P.1 / 50 e:\DATA\PRESENT2\present for MOEA-2.PPT(01-12- 03) 在在在在在在在在在在在在在在在在在 在在在 : 在在在 / 在在在在在 在在在 The Supply Relation-ship in between IPO Taiwan & Taiwanese Supplier in China By : Paul Lin / General Manager Philips IPO Taiwan 2001 - 11 - 18
Mar 26, 2015
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在台國際採購處與大陸台商的供應關係主講人 : 林賢榮 / 國際採購處 總經理
The Supply Relation-ship in between
IPO Taiwan & Taiwanese Supplier in ChinaBy : Paul Lin / General Manager
Philips IPO Taiwan 2001 - 11 - 18
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Contents
P I / Philips & IPO in Taiwan
P II / Global IPOs Activities in Taiwan
P III / IPO & Supplier’s Relationship
P IV / New Era with New Concept
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An introduction on Philips
November 2001
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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:Amsterdam
The Netherlands
Results 2000in millions EUR USDSales 37,862 34,864Net income 9,602 8,842
Sales andservicein 150
countries
Royal Philips Electronics
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Technology Leadership Areas
DisplayDisplay•• Consumer TVConsumer TV•• One-Chip TVOne-Chip TV•• LG.PhilipsLG.Philips•• Light EnginesLight Engines•• 3D medical3D medical
imagingimaging
StorageStorage•• Audio/DVDAudio/DVD•• Optical StorageOptical Storage
modulesmodules•• Consumer ICsConsumer ICs
Digital VideoDigital Video•• TV/DVDTV/DVD•• Set-top boxesSet-top boxes•• TriMedia /TriMedia /
NexperiaNexperia•• RF tunersRF tuners
ConnectivityConnectivity•• WirelessWireless
handsetshandsets•• Set-top boxesSet-top boxes•• Bluetooth ICsBluetooth ICs
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Philips Product Division
Board of Management
Lighting
Consumer Electronics
Domestic Appliances & Personal Care
Components
Semiconductors
Medical Systems
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Philips Purchasing Organization/Corp. Purchasing
E-Proc. Programme Mgt. & IS Dev.
Purchasing Process Dev.
Leveraged Purchasing Mgt. &
Support incl. IPO’s
ControllerNPR Progr. Mgt.
Management C.P.
Board of Management
Secretary
HRM Development
Training Product Division
Purchasing Centers
Direct Responsibilities
Functional Responsibilities
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I nternational
P urchasing
O ffice
Paul Lin27FB, No. 66, Chung Hsiao W. Rd., Sec. 1
Taipei, Taiwan
Tel: 886-2-2382-4546
Fax: 886-2-2382-4544/45
E-mail: [email protected]
WebSite : http://pww.ipo.ptw.philips.com
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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
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產業轉型過程 Changing Pattern of Philips in Taiwan's 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
0.2 0.6 1.4 1.6 1.6 2.1 2.5 3.4 4.8 7.6 8.2 6.9 9.3
153145
130109
9361
50403735312824191313
0.20.10.30.07
0
100
200
'67 '68 '69 '70 '71 '72 '73 '74 '75 '76 '77 '78 '79 '80 '81 '82 '83 '84 '85 '86 '87 '88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99
B NT$
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Strength of Taiwan1. Well Educated HI-TEK
Human Resource
2. Highly Dev. on PC’s being a Leading Multi-Media / I.A. M’fg & Supply Center
3. Towarding High Tech/Capital Involved Industries (Semiconductor Fields)
4. Being the Asia-Pacific Operation Center
5. Being the Supply Center of the Whole Range of MEMORY & LCD’s (Color/Mono)
6. As an Advanced, Creative & Dynamic Country of Elec. Industry & aiming on Volume Q’ty, M’fg. Oriented
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1-Feb-01
Year 1993 1994 1995 1996 1997 1998 1999 2000 2001Unit (Forecast)
Economic Growth Rate % 7 7.1 6.4 6.1 6.7 4.6 5.4 6.4 5.3
Population MLN. 20.9 21.1 21.3 21.5 21.7 21.9 22.0 22.2 22.3
Total Trading Amount B. US$ 162.2 178.3 215.3 218.4 236.5 215.3 232.5 288.4 315.0
Trading Growth Rate % +5.6 +10.1 +20.8 +1.5 +8.3 -9.0 +7.9 +24.1 +9.2
Export Goods B. US$ 85.1 93.0 111.7 116.0 122.1 110.6 121.6 148.4 165.0
Import Goods B. US$ 77.1 85.3 103.6 102.4 114.4 104.7 110.7 140.0 150.0
Consumer Price Index % 2.94 4.1 3.7 3.1 2.2 2.6 2.8 4.1 3.5
Major Economic Indicators - Taiwan
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Organization Chart Valid Date : 2001-01-15
International Purchasing Office Prepared by : Paul Lin
Philips Electronics Industries (Taiwan) Ltd.
x3 x4 x3 x2 x3
PCC PCE / PSP PCC / POS COMP Lighting / DAP (F/G)
Outsourcing in A/P FAX DAP (Comp.) SEMI / CDS
Mgr. Dept. Mgr. Sec. Mgr. Sec. Mgr. Sec. Mgr.
Felix Hau Joe Fu Roy Chen Charles Lin Alex Chu (A.I.)
Jerry Liu Gordon Chang Amy Hsu Eunice Chang Jerry Liao
Vicky Han Jane Chiang Vicky Han Sophia Chou
Candy Liu
IPO - TaiwanGeneral Manager
Paul Lin
x14 + 2
IPO Secretary
Edith Kuo
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Function :
As A BRIDGE in Between Philips Worldwide and Suppliers
Objectives :
• Max. purchasing PROFITABILITY for Philips Worldwide
• Max. Philips organization SATISFACTION
• CO - MAKER - SHIP with Key Suppliers
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IPO
PHILIPS Taiwan IPO Activities
INFORMATIO
N FLOW
&
P.O.
INFORMATION FLOW
&
P.O.
GOODS FLOW
CASH FLOW
CUSTOMER SUPPLIER
NOTE : “INFO. FLOW” including - Advance / Initial Purchasing, Quality Assurance
(Selection / Auditing / Rating) as well as financing & closing.
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Business Per Area
2000 ( $135M )
56%
37%7%
25%6%
69%
American Far East Europe
1999 ( $115M )
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Supplier Number Customer Number
256 138
188
9 59
CHINA TAIWAN ASIA
546 21
82
EURO F.E. & Other Japan N. & S. AM.
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Distribution of T/O per Product
19%
2%
44%
8% 5%22%
12%
42%
13%
7%
23%
3%
2000 ( $135M ) 1999 ( $115M )
CRT RAM ELEC MECH F/G E/M
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IPO TURNOVER STATUS(1993 - 2001)
0
50
100
150
200
YEAR 1993 1994 1995 1996 1997 1998 1999 2000 2001
T/O 68 77 104 112 141 150 115 135 139
USD:Million
20 20 19 19 20 18 14 14 14Person
Plan
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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, Adopting Cost :
- Leverage power of P.D.'s/B.G.'s consolidation Delivery :
- Availability thru well allocation Flexibility :
- Local & prompt contact with supplier Entrusting :
- Diff. service required v.s. diff. site/region3. Side Effects :
PHILIPS in Region of Info. collection Real Customer's 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)
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NORTH - TOWARD POLICY, JAPAN
Timing (天時 )
Region (地利 )
Personnel (人和 )
- Yen Appreciation
- Near by Taiwan
- Good Friendship
From zero/’93 to USD 5~6M/Now-a-days !
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PHILIPS IPO TAIWANOUR ADDED VALUE
1. TEAMWORK APPROACH
2. NO COMMUNICATION GAP
3. WELL EXPERIENCED CAPABILITY
4. TAIWAN’S COMPETENCE(TAIWAN, H.K. & CHINA)
5. CONSTRUCTIVE ADVICES (T.Q.R.D.)
6. NON-DISCLOSURE AGREEMENT
7. REASONABLE RECOVERY
8. LEVERAGE POWER FROM ALL PDs NEEDS
9. WIN-WIN TARGET
Your Global Purchasing Partner In Taiwan
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IPO Taiwan 2001 Slogan
Philips IPO TaiwanTel : 886-2-2382-4546Fax : 886-2-2382-4544
E-mail : [email protected] : http://pww.ipo.ptw.philips.com
We Commit to Deliver
Our BEST !!以客為尊 無微不至
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What’s BEST ??
B usiness
E xcellence through
S peed & T eamwork
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Global IPOs Activities in Taiwan
P II
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What are IPOs Activities in Taiwan ?
P II / Global IPOs Activities in Taiwan
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T/O Maping of W-wide IPOs in Taiwan(2000)
Unit : USD M
50M 100M 500M 1,000M +
PhilipsArp-datacomAlps-Taiwansenatek、 Alpha Data、Aurora、 Kodak、Xerox
Samsung
Sony
GE
AashimaLiaison
Wintop
Hitachi
KQ Taipei
TriGem
Datec
A & A
Nokia
Lucent
Compaq
Apple
Toshiba
Siemens
Epson
Intel
HP
250M
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W-wide IPOs in Taiwan’s T/O (2000 v.s. 1999)
USA85.5%
Jpn10.2%
Euro4.3%
unit : USD B
Source: OCIID/MOEA
Top 10 Top 5 Top 5
USA's Japan's Euro's
1999 20.14 1.86 1.04 23.04
2000 29.60 3.52 1.52 34.64
2000 / 1999
$ Growth (%)
Items Sub TTL
47% 89.2% 46.20% 50.3%
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Remark : Year 2000
a. TOP 10 US IPO ─ APPLE 、 A&A 、 COMPAQ 、 DELL 、GATEWAY 、 HP 、 IBM 、 INTEL 、 INGRAM MICRO 、SOLECTRON
b. TOP 5 Japan IPO ─ FUJITSU 、 HITACHI 、 MITSUBISHI 、 NEC 、 TOSHIBA
c. TOP 5 European IPO ─ AASHIMA 、 ACTEBIS 、 ERICSSON 、 NOKIA 、 SIEMENS
d. W-wide IPOs in Taiwan for T/O 37.6B purchased in 2000 (x66 companies)
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Global Share of Taiwan’s 3C’s(in 2000)
52.5
44.4
74.0
24.5
38.9
92.5
77.0
53.7
70.2
0
20
40
60
80
100
Source : MIC, Taiwan
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How IPOs to Evaluate Partner ?
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Satisfaction of OEM / ODM Trade-terms
5 0
2 7
2 3
1 5
5
4 5
4 5
3 4
4 1
Source : MIC, Taiwan
50 45 4541
34
2723
155
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0 1 2 3 4 5 6 7 8 9 10
Price
FlexibilityDelivery Lead Time
LogisticTime to Market
QualityInfrastructure
R&D ResourceGovernment Incentive
Taiwan Japan Korea
Good
0 10
Fine
5
ExcellentNG
3
1
2
IPOs Assessments Among Supplies in Taiwan / Japan / Korea
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IPOs Views of Taiwan’s 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
Better Points Need to Improve
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Conclusion (I)Est. USD 7 ~ 12B / year being increased of Global IPOs b
uying from Taiwan. (e.g. in 2000 is $37.6B & 2001 aiming $47.6B)
Major items are : NB PC, Monitor, MPCBA, IC, LCD, DVD/CD’s 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 Taiwan’s international position.
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Taiwan Government is supporting on the fields of IC, LCD, Wireless, Communication, IA… etc. there are coping with IPOs interesting on purchasing.
Per MIC’s forecast, major Ind. m’fg 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)
Taiwan’s 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)
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IPO & Supplier’s Relationship
P III
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Bridging Customer & Supplier- On top of the business prime-mover / shaker
- IPO would be the supporter to supplier on the followings :
1. Schedule Arrangement
2. Accommodation Booking
3. Agenda Preparation
4. Facility Provider
5. Communication Supporter
6. Minutes Taken
7. Action Follow-up
8. Tooling Control
9. Pre-qualification
10. Technical Advisor
11. Troubles Shooting
12. Cost Analyst
13. Logistics Arrangement
14. Conflict Buffer
15. Payment Endorser
16. Multi-winners Creator
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SWOT Analysis – Strength
1. IPO as special A/C for Sales
2. Global Logistics Exp./ Operation
3. Materials Localization
4. Lasting International Competition
5. Knowledge Base Service Oriented(SCM)
6. Leading Professional Skill in w-wide
(Tooling Design / Making)
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SWOT Analysis - Weakness
1. Less Mass Production in Taiwan
2. Speediness of Basic M’tls Dev.
3. Less advanced IT in Communication
4. Less control on sub-sub-contracting
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SWOT Analysis - Opportunity
1. MIC - Low Cost, High Volume
2. Emerging High end / Tech. Product Dev. (Opto-Elec., LCD’s, IC’s…)
3. Expecting “Large three links” being opened ASAP
4. Enlarged Biz / Mktg Scope – WTO’s
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SWOT Analysis - Threat
1. Raising up Operation Costs (O/H)
2. Forcing to Close Taiwan’s Operation
3. Personnel Mg’t in Big Challenging
4. Social Unrest Crossing Strait
5. Creating Potential Local Competition
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新紀元 與 新思維 P. IV / New Era with New Concept
1. 順應時代潮流To Follow Times Trend
2. 創造競爭優勢To Create Competitive Power
3. 改變運作方式To Change Operation Principle
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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)
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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
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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
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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
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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
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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
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敬 請 指 教再 會