跳到主要內容

臺灣博碩士論文加值系統

(34.204.180.223) 您好!臺灣時間:2021/07/31 18:11
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果 :::

詳目顯示

我願授權國圖
: 
twitterline
研究生:白瑞珊
研究生(外文):SOKANETHA PHY
論文名稱:從資訊系統觀點探討供應鏈推拉整合策略
論文名稱(外文):Push-Pull Integrated Strategy of Supply Chain Management in Information System Perspective
指導教授:黃仲正黃仲正引用關係
指導教授(外文):Jimmy C. Huang
學位類別:碩士
校院名稱:南台科技大學
系所名稱:企業管理系
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2007
畢業學年度:95
語文別:英文
論文頁數:92
中文關鍵詞: 供應鏈管理 整合式的推拉式供應鏈策略 資訊分享
外文關鍵詞:Supply chain managementpush-pull integrated strategyand information sharing
相關次數:
  • 被引用被引用:1
  • 點閱點閱:191
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:0
摘要


供應鏈管理的演變隨著動態環境下與日俱增的全球競爭而日新月異。現今,有效率的供應鏈管理成為是否能為顧客創造價值的關鍵要素;而其中最困難的則是如何因應個別企業正確選擇一個「最適合的供應鏈策略」。在這研究中,一個針對上下游的供需鏈與水平同階的競合夥伴與對手間的「整合式的推拉式供應鏈策略」的資訊系統被提出來探討以下三個目的:第一、探討整合式的推拉式供應鏈策略在資訊系統上的衝擊;其次,嘗試了解應用整合式的推拉式供應鏈策略所需的資訊系統架構;最後,辨別在動態競爭的環境下,一般企業是否只是應用整合式的推拉式供應鏈策略,或是合併使用其他的供應鏈管理策略?再整個研究中一份針對整合式的推拉式供應鏈策略的問卷被設計出並寄給兩家在PC產業中代表性的企業,回收的資料被輸入到數學模式中計算與分析,所得的結果顯示:一、顧客端的需求資訊對整合式的推拉式供應鏈策略資訊系統影響是最重要的;二、很難去給定義一個固定的整合式的推拉式供應鏈策略所需的資訊結構系統,因為各企業的個別性與環境的動態性;三、一般企業除了使用整合式的推拉式供應鏈策略所需的資訊系統之外,都會同時應時應地合併使用別的供應鏈管理策略來因應各種動態環境。

關鍵詞:供應鏈管理,整合式的推拉式供應鏈策略,資訊分享
ABSTRACT


With the liberalization of world trade, globalization, and emergence of new markets, many organizations have customers and competitors throughout the world, either directly or indirectly. Business communities are aware that international competitiveness is the key to the success of a business. Competitiveness is the ability to produce, distribute and provide products and services for the open market in competition with others.
Effective procurement can reduce costs and add value to an organization by enhancing overall competitiveness. Procurement activities can be leveraged into a holistic approach to the supply chain management. More and more organizations must increasingly depend on effective supply chains, or networks, to successfully compete in the global markets and networked economy. By including the environmental factor surrounding the organization and the increase of the divers and uncertain demand on the wide market, a strategic fit of the supply chain should be designed and selected to apply in the real practice of the organization. As for push-pull integrated strategy which is one of the supply chain strategies, it is also selected by some firms to practice in their businesses in order to achieve the best results instead of choosing other strategies. In this research, as well as the push-pull integrated supply chain strategy is picked out to do research but in the terms of information system perspective with high customer satisfaction while information flow is the lifeblood of the company (Bill, 2001). Information flow can make the company to obtain the most out of its people and to learn from its customers. For example, information flow about what the customers think about the products of the company, what the problems the customers want the company to fix, what new features the customers want the company to add, what problems the partners have in coordinating with the company, where and why the competitors are winning business from the company, and what new markets are appearing that the company should enter.
Therefore, all of those information flows above will be gained by the company along through the information extent and intensity in the supply chain of the company. In addition, this research, based on the information flow, has the objectives to identify the impact of the push-pull integrated strategy, to determine the structure of information flow of the company, and to find out whether only push-pull integrated strategy in the supply chain is enough or not in the real business practice of a company. The method of doing this research borrowed the method of “degree of supply chain coupling” of previous researchers by adding one more factor which is the competitor in the previous formulas. The study used 2 companies, Intel and Shawl and Local Handicraft which implement the push-pull integrated strategy. Firstly, the research found that the main impact of push-pull integrated strategy in the information flow from customers to suppliers, which is the vertical dimension, is the demand information flow. The second finding of the research is that a company does not use only one strategy in the competitive environmental business. There is more than one strategy in a company. The company can use other strategies along with push-pull integrated strategy in the chain, especially partnership strategy with competitors and/or supplier-managed inventories. However, the result from research discovered that there has no demand information that is flowed between the firm and its competitors.
Keywords: Supply chain management, push-pull integrated strategy, and information sharing
TABLE OF CONTENTS



ABSTRACT I
ACKNOWLEDGEMENT III
TABLE OF CONTENTS IV
LIST OF TABLES VII
LIST OF FIGURES VIII
CHAPTER ONE INTRODUCTION 1
1.1 Problem Statement 1
1.2 Research Objectives 4
1.3 Research Questions 5
1.4 Significance of Research 5
1.5 Structure of Study 6
CHAPTER TWO LITERATURE REVIEW 8
2.1 Supply Chain Management 8
2.2 Push-Pull Integrated Strategy 16
2.2.1 Push versus Pull System 16
2.2.2 Coordinating Push-Pull Systems 24
2.2.3 MRP Adaptations for JIT 27
2.3 Information Sharing Across Supply Chain 28
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 33
3.1 Theoretical Methodology 33
3.1.1 Model of Barut, Faisst, and Kanet 33
3.1.2 Model with Competitors Derive from Previous Model 34
3.1.2.1 Assumption 37
3.1.2.2 Information Extent (IE) 37
3.1.2.3 Information Intensity (II) 39
3.1.2.4 Calculate , and 39
3.1.2.5 Determining D, N, C and S 41
Notice: 44
3.1.2.6 Validity and Reliability 44
3.2 Primary Data 44
3.2.1 Study Participants 44
3.2.2 Sample Size 45
3.2.3 Data Collection 45
3.2.4 Measurement 45
3.2.5 Spreadsheet 46
3.2.5.1 Customers 46
3.2.5.2 Suppliers 47
3.2.5.3 Competitors 47
CHAPTER FOUR DATA INTERPRETATION 48
4.1 Totally Uncoupled 48
4.2 Totally Coupled 48
4.3 Results 49
4.3.1 Intel Corporate 52
4.3.1.1 Customers 52
4.3.1.1.1 Information Extent 52
4.3.1.1.2 Information Intensity 53
4.3.1.2 Suppliers 53
4.3.1.2.1 Information Extent 53
4.3.1.2.2 Information Intensity 53
4.3.1.3 Competitors 53
4.3.1.3.1 Information Extent 53
4.3.1.3.2 Information Intensity 54
4.3.1.4 Information Flow of Intel 54
4.3.2 Shawl and Local Handicraft 56
4.3.2.1 Customers 56
4.3.2.1.1 Information Extent 56
4.3.2.1.2 Information Intensity 57
4.3.2.2 Suppliers 57
4.3.2.2.1 Information Extent 57
4.3.2.2.2 Information Intensity 57
4.3.2.3 Competitors 57
4.3.2.3.1 Information Extent 57
4.3.2.3.2 Information Intensity 57
4.3.2.4 Information Flow of Shawl and Local Handicraft 58
4.3.3 Information Flow Comparison between Intel and Shawl and Local Handicraft 59
4.3.3.1 Information Extent 60
4.3.3.2 Information Intensity 61
CHAPTER FIVE DISCUSSION AND CONCLUSION 63
5.1 Summary of Research Findings 64
5.2 Research Contributions 65
5.3 Managerial Implications 66
5.4 Limitations of Study 67
5.5 Recommendation for Future Researches 68
REFERENCES 70
APPENDIX: QUESTIONNAIRE



LIST OF TABLES

Table 2.1 Characteristics of Supply Chain Management 14
Table 4.1 Summary of Intel Results 52
Table 4.2 The Results of Shawl and Local Handicraft 56
Table 4.3 The Results for Intel and Shawl and Local Handicraft 60





LIST OF FIGURES


Figure 1.1 The Information Flow 3
Figure 1. 2 The Flow Chart of the Research 7
Figure 2.1: Members in Supply Chain Management 15
Figure 2.2 Push System 17
Figure 2.3 The Illustration of Pull System 18
Figure 2.4 Integration of MRP and the JIT Pull System 27
Figure 3.1 Flows of Information within Supply Chain Excluding Competitors 34
Figure 3.2 Flows of Information within Supply Chain Including Competitors 35
Figure 3.3 Two Indicators of Information Flow 36
Figure 3.4 Customers, Suppliers, or Competitors Levels in Supply Chain 38
Figure 3.5 Time Horizon 42
Figure 4.1 The Degree of Integration 49
Figure 4.2 Summary of Information Intensity Flow of Intel 54
Figure 4.3 Summary of Information Intensity Flow of Shawl and Local Handicraft 58
REFERENCES


Arif, M., Smiley, F. M., & Kulonda, D. J. (2005). Business and Education as push-pull processes: An alliance of philosophy and practice. Education, 125(4), 602-614.

Ayers, J. B. (2001). Handbook of Supply Chain Management. Boca Raton: St. Lucie Press.

Barut, M., Faisst, W., & Kanet, J. J. (2002). Measuring supply chain coupling: an information system perspective. European journal of purchasing & supply management, 8(3), 161-171.

Bettis, R. A., & Hitt, M. A. (1995). The new competitive landscape. Strategic Management Journal, 16, 7-19.

Bill, G. (2001). Business @ the Speed of Thought. London: Penguin Readers.

Bliss, L. G. L. (2002). Revolution in business affairs: Strategic business alliances in army transformation. USAWC Strategy Research Project, 31.

Chopra, S., & Meindl, P. (2001). Supply chain management New Jersey: Prentice Hall.

Chroneer, D. (2005). The impact of supply chain information and networking on product development in Swedish process industry. International journal logistic systems and management, 1(2), 127-148.

Cooper, M., Lambert, D., & Pagh, J. (1997). Supply chain management: More than just a name for logistics. The International Journal of Logistics Management, 8(1), 1-14.

Cooper, M. C., & Ellram, L. M. (1993). Characteristics of Supply Chain Management and the Implications for Purchasing and Logistics Strategy. The International Journal of Logistics Management, 4(2), 13-24.

Dilworth, J. B. (1996). Operations Management: McGraw-Hill.

Ellinger, A. E. (2000). Improving marketing/logistics cross-functional collaboration in the supply chain. Industrial marketing management, 29(1), 85-96.

Fiala, P. (2004). Information sharing in supply chains. The International Journal of Management Science, 33(5), 419-423.

Hamel, G., Doz, Y., & Prahalad, C. (1989). Collaborate with your competitors and win. Harvard Business Review, 67, 133-139.

Handfield, R. B., & Nichols, E. L. (1999). Introduction to Supply Chain Management. NJ: Prentice Hall.

Heizer, J., & Render, B. (2001). Operations Management: Prentice Hall.

Hirakawa, Y. (1996). Performance of a multistage hybrid push/pull production control system. International Journal of Production Economics, 44(1-2), 129-135.

Hsu, L.-L. (2005). SCM system effects on performance for interaction between suppliers and buyers. Industrial Management & Data Systems, 105(7), 857-875.

Johansson, L. (1994). How can a TQEM approach add value to your supply chain? Total Quality Environmental Management, 3, 521-553.

John H. Anderson, J. (1999). Aviation Competition: Effects on consumers from domestic airline alliances vary.

Klug, F. (2006). Synchronised automotive logistics: An optimal mix of pull and push principles in automotive supply networks.

Lambert, D. M., & Cooper, M. C. (2000). Issues in Supply Chain Management. Industrial Marketing Management, 29(1), 65-83.

Lee, H., & Billington, C. (1995). The evolution of supply chain management models and practice at Hewlett-Packard. Interfaces, 25(5), 42-63.

McClenahan, J. S. (2001). JIT Inventory Systems Hold Appeal. Industry Week, 250, 11.

Olhager, J., Selldin, E., & Wikner, J. (2006). Decoupling the value chain. International Journal of Value Chain Management, 1.

Porter, M. E., & Fuller, M. B. (1986). Coalitions and global strategy. Harvard Unviersity Press, 315-344.

Rao, B. P. (1996). Collaboration in meta-organizations: Research issues and challenges. Managing Virtual Enterprises

Ronan, M. (2003). Outsourcing Insights from the Telecommunication Industry. Intenational Journal of Supply Chain Management, 8(4), 380-394.

Ross, D. F. (2003). Introduction to e-supply chain management: ST. Lucie Press.

Sahay, B. S., & Mohan, R. (2003). Supply chain management practices in Indian industry. Intenational Journal of Physical Distribution & Logistics Management, 33(7), 582-606.

Sahin, F., & Robinson, E. P. (2002). Flow coordination and information sharing in supply chains: Review, implications, and directions for future research. Decision science.

Sahin, F., & Robinson, E. P. (2005). Information sharing and coordination in make-to-order supply chains. Journal of operations managment, 23(6), 579-598.

Samaddar, S., Nargundkar, S., & Daley, M. (2006). Inter-organizationa information sharing: The role of supply network configuration and partner goal congruence. European journal of operational research, 174(2), 744-765.

Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2003). Designing & managing the supply chain McGRAW-Hill.

Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2003). Managing the supply chain: McGrawHill.

Stevens, G. C. (1989). Integrating the Supply Chain International Journal of Physical Distribution & Logistics, 19(8), 3-8.

Stevenson, W. J. (2004). Operations Management: McGraw-Hill.

Taylor, D. A. (2004). Supply chains: Addison Wesley.

Waller, D. L. (2003). Operations Management: a supply chain approach: Thomson.

Wisner, J. D., Leong, G. K., & Tan, K.-C. (2005). Principles of Supply Chain Managment: Thomson.
連結至畢業學校之論文網頁點我開啟連結
註: 此連結為研究生畢業學校所提供,不一定有電子全文可供下載,若連結有誤,請點選上方之〝勘誤回報〞功能,我們會盡快修正,謝謝!
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top