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4.1
11°ÇÀÇ Èı⺸±âÃÑ 9ÆäÀÌÁö·Î ±¸¼ºµÈ ¿ø°¡ Àý°¨À» À§ÇÑ ±¸¸ÅÀü·«(»ç·Ê) Âü°íÀÚ·áÀÔ´Ï´Ù. ±¸¸Å±â´ÉÀÇ 4°¡Áö ¿ä¼Ò ¡°±¸¸Å´Ü°¡´Â ºù»êÀÇ ÀÏ°¢¡± ¿øºÎÀÚÀç ±¸¸Å Idea generation tree ±¸¸ÅÀü·«ÀÇ °áÁ¤ FRAMEWORK ±¸¸Å°ü¸® ±â´ÉÀÇ 7S FRAMEWORK Required Supply Management SKILLS Supply Management SYSTEMS ÃÑ 9ÆäÀÌÁö
1Àå. ±¸¸Å±â´ÉÀÇ 4°¡Áö ¿ä¼Ò
2Àå. ¡°±¸¸Å´Ü°¡´Â ºù»êÀÇ ÀÏ°¢¡±
3Àå. ¿øºÎÀÚÀç ±¸¸Å Idea generation tree
4Àå. ±¸¸ÅÀü·«ÀÇ °áÁ¤ FRAMEWORK
5Àå. ±¸¸Å°ü¸® ±â´ÉÀÇ 7S FRAMEWORK
6Àå. Required Supply Management SKILLS
7Àå. Supply Management SYSTEMS
¿ø°¡Àý°¨À» À§ÇÑ ±¸¸ÅÀü·« contents ±¸¸Å±â´ÉÀÇ 4°¡Áö ¿ä¼Ò ¡°±¸¸Å´Ü°¡´Â ºù»êÀÇ ÀÏ°¢¡± ¿øºÎÀÚÀç ±¸¸Å idea generation tree ±¸¸ÅÀü·«ÀÇ °áÁ¤ framework ±¸¸Å°ü¸® ±â´ÉÀÇ 7s framework required supply management skills supply management systems
1.tco ¿ä¼ÒÀÇ Á¾·ù´Â ¾î¶² °ÍµéÀΰ¡?
3.¾î¶»°Ô °ø±ÞÀÚ¸¦ °ü¸®ÇÒ °ÍÀΰ¡?
high low low high difficulty to obtain supply impact of item on total value strategic bottleneck leverage routine
2.¾î¶² °³¼± driver °¡ È¿°úÀûÀΰ¡?
4.¾î¶»°Ô È¿°úÀûÀÌ°í Áö¼ÓÀûÀÎ Àý°¨È¿°ú¸¦ À¯ÁöÇÒ °ÍÀΰ¡?
process Á¤ºñ Á¶Á÷Àû °³¼± tco ±¸¸Å°¡ ³»ºÎºñ¿ë joint ºñ¿ë price discrepancies between companies volume leverage vendor consolidation specifications usage standardization forecasting make vs.buy rfps performance contracts/partnerships ongoing management process ±¸¸Å°¡ ³»ºÎºñ¿ë °ø±ÞÀÚ/±¸¸ÅÀÚ joint ºñ¿ë ¿ì¼öÇÑ ±¸¸Å±â´ÉÀ» ¼öÇàÇÏ´Â 4°¡Áö key question x ȸ»ç total expenses 2,116¾ï Á÷Á¢ºñ ¿øÀç·á ±â°è¼³ºñ box builds ¼ÒºñÀç °£Á¢ºñ t&e À¯Áöº¸¼ö Àü±â ³¹æ ¿ë¿ª materials and services 73%-1,550¾ï all other expenses (e.g., labor, taxes) 27%-566¾ï ±¸¸Å°¡ ³»ºÎºñ¿ë °ø±ÞÀÚ/ ±¸¸ÅÀÚ joint ºñ¿ë total cost of ownership ±¸¸Å´Ü°¡ ¿î¹Ýºñ¿ë º¸°üºñ¿ë ±¸¸Å¿î¿µºñ r&d damaged field product °øÀå Ãâ·Â ±Ô°Ý expediting »ý»ê capacity ÅëÇÕ±¸¸Å discount dfc/dfm make vs.buy ´ëü Á¦¹Ý Àç°íºñ¿ë seller ÅëÇÕ ¼ö¿ä°¨¼Ò ±ÝÀ¶ºñ¿ë ±î´Ù·Î¿î ¿ä±¸°üÇà forecasting ¼ö¹ßÁÖ ¿î¿ë È¿À²È Ç¥ÁØÈ dft Àç·á ¹× ¼ºñ½ºÀÇ ±¸¸Åºñ¿ëÀº 60~70% ÀÌ»óÀÌ¸ç ±¸¸Å´Ü°¡´Â ºù»êÀÇ ÀÏ°¢ÀÌ´Ù tco °³³ä ÇÏ¿¡¼ º» cost drivers °ø±ÞÀÚ °ü¸® ¼ö¿ä °ü¸® ÀýÂ÷ °ü¸® ±¸¸Åprocess °³¼± forecast spec sourcing strategy monitor & control contract management system Á¤¸® ÀûÁ¤ spec »ç¿ë spec Ç¥ÁØÈ ÀûÁ¤ Àç°í ÃÖ¼ÒÈ ´ëüǰ »ç¿ë Á¤±â ¹× ¼ö½Ã ±¸¸Å (rush orderÀÇ ÃÖ¼ÒÈ) ±¸¸Å ¼ö¿ä Á¶±â °áÁ¤ ºÒÇÊ¿äÇÑ ±¸¸ÅÀÇ Á¦°Å maker vs.dealer (middle person Á¦°Å) make vs.buy ½Å±Ô vendor ¹ß±¼ (°æÀï À¯¹ß) payment timing Àç°í item º° vendor ¼³Á¤ ÀýÂ÷ increase ±¸¸Å ºÒ·® °è¾à ±â°£ °ú°Å °¡°Ý °áÁ¤¹æ½Ä ºÐ¼® global sourcing °ø±ÞÀÚ ºñ¿ë Àý°¨ ºÒ¿ëÀÚÀç Çö»ó ¹× ¿øÀÎ Á¶»ç ¼Ò¿ë·®ÀÇ ÀûÁ¤¼º °ËÅä it system È°¿ë ȯÂ÷ ¼ÕÀÍÀÇ risk management commodity º° ±¸¸Å ´ã´çÀÚ r&d cost sharing ¿î¹Ýºñ share volume forecast vendor capacity utilization °³¼± ¿øºÎÀÚÀç ±¸¸Å idea generation tree ±â°è¼³Ä¡ ¹è°ü ´©Ãâ ¹æÁö(sealing system) ȸÀü±â°è º¸¼ö ±â°è ¹è°ü ¼³°è boiler º¸¼ö ¿¸Åº¸ÀÏ·¯ ºÎÇ° Á¦ÀÛ rotary cutter/knife Á¦ÀÛ Æó¼ö¹æÁö °ø»ç wrapping m/c comp/turbine º¸¼ö ÀåÄ¡ ¼³ºñ °Ë»ç °í¾Ð°¡½º ÀúÀå¿ë±â °Ë»ç partnership actively bid select few and develop commoditize strategic importance l h specialization/scarcity of vendors l h Àü±â¹æ½Ä °ø»ç boiler ¼¼Á¤ ½ºÅ©·ù (element) Á¦ÀÛ ±â¾î·ù Á¦ÀÛ °èÃø±â & °ø±¸·ù ¼ö¸® ¿î¹Ý system shaft ¿¬¸¶ ¿Ã³¸® ¹ßÀü±â ¿£Áø¼ö¸® metalizing º¸¼ö ºñÆı« º¸¼ö, ³ëº¸¼ö °ø»ç ¹è°ü°ø»ç À§»ý¼³ºñ ¼Ò¹æ¼³ºñ buffing °ø»ç ±â°èºÎÇ° Á¦ÀÛ, °¡°ø, º¸¼ö Àâö¹° frp tank Á¦ÀÛ belt.º¸¼ö ±â±â cleaning chemical cleaning ¹ëºê º¸¼ö ±¸¸ÅÀü·«ÀÇ °áÁ¤ framework strategy (Àü·«) skills (½ºÅ³) structure (±¸Á¶) staff (ÀηÂ) systems (½Ã½ºÅÛ) style (½ºÅ¸ÀÏ) shared values (°¡Ä¡°³³äÀÇ °øÀ¯)
ÀÚ»ç Àü·«¿¡¼ Â÷º°È µÈ °æÀï ¿ìÀ§¼º È®¸³À» ÅëÇÑ ±¸¸Å°ü¸® Á¶Á÷ÀÇ ¿ªÇÒ
Àü¹ÝÀûÀÎ ½Ã½ºÅÛ ºñ¿ëÀÇ Áö¼ÓÀûÀÎ °¨Ãà ¿øÀç·á °¡Ä¡ÀÇ ÃÖ´ëÈ
±¸¸Å°ü¸® ±â´É¿¡ ¿¬°üµÈ ÀηµéÀÇ °³º°Àû, Á¶Á÷Àû ¿ª·®
±â¼ú Çൿ °ü¸® °æ¿µ Áß¾Ó ÁýÁßÈ vs.ºÐ»êÈ Á¤µµ ±¸¸Å°ü¸®ÀÇ º¸°í ü°è ±¸¸Å°ü¸® ±â´É ³» Á¶Á÷ÀÇ È¿°ú¼º
°í¿ë, ±³À°, ¼º°ú ÀÎÁ¤ ¹× Á÷¾÷ °³¹ß°ú °°Àº Àη ÀÚ¿ø °ü¸® ÇÁ·Î¼¼½º
±¸¸ÅÀÚÀÇ °æ·Â/profile °ü¸®°æ¿µ ¹× ÅëÁ¦È°µ¿
Àü·«°³¹ß ¹× ½ÇÇàÀ» Áö¿øÇÒ °ø±ÞÀÚ/°ø±ÞÀÚ ½ÃÀå ¹× »ç¿ëÀÚ¿¡ ´ëÇÑ Á¤º¸ È®º¸ ¿©ºÎ
°úº°, °³Àκ° ¼º°úÃøÁ¤ ¹× tracking ½Ã½ºÅÛ ±¸¸Å¿Í °ü·ÃµÈ ÁÖ¿ä ¾÷¹« ÇÁ·Î¼¼½º
Àü ±â´É, Àü Á¶Á÷¿¡ °ÉÄ£ initiative¸¦ ÁÖµµÇÏ´Â ±¸¸Å°ü¸® ÀηÂÀÇ ±â´ëÄ¡, ¿ªÇÒ ¹× Ã¥ÀÓ
internal vs.external ÃÊÁ¡ ±¸¸Å°ü¸®ÀÇ ¿ªÇÒ ¹× °¡Ä¡¿¡ ´ëÇÑ Àü»çÀû Áß°ß °£ºÎ engineering Á¦Á¶ ¿µ¾÷ ¹× ¸¶ÄÉÆÃ
±¸¸Å±â´ÉÀÇ ¿øÈ°ÇÑ ¼öÇàÀº cross-functional leadershipÀ» °âºñÇÑ problem solver ¿ª·®ÀÌ °®Ãß¾îÁø staff¿Í µÞ¹ÞħÇÒ ¼ö ÀÖ´Â Á¶Á÷ÀÌ Çʼö¿ä°ÇÀÓ.
±¸¸Å°ü¸® ±â´ÉÀÇ 7s framework ¼¼°è¼öÁØÀÇ ±¸¸Å/°ø±ÞÀÚ °ü¸® ´É·Â technical skills Àü·«Àû Çù»ó´É·Â cross-functional ÆÀ¿÷ ºÐ¼®´É·Â Ç°¸ñ Àü¹®¼º behavioral skills °¡Ä¡°³³ä¿¡ ´ëÇÑ ¿Á¤ °ø±ÞÀÚ °ü¸®·Â º¯È¸¦ ÀÌ·èÇÒ ÃßÁø·Â skill:required supply management skills a.it ½Ã½ºÅÛ b.¼º°ú°ü¸® ½Ã½ºÅÛ
information infrastructure that allows for effective integration of market, supplier, operations, and design information
management of functional, cross-functional, and individual performance which provides senior management with information to make decisions on performance through measurement of results achieved
integration of company functions through the effective management of cross cutting processes such as purchasing process, supplier management, and planning /budgeting/monitoring process.
¼³¸í c.ºñÁî´Ï½º ÇÁ·Î¼¼½º °ø±ÞÀÚ °ü¸® ½Ã½ºÅÛ
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4.1/5
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