摘要(英) |
The modern business environment has brought great pressure to the enterprise, not only to sell products, but also to provide satisfactory service for customers and consumers, so as to improve the satisfaction of customers and make them happy. Kotler said: "customers are God, without them, enterprises can not survive. All plans must focus on retaining customers and satisfying customers. " To win customers in the domestic and international markets, it is bound to require supply chain enterprises to respond quickly, quickly, flexibly and cooperatively to the needs of customers. Facing the changing supply chain environment, building a happy supply chain has become the development trend of modern enterprises.
This study focuses on how to solve the Department′s process and operational problems by setting up a new supply chain management policy. In this study, the case analysis method was used to conduct in-depth interviews with the senior executives of the case TW company and to collect and integrate the secondary data, including the cost of sales, inventory statistics, productivity enhancement and the whip effect, and the detailed analysis and discussion were made. Due to the looser integration of the Group supply chain in the case TW company, the company can not effectively use the vertical integration ability and produce a comprehensive and optimal operation mode with the group company, so the case TW company actively examines and examines the supply chain process, improves the enterprise process and establishes the supplier management flow. Cheng and reformulate the policy of supply chain process reengineering.
The research results of TW company of the whole case show that: first, using the cooperation relationship between the upstream and downstream manufacturers to form a complete value chain is one of the factors for the successful operation of the enterprise. Two, the implementation of the new supply chain management policy is attributed to the attention and support of the higher order managers; three, to improve the processing capacity of the system. The supplier management process is very important. Therefore, this study puts forward three suggestions for the case TW company: first, expand the scope of supply chain management to improve the overall efficiency and efficiency; two, supply chain management must keep pace with the times, continue to improve, constantly improve; three, actively cooperate with upstream and downstream manufacturers to establish a complete supply chain management system. . In view of the limitations of the scope and time of research, this study is still inadequacies. This study puts forward three suggestions for reference for follow-up scholars: 1. Expand the scope of research; two, quantitative research methods; three, keep track of industrial development. |
參考文獻 |
一、中文文獻
1.蔡與哲(1999),「運用先進規劃排程之概念建立多廠生產的資源分配與生產規劃模式」,國立臺灣大學商學研究所。
2.陳建南(2003),「電子商務、夥伴關係、供應鏈管理與競爭優勢關係之研究─以台灣高科技產業為例」,長榮大學。
3.林俊良(2004),「以個案研究探討製藥產業之供應鏈管理」,國立交通大學。
4.蔡憲龍(2004),「陶瓷產業客戶親密性供應鏈策略探討」,國立交通大學。
5.方翠瑩(2005),「產銷通路整合下報童問題之訂購策略」,中原大學。
6.陳俐頻(2005),「整合供應鏈管理對顧客服務、顧客價值與廠商績效之影響」,大同大學。
7.李昆峯(2006),「限制理論應用於資訊科技系統之發展-以先進規劃排程系統為例」,國立交通大學。
8.吳瑞隆(2008),「變頻器產業之供應商評量研究-- 以 D 公司為例」,中央大學管理學院高階主管企管碩士論文。
9.陳榮彬(2008),「應用 JIT 方法於供應鏈績效改善-以某電源供應器公司為研究對象」,中央大學管理學院高階主管企管碩士班。
10.林天福(2009),「企業採購電子化之探討──以某電子企業資訊產品採購為例」,中央大學管理學院高階主管企管碩士論文。
11.林仕乾(2009),「LED 產業策略性存貨管理之研究-以 LED 領導廠商為例」,中央大學管理學院高階主管企管碩士論文。
12.劉玉麟(2010),「改善供應鏈管理模式對企業競爭力影響之探討-以某投影機製造公司為例」,中央大學管理學院高階主管企管碩士論文。
13.王志毅(2012),「供應鏈視角下企業物資採購問題的研究」,商業文化,第 10 期,83-84。
二、英文文獻
1. Beamon, B. M., “Supply Chain Design and Analysis: Models andMethods,”Production Economics, vol. 55, pp. 281-294,1998.
2. Schonberger, R.J., (1986), World Class Manufacturing, The Free Press.
3. Leavy, B., “Two strategic perspective on buyer-supplier relationship,” Production and Inventory Management Journal, 35(2), 47-51,1994.
4. Cooper, D. M., Stock J.R., and Ellram L.M.“Supply Chain Management: More Than a New Name for Logistics. ,” The International Journal of Logistics Management, Vol.8, No.1, pp.1-13,1997.
5. Kotler, P., Marketing Management: Analysis, Planning, Implementation and Control, 9th Edi. EnglewoodCliffs,NJ:Prentice-HallInc,1999.
6. Davenport, T.,and Short, E.,“The New Industrial Engineering: Information Technology and Business Process Redesign,”Sloan Management Review,Summer 1990, pp.5-14.
7. Harrington D. (2003), “Performance mmprovement:The rise and fall of
reengineering”, The TQM Magazine, 3, 41-46.
8. Simchi-Levi, D., Kaminsky, P., and Simchi-Levi, E., “Designing and managing the supply chain: Concepts, strategies, and case studies, 3 rd ed.,” Boston:McGraw-Hill College, 2008.
9. Johnson J.C.,and D.F., Wood, Contemporary Logistics, 6th edition, Upper Saddle River, Prentice Hall, New York, 1996.
10. Lee, H. L., V. Padmanabhan and S. Whang (1997), “The Bullwhip Effect in Supply Chain”, Sloan Management, Vol. 38, No.3, pp.93-102.
11. Chen, F., Z. Drezner, J. K, Ryan and D. Simchi-Levi (2000), “Quantifying the Bullwhip Effect in a Simple Supply Chain: The Impact of Forecasting Lead Times, and Information”, Management Science, Vol. 46, No. 3, pp. 436-443.
12. Chen, F., J. K. Ryan and David Simchi-Levi (2000), “The Impack of Exponential Smoothing Forecasts on the Bullwhip Effect”, Naval Research Logistics, Vol. 47,pp269-286.
三、網站
1. SCC, Supply Chain Council web, http://www.supplychain.org/ |