當企業從原本的代工製造為主要營運模式，試圖要轉換到全球品牌運作時，公司內部價值鏈的改變是不可或缺的一環，而採購機能的變革也是必然的。然而多數公司的採購機能都還屬於被動式採購，以滿足需求單位為主的狀態下，是無法跟上內部價值鏈的改變，唯有將採購機能提升至具有策略性觀點的管理活動，才有能力作為全球品牌運作下的策略競爭工具之一。 本研究以國內某衛浴五金製造公司在採購機能上的變革規劃與執行為例，透過策略採購、全球化採購策略、採購能力成熟度、採購商品組合分類與策略供應商選擇，五大方向的文獻探討，並直接參與個案規劃與執行，加上初級、次級資料彙整，進行深入研究。 研究結果發現全球策略採購規劃搭配全球化競爭策略時，可先提升國家區域市場中的採購活動，由營運層次提升到策略層次，再將所有採購活動統一國際化。其變革中主要具有策略性觀點的採購管理活動，有集中主導式採購組織、採購商品組合分類管理、策略供應商管理、採購相關資訊系統建構四大方向，然而其採購能力成熟度因採購組織不同，具備程度不一，必須有全面的採購能力盤點與提升成熟度，才能有十足變革的執行力。另外，採購相關資訊系統也需在提升採購能力成熟度後，才能發揮完全的作用。由此也了解採購能力成熟度貫穿了整個具有策略性觀點的採購機能，要在目前擁有的採購能力成熟度下，執行適當的變革階段，而後加上資訊系統的輔助，才能事半功倍。 When a firm tries to change its business model from OEM to building own brands, the value chain of the firm must also be changed. The purchasing function of most firms still is reactive to satisfy requests from such functions as production. Reactive purchasing cannot deal with changes of the value chain proactively. Only lifting the purchasing function to operate at a strategic level in the firm can the purchasing function really perform strategically. As such, the purchasing function will have the ability to be a competitive weapon for the firm’s global branding strategy. This study is based on a plumbing product manufacturer in Taiwan with a focus on its purchasing development. The study reviewed five streams of literature – Strategic Purchasing, Global Purchasing Strategic, Purchasing Sophistication (or maturity), Purchasing Portfolio Management, and Strategic Supplier Management. The researcher collected primary data and secondary data by participating in the development. By analyzing the data, this study identified gaps between the practice of the case and those suggested by the literature. The study reveals that the plan of strategic purchasing transformation relates closely with the competitive strategy of the case company. The transformation plan was constructed based on the company’s global purchasing strategy by fitting the plan with the competitive strategy of developing global brands. The transformation includes four major dimensions – Central-led Purchasing Organization, Purchasing Portfolio Management, Strategic Supplier Management, Information System of Purchasing related. Because the purchasing departments in different sub business units have different purchasing sophistication, the company has to figure out what professional skills they already have and what needs to be enhanced. Then execution is the key. Purchasing sophistication appears to be the foundation to make purchasing a strategic function. The study shows that to choose an appropriate strategy for purchasing development, companies have to consider what level of purchasing sophistication they have. Only when the level of purchasing sophistication matches the requirements of the needed change can the organization transformation be a success.
