliers,Plan Maintenance,Suppliers,Produce Product,Plan Demand,Solution Knowledge,Proces
19、s Order,Website,Specify Product,Design Product,Manufacture Rules,Design Process,Capture cash flow,Qualify Suppliers,Store Material,Design Supply Chain,Order Maintenance,Relationship Represent.,Manage Imp- lementation,Prepare Bid,Configure Product,Product Information,Product Material or Services,Othe
20、r Information,Design Solution Set,Impacted Areas,CFIM Impact on Operating Model,25,Based on forecasts, inventory levels, and demand information from customers, the front-end of a CFIM system will determine the “date-based” need for a replenishment quantity and will send a preliminary order to an Ord
21、er Management System (OMS).,Three Key Phases of CFIM Programs,Demand Determination,Order Management,Fulfillment,A CFIM Program consists of three distinct phases which must be successfully managed and executed,The OMS receives the preliminary order and generates a replenishment order. This triggers p
22、lanning for special packaging / labeling requirements and transportation planning. The Order Management process is concluded with an order being released for execution through a fulfillment center.,The fulfillment process takes the order from an OMS and manages all activities necessary to provide th
23、e product in the form and functionality that the customer requires. This can include: “Mark-for” labeling, less-than-full-case picking, packaging, etc.,26,Replenishment Planning,CFIM Program Phases and Supporting IT Tools,Demand Planning System,Supply Planning System,Demand, Forecast,Demand,Demand D
24、etermination,Order Management,Fulfillment,Order Management System,Warehouse Management System,AvailabilityDetermination,Replenishment Order,Order to Ship,ATP,Picked Order,Order to be Picked,Customer Forecasts, Inventory Information and Demand Data,In order to provide customers with the services leve
25、ls expected, the following systems and processes must be in place,Based on forecasts, inventory levels, & demand, the system will determine the need for a replenishment order and issue a transaction to the Order Management System (OMS).,The OMS receives information from the system and produces a Rep
26、lenishment Order. The process is concluded with transfer of control to the Fulfillment system.,The Fulfillment system ensures the product will meet customer requirements and execute less-than-full-case picking, special labeling and packaging, and if required, packing and shipping.,Order shipped to c
27、ustomer, ASN,Picking System,27,CFIM Impact Outside the Four Walls,The impact of a CFIM program will extend beyond the four walls of an enterprise,It will require external facing collaboration mechanisms to be put in place to exchange information with a collaboration partner,28,Table of Contents,Semi
28、conductor Industry Characteristics and High Tech Industry Dynamics Questions surrounding CFIM What, How, When and with Whom Impact on Operating Model Maximizing Benefits from a CFIM program Case Studies - Summary Key Learnings Recommendations,29,How should Semiconductor Manufacturers Participate in
29、CFIM programs,Select customers where effective partnership is possible Search for Collaborative partnerships that are economically feasible. Only participate in unfeasible programs when coerced. Seek greater visibility into customer inventory, forecasts and new product plans Obtain real-time pull/de
30、mand data to facilitate timely response to demand changes Leverage Rosetta Net standards Replenish to the actual pull from the customer Offer real time visibility into allocation and status of finished goods, capacity and WIP to customer in exchange for lower inventory coverage Negotiate order cance
31、llation penalties for custom products Negotiate rewards and penalties to drive better customer performance: higher inventory turns and increased forecast accuracy New product supply preferences Set limits on price protection Eliminate CFIM program for sustained poor performance Negotiate more attrac
32、tive payment terms,30,Key Elements of a CFIM Agreement,Develop CFIM Agreement and Statement. Document a mission statement that encompasses the shared understanding and objectives of collaboration, confidentiality, and empowerment of resources (actions and commitments). Determine CFIM Goals and Objec
33、tives. Establish goals and objectives, which encompass the definition of opportunity, the means of measurement (common metrics) to be used in the partnership, an understanding of the impact on each trading partners business, a defined business process, and exception criteria for both the sales and o
34、rder forecast. Discuss Competencies, Resources, and Systems. Determine each partys competencies, resources, and systems and their capability to contribute to the process. Define Collaboration Points and Responsible Business Functions. Map the collaboration points to trading partner competencies and
35、establish the responsible business functions (“functional departments“) that will be the key executors of the process. Determine Information Sharing Needs. Determine the information sharing necessary to support the process. This includes outlining of information to be shared (for example, decision s
36、upport data used to support resolution of forecast exceptions), frequency of updates, forecast methodology, data elements, technology, and recovery and response times.,31,Key Elements of a CFIM Agreement cont.,Define Service and Ordering Commitments. Define the service and ordering commitment parame
37、ters for the process. This includes the definition of the frozen forecast period, where the shared forecast becomes a firm order. Determine Resource Involvement and Commitments. Determine the staffing involvement and time commitment. Assign resources to the process, to process management, and to any
38、 process improvement initiatives. Determine How to Resolve CFIM Disagreements. Establish ground rules for handling disagreements. Determine Review Cycle for CFIM Agreement. This step is designed to establish an ongoing evaluation and to benchmark the success of the collaborative relationship. The ag
39、reement is modified whenever necessary. Publish Front-End Agreement. The published agreement is used by all process participants to guide their work. Updates are developed when necessary. Joint risk management. A joint risk management proposal should be documented. OEMs may be willing to share the r
40、isk but need a concise cost model. One option for component suppliers is die-bank based reservations. Die bank can be used strategically for customer reservations by aggressively reducing packaging cycle time and doing BTO from die bank.,32,Risks to CFIM Programs and Mitigation Strategies,IT problem
41、s: IT systems between partners may have compatibility issues that require special integration. Ensure that each partner has the appropriate systems in place and operational. Extensive testing should be done to validate the data being sent. Acceptance: Make sure that all employees involved in the pro
42、cess fully understand and accept this new way of doing business. Its not enough to just sell the concept to senior management, all employees who are involved must be willing participants. Promotions/Events: Anything that adds or takes away from the normal ordering pattern must be properly communicat
43、ed and managed Change in End Customer Base: Any large customers, either gained or lost, must be communicated to the supplier. The customer must guide the manufacturer on how this will effect sales. (important where there is significant supplier-distributor-customer relationship.) Over/Damaged/Obsole
44、te Stock: An agreement must exist between the supplier and the customer on what to do if an overstock does occur (or in the case of an ordering error). Also, both parties must agree on how to handle obsolete and damaged stock. Expectations: Both parties involved must understand that this is a learni
45、ng process. Errors will occur. Perfect processes will not be in place from day 1.,33,Table of Contents,Semiconductor Industry Characteristics and High Tech Industry Dynamics Questions surrounding CFIM What, How, When and with Whom Impact on Operating Model Maximizing Benefits from a CFIM program Cas
46、e Studies - Summary Key Learnings Recommendations Back up,34,Case Studies - Summary,35,Case Studies - Summary,Nearly 50 percent of the components sourced by the top 20 OEMs, including Lucent, Motorola, and Sun Microsystems, come through JIT or VMI programs* Although most volume purchase agreements a
47、re formed between the supplier and the customer, a majority of the components flow through franchised distributors or contract manufacturers Most semiconductor suppliers have seen an increase in request for special inventory programs from their customers during the past year Some distributors are of
48、fering 3PL services and holding inventory from multiple suppliers, thus offering their OEM customers a “one stop shop” Semiconductor suppliers that participate in some form of Customer Focused Inventory Program include: ON Semi, Fairchild, Cypress, Xilinx, Altera, STMicroelectronics, National Semico
49、nductor,36,Case Studies - Summary,Some suppliers are cutting out intermediaries (distributors) in an attempt to cut costs and get closer to the requirements of the end customer Implementing CFIM programs has led to increased costs (inventory holding, liability and 3PL costs) in the case of at least one supplier OEMs are reluctant to accept material cost increases in exchange for suppliers managing their inventory The most common CFIM model used is that of a proximity hub maintained by the supplier or a 3PL,37,Table of Contents,
