臺灣博碩士論文加值系統

供應商的評選是供應鏈管理上最重要的工作之一。由於產品生命週期的縮短，製造商更應利用現有供應鏈優勢，來減少新產品自設計到上市的生產時間，與增加競爭力。實務上，潛在供應商名單來自於採購人員的專業與經驗，再依詢比議價結果，決定最佳供應商。然而不同的採購人員會產生不同之供應商提名與不同的最佳供應商人選的結果。因此，如何避免採購人員之專業與經驗不同的影響，找到最合適的供應商已經變成是相當重要的議題。本研究參考實際的採購作業流程，建立兩階段的供應商評選方法。第一階段利用案例式推理，以新產品零組件的物料描述比對資料庫中的物料描述，來計算餘弦相似度後，建立潛在供應商候選群名單。第二階段是以理想解類似度偏好順序評估法(TOPSIS法)對第一階段的潛在供應商進行績效排序，評估準則包括品質、交期、成本與供貨可行性。評估準則的權重值是由決策者事前決定。經由案例探討，本研究發現由TOPSIS法所求得之最佳供應商與資深採購人員在實際採購作業所建議之最佳供應商相同。在此亦代表本研究所提出的兩階段供應商評選方法可用來幫助採購人員進行供應商評選。

Supplier selection is one of the most important jobs of supply chain management. Because of the reducing of product life cycle, manufacturers have to utilize the existing supply chain to shorten the time from design to market as well as improve their competition. In fact, buyers will nominate the potential suppliers by their expertise and experience to decide the most appropriate candidates based on the RFQ (request for quotation) and negotiation result. However, different buyers lead to different potential supplier list and supplier evaluation outcomes. Therefore, it becomes an important issue to find the most appropriate supplier regardless of the differences of the expertise and experience of buyers. Similar to the purchasing process, we propose a two-stage method for supplier selection. The first stage employs the case-based reasoning method to find potential suppliers by calculating the cosine similarity of new material description with the old ones stored in a database. Then the technique for order preference by similarity to ideal solution (TOPSIS) is used in the second stage to rank the potential suppliers by their performance that is evaluated by the following factors: quality, delivery, cost, and supply possibility. The weights of the factors are set up in advance by decision makers. For the case analyzed in this study, the most appropriate supplier determined by the TOPSIS method is identical to the one suggested by a senior professional buyer. This demonstrates that the method proposed by this study can be helpful to the buyers for supplier selection.

摘要 I
Abstract II
誌謝 III
目錄 IV
表目錄 VI
圖目錄 VII
第1章 緒論 1
1.1 研究背景 1
1.2 研究動機 4
1.3 研究目的 6
1.4 研究架構與流程 7
1.5 研究限制 8
第2章 文獻探討 10
2.1 供應商的評估準則 10
2.2 供應商評選之方法 12
2.3 整合式供應商評選方法 15
2.4 供應商評選之決策支援方法 16
2.5 小結 18
第3章 研究方法 19
3.1 研究架構 19
3.2 資料來源 21
3.3 案例式推理 22
3.4 供應商績效排序 24
第4章 實例研究 28
4.1 公司背景簡述 28
4.2 篩選潛在供應商 28
4.3 評估潛在供應商 33
4.4 小結 38
第5章 結論 41
5.1 研究成果 41
5.2 未來研究方向 42
參考文獻 43

表目錄
表1.1供應商評選準則之定義 3
表2.1 Weber所調查的各項評估準則在文獻上出現的頻率 11
表3.1供應商績效表 26
表3.2正規化之供應商績效表 26
表3.3加權後供應商績效表 26
表3.4供應商的分離測度值 27
表4.1 案例一之高相似度案例 30
表4.2 案例二之高相似度案例 31
表4.3 案例一供應商績效表 34
表4.4 案例一正規化之供應商績效表 34
表4.5 案例一加權後供應商績效表 35
表4.6 案例一供應商的分離測度值 35
表4.7 案例一供應商對理想解之相對接近度與排序 35
表4.8 案例二供應商績效表 36
表4.9 案例二正規化之供應商績效表 36
表4.10 案例二加權後供應商績效表 36
表4.11 案例二供應商的分離測度值 37
表4.12 案例二供應商對理想解之相對接近度與排序 37
表4.13 實際採購人員與案例式推理的供應商提名 39
表4.14 實際採購人員/TOPSIS法對供應商績效之排序 39

圖目錄
圖1.1新產品供應商選擇流程 4
圖1.2研究流程圖 8
圖3.1研究架構圖 20
圖4.1 相似度計算程式畫面 29
圖4.2 案例一相似度計算程式結果 30
圖4.3 案例二相似度計算程式結果 31
圖4.4 案例三相似度計算程式結果 32
圖4.5 案例四相似度計算程式結果 33

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