English  |  正體中文  |  简体中文  |  Items with full text/Total items : 49064/83169 (59%)
Visitors : 6956502      Online Users : 72
RC Version 7.0 © Powered By DSPACE, MIT. Enhanced by NTU Library & TKU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/31860


    Title: 供應商能力對合作廠商「關係承諾與關係持續性」之影響 : 以臺灣資訊(資訊硬體產業及行動通訊產業)業為例
    Other Titles: Influences of supplier's ability on commitment and relationship development : the case of IT industry in Taiwan
    Authors: 嚴善美;Yen, Shan-mei
    Contributors: 淡江大學國際商學碩士在職專班
    曾義明;Tseng, Yi-ming
    Keywords: 供應商能力;關係承諾;合作關係持續性;台灣資訊業;資訊硬體產業;行動通訊產業;Supplier ability;commitment;the development of cooperation;Taiwan IT industry;IT hardware industry;Mobile communication industry
    Date: 2009
    Issue Date: 2010-01-11 01:20:30 (UTC+8)
    Abstract: 在全球化的競爭型態,目前產業結構已轉變為供應鏈與供應鏈間互相合作的趨勢,在此結構中「夥伴關係模式」已為發展策略之一。供應商究竟需擁有何等能力方能健全夥伴關係以利彼此「關係承諾」,進而維持同心協力發揮綜效的「合作關係持續性」,為本研究的主要目的。本研究除先行通案探討外,繼之配合台灣產業的全球發展,以資訊(資訊硬體產業及行動通訊產業)業為例,進行『供應商強化與客戶間「關係承諾與合作關係持續性」所需能力研究』。在經文獻探討後發現「關係承諾」對「合作關係持續性」具正向關係,隨之選取供應商八項構面能力進行問卷實證統計分析,八項能力包括價格成本、生產製造彈性能力、 品質管理、 研發創新能力、 採購資源能力、 危機處理能力、溝通能力及服務能力等。

    經本研究實証發現,八項能力改變為『供應商風險管理能力、供應商給予交期與價格之彈性度 、 供應商內部流程管理能力 、 供應商新產品設計能力 、 供應商溝通管理能力 、 供應商不良率管理能力 、 供應商提供之加值服務』等七項,而供應商風險管理能力、 供應商新產品設計能力及供應商提供之加值服務對「關係承諾」具正向影響。而這些能力,則須以整合角度看待,而非以單一能力去衡量,當這些能力整合程度越好就會對下游製造商的外在表現影響越大。因此,本研究建議企業若欲使自身在市場競爭獲得良好績效,則需在選擇供應商時就多方面考量,而供應商擁有越大能力時,也就越能使製造業者市場競爭力增強,雙方也因此能夠達到雙贏的局面,因此買賣雙方在訂定合約時應以合夥態度面對彼此,以共創雙方最大價值。

    本研究受限於時間、經費,以及八項能力測試,加上受測者的偏差作答或對問卷的認知不同而影響其反應現實情況的程度,加上忽略供應鏈管理整體能力的考量,加上僅以台灣高科技產業為實證研究對象,故無法推論至其他產業。
    In the terms of globalize competition, the current industries configuration already changed to supplying chain to cooperate on each other. In this configuration, “the partnership” already developed to one of the strategy. What kind of abilities that supplier need to have, could fully support the partnership and able to benefit both companies “commitment” and then go to the upper level of “the development of cooperation”, this is the main purpose in this research. The research surveyed a lot of the cases and consolidated the Taiwan industry globalization, based on the case of IT Industry of hardware and mobile communication industries, going forward on “Supplier intensify it’s own ability focus on commitment and the development of cooperation with their customers.” After researching literatures and we found the “commitment” has significant positive effect on “the continuity of cooperation” and we selected with eight factors to progress a factual research by a questionnaire, compiled statistics, separated into parts. These eight factors include the cost, the flexibility of mass production, the quality management, the R&D development and innovation ability, the resource of procurement, the crisis management, the communication ability and the service.

    Founded by this research, the eight facctors changed to the crisis management ability , the flexibility of cost and delivery, the inner process management ability, the development & innovation ability, the communication bility, and the defective control management and value add service; the crisis management, the development and innovation ability and value add service have significant positive effect on “the continuity of cooperation”. Those factors need to be integrated as an integral and can not be measured separately. As those factors are integrated as well as it could, then the supplier’s performance will be displayed. Hence, this research proposed the buyer to put more considerations by many ways when they select the suppliers and this may help to get good performance in the competitive market; when supplier has more abilities, it could strengthen the competitiveness of the customer in the manufacturing industry market, and then achieve win-win for both enterprises. Thus, when both enterprises make legal agreements need to be as a position as partners to achieve the maximum value for both enterprises.

    This research is restricted by the timing, the budgets, the eight factors, the inaccuracy answers or the cognitive difference of the questionnaire from the tester and all of those influence on the existing circumstances, lacking off the consideration of the whole supplying chain management, and only targets on high technology industries in Taiwan area. This research can not be extended to other industries.
    Appears in Collections:[國際企業學系暨研究所] 學位論文

    Files in This Item:

    File SizeFormat
    0KbUnknown282View/Open

    All items in 機構典藏 are protected by copyright, with all rights reserved.


    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library & TKU Library IR teams. Copyright ©   - Feedback