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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63849


    Title: 企業採購電子化之探討-以某電子企業資訊產品採購為例
    Authors: 林天福;Lin,Tien-fu
    Contributors: 管理學院高階主管企管碩士班
    Keywords: EMS;MRO;間接性採購;電子化採購;e-procurement;EMS;indirect procurement;MRO
    Date: 2009-01-19
    Issue Date: 2014-05-08 15:33:55 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 近年來,台灣專業電子製造服務廠商(EMS)外在環境受到世界經濟不景氣日益惡化、規模經濟與大量生產造成低價競爭、快速產品生命周期、大陸市場加速興起等種種影響,致使產品獲利大幅萎縮。企業直接的反應就是壓低成本,其第一項動作往往就是在採購生產材料上壓縮成本,使單位產品的生產成本下降以獲得更好的產品利潤。但在非直接生產材料的費用卻沒有嚴格的控制,抵消了生產成本下降所帶來的節約,導致企業的利潤率無法更有效的提升。
    本研究以個案A公司資訊產品採購部門為研究對象,嘗試提出一個改善 A 公司非直接物料採購的流程再造方案。同時,訂定流程改善量化績效指標集來衡量可能產生的績效。本研究主要是針對間接性採購、採購組織、電子化採購等三個構面加以分析,並利用A公司現有的資訊網路系統構建資訊產品電子化採購,以提昇企業內部資訊產品採購流程效率並降低後勤作業成本,間接創造A公司的利潤,也提供其他企業在採購間接性物料電子化的參考方向。
    ;Recently, the competing environment for EMS (electronic manufacturing services) in Taiwan has been deteriorating for many reasons, including: global recession, cost competition due to economy of scale, shortening product life cycles, the rise of Chinese manufacturing capabilityies and so on. The EMS companies has consistenly taken the “cost down” strategy to face the situation. The first move tend to be squeezeing the direct material costs. In most of the cases, procurement costs for indirect materials have been overlooked, resulting in higher costs, offsetting the benefits brought by lowering direct material cost. The final result is an impact on company profit.
    This study focuses on the IT product procurement department of Company A, carrying out a Business Process Reengineering analysis, attempting to propose an improved procurement process for its indirect materials. At the seme time, a set of indicators to evaluate its performance is also proposed. This study looks at three major issues in procurement, namely, procurement of indirect materials, procurement organizations and e-Procurement. The existing IT and networking infrastructure is used as a basis for the proposed process. The objectives are to increase the internal efficiency, in order to lower logistics costs, in turn contributes to the profit of Company A. In addition, we hope it will provide an example for other companies in purchasing indirect materials.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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