| 摘要(英) |
Following the dissolution of the Soviet Union in 1991 and the end of the Cold War, along with the establishment of the World Trade Organization in 1995, the wave of globalization began to rise. In this trend, business entities targeting the global market are all actively strategizing and operating. Under the borderless commercial trade model, supply chain management has become increasingly crucial and prominent, serving as the key to the success or failure of a company’s operations.
Supply chain management plays a critical role in integrating and coordinating the entire process from raw material procurement to the delivery of finished products to consumers. This comprehensive process encompasses various stages, including procurement, production, logistics, and distribution. Through effective management of these interdependent processes, businesses can not only enhance operational efficiency but also increase profits, thereby demonstrating their value to shareholders, investors, and creditors.
Supply chain management can be likened to a precise orchestral performance, where every component must play its role accurately to create a harmonious symphony. This requires meticulous upfront planning and collaborative teamwork, along with the ability to adapt to challenges that may arise along the way. From ensuring timely deliveries to effectively managing inventory levels, efficient supply chain management is key to maintaining customer satisfaction and driving continuous growth in today′s fast-paced business environment.
The automotive manufacturing industry centers around the car factories, with tier-one suppliers operating around these hubs to form a core system. In this model, tier-one suppliers must coordinate closely with the assembly operations of the car factories, often adopting a just-in-time delivery system. Under the car factories′ pursuit of zero inventory policies, the inventory pressure often shifts to the tier-one suppliers. This pressure cannot be completely passed down the supply chain, making the performance of supply chain management even more critical for tier-one suppliers. It is imperative that they pay greater attention to managing these dynamics effectively.
In recent years, China′s domestic automotive manufacturing industry has operated differently from those in other countries, emphasizing shorter research and development cycles, faster delivery speeds, lower prices, and more intense competition. Under this disruptive competitive model, the forecasted volumes for car factories are highly uncertain, posing a significant challenge for suppliers. It is essential for them to have better systems in place to assist with rapid adjustments to the entire supply chain management process. Without such systems, inefficiencies and increased costs are likely to occur.
This study primarily investigates the relationship between supply chain management and financial performance through the literature, using a tier-one automotive parts supplier with business operations across the Taiwan Strait as a case study. It examines the company′s supply chain management and operational performance by analyzing the company′s background, basic conditions, products, business layout, supply chain characteristics, operational model, and actual performance. Financial metrics such as solvency, profitability, growth potential, earnings quality, return on investment, and operational efficiency are used to dissect the company′s performance across various dimensions. By discussing the traits revealed through financial statements, the study aims to uncover the manifestations of supply chain operation, identify challenges encountered, and apply supply chain management theories to propose improvements and solutions for the adverse factors. These recommendations are intended to provide the case company with effective and actionable strategies to continuously enhance its supply chain management. |
| 參考文獻 |
1.Sailagyi, A. D.( 1984), Management and performance, 2nd ed., Scott, Foresman and
Company,.(績效評估)
2.Casati, F., Dayal, U. and Shan, M. C., 2001, “E-Business Applications for Supply
Chain Management: Challenges and Solutions,＂ Proceedings of the 17th
International conference on Data Engineering, IEEE, pp.71-78.
3.Simchi-Levi, D. and Kamisky, P., Edith Simchi-Levi, “Designing and Managing the
Supply Chain : Concepts, Strategies and Cases”, McGraw-Hill, 2000.
4.Evans; J.R. and Lindsay, W.M. (1999), The management & control of quality, 4th
ed., International Thomson Publishing, 3th ed,pp.485-495.
5.Venkatraman N., & V. Ramanujan, (1986), “Measurement of business performance
in strategy research”, Academy of Management Journal Vol.13,pp109-122.
6.Christopher, M., 1992,"Logistics and Supply Chain Management: Strategies for
Reducing Costs and Improving Services," Pitman, London.
7.Cooper, M. C., Lambert, D. M. and Pagh, J. D., 1998, “Supply Chain
Management：Implementation Issues & Research Opportunities, ＂ The
international Journal of Logistics Management, Vol. 9, No. 2., pp.1-19.
8.Cooper, M. C. and Lambert, D.M., 2000, “Issues in Supply Chain Management,＂
Industrial Marketing Management 29, pp.65–83.
9.Croxton, K. L., García-Dastugue, S. J., Lambert, D. M., and Rogers, D.L., 2001,
“The Supply Chain Management Processes,＂ The International Journal of
Logistics Management, Vol. 12, No. 2, pp.13-36.
10.Ruekert, R. W., Walker, O. C., & Roering, K. J. (1985). The organization of
marketing activities: a contingency theory of structure and performance. Journal
of Marketing, 49, pp13–25.
11.Homburg, C. and C. Pflesser(2000), “A Multiple-layer Model of Market-oriented
Organizational Culture: Measurement Issues and Performance Outcomes,” Journal
of Marketing Research, Vol. 37, pp.449-462.
12.鄭丁旺(1993)，中級會計學。
13.馬君梅，實用企業診斷學，超越企管顧問股份有限公司，台北，1994。
14.國立空中大學管理與資訊學報，民86，2期，077-108頁。 |
[Endnote RIS 格式]
[相關文章]
[文章引用]
[完整記錄]
[館藏目錄]
至系統瀏覽論文 ( 永不開放)
plurk
funp
live
udn
HD
myshare
netvibes
friend
youpush
delicious
baidu
Google bookmarks
del.icio.us
hemidemi
facebook
twitter
google
reddit