企業要提昇營運管理績效及核心競爭力，除了組織及流程改造外，改變作業管理方式，精進e化管理模式，亦是不可或缺的解決方案之一。而企業導入資訊系統更是為因應這變動劇烈的產業競爭環境必備的條件之一。 K公司因營運範疇急速擴增，事業版圖擴及大陸，卻面臨原來所使用的AS400系統，已無法快速且精確的揭露財務報表，及面臨嚴峻之經營挑戰。為解決此一問題，該公司透過經營管理委員會之投資審議機制，形成導入企業資源規劃(Enterprise Resource Planning，ERP)之決策。ERP系統係將企業內部各事業體、各部門，以資訊科技，企業內部大小系統，整合在一起，將所有的資訊能在線上即時揭露，由於資訊的透明化、即時化，使K公司能達成立即反應規劃的目標，並將所有的營運資訊納為決策資訊。 企業建置ERP系統，將會付出相當可觀的軟體費用和顧問諮詢費用，且在人力成本上，若事先未溝通清楚，而引進新系統，將會使企業內部員工或主管產生抗拒與適應不良，這些有形或無形的成本，身為企業主或高階經營者均必須審慎考量，既然導入成本很高，管理者更應慎思:「ERP系統是否可以提升企業的營運績效與競爭力」。 爰此，K公司在專案導入過程中，從專案評估、籌備、流程設計、系統設定階段、系統上線等五大導入過程，均是環環相扣且是綿密的，以及應用專案管理九大領域之要領，使專案能如期如質成功導入。 本研究主要針對K公司導入SAP/ERP系統，瞭解其成功關鍵因素為: 一、考量最佳流程，而非用舊流程套新系統 是要避免將系統AS400化，亦即不是用SAP做到原來AS400中舊系統的作業流程，而是要學習SAP系統中的流程實務，思考最佳的作業模式。 二、分析系統關連圖，找出完善業務的IT建置。 透過整個資訊的關連圖，需進一步找到更多需整合或開發的細節，讓ERP系統的管理幅度能夠涵蓋所有的企業流程。 三、分階段讓主管受益，降低導入阻礙 為了與使用單位主管溝通，專案經理及關鍵使用者(Key User)，對主管簡報與分享經驗，讓主管能感受到系統的預期效益。 四、有系統解決問題，而非見招拆招 系統成功上線後，並非導入已經結束，而是將工作重新從系統建置及導入時程與品質的確保，移轉到ERP系統的調教，並持續推動ERP基礎工程，研討的系統改進。 並就企業導入ERP後，在作業面及人力成本與營運管理之改善成效與成功關鍵因素進行實證研究，研究方法係採用AHP方法來驗證軟(硬)體，顧問團隊之系統評選與人為評選之差異，與個案訪談的方式來進行研究，探討導入ERP系統是否提升企業營運改善成效之差異。 本研究之結論:透過ERP系統導入確實可以使K公司從「印量預測」到「生產交貨」至「財報揭露」改善成效更具體。

本論文主要是以實質選擇權分析法對在最適決策下供應鏈及公司的價值進行評價。內容包含兩篇文章。第一章為緒論；第二章與第三章為主文。在此兩章中 ，我們會先介紹研究動機、目的與文獻探討，接著架構模型，據以求出於最適決策下供應鏈或公司價值的封閉解後，以比較靜態分析法分析各參數對供應鏈或公司價值的影響。第四章為總結。 / 第一篇文章為對在隨機成本下供應鏈的評價。該模型是以單一供應商、單一零售商與多個消費者組成之垂直整合的二階段序列式動態供應鏈為架構，假設市場的現貨價格為動態過程，供應商和零售商每單位商品的成本為隨現貨價格變動的隨機成本。在此模型中，供應鏈的經營者以銷售量為決策，聯合利潤最大化為目標。此外，存貨設定在零售商的一方，而零售商所持有的存貨可視為擁有一個無窮期的美式買權，當存貨出清時，如同執行一個美式買權一般，以促使利潤的實現。接著我們利用比較靜態分析法就無風險利率和現貨價格報酬率的波動度對於最適決策下所求得的供應鏈價值之影響進行分析後，得到供應鏈價值會隨著無風險利率的上升而增加，亦會隨著現貨價格報酬率波動度的提高而增加。此結論和Cortazar and Schwartz(1993)以兩階段製造產品為運作模式之公司價值就無風險利率和現貨價格報酬率的波動度進行比較靜態分析後所得到的結果一致。 / 第二篇文章為對在隨機匯率下兩階段生產之公司進行評價。此文考慮Cortazar and Schwartz(1993)的模型，在產品之製造為兩階段式生產的條件下，納入隨機匯率，用實質選擇權分析法，評價以外銷專案為標的之公司價值。我們針對模型中的參數：本國的無風險利率、以外幣計價之現貨價格報酬率波動度及匯率波動度的變化對公司價值的影響進行分析後，而得到這些參數與公司價值呈現正相關的結果。此外，因動態現貨價格與隨機匯率的相關性 ，我們亦分析現貨價格和匯率的相關係數對公司價值之影響後，得到兩者正相關程度越大或是負相關程度越小時，公司價值就越大，從而體認到僅從匯率走勢的升值或貶值來判斷外銷專案價值有利與否是不夠詳盡的，還要考慮現貨價格和匯率交互影響的程度，決策者才能做出有利於外銷專案更好的決定。 / 最後，我們將此兩篇文章歸納出一些重要的結論後，接著針對本論文研究主題的未來發展方向，提出一些觀點和建議，以作一個總結。 / This text uses a real options approach to price the value of the supply chain or the company. It contains two articles . Chapter 1 is the introduction; Chapter 2 and Chapter 3 are the main text.In these chapters, we introduce the study motive and literature review, the model, the closed form of the supply chain or the company in the optimal operating policy, and then use comparative statics method to analyze the effect of some parameters that risk-free interest rate, volatility of the spot price, volatility of the exchange rate etc. Finally, we give a summary. / The first article is in Chapter 2. It is to price the optimal value of the two echelon sequential dynamic supply chain which is composed of one supplier, one retailer and many consumers. In this model, we assume that the spot price of goods is a dynamic process, the costs of the per unit goods of supplier and retailer are up to the change of the spot price, the sales volume is the decision strategy, and their aim is to maximize joint profits. In this supply chain, the value of the stocks for retailer can be regarded as a perpetual American call option. Finally, we will use comparative static to examine the effect of the volatility of the spot price and risk free rate for the optimal value of the supply chain, and we obtain the same results as Cortazar and Schwartz’s (1993) optimal value of two-stage companies. / The second article is in Chapter 3. Based on the extended the Cortazar and Schwartz (1993) model, we use the Real Options Approach to price the closed form of the value of the two-stage production for a company under stochastic exchange rate. With regard to the parameters in the model: domestic risk-free interest rate, the volatility of the foreign spot price, and the volatility of the exchange rate, we find that the domestic risk-free interest rate, volatility of the foreign spot price, and the volatility of exchange rate have positive correlated with the optimal value of the company. Moreover, due to the correlated relation between the dynamic foreign spot price and the stochastic exchange rate, we analyze the change of the coefficient of correlation between the foreign spot price and the exchange rate, and obtained the more large optimal value of the company when they are more large positive correlated or negative correlated. In other word, we need to consider the influence between the foreign spot rate and the exchange rate at the same time, and then the manager can make the optimal decision about the exporting project. / Finally, we summed up some important conclusions of Chapter 2 and Chapter 3, and then proposed some views and suggestions for the study the theme and the developing direction in the future.

台灣圖書出版業者為了增加競爭優勢、降低成本，將物流業務利用外包處理的方式已經相當普遍。為實現使用第三方物流業者之物流服務所帶來之效益，選擇適當的第三方物流公司作為合作夥伴是成功的關鍵之ㄧ，因此如何評選第三方物流公司，就顯得格外重要。 有鑒於圖書出版業者以往易根據供應商的印象或交情，抑或僅憑自己主觀的認定評選物流供應商，比較缺乏系統性的評選；又考量的因素往往難以完全獨立，為解決此一問題，本研究提供一第三方物流供應商評選方法，其包括： 1. 篩選第三方物流供應商評選指標；以及 2. 利用分析網路程序法（ANP）確立評選指標之相對權重。 在參考過去相關研究，並透過專家訪談，歸納出適用於圖書出版業對於第三方物流業者之評選指標，其分為服務品質、履約能力、服務品質、價格條件、資訊管理能力、經營績效五大構面以及17個評選指標；並利用ANP將評選指標之間的相依回饋關係納入考量，找出各指標的權重，以作為企業評選第三方物流業者之評選參考。 之後，本研究以使用第三方物流之圖書出版業者為實例進行說明。研究中發現，圖書出版業者間在評選第三方物流供應商時，所重視的指標會有所不同，業者會根據過去與物流供應商實際合作情況，回饋於選擇第三方物流供應商的系統中，修正評選指標，調整權重認定，以找到適合的物流供應商。以個案公司來說，於第三方物流供應商評選時，對於訂單履行準確性及準時將貨物送達顧客是最重要的考量因素，其反映個案公司過去與第三方物流供應商合作之經驗。 最後，本研究所提供之方法亦可提供決策者充分的資訊與系統化的思考，有利企業做為最終決策的參考。 / As book publishing firms are looking to increase competitiveness, strengthen core competencies and lower overall costs, outsourcing logistics to third party logistics (3PL) service providers have become common practice. To ensure the success and to maximize the benefits of such practice, the selection of the 3PL becomes particularly crucial. This study provides a comprehensive methodology to the selection of a 3PL provider, consisting of two parts: 1. Screening criteria to employ during the selection of a provider；and 2. Determining the relative importance of each screening criterion by the analytic network process (ANP) approach. A total of seventeen criteria have been identified by experts in the book publishing industry with respect to service quality, capabilities, price, information technology management and operational performance of the 3PL providers. As interdependencies exist between each criterion and cannot be captured by the analytic hierarchy process (AHP), to solve such types of problems, this study utilizes ANP to determine the relative weighting in the selection of a 3PL provider. Thereafter, the application of ANP for the selection of a 3PL provider is demonstrated through an illustrative example. The result of the example provided indicates that the criteria of shipment error rates and on-time shipment and deliveries are the most important, and this reflects the influence of the experiences from past cooperation between the case company and 3PL providers. This approach also enables the decision-makers to better understand the complex relationship between the relevant attributes during the decision-making process, which may subsequently improve the outcome of the decision.

汽車產業是僅次於房地產最大產業，去年(2016)全球小型車輛(Light Duty)新車銷售量已突破九千萬輛，來到九千零四十萬輛。汽車的發明使得人與人之間的距離縮短到極致。長期以來，汽車一直只是單純的交通工具，頂多就是將冷氣和音響裝到汽車上，讓駕駛較為舒適、不致無聊。然而，隨著資訊電子技術發展一日千里，資訊電子已快速取代以傳統機械為主的汽車零配件成為汽車提升性能、效率、安全，以及娛樂功能的最重要推動力，也使汽車愈來愈高科技化。如今，汽車各類電子已經廣泛應用在汽車上，這些電子晶片不只用來偵測車體行進時的狀態與傾角、引擎轉速與溫度調節、燃料噴射、自動變速、輪胎壓力等各項基本參數，其他像是讓倒車更安全的倒車雷達、不須要鑰匙就能開車門的指紋辨識防盜系統、即使在高速公路上奔馳也能上網的行動無線寬頻網路、以及車內多媒體影音娛樂系統、GPS衛星導航等等，都是靠電子零組件才能運作。 汽車電子化被認為是汽車技術發展進程中的一次革命，汽車電子化的程度被看作是現代汽車水平的重要標誌，是用來開發新車型，改進汽車性能最重要的技術措施。汽車業者增加汽車電子設備的數量、促進汽車電子化是奪取未來汽車市場的重要的有效手段。汽車電子產品市場將在汽車產業發展的保障下穩步發展，各類汽車電子產品在汽車中的普及率將持續提高，隨著未來汽車市場的快速發展和汽車電子的價值含量迅速提高，汽車電子產業將形成巨大的經濟規模效應，且汽車電子產品占汽車的成本亦將進一步提高。汽車電子會成為全球資訊業者矚目的焦點，在於電子零配件佔汽車生產成本比例日益升高以及全球汽車電子產業的高度成長。根據工研院IEK統計，2013年全球汽車電子產品市場約1,670億美元，預估到了2019年將倍增達3,011億美元。全球汽車電子產業持續加溫，再加上法規對節能、安全的日益要求、消費者對舒適、對信息娛樂的需求、電動車、無人駕駛等的崛起將大大地刺激對汽車電子未來的成長。這些數據顯示，隨著傳統 3C電子產業的成長逐漸趨緩之際，汽車已成為對電子零組件需求增加最快的一個產業。 長年以來，政府政策以及台灣廠商主要以3C電子代工市場為定位，享受經濟規模的好處，但產業發展已進入成熟期。高科技產業在高競爭壓力及低毛利的挑戰下，普遍壓縮了獲利的成長空間，電子代工業者紛紛陷入削價競爭的紅海，再加上中國政府對當地電子企業的支持，在資金、資源甚至法令上對當地企業有無比的助益，形成優勢，使得台灣電子產業在內外環境夾擊下更難擴展。汽車電子在台灣琢磨不多，乃是由於汽車電子經濟規模小，對技術、品質要求較一般電子高出甚多且進入門檻高，需要很冗長的開發與投資，是昔日造成台灣企業不願進入的主因。因此，台灣汽車電子產業在國際間是較為陌生的，大部份的技術都被國際大廠或原車廠所掌握。近年來台灣企業以及政府已慢慢了解到全球車輛電子化所帶來的商機，並可為台灣的電子產業於全球汽車電子產業上占有一席之地。車輛電子產業則為台灣3C 產業(Computer, Communication, Consumer Electronics)帶來了創造高利潤空間之曙光，成為另一令人矚目之第4C 產業（Car）。但是因車輛產業有其特殊的供應鏈生態，以及高安全可靠度要求，因此要如何跨足車輛電子，是台灣科技產業中最熱門的話題之一。 本論文著重在車輛電子零組件、模組產品並以台灣上櫃廠商A公司為例，如何進如嚴苛的汽車電子市場及其進入OE(Original Equipment)之策略，避免紅色供應鏈創造藍海市場及價值。A公司成立於1998年，從事車用電子二極體製造，全球市占率超過51%，第二、三、四名依次為德國BOSCH，日本日立(Hitachi)， 日本Sanken電氣。此四家已佔全球新車市場95%以上用量，形成寡占市場生態體系。在A公司未進入此市場前，車用二極體之霸主為德國BOSCH。然而，A公司創立不過十餘年，對汽車產業來說只是初生之苗，如何在短短十年內於嚴苛的車電市場中取得領先地位以贏擊國際大廠，其競爭優勢、戰略戰術策略、經營方向是本論文研究重點之一。再者，A公司近年著手於研發節能環保之新世代電子產品，以期更有效能的電子產品被開發出來。在未來新汽車電子市場中，A公司如何能再創新優勢，其是否能延續既有的競爭策略或有不同戰略作法與國際大廠一較天下，確實值得深入討論。藉由A公司經驗，以國際汽車環境、法規要求、技術、安全性、未來產品發展趨勢、環保節能等各個面向所採取的宏觀策略來提供或建議台灣廠商現有或新進入者如何能切入此汽車電子的利基市場，提出未來台灣汽車電子零組件產業發展方向、影響關鍵零組件主要因素之變化、產業可能面臨問題與解決對策等，以及其所要面對的問題與挑戰提供建議與策略，藉以提供政府相關單位或民間企業在做未來長期計劃政策訂定或商業決策時的參考，並期望能促進台灣廠商在汽車電子產業形成強而有力的供應鏈生態網。 / The automotive industry is becoming the second largest industry in the world. The new car sales of global small vehicles have exceeded 90 million, arriving to 90.4 million in year 2016. The invention of the automobile shortens the distance between people. The automobile has always been just a simple transport for a long time, and it just installs the air-conditioner and audio to the car to make driving more comfortable, not be boring. However, with the rapid development of electronics technology, it has been not only replaced the traditional mechanical-based auto parts but also become the most important driving force to enhance automobiles’ performance, efficiency, safety, and entertainment functions that is making more and more high-tech of automobile. Nowadays, all kinds of electronic vehicles have been widely used in the car, these electronic chips are not only used to detect the moving vehicle of its state and tilt, engine speed and temperature regulation, fuel injection, automatic transmission, tire pressure and other basic parameters. The other vehicle systems like reversing radar, fingerprint identification system, the Internet mobile wireless network on the highway, multimedia entertainment system, GPS satellite Navigation and so on are all relying on electronic components to operate it. Automotive electronics is considered a revolution in the development of automotive technology, it is seen as an important indicator of modern vehicle level, using to develop new models, improve the performance of the most important vehicle technical measures. It is an important and effective measure to increase the number of automotive electronic equipment, promote the automotive electronics by automobile manufacturers in order to seize the automobile market in the future. The prevalence of all types of automotive electronics products will continue to increase based on the rapid development in the future of auto market and increase of automotive electronics’ value. Automotive electronics will become the focus in the global information industry due to the increasing proportion of electronic components in automobile production costs, and high growth of the global automotive electronics industry. The auto electronics parts is estimated to account for $ 3,705 in 2015,and increases more than 65% in the total cost of production of an automobile. As for the overall market value is even more astonishing. The global automotive electronics market in 2013 is about 1,670 billion US dollars, and it is estimated to 301.1 billion US dollars according to IEK statistics. The automotive electronics will greatly growth in the future because of the continuing development of the global automotive electronics industry, regulation for energy efficiency and safety, consumer demand for comfort and entertainment, electric cars and unmanned driving, etc. These data show that the automobile electronic components has become the fastest growing industry. For many years, government policy and Taiwanese manufacturers is mainly to focus on 3C electronic foundry market, enjoying the benefits of economies scale, but this industry development has already entered a mature period. The electronic foundry industry has plunged into low-price Red Ocean competition because of the high pressure competition and low-margin challenges in high-tech industry, and with China government's support for local electronics companies. All of these factors make Taiwan electronics industry hard to expand it. Taiwan enterprises are unwilling to enter the field of automotive electronics due to the small size of the automotive electronics economy, technology and quality requirements are much higher than general electronic. In addition, it needs a long time to develop and invest because of high threshold entrance. Therefore, Taiwan's automotive electronics industry is relatively unfamiliar in the international market because most of the technologies are possessed by international automakers or the original equipment. In recent years, Taiwan enterprises and the government have gradually understood the global automotive electronics will bring some business opportunities, and it would hold a portion of global automotive electronics for Taiwan's electronics industry. The automotive electronics industry not only creates another road for Taiwan’s 3C industry but also becomes the 4C industry (Car). However, the automobile industry has its special supply chain ecology as well as high security and reliability requirements, so how to cross the automotive electronics is one of the most popular topics in Taiwan's technology industry. The emphasis of this research paper is on the automotive electronics components and modules, using A Technology Corporation, an OTC company as an example, explaining how to enter into the strict automotive electronics market and the strategies to enter the OE automotives, in order to prevent Red Oceans in supply chain and create values in Blue Oceans. A Technology Corporation was established in November, 1998. Its main product automotive diode stands more than 51% global market share, followed by Germany’s Bosch, Japan’s Hitachi, and Japan’s Sanken. These top 4 suppliers monopolize above 95% of all diodes globally in this oligopoly market. Germany’s Bosch had stood above 50% market share before A Technology Corporation entered the market. With merely 10 years in the auto industry, A Technology Corporation could still be considered as an infant. Another key of this research paper is to explain how A Technology Corporation obtained the leading position, winning over international well known manufacturers, achieving competitive advantage through effective strategy, methodology, tactics, and operations. Furthermore, over recent years A Technology Corporation has been focusing especially more on the development of advanced electronics applications for the new generation in environmental protection and new energy technology for better efficiency. In the future of the new automotive electronics market, how A Technology Corporation can re-invent and re-innovate to create new advantages through current competitive strategy or different strategic approach to compete with other international manufacturers, is a topic worthy of discussion. With A Technology Corporation’s experience in automotive regulatory requirements, technology, security, product trends, environmental protection and energy conservation, A Technology Corporation can help offer recommendations to other Taiwan manufacturers or new entrant on how to enter this niche market. A Technology Corporation can also provide advice and strategic directions on future development of the automotive electronics to government agencies and private enterprises, including the impact of change on key components and the challenges this industry faces and potential solutions, for long-term policy planning or decision-making, in turn, promoting Taiwan manufacturers in the automotive electronics industry to form a strong supply chain and network.

半導體生產的流程可分成四階段：晶圓生產(fabrication)、測試分類(sorting)、封裝(assembly)與檢驗(testing)。每個階段都有不同的廠商可提供服務。當晶圓生產廠商接獲訂單，其供應鍊管理者會根據產能、需求量、交貨日、技術水準與成本等考慮因素，決定此訂單應由何晶圓廠區生產、由何測試分類廠做分類、由何封裝廠做封裝與最後由何檢驗廠做檢驗。本研究的主要目的為在各種限制條件下，以最小成本為目標，找出完成客戶訂單的最佳廠商組合。可能的限制包括產能限制、交貨日的滿足、各廠區的技術水準及需求量的大小。本問題可視為產品組合、廠商組合與生產排程的綜合問題，過去常用的解決方法為整數與線性規劃的混合應用，但是由於牽涉的因素太多，常常問題的模式中變數與限制式過多導致無法解決。本研究先以資料的收集與模式的建構為主，利用並修改現有的產品結構樹模型使其變成供應鏈網路模式，並加入半導體產業供應鏈相關特性，建立一個以時間軸為機制的混合整數線性模式。並且以時間成本的概念來衡量整個半導體供應鏈的效能。 混合整數線性模式常會面臨許多問題，由於模式的複雜，變數與限制式過多，造成求解的困難。對電腦資源的需求很大，花費的時間也很長。同時對於問題的規模亦造成制限。於是本研究藉著修改Kim (1995) 的 backward list scheduling 演算法概念，建構一個解決問題的啟發式演算法，可快速求得一組近似最佳解之可行解。 由於供應鏈所面對的是隨機環境，因此必須以模擬的方式對上述模型進行檢驗，確認其有效性及適用的範圍。利用系統模擬方法，確定隨機變數與其分配，以建立模擬模型程式。實際進行模擬，以驗證上述供鏈模型之有效性，並瞭解、分析模型之適用性及應用方式。 對於半導體產業供應鏈廠商指派與資源分配之網路管理方面，提供一數量化的思考邏輯。運用數量化的模式表現出不同的半導體產業供應鏈廠商指派與資源分配之網路管理的問題，並提出解決問題的演算機制。

供應鏈管理的觀念在於整合採購、生產和運送產品及服務至顧客一連串的活動，供應鏈目前已逐漸獲得企業的重視，但由於各個企業間的規劃控制、工作流程、組織架構、資訊流程架構、管理方法、權力領導及文化態度等等都存在著差異，要協調與整合供應鏈上的所有成員是一項極為困難的工作，尤其近年來在資訊資源與企業整合逐漸成熟的情況下，全球化成為新的發展趨勢與思考方向，供應鏈更是橫跨地理疆界，遍布多國，管理更加困難。 不可諱言，全球化供應鏈可以為企業帶來許多的利益與優勢，然而，供應鏈中企業間分布距離擴大，以及全球化本身所造成的高度不確定性，都使得原本產生的利益被抵消，使得我們懷疑是否採行全球化供應鏈的企業，其績效就能提升。 為了探討全球化供應鏈的績效是否如預期，我們藉由模擬方式來分析採行不同策略在不同供應網體系下，整體供應鏈管理實際運作的情形；首先以多重代理人模式化複雜的供應鏈網路系統，每個代理人可代表供應鏈上的獨立個體(結點)，以代理人的功能描述個體的特徵；接著以模擬方法比較採行全球化策略與本地化策略的供應鏈績效產出；最後對模擬結果作分析說明全球化所帶給企業的利益及造成的影響。 結果發現在相同的供應網體系，由於前置時間無可避免的變長，全球化策略的確會造成不滿足率的提高，而在不同的供應網體系下，全球化策略所產生的效果也不同，第一類供應網的影響程度較輕微，第二類供應網的變化幅度激烈，而第三種供應網則產生高度不滿足的情形。 第一章 緒論 1 1.1 研究背景 1 1.2 研究動機 3 1.3 研究目的 4 1.4 研究方法與步驟 5 1.5 研究範圍與限制 6 1.6 論文架構 7 第二章 文獻探討 8 2.1 供應鏈 8 2.2 供應鏈管理 9 2.2.1 供應鏈管理的定義 9 2.2.2 供應鏈管理的組成 11 2.2.3 供應鏈作業的參考模式 13 2.2.4 供應鏈管理遭遇的問題 16 2.3 全球化供應鏈管理 17 2.4 供應鏈績效評估 20 2.5 供應鏈網路 24 2.6 多重代理人系統 27 2.6.1 代理人與多重代理人 27 2.6.2 代理人的應用領域特徵 28 2.6.3 代理人的分析和設計 29 2.6.4 多重代理人在供應鏈的相關議題 32 2.6.5 多重代理人架構於供應鏈的應用 33 第三章 研究方法 39 3.1 研究方法的採用 39 3.1.1 研究方法的基本類型 39 3.1.2 本研究的研究方法 40 3.2 研究步驟 41 3.3 相關文獻與理論基礎之探討 42 3.4 評估模式之建立 43 3.5 模擬方法之採用 46 3.6 雛型診斷系統之開發 48 3.7 結論與建議 48 第四章 模式推導 49 4.1 評估模式建立 49 4.2 影響的變數與項目 50 4.2.1 控制策略 50 4.2.2 網路架構 52 4.2.3 不確定性 54 4.3 模式化供應鏈網路 56 4.3.1 架構 56 4.3.2 代理人 57 4.3.3 流程 65 4.3.3.1 內部運作 65 4.3.3.2 外部互動 69 4.4 定義績效評估指標 73 4.4.1 整體供應鏈的存貨成本 73 4.4.2 整體供應鏈的顧客服務水準 74 4.4.3 訂單的週期時間 75 第五章 模擬 76 5.1 問題描述 76 5.2 建立假說 77 5.3 模擬環境 78 5.3.1 模擬系統 78 5.3.2 參數設定 79 5.3.3 供應網設定 81 5.3.4 模擬組別 86 5.4 模擬結果 89 5.4.1 相同類別的供應網比較 89 5.4.1.1 第一類供應網 89 5.4.1.2 第二類供應網 92 5.4.1.3 第三類供應網 95 5.4.2 不同類別的供應網比較 98 第六章 結論 100 6.1 研究結論 100 6.2 建議 102 6.2.1 對實務界的建議 102 6.2.2 對後續研究者的建議 102 參考文獻 103 附錄一 系統展示 108 附錄二 參數設定 121 / The ideal in supply chain management is the fully integration of business process from end consumers through original suppliers that provides products, services and information. And we know that it is very difficult to coordinate and to integrate all members of a supply chain, especially a global supply chain that the members are dispersed in a number of countries. It is obvious that we can get some benefits from the globalization. However, because of the higher uncertainty of the globalization itself, we also get some trouble and losses. So we have the reason to doubt that whether the globalization of a supply chain can really improve its performance or not. Through the literature survey, we know that the multi-agent modeling technique is a very useful approach to model the complicated structure of a supply chain network. In this thesis, we first proposed a multi-agent based simulation model for evaluating the performance of a supply chain to help us in decision-making. Since each member of a supply chain is an independent entity, an agent is used to represent a member of the chain. And we can build each agent’s functions based on each corresponding member’s characteristics. Secondly, we used simulation approach to do the performance comparison between the globalization and localization of a supply chain to study what are the gains and the losses caused by the effects of the globalization. And we also investigated the performance variations caused by the effects of the different types of supply chain network. In this research, we find out that globalization/localization and different network types may significantly influence the performance of a supply chain.

處在消費者需求快速變動的時代裏，製造業必須即時取得銷售資訊以掌握消費趨勢，並透過生產的製程調整以因應消費者需求的變動；而快速回應(Quick Response, QR)則被視為能夠藉由資訊科技的使用，降低產業經營成本，並即時回應消費者需求，提升產業競爭優勢的利器。因此，本研究之目的乃是希望在供應鏈成員能夠攜手合作（如透過策略聯盟的方式）的前提下，藉由此製造業快速回應系統架構及模式的引進，達到資訊流垂直整合的目的，並有效地傳遞產銷資訊，使供應鏈成員能針對消費者需求擬定更好的生產及銷售策略，進而達成消費者、零售業、批發業與製造業四贏的局面。 本研究透過文獻探討的方式，提出一個滿足快速回應理念的製造業資訊系統架構，並對其功能加以說明；其次，再透過整合型物件導向系統分析方法，建構出該系統之物件模式，並描述物件間的關係；最後，再以程式語言撰寫資訊垂直整合單元的雛型系統，以驗證本研究之可行性。 本研究的貢獻在於提出一個製造業快速回應系統的架構與物件模式，使製造業可以在建構此類的系統時，有一明確可依循的參考架構，以加速該系統之建置、維護，與修改。 / In the age of rapid changes in customers' needs, the industry must get the sales information on time, and then use this information to adjust its production processes to meet the changes. Quick response systems use information technologies to reduce the operating cost, to respond the customers' needs and changes on time, and to gain the advantages in a business competition. Under the assumption that all members of the supply chain would have cooperated (for example, the members can be cooperated by strategic alliance), the purposes of this research is to develop an architecture and an object model for industrial quick response information systems. Through the usage of this architecture and this model, we hope to meet the purpose of a vertical information integration among the members in the chain; so the members can share their information, and draw up the better production and sales strategies based on the customers' needs. Hence customers, retailers, wholesalers, and manufacturers can reach the win-win situation. Through the literature survey, we first try to propose an architecture for manufacturing information systems with the concept of quick response. Secondly, we use the integrated object-oriented approach to construct an object model for the proposed architecture and to describe the relationships among the objects in the model. Finally, we develop a prototype to show that how vertical information integration can be attained in this architecture. The major contribution of this research is to raise an architecture and an object model for industrial quick response information systems. Manufacturers or manufacturing software industries can use this architecture and this model as a reference to develop their owned systems. We believe that this kind of reference could speed up the time of the system development, maintenance and modification.

兩兆雙星產業的誕生正式宣告了面板產業將在台灣市場中造就無限的商機，在此商機的背後隱藏著一個交錯而複雜的供應鏈；期間為搶奪商機爭取訂單，供應商之間競爭關係日益激烈且多變，然而有一現象逐漸受到重視，即是有條件地在競爭狀態中尋求可能合作的部份，藉以找到彼此各自的商業利益，達到雙贏的目標。本研究是以探討各廠商在面對供應鏈上下游廠商之不同關係，如何採取因應的平衡策略使其商業活動的綜效達到最大。 現今的供應鏈關係網絡之中，普遍發生既競爭又合作的現象，而此現象又不斷地交錯伴隨此產業的成長，其競爭與合作的模式必然存在著許多關鍵因素，影響並發展出各供應廠商間的最大商業利益的綜效，因此找出其間存在的競合策略思維是本論文所要探討的重點。而本研究則從各廠商的觀點切入，探討在面對供應鏈網絡中的競合關係變化及因應之道，據此提出六個研究問題。 本研究針對面板供應鏈之現況為例，收集原材料供應商(M公司)、原有加工廠商(A公司)、新加工廠商(B公司)與主要客戶(C公司)的互動為研究對象，針對其目前之供應鏈聯合狀態進行訪談，並透過所設計之問卷進行面談採訪，收集質化分析之第一手資料，透過產業訪談結果歸結相關的研究結論如下： 1. 在此聯合關係的研究當中，共計有16項聯合關係，其中有8項關係為過度聯合關係，而另8項關係為聯合不足；顯示供應鏈中確實存在聯合關係為過度或不足之情況。 2. 當過度聯合時，原材料商通常採取「差別取價」、「控制關鍵市場訊息」及「客製化服務」；新舊加工廠則常用「尋求替代品或供應商」及「客製化服務」之策略；最後以主要客戶則採取「控制市場訂單」與「控制市場關鍵訊息」策略。 3. 原材料商之「產品技術能力」及「產品研發能力」的資源條件通常伴隨「差別取價」策略，用以調整聯合關係狀態，而加工廠之「價格競爭能力」與「客戶關係能力」則較常促成「尋求替代品或供應商」策略的形成，此狀況在加工廠商為焦點公司時最為頻繁。 4. 廠商間為快速調整聯合關係，短期也通常以降低成本或售價的策略，因此供應鏈中的成員若要思考如何達成企業的最大商業利益，掌握或增進具競爭差異的資源條件是相當重要的課題。 5. 當二元關係之「相對技術能力」、「相對客戶關係」及「相對重要性」較高時，通常採取「差別取價」或「尋求替代品或供應商」策略。 6. 在策略選項中「獨家壟斷」及「供貨限制」較少被採用。 關鍵字 面板產業、供應鏈關係網絡、平衡策略、競爭策略、競合策略、合作策略。 / The two trillion and twin star business be created in Taiwan means the display industry will provide a inestimable business opportunity. LCD was announced as the most infinite business potential while semi-con and LCD industry booming in Taiwan. However, this business potential brought a complicated supply chain. In order to gain more share, the competition situation among the suppliers became server and diversified. One phenomenon was highlighted that how to find a coworker with certain criteria to benefit both party, then make the win-win situation. This assay was to study different relationships which suppliers faced to up-stream and down-stream players. And how to take a balanced strategy to maximize business synergy is our main lesson learnt in this assay. It is normal to find the phenomenon of competition with cooperation in current supply chain network. Since the industry grows with the phenomenon continuously, there should be some critical factors within the model of competition and cooperation. These will impact and influence the synergy of maximum business interests among the suppliers. Therefore, finding out the methodology of coopetition is what we want to discuss in this assay. The study will start form business point of view in each suppliers. Then discuss how to react to the change of coopetition among supply chain networks. We studied from the example of current LCD supply chain. M company was one of the raw material suppliers, B company was a new converter in the value chain, and C company is main customer to use the materials. Then arranging interviews to figure out alliance condition within the relationship and to collect 1st hand qualitative data for further analysis. The conclusions of interviews and studies should be as following: 1. There are 16 relationships in alliance relationships. 8 among those 16 are over-alliance; while the other 8 are under-alliance ones. It shows that there really are over and under alliance situation within the supply chain. 2. When it comes to over-alliance, raw materials supplier often takes “price differentiation”,“control critical market information” and “customized service” to face the situation. Meanwhile, the converters use to take “find out a 2nd source material and supplier” and “customized service”. And main customer might “control the orders” and “control critical market information” as the reaction. 3. The resource condition of raw materials supplier such as “product technology skill” and “product development skill ”always bundle the“ price differentiation strategy”. It is helpful to regulate the coopetition situation. Again,the converters usually adopt the “find out a 2nd source material” strategy due to they have the resource condition of the “price competition ability” and “Customer relationship ability”. 4. To regulate the coopetition situation, there are many companies usually adopt the strategies such as cost down or reduce the selling price. On average, it is the key to increase the resource condition that have the differentiation competitive advantage if the company of this supply chain want to know how to gain the most business advantage. 5. The strategies of the“price differentiation”and “find out a 2nd source material and supplier” always be adopted due to the company possess the relativity relationship that are “relativity technology ability” 、” relativity customer relationship” and “ relativity importance”. 6. The strategies such as the “engage of business without competition” and “Control the distribuotion of goods” are less be adopted in this business. Key words : Display Market, The network of supply chain, Balance Strategy, Competitive Strategy, Coopetition Strategy, Cooperation Strategy

從1990年代個人電腦普及以來，電子垃圾產生了嚴重的環境問題，其中尤以廢電腦的影響為鉅。2001年美國發動The Computer Take Back Campaign (CTBC)來推動製造商處理其生產的有毒性電腦廢棄物。其後歐洲提出「生產者責任延伸(extended producer responsibility, EPR)」法規，並在2003年歐盟宣布施行「廢電子電器回收指(Directive on Waste Electric and Electronics Equipment, WEEE)」。再加上我國國內亦繼此世界趨勢陸續頒布廢容器、廢汽機車、廢家電產品及廢電腦強制回收再生的法規，也因此舊廢產品的回收逆物流處理能力對我國電子電器及資訊產品廠商就顯得益發重要。 但現行電子產業中絕大部分的廠商都是採「出售商品」的事業模式，製造商難以掌握產品售後流向、進而回收其舊廢產品。且關於此類電子資訊產業如何佈建一個具獲利基礎的封閉式供應鏈、以及實施的狀況與程序之相關研究甚少。於此，本論文欲探討：對電子產業來說，在哪些條件之下才能達成封閉式供應鏈？其中的關鍵因素又為何？盼能透過個案研究的方式，從實務上的運作狀況探討其中的原因。 本研究選擇重視全球環保及永續發展的華碩電腦，以及在逆物流回收實施領域施行多年且成效顯著的Dell電腦做為個案研究的對象。本研究架構乃依據文獻分析結果，從驅動個案公司進行產品回收的力量開始分析，進一步檢視個案公司的回收再生策略，並從訪談及其他文獻資料內容中分析有哪些重要因素會影響個案公司達成封閉式供應鏈，這些要因會根據第二章歸納出的四大面向為基礎進行比較。最後，根據分析結果評估個案公司在封閉式供應鏈的完成度與績效表現。 / Since 1990s, the electronic wastes (e-wastes), especially PCs and laptops, have caused serious environmental problems. In 2001, the Computer Take Back Campaign (CTBC) initiated and asked the PC manufacturers to be in charge of toxic e-wastes that they produced in the U.S; in 2003, the European Union declared the Directive on Waste Electric and Electronics Equipment (WEEE); besides, Taiwanese government also put the recycling laws into practice, requiring that the wasted containers, cars and motorcycles, electronic products and PCs should be recycled. Therefore, the capability of managing e-wastes has become more and more crucial for Taiwanese PC manufacturers. For those manufacturers who sell out electronic products, it’s difficult to track and recycle their wasted products. Furthermore, there are few researches discussing about how to build up a profitable closed-loop supply chain. Therefore, this study will focus on exploring the key success factors for building up a profitable closed-loop supply chain in the electronic industry. In the case study, ASUS Tek Inc. and Dell Inc., both are dedicating great efforts on recycling issues, were chosen to be the case companies. The framework of this study will start from analyzing the drivers of recycling, the recycling strategies, and then generalizing the key successful factors, which are discussed in Chapter 2, for building up a profitable closed-loop supply chains for the case companies. Finally, the study will evaluate the completeness and performance of the case companies.

隨著兩岸政策的開放，金融業面臨著瞬息萬變、倍速成長、地域競爭的經營環境，如何能迅速回應環境與組織的變遷以及提升全球化競爭的能力，儼然已成為金融業者經營方針的重要議題。企業追求獲利、永續經營的理念建構於良好的企業營運績效管理，而企業資源規劃(ERP)具有整合平臺、彈性的作業流程、即時資訊彙總的功能，能夠提供企業做為營運管理、決策分析與提升競爭優勢管理工具，因此已成為眾多企業導入的選擇。 個案公司導入ERP系統的效益希望能提升營運績效整合與資訊分析的能力，因此，本研究對個案公司導入ERP系統時著重於各項關鍵研究議題：願意「改變」的決心、員工的配合心態、現行作業流程的差異程度、具體化功能規格的敘述、資訊分析維度的細度決定、外圍系統資訊流介接能力等構面，本研究希望能將ERP系統導入決策過程、供應商遴選與導入期間各項關鍵問題的發現暨解決方案等研究結果，逐一實踐在個案公司的導入專案。