研究供應鏈與知識管理的交集：以英特爾公司為例

Abstract

在當今的知識經濟時代，組織管理知識的能力變得越來越重要。供應鏈中涉及原材料供應商、製造商、銷售商、運輸商、消費者等個節點，通過獲取、共享和運用存在企業內部和外部的顯性和隱性知識，使其產生協同價值，進而提高企業知識創新、提升核心競爭力與加強供應鏈管理的效能。

本論文以知識管理的循環和冰山理論搭建研究的主要框架，以研究企業的供應鏈中知識管理過程。研究框架包含：（1）接收與獲取知識（2） 轉化與學習知識（3）應用與管理知識，和（4）Eucker（2007）對英特爾知識管理的最佳實踐與應用的冰山理論為輔助參考，將冰山理論中的兩種知識：顯性知識和隱性知識，融入知識管理的三個過程中。本論文使用單一個案質性深度訪談法，訪談對象為英特爾台灣分公司全球供應鏈管理部門中的中階管理者，主要探討英特爾台灣全球供應鏈管理部門如何透過連結內外部供應商與客戶，進行跨單位與跨組織的溝通與協調，進而獲取、轉化與應用知識的過程。

本研究發現英特爾全球供應鏈管理部門使用全球型組織、精準複製、Top-Down的決策方法來獲取企業的內部顯性與隱性知識，同時作為橋樑的溝通角色和維護開發與剔除供應商等方法來接收與獲取外部顯性與隱性知識。此外，英特爾利用供應鏈國際研討會、供應商日、供應商會議等方法來轉化外部隱性知識至內部，同時使用公司內部分享會、跨企業分享會和管理者培訓系統來轉化與移轉內部隱性知識。最後英特爾使用供應商評分標準、NSI審核程序、Q&R供應商品質控管部門、數位化知識管理平台&Enterprise Wiki、部門知識梯度管理與權限管理來應用與管理知識。

In today's knowledge-based economy, the ability of an organization to manage knowledge is becoming increasingly important. The supply chain involves raw material suppliers, manufacturers, sellers, transporters, consumers and other nodes. By acquiring, sharing and utilizing the explicit and implicit knowledge that exists both inside and outside the enterprise, it generates synergistic value, which in turn improves the enterprise's knowledge innovation, enhances its core competitiveness, and strengthens the effectiveness of supply chain management.

In this thesis, the cycle of KM and the iceberg theory are used to build the main framework of the study in order to investigate the KM process in the supply chain of an organization. The research framework consists of (1) receiving and acquiring knowledge, (2) knowledge sharing and learning, (3) applying and managing knowledge, and (4) Eucker's (2007) Iceberg Theory of best practices and application of KM at Intel as a supporting reference to incorporate the two types of knowledge in the Iceberg Theory, explicit knowledge and tacit knowledge, into the three processes of KM. This paper uses a single qualitative in-depth interview with a middle-level manager in the Global Supply Chain Management (GSCM) department of Intel Taiwan to explore how the GSCM department acquires, transforms, and applies knowledge by linking internal and external suppliers and customers, and by conducting cross-unit and cross-organizational communication and coordination.

This study found that Intel's Global Supply Chain Management department uses global organization, Copy Exactly, and Top-Down decision-making to capture the company's internal explicit and tacit knowledge, as well as bridging communication roles and maintenance development and supplier elimination to receive and capture external explicit and tacit knowledge. In addition, Intel uses supply chain international seminars, supplier days, and supplier meetings to transfer external tacit knowledge internally, as well as in-house sharing sessions, cross-company sharing sessions, and manager training systems to convert and transfer internal tacit knowledge. Finally, Intel uses supplier scoring standards, NSI audit programs, Q&R supplier quality control department, digital knowledge management platform, such as Enterprise Wiki, departmental knowledge gradient management and authority management to apply and manage knowledge.