以平衡計分卡的觀念及層級分析法所建立的相連部件供應商篩選模式– 個案研究;AN AHP AND BSC-BASED SUPPLIER SELECTION MODEL FOR LINKING-PARTS COMPANIES – A CASE STUDY

NCUIR > School of Management at National Central University > Executive Master of Business Administration > Electronic Thesis & Dissertation > Item 987654321/11519

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/11519

Title:	以平衡計分卡的觀念及層級分析法所建立的相連部件供應商篩選模式– 個案研究;AN AHP AND BSC-BASED SUPPLIER SELECTION MODEL FOR LINKING-PARTS COMPANIES – A CASE STUDY
Authors:	王文博;Wen-Bo Wang
Contributors:	企業管理學系碩士在職專班
Keywords:	供應商績效評估;供應商選擇;供應鏈管理;階層分析法;平衡計分卡;權重;連接器;PCB;Linking-parts;wires;weight;performance evaluation;vendor selection;connector;BSC;AHP;SCM
Date:	2005-01-13
Issue Date:	2009-09-22 14:23:29 (UTC+8)
Publisher:	國立中央大學圖書館
Abstract:	摘要績效評估對企業組織的策略佈局是最俱影響力的管理工具，本研究主要是找出相連部件 (Linking-parts)製造商，如何有效對其供應商評估績效。並且以平衡計分卡(Balanced Scorecard) 的觀點，找出供應商選擇的條件，並以層級分析法的手法，將這些條件按其特性置於平衡計分卡的四大購面－財務面、顧客流程面、內部流程面、創新學習面之下，來建立一套有系統有順序有組織的相連部件 (Linking-parts)廠商評估模式。藉此能夠更清楚瞭解供應商在策略規劃與長期發展計劃的優劣、是否有無前瞻性，從而考量是否真能長期配合。本研究借由發出問卷調查給此四個不同類型的相連部件 (Linking-parts)製造商的方式，再利用層級分析法(Analytic Hierarchy Process) 找出不同的供應商評估條件的權重(Weight)，建立起廠商評估的模式。接著再請不同的類別的相連部件 (Linking-parts)製造商去實際評鑑其五家的供應商並算出其總分，按不同的總分來排序，將排序結果與專家的選擇結果做比較，衡量該供應商績效模式的優劣，是否可以適用做為相連部件 (Linking-parts)供應商選擇的工具。所謂的相連部件(Linking-parts)產品，可分的兩個不同類型的產品分別為連接埠類(Connector)與線材類(Wire)的產品，而連接埠類又可細分為連接器(Connecting-parts)與插座(Socket)小類產品，而與線材類又可細分為訊號線(Cable)與印刷電路版(Print Circuit Board)小類產品。研究結果顯示，衡量與選擇供應商的條件權重排名前五名主要仍以「顧客面」下的「優良品質」與「成本降低」為主要考量，但值得注意的是在「內部流程面」下的「企業流程標準化」已排名至前五名之內，顯示相連部品企業開始重視價格與品質以外的條件，即重視屬於中長期的廠商篩選條件。 ABSTRACT Performance evaluation is probably the most influential management tool for strategic deployment in business organizations. This dissertation focuses on how to effectively appraise performance for Linking Parts manufacturer’s suppliers. It also presents a comparative evaluation of supplier selection processes based on Balanced Scorecard using AHP method. There are 2 categories in the Linking Parts industrial environments tested, which are Connector Categories, including Sockets, Connecting-port Port manufacturers, and Wire Categories, comprising PCB and Cable manufacturers in Taiwan. This research indicates that the supplier performance measurement criteria most commonly used by the 4 industries can be extended to more than quality, delivery and service. Also, depending on vendor’s internally primary conditions, like their Employee Learning & Innovation, Corporate Internal Process, Financial status, etc. The importance of these performance metrics might vary considerably, depending the demands of different industrials and the desiring goals of different level of managers, distinct functional employees, or even stockholders. “Capable of reducing cost” is a critical supplier's performance measure in the Connector category, since only the suppliers who can reduce their production cost enabling their customers to survive in this cutting throat market, then, can perpetually running their own business. As for Wire industrials, superior quality is still the most important criterion in the organizations studied. Finally, to verify whether the BSC features and their weights of factors can actually be applied to the industrials studied when they want to implement a feasible way to selecting appropriate supplier base, Performance evaluating tests of incumbent vendors to the buyers who work in these industries, are conducted. The outcomes of these testing found that the criteria discussed in this paper are feasible to the corporate in these industrials when selecting appropriate supplier base. It has showed that more and more companies are significantly concerned about if their long term partners put efforts on looking beyond the conventional vendor evaluating perspectives, but also monitoring vendors’ internal aspects, like internal business process, and employees learning and innovation, which are very helpful in gaining company competitive edges to the extend to which vendors can survive and success under the competitive intensive environments in the long run. Actually, the paper proposes to deal with multiple metrics in SCM based on the BSC (balanced scorecard) -- which measures customers, internal processes, innovations, and finance, 4 perspectives.
Appears in Collections:	[Executive Master of Business Administration] Electronic Thesis & Dissertation

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