面對產品生命週期的縮短，企業必須提升新產品開發速率才能保有競爭優勢，然而在全球化供應鏈的趨勢下，可以達成企業需求之供應商合作夥伴遍及世界各地，此舉雖能藉由外部供應商技術能力提高企業競爭力，卻因供應商數量的增加造成供應商決策過程複雜，使得開發流程耗時。對此，本研究提出一新產品開發供應商兩階段評選流程架構，協助企業在開發流程中先對供應商進行初步的篩選排除不適任者，以降低企業在後續供應商決策上的複雜度。架構上，首先以設計鏈作業參考模式為基礎，建構符合企業所需之新產品開發流程；接著使用設計結構矩陣、領域對應矩陣及多領域結構矩陣對流程、組織、零組件三項進行分析，其結果可以顯現組織與流程的互動關係、組織與零組件的依賴關係等，並藉由供應商協同能力指標先對參與供應商進行初步篩選；最後通過篩選之供應商再以供應商績效指標來評選企業最佳合作夥伴。依循本研究步驟可使企業在眾多供應商中藉由協同能力的評估篩選出互動能力優秀之供應商以縮短產品流程開發時間，並在適當的流程選擇適當零組件供應商所提供的正確零組件，使供應商得以進行新產品開發早期參與，進而提升企業整體績效。

A company should increase their new product development efficiency to maintain its competitive advantage when product life cycle has been shortening. This may help a company leverage its external suppliers’ technology capabilities when the supplier partners that can meet the company needs are available all over the world, given that the supply chain is following the trend of globalization. However, the development process could thus become very time-consuming because the increased number of available suppliers makes the selection process of suppliers more complex. To deal with this issue, this study proposes a two-stage evaluation structure for selecting new product development suppliers to help a company conduct initial selection of available suppliers and screen out those who are not qualified during the development process, so the complexity of further supplier selection may be reduced. This evaluation structure will first use the DCOR as a basis to construct new product development process that meets a company’s needs. Then, it will apply DSM, DMM, and MDM to analyze the process, organization and components. The analysis results will show the interaction relationship between the organization and the process, the dependent relationship between the organization and components, etc. Along with the supplier’s collaborative capability index, these factors can serve as initial selection criteria for suppliers. Finally, supplier performance index will be applied to these selected suppliers to evaluate the best cooperation partners for the company. Following the steps provided above, a company may conduct the collaborative capability evaluation to select suppliers with excellent interaction capability out of numerous suppliers, so as to shorten the new product development process. Besides, the company may be able to choose correct components from these qualified component suppliers in an appropriate process, so these suppliers can get involved with the early stage of the new product development process and the overall performance of the company can increase.

明志科技大學碩士學位論文指導教授推薦書 i
明志科技大學碩士學位論文口試委員審定書 ii
明志科技大學學位論文授權書 iii
誌謝 iv
中文摘要 vi
英文摘要 vii
目錄 ix
圖目錄 xi
表目錄 xv
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究目的 3
1.3 研究範圍與限制 4
第二章 文獻探討 6
2.1 新產品開發與協同產品設計 6
2.1.1 新產品開發 6
2.1.2 協同產品設計 8
2.1.3 設計鏈作業參考模式 11
2.2 供應商選擇評估指標 17
2.2.1 企業策略面評估指標 17
2.2.2 企業作業面評估指標 19
2.3 結構矩陣分析 22
2.3.1 設計結構矩陣 (Design Structure Matrix, DSM) 22
2.3.2 領域對應矩陣(Domain Mapping Matrix, DMM) 25
2.3.3多領域結構矩陣 (Multiple-Domain Structure Matrix, MDM) 25
2.3.4 範例應用 26
2.4 模糊分析 27
2.4.1 模糊集合與模糊數 28
2.4.2 模糊運算 29
2.4.3 語意變數 30
2.4.4 解模糊化 31
2.5 小結 32
第三章 研究方法 33
3.1 問題描述 33
3.2 原理說明 37
3.2.1 新產品開發流程導入設計鏈參考模型 38
3.2.2 流程、零組件、組織領域對應矩陣分析 48
3.2.3 兩階段供應商評估指標 57
3.2.4 兩階段供應商評選 61
3.3 供應商兩階段評選研究架構 66
3.3.1 本研究架構概念階段 66
3.3.2 本研究架構設計階段 67
第四章 個案探討 87
4.1 個案公司背景 87
4.2 開發熱門車種產品 88
4.3 結果與討論 131
第五章 結論與未來研究發展建議 133
5.1 結論 133
5.2 管理意涵 133
5.3 未來研究發展與建議 134
參考文獻 136
附錄 145
附錄A─外觀設計供應商選擇 145
附錄B─機車坐墊供應商選擇 147
附錄C─汽油幫浦供應商選擇 149

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12.楊曜銘(2010)，結合因素評分法與模糊理論運用於供應商評選之研究-以電子業T公司為例。龍華科技大學商學與管理研究所學位論文。
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14.廖淑觀(2004)，非量化評估模糊決策方法之研究。義守大學資訊管理研究所學位論文。
15.鄭智中(2005)，供應鏈之供應商評選方法研究。成功大學工學院工程管理研究所學位論文。
16.盧麒安(2006)，科技產業研發人員才能與產品協同設計對新產品開發績效之影響。成功大學高階管理碩士在職專班學位論文。

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