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    题名: IC載板公司之供應商管理與評估研究 – 以A公司為研究個案;Supplier Management and Evaluation for IC Substrate Companies - A Case Study of Company A
    作者: 陳信曄;Chen, Shin-Yeh
    贡献者: 工業管理研究所在職專班
    关键词: 供應商管理;供應鏈;供應商稽核與考核;Supplier Management;Supply Chain;Supplier Audit and Evaluation
    日期: 2023-06-05
    上传时间: 2023-10-04 14:37:32 (UTC+8)
    出版者: 國立中央大學
    摘要: 半導體材料自1959年問世以來不斷的演進與技術突破,大大的改變了近代的世界趨勢,提升了現代人的生活便利性,也帶動相關產業蓬勃發展,現在也成為各國的戰略經濟產業。隨著科技產品的功能日漸強大,加上高頻通訊、AI、車用電子的技術上市,半導體相關產業需求不減反增,整體供應鏈買氣暢旺,為了滿足市場需求而不斷提升產出的結果造成了原物料的短缺,影響著相關產業面臨了可能無法滿足客戶需求的風險。各家公司無不希望達到產能最大化,並且可以持續穩定出貨,以達到最大化收益,因此除了維持自身的產出與品質水準之外,也將焦點轉移到了供應商之上。
    本研究針對個案公司與供應商互動後,經過不斷改進與提升,所發展出來的供應商管理方式進行研究,由源頭的供應商遴選方式來控管、選擇合適的供應商,透過供應商的稽核與考核,依據供應商實際表現來對於供應商進行分類與管控,並使供應商可以清楚知道自身水準,藉此讓供應商清楚改善方向以滿足組織需求,不再如以往上對下的方式管理供應商,而是對供應商進行關係管理,以夥伴方式與供應商溝通,發送管理要求給供應商確認,使供應商可以知道管理規定,避免認知差異而造成誤解,增加與供應商的溝通頻率,使雙方關係更緊密,並以自働化方式提升品質檢驗效率,更有效地管理供應商。
    ;Since the advent of semiconductor materials in 1959, continuous evolution and technological breakthroughs have greatly changed the trends of the modern world, improving the convenience of modern life and driving the development of related industries. It has also become a strategic economic industry for various countries. As technology products become more powerful and with the emergence of high-frequency communication, AI, and automotive electronics technologies, the demand for the semiconductor-related industry is increasing, and the overall supply chain is thriving. However, in order to meet market demand and continuously improve output, the shortage of raw materials has become a risk for related industries to meet customer needs.All companies hope to maximize production capacity and maintain a stable delivery to achieve maximum profitability. Therefore, in addition to maintaining their own output and quality standards, they also focus on suppliers. This study focuses on the supply chain management developed through continuous improvement and enhancement after the interaction between the case company and suppliers. It controls and selects suitable suppliers through the selection of upstream suppliers, audits, and assessments of suppliers, and classifies and controls suppliers based on their actual performance, enabling them to clearly understand their own level and improvement direction to meet the organization′s requirements. Instead of managing suppliers in a top-down manner, it manages suppliers through relationship management as partners, communicates with suppliers in a partner manner, and sends management requirements to suppliers for confirmation, enabling suppliers to understand management regulations and avoid misunderstandings caused by cognitive differences. It increases the frequency of communication with suppliers to make the relationship more closely, and improves quality inspection efficiency through automation to manage suppliers more effectively.
    显示于类别:[工業管理研究所碩士在職專班 ] 博碩士論文

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