採用RFID的CPFR商業流程模式之探討－以液晶電視產品為例

A Study of Implementing RFID-based CPFR Business Process Model－for LCD TV Products in Retailer Company A

王靜詩(Ching-Shih Wang)

指導教授 ： 陳煇煌

大同大學/經營設計學院/資訊經營學系所/碩士(2006年)

摘要

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。

關鍵字

無線射頻識別 ； 協同規劃預測補貨 ； 長鞭效應 ； 協同供應鏈

並列摘要

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.

並列關鍵字

Forecasting ； CPFR(Collaborative Planning ； and Replenishment) ； RFID (Radio Frequency Identification）

參考文獻

[3]Childerhouse, P., Towill, D., “Engineering supply chains to match customer requirements,” Logistics Information Management, 13(6), 2000, Pages 337-345

[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

[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.