供應鏈管理產銷協調計畫及協同作業之研究

Abstract

有效率的供應鏈管理是一項複雜及富挑戰性的任務﹐隨著時間的演進﹐產品種類更多樣性、產品生命週期變短、生產外包多而頻繁、資訊科技的進步而使得節奏緊湊、全球化的競爭﹐使得供應鏈管理的困難度不斷提高。而各個公司有自己的目標與因應之道，來適應這個還境及滿足顧客的要求。即使是相同產業及類似規模的二家公司，管理的方法及業務流程，都有可能相當大的差異。如何找到最適合自己的供應鏈管理方法，正是公司所追求的目標，也是顧問公司及學者研究機構所極力探討的方向，所推出的理論及探討的文獻，經過時間推進不斷地驗證、修飾，數量不勝枚舉，尤其每家企業營運模式不同，追逐的營運目標亦不盡相似，很難找到一個理論即刻能適用且全盤應用到自己的公司流程上。本研究在探討供應鏈管理的模式，以當今專家學者所提出的理論及方法為基礎，以一家電子產業的跨國公司當作研究標的，探討其推展產銷協調計畫及協同作業流程改造的過程。企業常寄望作業流程的再造來提升運效率、增加營收，達到脫胎換骨的功效。但是動員公司上下資源，跨部門、跨國的大規模流程改造誠屬不易。非有事先良好的規劃及高層管理階級的全力支持，一般很難收到成效。本研究的結果，可作為類似企業流程改造的參考，並可提供此個案探討公司往後執行的參考依據。

Supply Chain Management (SCM) has been widely discussed in latest a couple decades. SCM is the process of planning and controlling supply chain operations as effectively as possible. There are five major characteristics of providing value to customers – cost, quality, and delivery, pre- and post- sale service, and flexibility. Due to globalization and competitive environment, pursuing sales revenue growth, reacting to market demand dramatically fluctuations, and reducing costs to chase maximum profit…etc, supply chains management is under extreme pressure. There are lots of supply chain models and studies to effect supply chain management. However each company has its own business objective and environment, it’s not feasible to adopt one model to fit into its process. Reference to best practice and seeking own optimal solution is the target of each company to pursue. This study takes one international electronics manufacturer company as example, observe its S&OP and Collaboration Planning implementation experience, discuss its implementation process, and suggest solutions for further improvement.