「供應鏈管理」在過去十幾年間快速成為企業界很關心的管理議題之一，公司超過百分之五十的營收都花費在採購生產最終產品所需要的零件及服務上William(2003)，因此，採購屬供應鏈中很重要的一部分，而無疑的，有效的供應鏈管理將為公司帶來競爭優勢，這也讓企業界及學術界對於供應商關係管理的重視與日俱增。 因此，製造商與供應商良好之合作夥伴關係，可以從中獲得不少的好處，更可以提升製造商本身之採購績效，如原物料之價格穩定、產品品質良率高及交期之準確等。目前供應鏈中最頻繁的活動，莫過於採購的行為，在種種成本及效益考量之下，企業為了提升其本身之競爭優勢，必須有效率地管理採購的所有活動，以有效降低其相關風險。 本研究模型中，共有5條假說，在p<0.05下共有4條假說成立，結果顯示在採購物料特性為利潤影響高時，治理機制透過階層治理達到好的採購績效，又當採購物料特性為供應風險高時，需要透過關係治理達到好的採購績效。 此外，自行決定關係治理或階層治理，對於採購績效之表現影響甚鉅，而本研究的結果就是，希望透過與供應商之不同的治理機制，以了解的採購績效。 The concept of “Supply Chain Management” has been increasingly viewed as one of the major management concerns among businesses over the past decade. Over 50 % of the revenues are spent on the purchases of goods and services needed to produce final products. The effective supplier management is undoubtedly critical to firm competitive advantages and can lead to the increasing concerns of buyer-supplier relationship management. There are five hypotheses in this study, four hypotheses are supported in p-value<0.05.When purchase item is high profit impact, governance through hierarchical control will have good performance. When purchase item is high supply risk, governance through relational governance will have good performance. Firms can greatly benefit from a good relational governance or hierarchical control with their suppliers. It is the focus of this study to understand the various supplier governance mechanisms and how they affect the manufacturing firms’ purchasing performance.
