1、,Contents,P I / Philips & IPO in TaiwanP II / Global IPOs Activities in TaiwanP III / IPO & Suppliers RelationshipP IV / New Era with New Concept,An introduction on Philips,November 2001,Global electronics company, established in 1891 as a lamp factory,Shares listed on New York, London, Amsterdam an
2、d other stock exchanges,Multinational workforce of 219,400 employees,Headquarters: Amsterdam The Netherlands,Results 2000 in millions EUR USD Sales 37,862 34,864 Net income 9,602 8,842,Sales and service in 150 countries,Royal Philips Electronics,Technology Leadership Areas,Display Consumer TV One-Ch
3、ip TV LG.Philips Light Engines 3D medicalimaging,Storage Audio/DVD Optical Storage modules Consumer ICs,Digital Video TV/DVD Set-top boxes TriMedia /Nexperia RF tuners,Connectivity Wirelesshandsets Set-top boxes Bluetooth ICs,Philips Product Division,Philips Purchasing Organization/Corp. Purchasing,
4、E-Proc. Programme Mgt. & IS Dev.,Purchasing Process Dev.,Leveraged Purchasing Mgt. & Support incl. IPOs,Controller,NPR Progr. Mgt.,ManagementC.P.,Board of Management,Secretary,HRM Development,Training,Product Division Purchasing Centers,Direct Responsibilities,Functional Responsibilities,I nternatio
5、nal P urchasing O ffice Paul Lin,27FB, No. 66, Chung Hsiao W. Rd., Sec. 1 Taipei, Taiwan Tel: 886-2-2382-4546 Fax: 886-2-2382-4544/45 E-mail: WebSite : http:/,Philips Taiwan Locations,Joint Venture,Philips Organizations,Taipei Head Office : The Central Services & The Domestic Business Headquarters,
6、Chungli Monitors,Tayuan Lighting,Dapon Color Monitor Tubes,Chupei Glass,TSMC,Kaohsiung Semiconductors,2001 Budget Personnel 7,816 Total Assets NTD 58.6B Sales NTD 238.7B,e:DATAPRESENT2presen for MOEA-2.PPT(01-10-17),產業轉型過程 Changing Pattern of Philips in Taiwans Business,勞力密集型 Labor Intensive,資本與技術密集
7、型 Capital/Technology Intensive,腦力與知識密集型 Intelligence/Knowledge Intensive,角色轉型 Changing Role of Philips in Taiwan,海外代工 Off-shore Assy Center,國際生產中心 International Production Center,亞太及全球事業群組織Asia Pacific & Global Business Management Center研發中心 Research & Development Center,Strength of Taiwan,1. Well E
8、ducated HI-TEK Human Resource 2. Highly Dev. on PCs being a Leading Multi-Media / I.A. Mfg & Supply Center 3. Towarding High Tech/Capital Involved Industries (Semiconductor Fields),4. Being the Asia-Pacific Operation Center 5. Being the Supply Center of the Whole Range of MEMORY & LCDs (Color/Mono)
9、6. As an Advanced, Creative & Dynamic Country of Elec. Industry & aiming on Volume Qty, Mfg. Oriented,Major Economic Indicators - Taiwan,Function : As A BRIDGE in Between Philips Worldwide and Suppliers,Objectives :Max. purchasing PROFITABILITY for Philips WorldwideMax. Philips organization SATISFAC
10、TIONCO - MAKER - SHIP with Key Suppliers,NOTE : “INFO. FLOW” including - Advance / Initial Purchasing, Quality Assurance (Selection / Auditing / Rating) as well as financing & closing.,Supplier Number,Customer Number,256,138,Distribution of T/O per Product,2000 ( $135M ),1999 ( $115M ),IPO TURNOVER
11、STATUS (1993 - 2001),USD:Million,20 20 19 19 20 18 14 14 14,Person,Plan,1. Advanced/ Initial Purch. & Procur., even incl. Q.A. are all interactive, like an integrated function of a human body. 2. Package service would be e.g. Quality : - Selecting, Auditing, Up-grading, Adopting Cost : - Leverage po
12、wer of P.D.s/B.G.s consolidation Delivery : - Availability thru well allocation Flexibility : - Local & prompt contact with supplier Entrusting : - Diff. service required v.s. diff. site/region 3. Side Effects :PHILIPS in Region of Info. collectionReal Customers of Purchasing To have optimum on comm
13、unication, traveling & etc. Lubricating any Conflict,IPO Taiwan Working Scope,Customer Friendly,Footholds,Extended Arm,Effective/Efficient Costs,(OCoO),(Buffer),PHILIPS IPO TAIWAN OUR ADDED VALUE,1. TEAMWORK APPROACH 2. NO COMMUNICATION GAP 3. WELL EXPERIENCED CAPABILITY 4. TAIWANS COMPETENCE(TAIWAN
14、, H.K. & CHINA)5. CONSTRUCTIVE ADVICES (T.Q.R.D.),6. NON-DISCLOSURE AGREEMENT 7. REASONABLE RECOVERY 8. LEVERAGE POWER FROM ALL PDs NEEDS 9. WIN-WIN TARGET,Your Global Purchasing Partner In Taiwan,IPO Taiwan 2001 Slogan,Philips IPO Taiwan Tel : 886-2-2382-4546 Fax : 886-2-2382-4544 E-mail : WebSite
15、 : http:/,We Commit to Deliver Our BEST ! 以客為尊 無微不至,Whats BEST ?,B usinessE xcellencethroughS peed & T eamwork,Global IPOs Activities in Taiwan,P II, What are IPOs Activities in Taiwan ?,P II / Global IPOs Activities in Taiwan,T/O Maping of W-wide IPOs in Taiwan (2000),Unit : USD M,50M,100M,500M,1,0
16、00M +,Arp-datacom Alps-Taiwan senatek、Alpha Data、 Aurora、Kodak、 Xerox,Lucent,Compaq,250M,W-wide IPOs in Taiwans T/O (2000 v.s. 1999),unit : USD B,Source：OCIID/MOEA,Remark：Year 2000a. TOP 10 US IPO APPLE、A&A、COMPAQ、DELL、GATEWAY、HP、IBM、 INTEL、 INGRAM MICRO、SOLECTRONb. TOP 5 Japan IPO FUJITSU、HITACHI、
17、MITSUBISHI 、 NEC、 TOSHIBA c. TOP 5 European IPO AASHIMA、ACTEBIS、ERICSSON、NOKIA、SIEMENSd. W-wide IPOs in Taiwan for T/O 37.6B purchased in 2000 (x66 companies),Global Share of Taiwans 3Cs (in 2000),Source : MIC, Taiwan,How IPOs to Evaluate Partner ?,Satisfaction of OEM / ODM Trade-terms,Source : MIC,
18、 Taiwan,50,45,45,41,34,27,23,15,5,IPOs Assessments Among Supplies in Taiwan / Japan / Korea,IPOs Views of Taiwans Overall Competition,People Level / 16Supply Chain / 16Transportation / 9 Customs Clearance / 9Basic Infrastructures / 8B2B Environment / 6Customs Duty / 6Governmental Efficiency / 2Other
19、s / 2,Governmental Efficiency/24Transportation / 15 Customs Clearance / 14Basic Infrastructures / 12Customs Duty / 11 B2B Environment / 8 Supply Chain / 7 People Level / 4 Others / 1,Conclusion (I),Est. USD 7 12B / year being increased of Global IPOs buying from Taiwan. (e.g. in 2000 is $37.6B & 200
20、1 aiming $47.6B)Major items are : NB PC, Monitor, MPCBA, IC, LCD, DVD/CDs Barebone, DTPC, DSC, M.P., I.A. etc.W-wide top IT Industry companies : Compaq, IBM, HP, Dell, Intel, Toshiba, Sony, NEC, Ericsson, Nokia, Samsung, Philips etc. are all purchasing in Taiwan, grown-up Taiwans international posit
21、ion.,Taiwan Government is supporting on the fields of IC, LCD, Wireless, Communication, IA etc. there are coping with IPOs interesting on purchasing.Per MICs forecast, major Ind. mfg values are :- H. Ware $ 30.2B ($23.2B) - Semi. $35B ($22.4B) - FDS $5.6B ($2.7B) - Network $ 4.5B ($3.0B) - W. Comm.
22、$ 3.1B (0.9B) - IA $ 3.3B ($1.4B)Taiwans Competences : Price, Quality, Flexibility, Time to market, Speed of new development etc towarding to HVE production would be sustained as w-wide leading capabilities.,Conclusion (II),2002 v.s. (2000),IPO & Suppliers Relationship,P III,Bridging Customer & Supp
23、lier,- On top of the business prime-mover / shaker - IPO would be the supporter to supplier on the followings :,1. Schedule Arrangement 2. Accommodation Booking 3. Agenda Preparation 4. Facility Provider 5. Communication Supporter 6. Minutes Taken 7. Action Follow-up 8. Tooling Control,9. Pre-qualif
24、ication 10. Technical Advisor 11. Troubles Shooting 12. Cost Analyst 13. Logistics Arrangement 14. Conflict Buffer 15. Payment Endorser 16. Multi-winners Creator,e:DATAPRESENT2presen for MOEA-2.PPT(01-10-17),SWOT Analysis Strength,1. IPO as special A/C for Sales 2. Global Logistics Exp./ Operation 3
25、. Materials Localization 4. Lasting International Competition 5. Knowledge Base Service Oriented(SCM) 6. Leading Professional Skill in w-wide(Tooling Design / Making),SWOT Analysis - Weakness,1. Less Mass Production in Taiwan 2. Speediness of Basic Mtls Dev. 3. Less advanced IT in Communication 4. L
26、ess control on sub-sub-contracting,SWOT Analysis - Opportunity,1. MIC - Low Cost, High Volume 2. Emerging High end / Tech. Product Dev. (Opto-Elec., LCDs, ICs) 3. Expecting “Large three links” being opened ASAP 4. Enlarged Biz / Mktg Scope WTOs,SWOT Analysis - Threat,1. Raising up Operation Costs (O
27、/H) 2. Forcing to Close Taiwans Operation 3. Personnel Mgt in Big Challenging 4. Social Unrest Crossing Strait 5. Creating Potential Local Competition,新紀元 與 新思維P. IV / New Era with New Concept,1. 順應時代潮流To Follow Times Trend 2. 創造競爭優勢To Create Competitive Power 3. 改變運作方式To Change Operation Principle,
28、電腦化 Computerization改善 與 創新 Improvement & Innovation知識管理 Knowledge Management合縱 與 連橫 Mergence or Alliance專業代工 相對 垂直整合 CEMS v.s. Vertical Integration客戶滿意 與 價值鏈 Customer Satisfaction & Value Chain,時代潮流 (Times Trend),掌握成本 Total Cost Owner-ship+ + 獲利能力 Ensure Profitability- 藉 由 thru. the way of ,競爭優勢 Com
29、petitive Power,營運效率 Operation Efficiency* 技術 Leading Technology* 管理 Better Managements與 and策略地位 Strategic Position * 特色 Characteristic* 服務 More Services* 價值 Added Value,競爭優勢 Competitive Power,歐盟 / 歐元 對 世界 / 美元EEC / EURO v.s. W-wide / USD交易價格FOB CIF DDU (Delivery Duty Unpaid)付款條件 Payment Terms L/C D/
30、A O/A 60 days,運作方式 Operation Principle,配套供應,合併出貨 Package Deal & Consolidation廠商庫控 Consigned Stock Vendor Hub VMI (Vendor Managed Inventory)線上交貨 STL (Ship to Line),運作方式 Operation Principle,改變 是一條 不變 的路 Changing is a way of Un-change 用 心 看近 用 腦 想遠 Near: by Heart Far: from Brain,因此 so that,敬 請 指 教 再 會,
