| 摘要(英) |
Abstract:
This essay is to study the field of the electronic component distribution sector. Electronic component is exactly including electronic sub products that include the elements of active, passive, mechanical, and function,
etc.. parts. The electronic component distributor plays an important role as a bridge between the upper components supplier and the below manufacturer in the structure mode of manufacturing and distribution in the
electronic filed. The upper of the sector is the assorted electronic components manufacturers of domestic and foreign, while the below is referred to the manufacturers of the electronic products of information, communication and consumption. The middle distributor will provide the upper manufacturer with a complete sales network, while
provide the below manufacture with the information service of merging and applying, with its professional technical ability and the wide knowledge to the electronic components products. Furthermore, it can merge the demands of the below manufacturers and unify them to place order to the upper manufacturer, so as to gain an
advantage of the most competitive price. Meanwhile, with the systemic warehousing management and various agent brands distribution, it can sale the products to the below of the sector. By this way, the upper, middle and
below of the sector play their own roles in it, so that the whole operation efficiency of the electronic sector can be improved, for which we call ‘Technical Logistic Distributor ’’.
The purpose of this study is to discuss how the electronic components distributor’s core competitiveness and management strategies in an uncertainty environment affect the operating achievement, with the help of documents research and the opinions given by the specialist and scholars, so as to give a reference to those
people who run enterprises.
My study begins from the electronic components distributor, collecting the operating achievements and their key management strategies of the Top 47 domestic electronic components distributor, as well as the Top 50 in the
North America. Besides of that, I specially choose three representative companies with over 12-year history as the interview objects for study. The interviewees include the senior staff in the company and the staff who have
left the company. To improve the credit of the interview result, we have interviewed more than two of the staff for each company.
The enterprise resources owned by the companies of different sizes, as well as the resource programmed by the electronic component distributor in the uncertainty environment, have caused to the different management
strategies that accordingly affect the operating achievement of the enterprises. The theory structure of this essay is developed basing on these opinions.
The analysis structure of this study has been affected by the uneasy data availability of the study objects. The operating achievement and efforts are based on the sales amount, the EPS, and the turnover rate of capital. With the operating achievements and efforts as the starting point, we analyze the key factors of management strategies caused by the operating environment and the resources of individual enterprise at the very time, and then do the
case study by analysis and comparison. By this way, 8 points have been found and concluded to11 point’s suggestion of management strategies as below:
Finding
1. Except for the influence of the big economic environment, the operating environment of the electronic components distributor is also affected by the demand of no stock and short lead-time from the customer, as well as the high instability of models changing. So it is necessary for the enterprises to set up an efficient supplying arrangement system and to well use the MIS system to efficiently decline the uncertainty.
2. As the Technical Logistic distributor, FAE function is the main core function to the electronic components distributor
3. The dealer who can well use and keep maintaining to increase the core competitiveness, can have quite a good operating achievement.
4. Different electronic component distributors have different ways to maintain their competitiveness.
5. The forming of the various strategies are affected by the different culture at the very time introduced by the different people run the enterprises in the electronic component distribution, although they are in a same
economic environment.
6. If the person runs the enterprise knows well the core value of the enterprise itself is the talent, and put emphasis on that, it will directly affect the operating achievement.
7.Merge and strategic alliance are very important management strategies for develop the China market.
8. Different electronic components distributors have different enterprise resources. Most of them can have quite a good operating achievement, if they can make a good use of their core competitiveness they own. The following points are what the people in the electronic components distribution have to review:
a. The exact resource value chain of their own enterprises
b. The exact value chain of their customer’s enterprises
c. The exact value chain of their suppliers
d. To grasp the trend of the big economic environment
e. To analyze the strategies of the competitors
f. Finally, to put the limited resource into the clear and achievable management strategies, so as to make the biggest profit.
Suggestion
1. To put emphasis on the human resource development
2. To increase the development of the agent channels for the products
3. To grasp the development progress of the end-product sector
4. To strengthen FAE technique support ability
5. To monitor the economy environment of the sector as well as the stock adjustment
6. To develop and join to compete in the China market
7. To build up the e-commerce and new marketing sales modes, as well as to improve the logistic supporting
abilities
8. To establish an irrevocable relationship of systemic connection with the upper supplier
9. To establish an irrevocable relationship of systemic connection with the below manufacturer
10. To grasp the merging and alliance opportunity to get grown to maturity
11. To well-know your own value chain and do not make a wrong estimation about your situation and ability, nor to make a wrong decision |
| 參考文獻 |
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