臺灣博碩士論文加值系統

隨著經濟全球化與自由化之發展，企業間的競爭也日趨激烈且多元化。而資訊科技與網路的快速發展，全球競爭的日益激烈，致使企業在製造、投資與生產程序的思考模式受到強烈的衝擊。企業必須有效地運用多樣資源及本身競爭優勢，來因應激烈的巿場競爭與挑戰，以獲取企業生存與競爭的利基。「供應鏈管理」以一系列有效率的方法，整合供應商、製造商、倉庫和商店，使得商品可以正確的數量生產，並在正確的時間配送到正確的地點，在一個令顧客滿意的服務水準下，使得整體系統成本最小化。企業在追求低成本生產且能擴大較高利潤情況下，得以繼續開發更具競爭力產品，此種成本領導、差異化之行銷策略都符合Porter認為企業保持競爭優勢的因素。
國內燈具照明業多為中小型企業，然而外銷量卻占美國市場第四位，聖誕燈串更曾位居全世界第一。然由於燈具照明產業特性、環境等因素的影響，十餘年前，半數以上燈具外銷業者紛紛外移到中國大陸，尋求較低成本、較大產量之遷廠行動，時至今日絕大多數及其上游產業多於對岸落腳。近年來大陸本地燈具業大躍進式的競爭、接著勞工工資日益調漲、還有缺工、限電等情事陸續產生；另外仍得需要面對資金、人才、研發、行銷等一連串管理問題，對仍屬傳產的燈具照明業有著越來越困難的處境。環顧仍根留國內的燈具業者，在面臨大量中國低廉產品進口台灣、島內大型燈具量販商場自行或委由進口產品競銷國內市場、且資訊、物流運籌等日益發達，接連衝擊造成產業銷售鏈的結構性變化與破壞，這也同樣形成國內燈具照明業有著非常巨大之生存競爭挑戰。
本研究希由推動供應鏈管理過程裏，透過表率業者們的深入訪談、及用敘述性統計分析方法來找出關鍵成功因素，以縮短業者的推動時程。由研究裏得知：1.供應鏈管理須符合公司之經營理念與公司整體發展目標。2.公司高階主管必須了解供應鏈管理的相關的知識及重要性。3.要有屬於策略層次之決策公司高階主管參、策劃與給予充分的支持。4.要有完善的資訊系統支援方有助於供應鏈管理之實施。5.需能有效降低和供應商間的營運成本公司。6.有賴和供應商的相互合作。7.與供應商對於採購品品質標準能共同協定等七項關鍵因素。
最後藉由研究結論建議：1.首要確立公司經營理念與整體發展目標2.善用資訊系統改善企業供應網路結構及物流整合之供應鏈管理3. 透過垂直整合或策略聯盟創造競爭優勢4. 運用供應鏈績效評估追求優越營運績效5. 政府機關獎勵措施與民間投資意願相輔相成。

With the globalization and liberalization of the economic development, the competition among enterprises turns keener and much more diverse. The fast development of the information technology and Internet and the keen competition of the world have made a great impact on the enterprises’ ways of thinking when it comes to the processes of manufacturing, investment, and production. It is a must for enterprises to use a variety of resources efficiently and take advantage of their own merits. Only in this way can they cope with the intense competitions and challenges of the market and gain the fundamental capability of survival and competition in the world. Supply chain management provides a series of ways to integrate efficiently the suppliers, manufacturers, warehouses and the stores itself; and therefore the products can be produced in the proper quantity, delivered to the right place in the right time, and the total system cost can be minimized without sacrificing the quality of services while maintaining higher customer satisfaction. Business firms continually develop more competitive products by using producing at low cost and then enlarging higher profit. These marketing strategies of cost-leadership, differentiation just as the factors, claimed by Porter, that the competitive advantages coming from in a company.

Although most illumination businesses are categorized as small and medium enterprises, but its’ total amount of export ranked the fourth in the United States. Among all, the Christmas illumination was once ranked the first in terms of the amount of export. Due to the industry characteristics of illumination and other factors such as environment, more than half illumination exporters have moved to Mainland China since a decade ago to search for a workplace with lower costs and larger output. Recently the illumination business in Mainland China has faced furious competitions, higher wages for workers, and other problems on capitals, human resources, research and design, marketing, and so on. These factors all cause the illumination business in Mainland China harder and harder to develop. On the other hand, those who stay in Taiwan, though, need to deal with the cheaper “made in China” products, and the competition within the island is far more than furious. As a result, the sellers in Taiwan are no better than those in Mainland China.

The aim of this study is to sort out the key success factors by interviews with the sellers and by descriptive statistics analysis. The findings of the study are (1) supply chain management needs to correspond with the operation goal and development target of the company, (2) the superintendents and managers need to realize the importance and other related knowledge of supply chain management, (3) the superintendents or managers with decision making privileges must participate in and support the project, (4) the support of a complete information system can do good to the practice of supply chain management, (5) it is crucial to reduce the operation costs, (6) it is necessary to cooperate with the suppliers, and (7) to coordinate with the suppliers on the standard of products.

Five suggestions are given according to the conclusion of the study: (1) the operation goal and the development target of the company must first be confirmed and settled, (2) use the information system well can enhance the enterprises’ supply network structure and the supply chain management of delivery integration, (3) the competition advantages can be created through vertical integration or alliance strategy, (4) use the performance evaluation on supply chain evaluation to pursue better operation performance, and (5) the incentive methods of the government and the willingness to invest by the people are complement each other.

第一章 緒 論 1
第一節 研究背景 1
第二節 研究動機與目的 3
第三節 研究範圍 7
第二章 文獻探討 8
第一節 供應鏈管理 8
第二節 關鍵成功因素 25
第三節 實施供應鏈管理所面臨的問題及成功因素 38
第三章、研究方法 41
第一節 研究架構與流程 41
第二節 研究方法 43
第三節 訪談程序與問題之設計 46
第四章 燈具照明產業分析 49
第一節 全球市場及我國業界概況 49
第二節 個案分析 52
第五章 研究結果與分析 65
第一節 訪談資料整理與分析 65
第二節 命題發展 86
第六章 結論與建議 88
第一節 研究結論 88
第二節 管理意涵與策略建議 89
第三節 研究限制 91
第四節 未來研究方向 92
參考文獻 93
附 錄 一 99

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