| DC 欄位 |
值 |
語言 |
| DC.contributor | 企業管理學系在職專班 | zh_TW |
| DC.creator | 吳淑勳 | zh_TW |
| DC.creator | Wu-Shu Hsun | en_US |
| dc.date.accessioned | 2010-1-16T07:39:07Z | |
| dc.date.available | 2010-1-16T07:39:07Z | |
| dc.date.issued | 2010 | |
| dc.identifier.uri | http://ir.lib.ncu.edu.tw:444/thesis/view_etd.asp?URN=964301027 | |
| dc.contributor.department | 企業管理學系在職專班 | zh_TW |
| DC.description | 國立中央大學 | zh_TW |
| DC.description | National Central University | en_US |
| dc.description.abstract | 以往企業進行供應商評選時，常以價格做為主要的考量因素，但在現今供應鏈的經營環境下，所考慮的因素就不單是價格因素而已。會隨著企業所處的產業別、產品屬性、競爭強度等因素，而有不同的評選因素。
本研究的目的乃藉由對個案公司在供應商評選與管理的實務運作模式，探討其所考量的因素，並歸納出可具仿效的關鍵因素，作為其他跨國公司，在供應商評選與管理的參考指標。所得結論如下：
1. 建立供應商評選模式:
將供應商分門別類，以建立適合其特性的供應商評選模式。
2. 建立供應商管理準則:
為了有效管理供應商，將資源投入在重要的供應商以發揮80/20法則。將供應商區分成不同等級，不同等級的供應商在未來新產品開發上及重要的策略聯盟議題上，有著不同的參於程度。對供應商展現獎勵與懲除的行動，將有助於對供應商的有效管理。
3. 建立供應商評選與管理小組及作業程序:
將公司所執行的供應商評選模式與管理準則、供應商評選與管理小組的職責等，建立標準的作業程序，並在內部建立知識管理的制度，讓供應商評選與管理制度能夠更完善。
| zh_TW |
| dc.description.abstract | In the past, price was the main factor while companies were selecting suppliers. But in today’s supply chain business environment, price is not the only factor anymore. There are many different factors in supplier selecting, such as different industries, product attributes, competition level, and other factors.
The purpose of this study is through the case study to figure out what are the main factors for multinationals in supplier selecting, and supplier management. To summarize the key factors that could be applied in other multinationals or non-multinational companies in supplier selecting and supplier management. The conclusions are as bellow:
1. To establish a supplier selection model:
Fist of all, classifying supplier into different categories, and then establishing appropriate supplier selecting model according to different characteristic.
2. To establish supplier management criteria:
In order to manage suppliers effectively and to invest the resources in the important suppliers to play the 80/20 rule. Classifying supplier into different levels that will have different levels in new product development and important strategic alliance opportunities. Demonstrate the reward and punishment action to supplier that will enhance the efficiency in supplier management.
3. Set up a supplier selection and management team as well as an operating procedures:
Establish standard operating procedures for supplier selection model and management criteria, and the responsibilities of supplier selection and management policy to build up the knowledge management system in-house to enable the supplier selection and management system can be improved.
| en_US |
| DC.subject | 跨國企業 | zh_TW |
| DC.subject | 供應商評選準則 | zh_TW |
| DC.subject | 供應鏈管理 | zh_TW |
| DC.subject | multinational corporations | en_US |
| DC.subject | supplier selection criteria | en_US |
| DC.subject | Supply chain management | en_US |
| DC.title | 跨國企業之供應商評選與管理–以A公司為例 | zh_TW |
| dc.language.iso | zh-TW | zh-TW |
| DC.title | The supplier selection and management of multinational corporations— in A’s case | en_US |
| DC.type | 博碩士論文 | zh_TW |
| DC.type | thesis | en_US |
| DC.publisher | National Central University | en_US |