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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 翁崇雄 | |
dc.contributor.author | Ming-Song Chen | en |
dc.contributor.author | 陳銘松 | zh_TW |
dc.date.accessioned | 2021-06-08T07:00:59Z | - |
dc.date.copyright | 2009-06-02 | |
dc.date.issued | 2009 | |
dc.date.submitted | 2009-05-19 | |
dc.identifier.citation | 一、中文部分
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(1997) “Critical elements of supplier development: The buying-firm Perspective”, European Journal of Purchasing & Supply Management, volume: 3, Issue: 1, March, pp. 21-31. 21.Krause, D.R. and Ellram, L. M.(1997),”Critical elements of supplier development” European Journal of Purchasing & Supply Management,3(1),pp.21-31. 22.Krause, D.R., M. Pagell, and S. Curkovic, (1998),“Purchasing Strategy: An Empirical Analysis,” Proceedings 1998 of the Decision Science Institute, pp.1227-1229. 23.Krause, D.R., T.V. Scannell, and R.J. Calantone, (1998), “An Analysis of the Effectiveness of Buying Firms’ Efforts to Improve Supplier Performance,” Proceedings 1998 of the Decision Science Institute, pp.1200-1202. 24.Krause, D.R. (1999),”Supplier Development: Current Practices and Outcomes”, International Journal of Purchasing and Materials Management, pp12-19. 25.Lambert, D. M., Cooper, M. C. and Pagh, J. 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(1994),”Total quality management and supplier partnership ” International Journal of Purchasing and Materials Management, 30(1),pp14-20. 38.Stuart, F.I. and McCutcheon, D., “Problem sources in establishing strategic supplier alliances”, International journal of Purchasing and Materials Management, Vol. 31, 3-9, 1995. 39.Tan, K., V.R. Kannan, R.B. Handfield, and S. Ghosh, “Sipply chain management: an empirical study of its impact on performance,” International Journal of Operations & Production Management, 1999, 19(10), pp.1034-1052. 40.Tan, K.C., V.R. Kannan, R.B. Handfield, and S. Ghosh, “Quality, manufacturing strategy, and global competition: An empirical analysis,” Benchmarking: An International Journal, 2000, 7(3), pp. 174-182. 41.Tracey, M., and C.L. Tan, “Empirical analysis of supplier selection and involvement, 125 customer satisfaction, and firm performance,” Supply Chain Management: An International Journal, 2001, 6(4), pp. 174-188. 42.Vonderembse, M.A., and M. 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dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/26131 | - |
dc.description.abstract | 目前電子代工服務業EMS (Electronic Manufacturing Service) 的材料成本一般都居高不下,約占產品售價八成以上,再加上產業間之競爭劇烈,稅前淨利率幾乎所剩無幾,因此控制材料成本乃成為電子代工服務業,不可或缺的制勝關鍵因素。而材料成本又主要與供應鏈的廠商管理息息相關,然而面對眾多的供應商,與繁雜的產品項目,供應商之間良莠不齊,前有客戶不斷施加降價壓力,後有供應商無法密切配合,在如何平衡品質、成本、交期、服務、與技術等的績效考量下,必須用一套更加縝密的供應商分類管理SSM (Supplier Stratification Management),來區隔出不同的供應商管理對象,與不同的供應商管理策略。
鑒於材料成本是主要售價成本的Contributor,而供應廠商家數又龐大,以個案A公司而言,集團全部供應商數量高達2,000多家,在有限資源情況下,過多的供應商追逐有限訂單的分配,無法集中採購以增加對供應商的議價能力,甚至因為人力資源等不足,無法有效管理供應商,以致造成材料品質下降,交期延誤,服務不佳,甚至供應商無法反映SCRP (Supplier Cost Reduction Plan)。因此,供應商的有效管理策略,便迫在眉睫。 一般供應商管理大都採用增加貨源以分散風險,但相對地對過度分散的供應商,將難以有效集中資源,且一視同仁的齊頭式管理,造成許多資源的浪費,不是雪中送炭,而是錦上添花,因此無法以策略面來分類管理,甚至無法以量制價,以合作代替對抗,以長期利益來取代短期效果。在有限資源的考量下,為了能夠兼顧公司的長期發展目標與營運績效,以增加企業的競爭優勢,企業必須找出更靈活與更有效率與效果的供應商新管理模式。 研究者藉多年實務經驗與戮力研究方法,參考相關文獻與衡酌個人工作心得,對於供應鏈提出供應商商業重要性 SBI (Supplier Business Importance)分析模式、供應商夥伴關係 SPR (Supplier Partnership Relationship)分析模式、供應商區段型態 SSC (Supplier Segment Configuration)分析模式、供應商績效評估 SPE (Supplier Performance Evaluation)分析模式、與供應商分類管理SSM (Supplier Stratification Management)分析模式 ,並以A公司做實證,驗證此等相關之分析模式為可行。 | zh_TW |
dc.description.abstract | The recent scenario of EMS (Electronic Manufacturing Service) industry exhibits the high ratio of material cost, and the severe competition has resulted the EMS industry in the very low pre-tax profit rate now. Hence how to effectively manage suppliers becomes the crucial KSF (Key Success Factor) for the material cost reduction approach. The material cost has significant connection with the supplier management. Due to so many suppliers with plenty kinds of commodity has made the SCM (Supplier Chain Management) more complicated and difficult, and the customer continues to push down the price. The EMS enterprise encounters the tremendous pressure now. In order to ensure the supplier can continuously deliver the commodity to meet Quality, Cost, Delivery, Service and Technology requirement. To find an efficient and effective way for Supplier Stratification Management (SSM) is necessary, and adopt the suitable analysis model for this approach.
Now the material cost is the main contributor for the total cost of EMS industry. According to the case study of A Company, its supplier base for the enterprise group reaches about 2,000 which is a very large number. And too many suppliers share the limited purchase order has made the EMS enterprise cannot use the quantity advantage to bargain with suppliers. Moreover due to the insufficient human resource of the EMS enterprise also made supplier management more toughly than before. Even it caused the degrade situation of the supplier performance and cannot fully meet the SCRP (Supplier Cost Reduction Plan) target. The traditional method for supplier management is using the multiple sources from massive supplier base. But it’s not the most efficient and effective way to achieve the business objective. Therefore the researcher studies many theses and adopts personal working experience to set forth related analysis models such as SBI (Supplier Business Importance) Analysis Model, SPR (Supplier Partnership Relationship) Analysis Model, SSC (Supplier Segment Configuration) Analysis Model, SPE (Supplier Performance Evaluation) Analysis Model, and SSM (Supplier Stratification Management) Analysis Model. According to the application result of A Company, it proves this SSM Analysis Model is applicable and appropriate for supplier management arena. | en |
dc.description.provenance | Made available in DSpace on 2021-06-08T07:00:59Z (GMT). No. of bitstreams: 1 ntu-98-P96747014-1.pdf: 1707877 bytes, checksum: 7193859106a1d9a7808b1ffeef3025cc (MD5) Previous issue date: 2009 | en |
dc.description.tableofcontents | 口試委員審定書...........................................iii
誌謝......................................................iv 中文摘要...................................................v 英文摘要.................................................vii 目 錄....................................................ix 圖目錄....................................................xi 表目錄...................................................xii 第一章 緒論................................................1 第一節、研究背景與動機.....................................1 第二節、研究目的...........................................3 第三節、研究目標...........................................4 第四節、論文架構...........................................5 第二章 文獻探討............................................6 第一節、供應商管理活動.....................................6 第二節、供應商評選概況與評選方法..........................23 第三節、供應商管理模式....................................30 第三章 研究架構與分析模式探討.............................35 第一節、研究架構..........................................35 第二節、SBI (Supplier Business Importance)分析模式........38 第三節、SPR(Supplier Partnership Relationship)分析模式....43 第四節、SSC(Supplier Segment Configulation)分析模式.......47 第五節、SPE(Supplier Performance Evaluation)分析模式......49 第六節、SSM(Supplier Stratification Management)分析模式...50 第四章 個案應用研究與分析.................................52 第一節、個案產業背景介紹..................................52 第二節、個案公司介紹......................................54 第三節、個案應用研究分析..................................60 第四節、個案應用研究成果..................................66 第五節、研究限制..........................................76 第五章 結論及未來研究方向.................................77 第一節、結論..............................................77 第二節、未來研究方向......................................87 參考文獻..................................................88 | |
dc.language.iso | zh-TW | |
dc.title | 供應商分類管理之分析模式研究-
以電子代工服務A公司為例 | zh_TW |
dc.title | The Research of Supplier Stratification Management (SSM) Analysis Model –Case Study for A Company of EMS | en |
dc.type | Thesis | |
dc.date.schoolyear | 97-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 陳國泰,季延平 | |
dc.subject.keyword | 電子代工服務業,供應鏈,供應商商業重要性,供應商夥伴關係,供應商區段型態,供應商績效評估,供應商分類管理, | zh_TW |
dc.subject.keyword | EMS (Electronic Manufacturing Service),SCM (Supplier Chain Management,SBI (Supplier Business Importance),SPR (Supplier Partnership Relationship),SSC (Supplier Segment Configuration),SPE (Supplier Performance Evaluation),SSM (Supplier Stratification Management), | en |
dc.relation.page | 93 | |
dc.rights.note | 未授權 | |
dc.date.accepted | 2009-05-20 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 資訊管理組 | zh_TW |
顯示於系所單位: | 資訊管理組 |
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