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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/13519

    Title: 組織採購行為分析-以台灣印刷電路板產業為例
    Authors: 王一鳴;I-Ming Wang
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 採購策略;供應商能力;供應商發展活動;印刷電路板;supplier capability;purchasing strategy;supplier strategy
    Date: 2003-04-11
    Issue Date: 2009-09-22 15:33:57 (UTC+8)
    Publisher: 國立中央大學圖書館
    Abstract: 為追求企業的營運與利潤,供應商對買方需求之滿足會依其面臨的競爭及企業之處境所產生的策略而調整,以達成企業最佳利潤並掌握未來的發展。 在工業品市場,由於顧客少,購買量及金額通常對企業的營收及獲利佔有相當的比率,某單一既有顧客的流失對企業的營收及獲利就可能產生相當大的衝擊,而以買方角度看供應商,因為買方數量少而購買金額大,買方因而對供應商擁有較大的力量,並且會設法運用此力量,要求供應商滿足其需求。 但隨著今日供應鏈管理、JIT 採購觀念的發展,供應商與買方的關係已逐漸由傳統的對立關係轉變為現今的合作關係,由於雙方關係的轉變而使兩者間皆獲得實質上的利益,因此也可看出買賣雙方間具有相互的影響。 工業品市場的範疇大而複雜,本研究選定台灣印刷電路板產業為研究對象,從特定範圍做較深入的研究,以企業最為注重的品質、交期、價格、創新及彈性等五項因素作為一綜合指標來代表企業廠商的採購策略,並以探討在不同策略下其供應商能力選擇及供應商發展的類型及適用情境。 本研究以Dickson (1966)所提出之23 項供應商選擇評估指標及Krause (1998)所歸納出的供應商發展活動,並加入國內實務專家之意見後,將這些指標整理成問卷,針對上述之研究對象進行調查。研究結果顯示:(1)製造商在不同的採購策略下重視不同的供應商能力。(2)製造商在不同的採購策略下發展不同的供應商活動。(3)不同的供應商能力標準有不同的供應商發展活動。因此,採不同事業策略類型之廠商,應視所追求之特定績效目標,而搭配不同之供應商策略。 The biggest difference in between the consumer markets and the business markets is that there are much fewer customers in the business markets. A customer may play an important role to impact supplier's revenue and profitability. Suppliers must do their best to understand and satisfy customers' needs in order not to lose any customers. Customers and suppliers are all want to exert their power to influence the counter parties and then various supplier developments are formed and linked. The power is dynamically changed along with the dynamic environment. Therefore, it is crucial for suppliers and customers, especially suppliers to look into and well manage various customer-supplier relationships in business markets. But the advancements in Supply Chain Management have prompted companies to team up with their supply chain members for better competitiveness. The emergence of JIT purchasing, supplier management has changed the relationships between manufacturing firms and their perspective suppliers toward a working entity that needs to be fully integrated in order to compete in the fast changing environment. This study first proposes a new business strategy framework, which categorizes the business strategy types into product quality, delivery, price, innovativeness, and flexibility. Then, the fit relationship between supplier capabilities, supplier developments and five kinds of purchasing strategy above is developed to be researched and examined empirically based on data collected from 63 PCB manufacturing firms in Taiwan. The purpose is to explore the factors of supplier capabilities and supplier developments under different purchasing strategies. Referred to the 23 indices of Dickson's and 28 indices of Krause's researches as well as the opinions of experts in Taiwan, through statistical analysis, we can find that (1) There exists significant differences in five dimensions of the purchasing strategies and supplier capabilities between the firms. (2) For supplier developments, there are four dimensions appear significantly different. (3) Different clusters of supplier capabilities have different supplier developments. The study results indicate that firms must adopt different supplier strategies based on their business strategies in order to improve the performance.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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