36

CPFR®

$

CPFR®

In these years, because of the fast change from economic circumstanceand competitive pressure of globalization, the speed of earning moneyfor consumers seems never to catch up with the changeable inflation.Watson makes an effort on the possibility to reduce the price forconsumers. In this article, Controller Rice Shen shares his experience ofintroducing CPFR® and collaborative mechanism which allow Watson toprovide the lowest prices for the consumers.

To Meet the Time at the Low Price, Watson Connecting Value Chains by UsingCPFR®_Controller, Rice Shen, of IT Department, Watson's Personal Care Stores (Taiwan)Co., Limited , Shares the Experience of Introduction

/By Linda Lin

Preface

VICS 1998

(Collaborative Planning, Forecasting, and

Replenishment CPFR® )

CPFR®

CPFR®

1

CPFR®

The Reason to Introduce the CPFR® Project

94 95 e

CPFR®

37

CPFR®

The Process And Collaborative Goal ofPerforming the CPFR® Project

CPFR®

1

386 DC

CPFR®

CPFR®

20

1,000

386

CPFR®

1

94

6 Own Label ODM 386

CPFR®

/

6 1.

38

SCM

Watsons

ODM

(KPI)

97%

Own Label ODM regional

2

Watsons

ODM

CPFR®

95

14 386

DC CPFR® Personal Care

Health Beauty ( Own Label) 1,000

CPFR®

Collaborative Efficiency of the CPFR® Project IsFulfilled

94

SKUs

/ /

38

39

SCM

6 2.

395 5Watsons 5

The DevelopmentPlan for the Future

CPFR®

Own Label ODM

2

Conclusion

CPFR®

CPFR®

GS1

1. CPFR®

2005

1.

h t t p : / / w w w .ebizprise.com

2.

40

SCM

/ /

PLM 1 CIMdata

/ /

DCOR 2

/

OBM 3

Company's Consideration of the Winning PolicyAnd Layout, Based on the Trend of Developing 3D in National And Cross- National IndustrialProducts

1

Charles Fine

Analysis of E-Operation Model for Industrial Collaborative Design_Creating An Operating Circumstance for Strategic And Innovative ApplicationModel on Industrial Collaborative Design

By Shen-Chou Yeh

/ /

This Research is to explore the application modelwith practical main points for promotingindustrial competition through analysis of

application trend of industrial collaborativeoperations , the plan of development blueprint,

and industrial practical model of authenticationo p e r a t i o n s / p r o c e d u r e s / o p e r a t i o n a l

applications model ; and information service

industry can be assisted in helping themanufacturing.

Analysis of E-Operation Model for Industrial Collaborative Design_Creating An Operating Circumstance for Strategic And Innovative ApplicationModel on Industrial Collaborative Design

41

SCM

5-6

100

OBM

/

Fine

PLM

PLM 3D

2

The Inner And Outer Policies Are Decided by Valueof Analysis on Technique Chain

OBM

6 1.

6 2.

42

SCM

3

Join

OEM 4 ODM 5

NPD

Innovative OperationsModel Brought by NPDProcedure Reformationof Design Chain

IT

4

OBM Open Model

Open Model

6 3.

6 4. 6

43

SCM

CSD 7

5

IT

/

Integrating Key Partners to Create Efficiency ofCollaborative Design for the Competition in theInternational Market

NPD 8

/

6(a)

6(b)

Assisting the National Industries in Forming theDevelopment Circumstance of CollaborativeDesign in Order to Promote the CompetitionPower for Products Design in the National Industry

6 5.

6 6. (a)(b)

(a) (b)

44

SCM

CSD

Innovation Networks

OBM

OEM

ODM

CSD

NPD

42

CSD

GS1 Taiwan Report

1. Bar Code POS

2. RFID EPC ISO/IEC SC31EPCglobal

3. e-COM EDI XML UIMWeb GDSN e-COM B2B GEPIR

e-Catologue

4. SCM ECR QRSCOR VMI

15003000~5000 MS-Word

500

linda.lin@gs1tw.org

02 2393-9145 ext.30202 2393-6018

http://www.gs1tw.org

GS1 Taiwan

1.PLM Product Life-cycle Management

2.DCOR Design Chain Operations ReferenceModel

3.OBM Own Branding & Manufacturing

4.OEM Original Equipment Manufacturer

OEM5.ODM Original Design Manufacture

ODM OEM ODMOEM

6.BTO Build to Order

7.CSD Corporate Synergy Development Centerw w w .

csd.org.tw8.NPD New Product Development

45

SCM

Preface

" " "

" SCM

GLM

The Meaning of Global Logistics Management

Slats

1.

2.

3.

Global Logistics

By Shy-Ching Wang

G l o b a l

Logistics Management GLM

GLM

Good or bad Global Logistics

Management GLM is critical for

enterprises; a layout model

should be deliberately evaluated.

In terms of industrial viewpoints

and information applications,

global logistics reference model

for enterprises to construct is

mentioned in this article.

tics And E-Reference ModelConstructing Enterprise Global LogisConstructing Enterprise Global Logis

By Shy-Ching Wang

46

The Development of Global Logistics ManagementModel

( MES/SFC ERP SCM

PDM/PLM KM... ) ( DSS

BI GIS... )

(Offshore Factory)

(Source Factory) (Service

Factory) (Lead Factory)

(Distribution Factory) (Outpost

Factory)

e

70 e 10,200

e-Procurement PDM CPC PLM VMI e-

Forecast e-

Catalog CRM e-Service e-Procurement VMI

e-Shipment e- Hub CPFR APS e-Forecast e-

Sale

1

6 1.

2005

The Idea And Process of Constructing GlobalLogistics

1.

2.

3.

4. War Room KPI

5.

PDCA Position

Decision Checks Action-Plan

2

SCM

47

6 2.

2 GLM

1.

2.

BI

B2B SCM BI BI

Decision Make

e

3.

KPI

KPI

SCM

KPI

4.

e e

BI

PDCA

1.

2. Location

Competition

3. WIP

VMI LSP

3PL 4PL

Control

4.

5.

BI

6.

7. Action Plan

" "

GLM

48

SCM

Preface

70%

85%

- - - CEO

IBM PC

VMIThe Function And Application Scope of VMICollaborative Management Mechanism

VMI

VMI

Vendor Managed Inventory (VMI)Collaborative Management of Vendor Managed Inventory (VMI)

By Alex Lai

VMI

VMI

VMI

VMI is the operations model of collaborative

commerce which includes the management

mechanism of collaborative sales, collaborative

purchase and collaborative manufacturing. The

purpose for enterprises to promote VMI is for its

fast reaction and efficient consumers' response

in hope of pursuing the best comprehensive

efficiency for distributors, center manufacturers,

and suppliers.

Vendor Managed Inventory (VMI)Collaborative Management of Vendor Managed Inventory (VMI)

By Alex Lai

49

SCM

VMI

VMI

1.

1

6 1.

2.VMI

VMI

2

6 2. VMI

1.

VMI

3

6 3. VMI

2.

VMI

VMI

Information Requirements And Evaluation PointsProvided with When Introducing VMI

VMI

50

SCM

VMI

VMI

1.

2.

3.

4.

VMI

1.

2.

3.

4.

VMIThe Suggestions for Enterprises to Promote VMI

1.VMI

2. VMI

3. VMI

4. ERP

Conclusion

VMI

50

GS1 TaiwanEPC

RFID GS1 RFID

EPC Electronic Product Code EPC

RFID EPC/RFID

300

150 GS1 Taiwan

02 2393-9145, ext.302 E-mail linda.lin@gs1tw.org

5151