臺灣博碩士論文加值系統

以往有許多學者皆發現供應商整合能有效提升製造商經營績效，卻顯少談及供應商成效是否能更客觀系統化的運用主要績效指標(Key Performance Indicator, KPI)來加以評估，以及製造商對供應商所採用的KPI 是否合理並符合供應商心裡層面認知之公平性，本研究將對此一議題將深入探討。
本研究蒐集及分析個案公司A製造商當前對供應商建立的KPI績效管理作法，並以面對面及視訊面談方式調查蒐集供應商對A製造商之KPI 作法認知，同時對下列三大問題進行深入的探討：
1. 夥伴關係的定義，並探討針對不同供應商建立不同夥伴關係類型；
2. 針對不同夥伴關係以訂定不同KPI；
3. 供應商對KPI 管理作法的公平合理性認知。
本研究藉由相關理論及個案訪談資料、分析及推導得出相關的命題及結論：
研究發現製造商和不同供應商的夥伴關係是有不同深淺程度，亦會形成不同類型之夥伴關係。而不同深淺程度夥伴關係之建立是受到雙方關係內涵變數，包括了認知、涉入及整合三大部分的影響。
本研究亦推論兼具數量性(量)及非數量性(質)的供應商KPI 較能達到策略控制的效果，而這些KPI 須考量到製造商、供應商及雙方關係內涵等三方面因素。所以對KPI 項目不滿意的供應商，也容易對評核方式不滿；但覺得KPI 合理又足夠者，未必滿意於評核方式；而且供應商對指標項目及評核方式的滿意程度和獎勵作法的滿意程度是有正向關係的。因此當供應商認知的夥伴關係和製造商認知的有所差距時，製造商會採取一些非正式的作法以補強KPI 的策略控制效果；如製造商發覺某供應商認知的夥伴關係緊密度高於本身之認知，則容易多採行一些非正式獎勵；反之，則容易多採行一些非正式懲罰。最重要的是供應商對製造商所設立及實施的KPI 如果長期有不公平或不合理認知時，會使得供應商調整與製造商的互動，並進而影響其和製造商原有之夥伴關係。
最後本研究認為，夥伴關係管理和供應商績效指標（KPI）應該是現代企業作好供應鏈管理（Supply Chain Management, SCM ）之兩大支柱。高階主管及供應鏈的管理者應可參考本研究之命題及結論，以作好此兩大支柱。

誌　　謝 I
摘　　要 II
ABSTRACT IV
圖目錄 VII
表目錄 VIII
第一章 緒論 1
笫一節 研究背景及動機 1
笫二節 研究目的 7
笫三節 研究範圍 9
第四節 研究流程 10
第五節 論文架構 12
第二章 文獻探討 13
笫一節 供應商夥伴關係 13
笫二節 夥伴關係發展 24
第三節 主要績效指標(KPI) 32
笫四節 夥伴關係之KPI 40
第三章 研究設計與實施 44
第一節 研究架構 44
第二節 研究方法 46
第三節 資料蒐集與分析方法 55
第四章 質性資料整理與分析 57
第一節 訪談過程設計 57
第二節 訪談資料整理 61
第三節 訪談資料分析 64
第五章 結論與建議 73
笫一節 研究結論 73
笫二節 研究貢獻 77
笫三節 研究限制及後續研究建議 79

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