新產品開發即為知識創造的過程(Nonaka and Takeuchi, 1995)，且新產品開發研究亦已證實廠商在新產品開發過程中整合供應商，將可有效提升新產品開發績效。因此，廠商如何評選出適合的供應商，並將其整合於新產品開發專案中，實屬實務界極欲迫切了解之議題。 本研究根據文獻探討與前測問卷分析之結果，建構新產品開發之供應商的選擇與評量模式。同時，運用Saaty 於1971年所提出之分析層級程序法(analytic hierarchy process, AHP)分析新產品開發之供應商的選擇與評量模式中，各項評量構面與評量指標之相對權重值與重要性排序。並藉由模擬新產品開發供應商選擇情境，驗證本研究所提出之新產品開發供應商的選擇與評量模式於實務中運作之可行性。 研究結果顯示，廠商於選擇與評量新產品開發供應商時，最重視之評量構面依序為「整合供應商之新產品開發績效」、「整合供應商知識」，以及「廠商與供應商間關係」。傳統用以評量供應商之「供應商基礎評量」構面的相對重要程度反而比其它評量構面低，顯示廠商應以有別於傳統之評量方式進行新產品開發供應商的選擇與評量。在廠商選擇與評量新產品開發供應商之前十一大關鍵評量指標依序為「增進新產品品質」、「降低新產品開發成本」、「雙方共同解決問題」、「雙方之溝通強度」、「加快新產品開發流程」、「促進新產品創新度」、「提升開發新產品之技術能力」、「廠商與供應商間合作夥伴關係之持續性」、「廠商與供應商間彼此之信任」、「廠商與供應商間彼此維持關係之承諾」、「廠商與供應商間之技術互補性」。同時，根據驗證結果顯示，本研究所建立之評量模式是可於實務中運作的。 New product development is knowledge-creating process (Nonaka and Takeuchi, 2005). Previous researches have confirmed integrating supplier has positive influence to new product development (NPD) performance. As a result, one important issue that arises is how to select and evaluate the right new product development supplier to integrate into the new product development project. This study reviews the relative literatures on the subject of supplier selection, and bases on the analysis result of the questionnaire survey to build up the selection model of the new product development supplier. Then use Satty’s analytic hierarchy process (AHP) method to analyze the relative weight and the important rank of the dimensions and factors. We also simulate the selective situation of the new product development supplier to test the validity and performance of the model. The research finds that the most important dimensions of selecting and evaluating new product development supplier are: the new product development performance of integrating supplier, Buyer-supplier relationships, and Integrating supplier’s knowledge. The relative importance of the traditional supplier selection dimension is lower than the other dimensions. The study’s findings suggest that manufacturer should use the new way to select and evaluate the new product development supplier. The results also shows that the top eleven factors domination new product development supplier are: enhance new product quality, reduce development cost of the new product, buyer and supplier could solve problem mutually, buyer-supplier’s mutual communication, quicker new product development processes, increase innovation of the new product, greater technological improvements, the collaborative relationship between buyer and supplier, mutual trust, mutual promise, and complementary skill between the buyer and supplier. Result also shows that the proposed selection and evaluation model can evaluate very correctly. Manufacturers can use these results to help them better understand the process and criteria for future new product development supplier selection and evaluation.
