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在台國際採購處與大陸台商的供應關係,The Supply Relation-ship in between IPO Taiwan & Taiwanese Supplier in ChinaBy : Paul Lin / General Manager Philips IPO Taiwan,P.1 / 50,Contents,P I / Philips & IPO in Taiwan P II / Global IPOs Activities in Taiwan P III / IPO & Suppliers Relationship P IV / New Era with New Concept,P.2 / 50,An introduction on Philips,November 2001,P.3 / 50,Global electronics company, established in 1891 as a lamp factory,Shares listed on New York, London, Amsterdam and other stock exchanges,Multinationalworkforceof 219,400employees,Headquarters:AmsterdamThe Netherlands,Results 2000in millions EUR USDSales37,862 34,864Net income 9,602 8,842,Sales andservicein 150 countries,Royal Philips Electronics,P.4 / 50,Technology Leadership Areas,DisplayConsumer TVOne-Chip TVLG.PhilipsLight Engines3D medicalimaging,StorageAudio/DVDOptical StoragemodulesConsumer ICs,Digital VideoTV/DVDSet-top boxesTriMedia /NexperiaRF tuners,ConnectivityWirelesshandsetsSet-top boxesBluetooth ICs,P.5 / 50,Philips Product Division,P.6 / 50,Philips Purchasing Organization/Corp. Purchasing,E-Proc. Programme Mgt. & IS Dev.,Purchasing Process Dev.,Leveraged Purchasing Mgt. & Support incl. IPOs,Controller,NPR Progr. Mgt.,Management C.P.,Board of Management,Secretary,HRM Development,Training,Product Division Purchasing Centers,Direct Responsibilities,Functional Responsibilities,P.7 / 50,I nternationalP urchasingO ffice Paul Lin,27FB, No. 66, Chung Hsiao W. Rd., Sec. 1Taipei, TaiwanTel: 886-2-2382-4546Fax: 886-2-2382-4544/45E-mail: paul.sj.linphilipsWebSite : pww.ipo.ptw.philips,P.8 / 50,Philips Taiwan Locations,Joint Venture,Philips Organizations,Taipei Head Office :The Central Services &The Domestic BusinessHeadquarters,Chungli Monitors,Tayuan Lighting,Dapon Color Monitor Tubes,Chupei Glass,TSMC,Kaohsiung Semiconductors,2001 BudgetPersonnel 7,816Total Assets NTD 58.6BSales NTD 238.7B,e:DATAPRESENT2presen for MOEA-2.PPT(01-10-17),P.9 / 50,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,P.10 / 50,Strength of Taiwan,1. Well Educated HI-TEK Human Resource2. Highly Dev. on PCs being a Leading Multi-Media / I.A. Mfg & Supply Center3. Towarding High Tech/Capital Involved Industries (Semiconductor Fields),4. Being the Asia-Pacific Operation Center5. Being the Supply Center of the Whole Range of MEMORY & LCDs (Color/Mono)6. As an Advanced, Creative & Dynamic Country of Elec. Industry & aiming on Volume Qty, Mfg. Oriented,P.11 / 50,Major Economic Indicators - Taiwan,P.12 / 50,P.13 / 50,Function :As A BRIDGE in Between Philips Worldwide and Suppliers,Objectives :Max. purchasing PROFITABILITY for Philips WorldwideMax. Philips organization SATISFACTIONCO - MAKER - SHIP with Key Suppliers,P.14 / 50,NOTE : “INFO. FLOW” including - Advance / Initial Purchasing, Quality Assurance (Selection / Auditing / Rating) as well as financing & closing.,P.15 / 50,P.16 / 50,Supplier Number,Customer Number,256,138,P.17 / 50,Distribution of T/O per Product,2000 ( $135M ),1999 ( $115M ),P.18 / 50,IPO TURNOVER STATUS(1993 - 2001),USD:Million,20 20 19 19 20 18 14 14 14,Person,Plan,P.19 / 50,1. 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, AdoptingCost :- Leverage power of P.D.s/B.G.s consolidationDelivery :- Availability thru well allocationFlexibility :- Local & prompt contact with supplierEntrusting :- Diff. service required v.s. diff. site/region3. Side Effects : PHILIPS in Region of Info. collection Real Customers of Purchasing To have optimum on communication, traveling & etc. Lubricating any Conflict,IPO Taiwan Working Scope,Customer Friendly,Footholds,Extended Arm,Effective/Efficient Costs,(OCoO),(Buffer),P.20 / 50,P.21 / 50,PHILIPS IPO TAIWANOUR ADDED VALUE,1. TEAMWORK APPROACH2. NO COMMUNICATION GAP3. WELL EXPERIENCED CAPABILITY4. TAIWANS COMPETENCE(TAIWAN, H.K. & CHINA)5. CONSTRUCTIVE ADVICES (T.Q.R.D.),6. NON-DISCLOSURE AGREEMENT7. REASONABLE RECOVERY8. LEVERAGE POWER FROM ALL PDs NEEDS9.WIN-WIN TARGET,Your Global Purchasing Partner In Taiwan,P.22 / 50,IPO Taiwan 2001 Slogan,We Commit to Deliver Our BEST !以客為尊 無微不至,P.23 / 50,Whats BEST ?,B usiness E xcellence through S peed & T eamwork,P.24 / 50,Global IPOs Activities in Taiwan,P II,P.25 / 50, What are IPOs Activities in Taiwan ?,P II / Global IPOs Activities in Taiwan,P.26 / 50,T/O Maping of W-wide IPOs in Taiwan(2000),Unit : USD M,50M,100M,500M,1,000M +,Arp-datacomAlps-Taiwansenatek、Alpha Data、Aurora、Kodak、Xerox,Lucent,Compaq,250M,P.27 / 50,W-wide IPOs in Taiwans T/O (2000 v.s. 1999),unit : USD B,Source：OCIID/MOEA,P.28 / 50,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、 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),P.29 / 50,Global Share of Taiwans 3Cs(in 2000),Source : MIC, Taiwan,P.30 / 50,How IPOs to Evaluate Partner ?,P.31 / 50,Satisfaction of OEM / ODM Trade-terms,Source : MIC, Taiwan,50,45,45,41,34,27,23,15,5,P.32 / 50,IPOs Assessments Among Supplies in Taiwan / Japan / Korea,P.33 / 50,IPOs Views of Taiwans Overall Competition,People Level / 16 Supply Chain / 16 Transportation / 9 Customs Clearance / 9 Basic Infrastructures / 8 B2B Environment / 6 Customs Duty / 6 Governmental Efficiency / 2 Others / 2,Governmental Efficiency/24 Transportation / 15 Customs Clearance / 14 Basic Infrastructures / 12 Customs Duty / 11 B2B Environment / 8 Supply Chain / 7 People Level / 4 Others / 1,P.34 / 50,Conclusion (I),Est. USD 7 12B / year being increased of Global IPOs buying from Taiwan. (e.g. in 2000 is $37.6B & 2001 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 position.,P.35 / 50,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. $ 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),P.36 / 50,IPO & Suppliers Relationship,P III,P.37 / 50,Bridging Customer & Supplier,- On top of the business prime-mover / shaker- IPO would be the supporter to supplier on the followings :,1. Schedule Arrangement2. Accommodation Booking3. Agenda Preparation4. Facility Provider5. Communication Supporter6. Minutes Taken7. Action Follow-up8. Tooling Control,9. Pre-qualification10. Technical Advisor11. Troubles Shooting12. Cost Analyst13. Logistics Arrangement14. Conflict Buffer15. Payment Endorser16. Multi-winners Creator,e:DATAPRESENT2presen for MOEA-2.PPT(01-10-17),P.38 / 50,SWOT Analysis Strength,1. IPO as special A/C for Sales2. Global Logistics Exp./ Operation3. Materials Localization4. Lasting International Competition5. Knowledge Base Service Oriented(SCM)6. Leading Professional Skill in w-wide (Tooling Design / Making),P.39 / 50,SWOT Analysis - Weakness,1. Less Mass Production in Taiwan2. Speediness of Basic Mtls Dev.3. Less advanced IT in Communication4. Less control on sub-sub-contracting,P.40 / 50,SWOT Analysis - Opportunity,1. MIC - Low Cost, High Volume2. Emerging High end / Tech. Product Dev. (Opto-Elec., LCDs, ICs)3. Expecting “Large three links” being opened ASAP4. Enlarged Biz / Mktg Scope WTOs,P.41 / 50,SWOT Analysis - Threat,1. Raising up Operation Costs (O/H) 2. Forcing to Close Taiwans Operation3. Personnel Mgt in Big Challenging4. Social Unrest Crossing Strait5. Creating Potential Local Competition,P.42 / 50,新紀元 與 新思維 P. IV / New Era with New Concept,1. 順應時代潮流To Follow Times Trend2. 創造競爭優勢To Create Competitive Power3. 改變運作方式To Change Operation Principle,P.43 / 50,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),P.44 / 50,掌握成本 Total Cost Owner-ship + +獲利能力 Ensure Profitability - 藉 由 thru. the way of ,競爭優勢 Competitive Power,P.45 / 50,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,P.46 / 50,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/A O/A 60 days,運作方式 Operation Principle,P.47 / 50,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,P.48 / 50,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,P.49 / 50,敬 請 指 教再 會,P.50 / 50,
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