同價值鏈管理和汽車之間半導體行業(yè)一個差異和分析改進措施【中文6110字】【PDF+中文WORD】,中文6110字,PDF+中文WORD,價值鏈,管理,汽車,之間,半導體,行業(yè),一個,差異,分析,改進,措施,中文,6110,PDF,WORD Available online at 2212-8271 2013 The Authors.Published by Elsevier B.V.Selection and peer review under responsibility of Professor Roberto Tetidoi:10.1016/j.procir.2013.09.054 Procedia CIRP 12 (2013)312 317 ScienceDirect8th CIRP Conference on Intelligent Computation in Manufacturing Engineering Collaborative value chain management between automotive and semiconductor industry:an analysis of differences and improvement measures C.Forstera*,M.Zappa,J.Aelkerb,E.Westkmpera,T.Bauernhansla aFraunhofer Institute for Manufacturing Engineering and Automation IPA,Stuttgart,Germany bUniversity of Stuttgart,Institute of Industrial Manufacturing and Management IFF,Stuttgart,Germany*Corresponding author.Tel.:+49-711-970-1912;fax:+49-711-970-97-1927.E-mail address:christoph.forsteripa.fraunhofer.de.Abstract The work presented in this paper is motivated by the differing supply chain characteristics of the automotive and the semiconductor industry.This paper will systematically identify and assess the weak points at the interfaces between these two industries.Based on this analysis,a reference model is presented intended as a toolkit of measures for collaborative value chain management in the automotive and semiconductor industry.The reference model defines a set of specific optimization measures relating to the categories of strategy,processes,technology and IT systems,designed to ensure a better alignment of planning and control processes between automotive and semiconductor industry.The model and the associated measures aim at a more efficient coordination of production capacity and a better response to market fluctuations between automotive and semiconductor industry.Thus,a more stable supply and a significant reduction of logistics costs in the entire value chain can be achieved.2012 The Authors.Published by Elsevier B.V.Selection and/or peer-review under responsibility of Professor Roberto Teti.Keywords:Value Chain Management;Supply Chain Management;Collaboration.1.Introduction Innovation and an increase in the value of cars are mainly due to electronics and,in particular,to semiconductor components.From airbags to navigation systems and automotive Ethernet:Microprocessors,microchips and analog components form the basis for a wide variety of vehicle parts.The share of electronics in the value-added in cars is already high and will rise over the next years to more than 60%especially since electrification is on the progress,from electric drive systems to pure electric cars(e-mobility),including the trend to networking automobiles with their environment 1.So,the successful collaboration of the automotive industry with its immediate suppliers for electronic parts and their suppliers in the semiconductor industry is of crucial importance.In March 2011,when the earthquake in Japan brought the production lines to a halt,it became evident how interconnected the microelectronics industry is.The impact extended to the material,component and system suppliers in the value chain and directly affected the automotive sector:A shortage in chip manufacturing spilled over to the supplier Hitachi and disrupted the production at four of five Japanese Nissan plants 2.Irrespective of the disaster in Japan,the supply of the automotive industry with semiconductor products proves difficult.As market becoming more and more volatile,differing manufacturing lead times,innovation and product life cycles,as well as the uncoordinated planning and control processes of both industries have led to overproduction and underproduction and thus to overstocking and supply shortages in recent years 3.2013 The Authors.Published by Elsevier B.V.Selection and peer review under responsibility of Professor Roberto Teti313 C.Forster et al./Procedia CIRP 12 (2013)312 317 2.Supply chain characteristics of the automotive andthe semiconductor industry2.1.The automotive value chain for semiconductor devicesThe value chain between semiconductorandautomotive industry has developed from a traditional,vertically integrated structure to a highly complex network of multiple partners.As automotive applicationsonly account for 8%of sales in the global semiconductor market 4,the automotive requirements are not the onlyfactors determining the supply chain strategy of thesemiconductor industry.The semiconductor manufacturers,which process theraw silicon wafers,usually take the role of 2ndtiersuppliers in the automotive value chain.That means,they deliver their products to automotive suppliers in theelectronics sector,which,in turn,supply one or severalautomotive manufacturers(Original Equipment Manufacturer,n nOEM),see Fig 1.Fig.1.Automotive semiconductor value chainThe process steps in semiconductor manufacturing are divided inton nfront-end and back-end processes.Atthe front end,the chips are manufactured,whileassembly,packaging and testing takes place at the backend.2.2.Value chain characteristics and differences of the automotive and the semiconductor industryThis section highlights the specific requirements to bemet by the value chain.The study follows a funnel-likeprocedure of firstanalyzingand comparingtheconditions of thebusiness environmentin theautomotive and semiconductor industry andthennarrowing down theinternal characteristicsof an supply chain strategy and manufacturingtechnology.Cyclicity and volatilityA distinctive characteristic of thesemiconductor industry is its highly cyclical and volatile nature.Looking to the future,this trend is expected to intensify:ever shorter market cycles with rapid growth periods,market slumps and innovation cycles.This cyclical nature can be explained by the fact thatsemiconductors are most often integrated into productswith sales periods of less than a year,for instance mobile phones.This differs very much from the relatively stablesituation in the automotive industry.But even here,volatility increases with the number of variants and the growing significance of the volatile Asian markets.The development cycles of the two industries are often out of line:The start usually not aligned with the start of development work on a semiconductor component.In the future,it isexpected that the semiconductor technology is already outdated at start of production(SOP)5.To put it bold and simple:The two industries move at different paces.Product life cycles and pressure to innovateThe semiconductor industry focuses on technological progress,as expressed in itssmaller,faster,cheaper.So,the product life cycles are short andanalogous to the product life cycles of their principali icustomers,i.e.manufacturers from the data processingand telecommunications sector.Their share of sales inthe semiconductor market accounts for 42%and 22%respectively 6 and in line withlaw they place a new product on the market every twelve to 18months,with a service life of two to three years.By contrast,an average vehicle is manufactured inseries production for five years,followed by a servicelife of up to fifteen years 5,see Fig 2.Fig.2.Differing Product Life CyclesSpare parts supplyThe differing product life cycles pose another challengefor the collaboration of the two industries:Thesemiconductor industry is not prepared to provide spareparts on a long-term basis.The innovation cycles areshortand if an IT or telecommunication product becomes defective,the end consumers tend to buy afollow-on product including new technology.In the automotive sector,however,spare parts mustbe available throughout the product life cycle of a car.So,the automotive industry often requires a guarantee Semi-conductorSupplierOEMElec-tronicsSupplierSiliconSupplierWaferProducerDevelop-mentSerial ProductionSpare Part Supply2-5 Years2-7 Years15 Years22 YearsAutomobileIndustryDevelop-mentPro-duction9-12 Months 6-18 MonthsSemiconductor ChipforComputer Industry314 C.Forster et al./Procedia CIRP 12 (2013)312 317 that parts can be supplied in unmodified technical form for up to 25 years 7.This guarantee for long-term supply poses a challenge for the semiconductor industry and they only offer it for a limited time.Even at high costs,electronic components cannot be properly stored for a longer period of time as simple car body parts can be;and maintaining production capacity for spare parts involves high costs.Quality The semiconductor industry boasts a highly advanced level of quality.As inspections are integrated into the manufacturing process,the yield usually lies at 95%in the industry,i.e.the share of chips that leaves the manufacturing process without defects 7-8.Moreover,for some customers,e.g.from the telecommunications sector,quality is of secondary importance.A few defective components for mobile phones can be ignored or routinely by-passed.This is different when the quality of vehicles is concerned,where special emphasis needs to be placed on the corresponding aspect of safety.Human lives depend on the proper functioning of vehicles,so that car makers give highest priority to the mechanical stability of the assembled parts.The increasing number of electronic control units in a vehicle makes the interaction of the components ever more complex and OEMs have recently imposed more stringent quality standards.This brings about that qualification activities involve much time,costs and resources,making the automotive industry hesitate to change technology.As with spare parts supply,this means that the semiconductor manufacturers need to keep older manufacturing technologies for the automotive industry,which result in high costs.Lead times Lead time in the semiconductor industry is between ten and sixteen weeks,because the manufacture of chips(front end)is very complex and involves up to 800 process steps 9.By contrast,all manufacturers in the automotive industry aim at accomplishing the-day car,which passes through the complete order fulfillment process,from order placement to customer delivery,within ten days 10.Currently,the minimum lead time is two weeks 11:this accounts for only one eighth of the lead time for semiconductor components.The different lead times and the lack of coordination between the two industries prompt the manufacturers to build up strategic inventories at a number of internal points in the supply chain structure.However,due to the fast innovation cycle,they quickly become obsolete.Planning horizons The different production lead times are reflected in the differing planning horizons.Due to the long lead times,the semiconductor industry operates on longer planning horizons of up to six months 12.With shorter lead times and customer-driven demand for flexibility,the automotive industry plans on a short-term basis:A few days before assembly starts,the master production schedule is prepared according to the just-in-sequence principle.As a consequence,the automotive sector has achieved a higher level of adaptability,i.e.they can increase capacity at short notice.It is usual practice that semiconductor suppliers get reliable planning data from their automotive customers only for the next two to three months.So,the only way to compensate for the lack of planning reliability is to build up large stocks.Manufacturing flexibility The semiconductor industry seeks to achieve maximum utilization of its production resources with a 24/7 production schedule 8.High qualification standards,an increase in labor division across several organizational levels,and long lead times restrict the flexibility on the shop floor.In this regard,the automotive industry is more flexible and can resort to a number of measures,such as extra shifts,to respond to a sudden increase in demand.The correlation between the different characteristics of semiconductor and automotive industry is displayed in Table 1.Table 1.Comparison of different industry characteristics 2.3.Assessment of the value chain of the automotive and semiconductor industry A primary goal of supply chain management is to avoid the bullwhip effect,which serves as an indicator of inefficiencies in the supply chain 13.The occurrence of the bullwhip effect highlights the current potential for improvement in the value chain between semiconductor Characteristics Semiconductor industry Automotive industry Cyclicity and volatility Very high Moderate Product life cycles and innovation cycles 12-18 months 22 years Supply of spare parts Short 25 years Quality standard Moderate Very high Lead times 10-16 weeks 2 weeks Manufacturing flexibility Very low High 315 C.Forster et al./Procedia CIRP 12 (2013)312 317 and automotive industry:more and more volatile markets and poor forecasting quality result in daily overproduction and underproduction as well as obsolete stocks and make it impossible to respond to a sudden increase in demand.The bullwhip effect in the automotive-semiconductor value chain is mainly caused by the fact that semiconductor suppliers have no visibility into long-and medium-term demand.The reasons are a lack of system integration and poorly coordinated capacity planning processes within the value chain.The problem is worsened by a double manipulation of demands:On the one hand,the information flow is delayed;on the other hand,OEMs pass down only part of the given information so that the semiconductor manufacturers tend to consult third-party sources for their long-and medium-term planning.Often,the provided sales plans from the OEMs for the next 2-4 months are not stable.Even released orders are modified;for instance,if the customer suddenly requests changes.2.4.Weak points of the value chain of the automotive and semiconductor industry The following weak points at the interface between automotive and semiconductor industry result from the different characteristics of the two industries:Lack of ability to respond to cyclicity and volatility Long-term supply of spare parts remains unclear Differing quality requirements Differing product and innovation cycles Differing lead times and planning horizons remain unsynchronized Different levels of flexibility on the shop floor After analyzing both industries and based on the above weak points,three key areas for improvement can be identified as levers to improve the supply of the automotive industry with semiconductor products:Strengthening of collaboration Ensuring direct and undistorted information flow Making semiconductor production more flexible 3.Models,approaches and strategies for collaborative value chain management This chapter presents the main strategies from the field of supply chain management that address the identified weak points and offer great potential for the three areas of improvement.Vendor Managed Inventory(VMI)Vendor Managed Inventory is a tool for Continuous Replenishment Planning,aiming at the continuous supply of goods throughout the logistic chain from manufacturer to retailer.VMI basically means that suppliers take over part of the management of goods or fully manage stocks.The supplier gets informed about the consumption figures and the sales and production planning of the customer and so handles inventory management independently 14.Collaborative Planning,Forecasting and Replenishment(CPFR)The Collaborative Planning,Forecasting and Replenishment approach aims to build collaboration between manufacturers and retailers to improve the sales forecasts.The partners commit themselves to CPFR in a joint agreement,which also sets out the financial and organizational framework 15.To combine the knowledge in the value-added network and enable planning and fulfillment of customer demand,the partners define synchronization points to exchange their knowledge.So,sales planning changes from a separate to a joint activity:Forecasts are shared and deviations are discussed in a defined process.Mass Customization The Mass Customization approach joins the economies of scale of mass production Masswith the individual satisfaction of customer needs Depending on whether interventions on the shop floor are necessary or not,a distinction is made between hard and soft customization 14.One hard customization method is,for instance,the modular toolkit,which configures customized products from standardized,compatible elements.Volkswagen uses this strategy in its modular transverse component system.Another strategy is postponement where the product remains generic as long as possible and is only customized at the later stages of the value chain 16.Self-customization is a principle of soft customization and enables the customer to personalize the product.This can be done,for instance,with semiconductor chips by means of software configuration.The presented approaches and strategies address different weak points identified in the value chain between semiconductor and automotive industry.4.Reference toolkit of measures for collaborative value chain management between automotive and semiconductor industry At an expert workshop held at the Fraunhofer Institute for Manufacturing Engineering and Automation IPA,a fit/gap analysis was used to evaluate the relevance of the strategies for the identified weak points and the necessary actions.The analysis resulted in a Reference Toolkit of Measures instead of a generalist solution,see Table 2.316 C.Forster et al./Procedia CIRP 12 (2013)312 317 The various measures of the reference toolkit can becombined to create a case-specific toolkit.Table 2.Reference toolkit of measuresMeasuresConflictingfieldsVMICPFRPostpone-mentModular-izationSelf-f fcustomi-zationCyclicity and volatilityDiffering product life and innovationcyclesDiffering demandson spare partssupplyDiffering quality requirementsDiffering lead times and planninghorizonsuStrong impactuMedium impactuNo impacutBoth VMI and CPFR focus on collaboration andvisibility into then nvalue chain to increase responsiveness to cyclicity and volatility.Taking care of direct andundistorted information flows counteracts escalations in demand along the value chain and thus avoids thebullwhip effect.While VMI promotes the exchange of data from daily operations,CPFR adds to it the coordination of long-term forecasts to improve capacityand investment planning.Furthermore,the measures included in the presentedreference toolkit shall be customized to suit the needs of practical application.For example,a CPFR meeting inthe semiconductor industry should therefore not only discuss market trends,but also forecasts for selectedproduct groups and semiconductor technologies basedon well-defined key performance indicators 12.The Mass Customization approachespostponement,modularization and self-f f customizationwith their moreflexible product design and strategic management of thecustomer order decoupling point make it possible to efficiently mitigate the effect of the differing product life cycles and innovation cycles.Due to late product differentiation in the value-added process,there are lessin-process parts,the stock levels are lower and theplanning and control effort is reduced.As a result,manufacturing flexibility under stable manufacturing conditions is increased and the complexity of production planning reduced.Especiallymodularization strategiesaddresstheproblem of spare parts supply.Standardized architecture and interfaces make it possible to replace discontinuedmodules.Thus,modules can be integrated into theexisting vehicle architecture while original functionalityis maintained.5.Evaluating the measures of the reference toolkitAt an expert workshop,the identified measures of thereference toolkit were evaluated based on the criteria of benefit,effortandpracticability.The results arepresented in the bubble chart of Fig.3.The benefit refers to the effectiveness of the strategy and answers the question:thestrategy help to meet thePracticabilityassesses whether a strategy can be used for the differentproducts and the collaboration models in both industries or if their implementation is only possible under certain,restricted conditions.The third criterion quantifies theeffort invested in implementing a measure and answers the question