Cross Strait OpportunitiesCross Strait Opportunities

Among Global Trade MarketsAmong Global Trade Markets

兩岸在全球貿易市場之新商機兩岸在全球貿易市場之新商機

Cross Strait OpportunitiesCross Strait Opportunities

Among Global Trade MarketsAmong Global Trade Markets

兩岸在全球貿易市場之新商機兩岸在全球貿易市場之新商機

B.C. HuangB.C. Huang黃丙喜黃丙喜

Tulane EMBA 1995Tulane EMBA 1995

GBG International CorpGBG International Corp

B.C. HuangB.C. Huang黃丙喜黃丙喜

Tulane EMBA 1995Tulane EMBA 1995

GBG International CorpGBG International Corp

Presentation ContentPresentation Content簡報綱要簡報綱要Presentation ContentPresentation Content簡報綱要簡報綱要

World Trade on the fast changing EconomyWorld Trade on the fast changing Economy

Cross Strait OpportunitiesCross Strait Opportunities

OEM Requirements of SuppliersOEM Requirements of Suppliers

New Auto Industry Business TrendNew Auto Industry Business Trend

Supply Chain Application (GM Example)Supply Chain Application (GM Example)

A Greater China ConfigurationA Greater China Configuration

TacticsTactics

Strategy and wishStrategy and wish

World Trade RelationshipWorld Trade RelationshipInternational trade drove the growth of the developing International trade drove the growth of the developing countriescountries

World Trade RelationshipWorld Trade RelationshipInternational trade drove the growth of the developing International trade drove the growth of the developing countriescountries

• The rising share of imports and exports in gross domestic product for Sout

heast Asian and Latin American countries in the last two decades attests t

o a growing exposure to international trade.

• The continuing reallocation of manufacturing activities from industrial to

developing countries offers ample opportunity to expand trade not only in

goods, but also in services.

• The dynamic of cross-border production networks increased trade among

cities, regions, and countries.

• Throughout the early decades of the 21st century, trade will continue to dri

ve global integration, especially among developing countries.

國際貿易是開發中國家過去二、三十年間經濟成長的引擎。隨時全球的產銷同時日趨國際化，以及各國間對商品及服務流通管制的愈趨開放，二十一世紀的未來十年對於開發中國家也將是其推動國際產銷分工的關鍵時刻。

World Trade on the Fast ChangingWorld Trade on the Fast Changing快速改變中的國際貿易型態快速改變中的國際貿易型態World Trade on the Fast ChangingWorld Trade on the Fast Changing快速改變中的國際貿易型態快速改變中的國際貿易型態

• Micro-Profit dominate the world of today’s international trade. The business philosophy of “every day is the lowest price” facilitating with the “Moore law” , “Metcalfe Curve” , and “Internet” will sharpen the price awareness of buyers and consumers

摩爾與梅特卡夫定律所激發的激烈價格競爭，以及電子網路體系高度的商務透明，加速也提高了買方與消費大眾對價格的敏銳，國際貿易進入「以快吃慢」的世界

• Manufacturing trend shift from”just-in-time” to”modules and systems” to”subcontracting production” to”supplier park” to “build-to-order”, while trading trend change from “letter of credit” to “T/T” to “supplier cluster” to “total product program” to”product and service”

國際貿易市場群聚效應日益興起，供應商如果不能加速供貨的速度，不能適切整合全套產品，不能有效掌控融資服務，就很難繼續生存

• Nobody would like to pay suppliers’ invisible service and solution. Which any exporter must regard it as the necessary and long-term investment, and then to get result from the expansion of contract time and trade scale

買主無償要求提供產品相關技術等無形服務愈來愈多。供應商應將之視為貿易的必要投資，而設法從擴大交易數量及延長交易時間來創造利潤

• Liberalizing trade and foreign investment in service, fusing domestic firms into global production networks, and stimulating trade in agricultural products will permanently force every exporter to raise productivity and efficiency

Copyright 2002 Copyright 2002 白光華白光華

Bank

接單

Hub

客戶

全球供應商海外生產基地 Forwarder

生產中心

研發中心

配銷中心

運籌中心

營運總部

Value-Added Production

Value-Added Service

Information Logistic Hub

Physical logistic Hub

當今國際貿易電子化網路交易体系當今國際貿易電子化網路交易体系

ERP

APS

e-Procument

PDM

e-Finance e-Hub SMIS

B2Bi

BI協同平台

Copyright 2002 Copyright 2002 白光華白光華

三大目標 四個策略 四種模式 四階電子化 五大工作

第五階段全球產品支援網

第一階段成立

E-spider完成BPR

第二階段整合企業內

電子化解決方案

第三階段開發供應商協同作業平台

第四階段開發客服維修及協同作業平台

輔導規劃

預期效益

人力

經費

EarlyInvolvement

Time-to-Market

Demonstration

Innovation

供應商

客戶

ERP II

SMIS

B2Bi

BI

EE--Spider Spider 架構架構

提升供應體系價值

建立競爭者進入障礙及轉換成本

提升客戶滿意度

通路

運籌

Copyright 2002 Copyright 2002 白光華白光華

縮短流程縮短流程==增加現金增加現金

New World Trade ModelNew World Trade Model

工作流量=現金流量

加工時間 運送時間庫存時間 等待時間

訂單 收款

應收帳款

•根據買方願意付款之條件，上述之諸多流程為無效產出，一般估計幾達90%•台灣資訊業一般交貨期約30天，成衣業為180天，但兩者產品生命週期約180天；資訊業平均附加價值(零售價-FOB)81%，成衣432%，若能縮短交貨期則買主可降低下單風險，消費大眾可享更佳價格，整体銷售量可望增加

Cross Strait OpportunitiesCross Strait OpportunitiesCross Strait OpportunitiesCross Strait Opportunities

• More products can be provided

• Cross Strait suppliers can be leveraged from the facility in China utilizing the competitive cost of labor and land, and the successful experience in Taiwan realizing the core value of supply chain and management全球先進工業國家對於大中華地區產銷的倚賴正在快速提昇，海峽兩岸間就許多工業本來就存在著強勁的產銷互補關係，大陸深具生產成本优勢，台灣深具國際代工及經營行銷經驗，兩相結合能創造更大的國際市場開拓空間

• Consolidate the design, manufacture, market, logistic and finance abilities to enhance the competition of cross strait opportunity for export

• Both sides of the strait became members of WTO on Dec.2001 and Jan.2002, the trade policy opens, barriers decreases, and global industry focuses increases, speed up the industry and trade reform respectively.兩岸面對未來國際貿易市場更為激烈的競爭，都同時相對地遭遇到重大的資金短缺及無自有品牌的削價瓶頸，兩岸結合既能有效擴大其在全球供應鍵的價值，也能具體厚植亞洲企業建立自有品牌的能力

A Greater China Business A Greater China Business ConfigurationConfigurationA Greater China Business A Greater China Business ConfigurationConfiguration

Share resources

Language and culture

Management know-how

Leverage expertise

Manufacturing technology

Low labor and operation cost

Greater china and regional market

Share resources

Language and culture

Management know-how

Leverage expertise

Manufacturing technology

Low labor and operation cost

Greater china and regional market

JV with China/Taiwan & Chinese

Partners are too complicated

Different environmental ideology

Difficult to each consensus

Cross strait communication

Post WTO trade policies

JV with China/Taiwan & Chinese

Partners are too complicated

Different environmental ideology

Difficult to each consensus

Cross strait communication

Post WTO trade policies

Opportunities 機會Opportunities 機會 Concerns 課題Concerns 課題

Purchase or contract form a Taiwan operation in China

JV with a Taiwan operation in China

Leverage Taiwan HK subsidiary to set up a new branch in China

Establishing wholly owned operations in China and hire experienced Taiwan HK technical and management teams

OEM Requirement of SuppliersOEM Requirement of SuppliersOEM Requirement of SuppliersOEM Requirement of Suppliers

• Competitive price, zero-defect quality, on-time delivery, advanced technology

• Frequent interface

• Minimal time delay

• Easy to communicate

• Just-in-time delivery(sequential preferred)

• Meet program timing all the time

• Product change management

• Supply chain management

「要好又要快」是當前做 OEM生意的要件，未來更是如此，接單生產後之存貨、物流、財物及運籌管理才是成功及獲利關鍵

--Marcus Chao 5-24-2002, Global Automotive Industry Trend

New Auto Industry Business New Auto Industry Business EnvironmentEnvironmentNew Auto Industry Business New Auto Industry Business EnvironmentEnvironment

• Vehicle Brand Owners(VBO)—the 20 major OEMs worldwide will consolidate 50 5-7 VBOs

• Supplier Rationalization—only 5,000 will remain by 2003 for the 30,000 1986 suppliers

• Only 25-30 suppliers will reach mega-supplier status with minimum”critical mass” revenues in excess of $3B

• Supplier chain supports vehicle development—driven by competitiveness,profitability, higher customer satisfaction, and regulation. OEMs expect Tier 1 suppliers to manage their supply chains and will increasingly give preference in awarding contracts to those who do it best.

Source:”The Second Automotive Century” Pricewaterhouse Coopers,2000

“All Change in the Second Supply Chain Revolution” Mastering Management—Financial

Times Supplement10/2/2000

GM China Group Direct MaterialGM China Group Direct MaterialGM China Group Direct MaterialGM China Group Direct Material

China group Purchase APV 採購金額

Taiwan Supplier grows in SGM台商逐年成長

2000 2001 2002 20030

100

200

300

400

500

600

2

4

6

8

10

12

14

1999 2000 2001 2002

全球最大汽車廠 GM目前在中國大陸 /台灣有七個合作產銷據點，預計其年對大陸銷售即將突破 50萬台，而經其評估中國 /台灣兩地零件產銷之合作分工將能提昇對其原廠之競爭力。

---Source from 台灣通用總裁劉小稚博士

Supply Power Current ApplicationsSupply Power Current ApplicationsGM ExampleGM Example當前國際原廠採購之應用實例當前國際原廠採購之應用實例

Supply Power Current ApplicationsSupply Power Current ApplicationsGM ExampleGM Example當前國際原廠採購之應用實例當前國際原廠採購之應用實例

• Purchase Power Finance Power– E-contract GEP Remittance– Supplier Performance Metrics E-Dacor– Interactive Business Planning E-Disbursement– Machinery/Equipment Launch Credit Notes

• Quality Power Material Power SPACE CLIPS Quality report Pre-production part schedule– Global Quality Tracking Logistic Power

• Engineering Power Vector SCVC --P.L. Liu of PLL Group, May 25th,2002

24 Applications Currently Available24 Applications Currently Available

Gap between Taiwan Suppliers in Gap between Taiwan Suppliers in China and OEM RequirementsChina and OEM RequirementsGap between Taiwan Suppliers in Gap between Taiwan Suppliers in China and OEM RequirementsChina and OEM Requirements

•High inventory•Non value-added cost•Financial support•Product change management•Communication skills•Knowledge in foreign markets and business practice•Long term commitment

•High inventory•Non value-added cost•Financial support•Product change management•Communication skills•Knowledge in foreign markets and business practice•Long term commitment

•Close to market

•Local contact

•Local warehouse

•Trade finance

•Communication and

Integrated network

•Close to market

•Local contact

•Local warehouse

•Trade finance

•Communication and

Integrated network

•Experienced team

•Capital

•Finance

•On time delivery

•Build synergy

•Easy to communicate

•Experienced team

•Capital

•Finance

•On time delivery

•Build synergy

•Easy to communicate

Local presence is essential for doing business with Local presence is essential for doing business with OEMs in international marketOEMs in international marketLocal presence is essential for doing business with Local presence is essential for doing business with OEMs in international marketOEMs in international market

Suppliers’ barriers Solutions Requirements

e-Business = Business + Internete-Business = Business + Internet國際貿易電子交易系列流程國際貿易電子交易系列流程e-Business = Business + Internete-Business = Business + Internet國際貿易電子交易系列流程國際貿易電子交易系列流程

•E-source •MPV

•Supplier 1•Supplier 2•Supplier 3•Supplier 4•Supplier 5

PDM ERP

PCCR/DCRWEB

ENGINEERING

WarehouseLogistics

Customer 1Customer 2

Q2C=Quote to CashC2C=Concept to CustomerCRM=Customer Relation ManagementMPV=Material PriceVariancePDM=Product Date ManagementPCCR=Product Cost Change RequestDCR=Drawing Change Request

Q2C=Quote to CashC2C=Concept to CustomerCRM=Customer Relation ManagementMPV=Material PriceVariancePDM=Product Date ManagementPCCR=Product Cost Change RequestDCR=Drawing Change Request

SOURCE MAKE DELIVER

Q2C C2C CRM

Company XYZ•People• System/facility•Technology•Products

The Tactics and Action PlanThe Tactics and Action Plan推動計劃與執行方案推動計劃與執行方案The Tactics and Action PlanThe Tactics and Action Plan推動計劃與執行方案推動計劃與執行方案

• 台灣政府獎勵投資設立國際行銷公司之重點項目，包括紡織、製鞋、運動用品、五金、手工具、自行車、汽機車零配件、製茶及農漁等民生產業， 鼓勵合作投資、產銷分工與共創品牌

• 國際 OEM 與跨國企業重視該案進展，特別是具採購、物流及運籌管理体系者，台灣並己有十餘產業簽署投資意願

• 台灣兩岸及國際企業皆分別歡迎官股之投入，惟關切兩岸官股投入後之獎投优惠等資格認定

• 大陸與台灣勢必為未來本國際行銷公司營運範圍，將來營運總部設立地點擬設於第三地

• 歐美地區國際企業認為產品比較複雜多樣與中小企業眾多之產業適用採用此一產銷分工之國際拓銷模式，並擬以電子商務系統與國際財務金融機構作為合資關鍵對象

A Greater China Business ConfigurationA Greater China Business Configuration兩岸全球貿易合作模式兩岸全球貿易合作模式A Greater China Business ConfigurationA Greater China Business Configuration兩岸全球貿易合作模式兩岸全球貿易合作模式

•Capital •Lean manufacturing

•Application engineering•R and D

•Land & facility•Human resources•Domestic market

•Material & components

•Capital•Design•finance

•Capital •Lean manufacturing

•Application engineering•R and D

•Land & facility•Human resources•Domestic market

•Material & components

•Capital•Design•finance

US Corp.•Capital

•Logistics•warehouse

•Management•Marketing

•Product/technology

US Corp.•Capital

•Logistics•warehouse

•Management•Marketing

•Product/technology

Taiwan

China

HongKong

Finished & semi-finished products

Market and technology

Copyright 2002 Copyright 2002 白光華白光華

三大目標 四個策略 四種模式 四階電子化 五大工作

第五階段全球產品支援網

第一階段成立

E-spider完成BPR

第二階段整合企業內電子化解決方案

第三階段開發供應商協同作業平台

第四階段開發客服維修及協同作業平台

作業規劃

預期效益

經營團隊

資本資源

EarlyInvolvement

JAMAL

Time-to-Market

Time-to-Finance

InnovationApplication

供應商

客戶

ERP II

SMIS

B2Bi

BI

兩岸合作拓展國際貿易執行架構兩岸合作拓展國際貿易執行架構

提升供應體系價值

建立競爭者進入障礙及轉換成本

提升客戶滿意度

通路

運籌

Copyright 2002 Copyright 2002 白光華白光華

MDS

客戶

Actual OrderActual OrderForecastForecast

Web Planning

產銷會議

Rough ATP

ATP

成品

採購ASP

B類Vender

A類Vender

C類Vender委外

自製

Hub

VMI 規劃

多廠規劃模式

Platform

全球產品支援網B2Bi

B2Bi B2Bi 作業模式作業模式

Strategy and WishStrategy and WishStrategy and WishStrategy and Wish

• Both sides of strait, their manufacturers and traders should catch the curre

nt opportunity of OEM/OPM Asia trend to consolidate the team effort join

ing the OEM/OPM global supply and integration system to expand the ex

port market.

兩岸應即刻掌握全球跨國企業紛至亞洲委託代工生產趨勢，善用彼此產銷營運优勢，整合分工，主動跨進或積極擴大國際母廠的合作分工体系

• The market volume of Asian is much big than a economic scale, and cros

s strait collaboration is the core, both sides should utilize their strengths to

develop Asia market with its own brand names.

亞洲市場足夠單獨構成經濟規模，兩岸分工合作正可有效促進自有品牌行銷的基礎，增強對國際市場削價的競爭力，建立大中華品牌行銷的新世紀

Strategy and WishStrategy and WishStrategy and WishStrategy and Wish

• Wish both side would speed up the development and implem

ent the complementary manufacture and trade strategies to ac

hieve the ‘Win- Win’ synergy.

• Governments to facilitate industries and traders by opening t

he barriers of free trade and flow of capitals.They could enco

urage them jointly enter the great potential international trade

markets with strategic incentives

期待兩岸加速互補機能發展與落實，放眼全球經濟，移除自由貿易及資金障礙，提供戰略性優惠，掌握當前兩岸眾多產業在國際市場貿易合作契機，開創嶄新的華人國際經貿世紀。

Thank you !Thank you !Thank you !Thank you !