電子書興起，改變了讀者的閱讀方式，紙本書不再是唯一的選擇。電子書的供應鏈由上而下可分為：作者、出版社、DRM業者、網路通路平台、電信業者、硬體載具製造商。隨著科技創新，新的供應鏈創造了參與者新的競合模式，各參與者的商業模式也隨之創新，相較於過去的紙本書市場出版商擁有較大的議價能力之情況，在新的競合模式中，掌握客源的網路平台通路商對於上游的出版商之議價能力大幅提升。另一方面，越來越多作者跳過出版社，直接將電子書的版權賣給網路平台通路商，導致出版商原有的掌握版權之優勢減弱，長期下可能會致使出版社在電子書供應鏈中的議價能力進一步降低。未來隨著科技進步，彩色電子書閱器與結合其他功能的設備將是發展趨勢，但光靠硬體端難以建立他人無法輕易突破的進入障礙，而許多參與者在供應鏈上並非具單一角色，像是Amazon與Apple兼具網路平台通路商與硬體載具供應商之角色，亦即「平台+硬體載具」的雙重獲利模式，而這兩間公司皆掌握了主要的「客源」，是其重要優勢。而Amazon更是透過支援的應用程式，讓非自家載具之消費者也能至自己的電子書店下載電子書，像是iPad、iPhone、藍莓機等等。因此以未來電子書成長後議價能力與賺取現金流之能力的消長預期來看，相較於其他參與者，Amazon與Apple會是較佳的長期投資標的。 / The emergence of e-books changes the reading habit, and the paper-book is not the only one medium of reading anymore. The supply chain of e-books comprises diversified industries, including authors, publishers, DRM providers, online retailers who operate digital bookstores and manage accounts of customers, telecommunications, technology-side players. When technology advances, the new supply chain creates new co-competition model, the business models of players begins to innovate. Compared to paper-book market in which the publishers have stronger bargaining power, in new co-competition models, the online retailers have a huge customer base and therefore have stronger bargaining power over publishers. Furthermore, there are more and more authors who skip publishers and sell the digital right to online retailers directly. That is, the content resources controlled by publishers reduce, and the bargaining power of publishers deteriorates. In the future, producing colorful e-readers will not be a difficulty anymore, but the technology-side players will have difficulty in establishing entrance barrier. However, some participants play various roles across the supply chain, such as Amazon and Apple. Both of two companies play the roles of online retailers and technology-side players, and have double sales resources from plate form and hardware. Beside, both of these companies have large customer base, and it is the critical competitive advantage of Amazon and Apple. Especially, Amazon supports some hardware tools like iPad, iPhone, and Blackberry. As long as the customers download the application programs, the customers can purchase e-books on Amazon.com. From the aspects of potential of growing bargaining power and future discounted cashflows, Amazon and Apple would be better choices for long-term investors.

近年來，智慧財產議題在西方國家受到極大的重視，然而現在亞洲國家，如日本、韓國以及台灣也開始關注智慧財產權。智慧財產權對於創作人或發明人而言，能夠給予他們一段時間的壟斷或保護，使其取得一定的報酬；對於企業而言，智慧財產權訴訟能夠讓企業擁有持續性的競爭優勢，並保障其在某個市場區段的獲利。因此，小至個人、大至企業、國家，都會因為智慧財產權制度的發達而受益。 除此之外，智慧財產也開始以交易標之姿展現其價值，企業或是獨立專利權人授權其專利或是各項智慧財產以獲取利潤。即使智慧財產之交易日益興盛，但公開透明的交易市場卻遲遲未出現。顯然在智慧財產之商業環境的建構上我們依舊有所闕漏。為了活化無形資產之交易市場，我們必須要發展出一套關於授權策略之理論，才能更有效率地管理各式無形資產。 然而，在多數的文獻當中都將授權行為視為法律議題，而非商業考量。但事實上契約雖然是以法律形式存在，但背後之動機卻是出於企業之商業考量。若單純就法律觀點來探討此議題，恐會造成對於企業授權策略之研究之不足，因此本研究將從管理的觀點出發探討授權策略並釐清其與企業經營模式間之關係。 植基於此，本研究選擇了IC產業中11家績效良好的矽智財供應商作為研究標的，在該領域中授權交易已經行之有年且市場建構完備。並透過訪談相關實務界人士以及蒐集研究標的公司之年報、報章雜誌以及網站資訊等次級資料進行分析，得出目前矽智財供應商主要的經營模式共可分為四類，並逐一解析各種經營模式有何異同。除此之外，更擷取出授權策略之組成亦可分為四個元素，以及分析企業之經營考量如何影響到在各項元素上選擇。 / In decades, intellectual property has got a lot of attention in the Western world. Now Asian countries such as Japan, Korea and Taiwan start to pay attention to this issue. Intellectual property rights grant patentee the exclusive rights for a period to perform his innovations, which can reward himself. For enterprises, intellectual property litigation has become a tool to sustain competitive advantages, and protect the profitability. In this case, the whole society will gain benefit from the intellectual property. In addition, intellectual property has proved itself as an exchange object , firms or individual patentees licensed their patents or other intellectual property to get revenue. Although the transactions has been carries out more and more frequently, the open , transparent exchange market of intangible asset is still not rising. Obviously , we still have to make much effort on improving business environment. In order to active the intangible property market, we must develop the theory of licensing strategy to manage the intangible assets orderly. However, in most of literature, license has been considered as a legal issue, instead of a business one. Contract itself is legal terms, but in fact, licensing strategy origin from firm’s business consideration. So we need to research this issue form managerial perspective to gain more understanding about licensing strategy. On the basis, this study will discuss the issue from managerial perspective, and clarify the between patent licensing strategy and business model. This study selects 11 leading SIP providers as research object, which had built a well-developed licensing market. By interviewing practisers and collecting, analyzing targeted firm’s annual reports, newspapers, website information etc. , the consequence reveals that the business model of SIP providers can be divided into four categories, and figure out the difference between the four ones. In addition, this study extracts four elements that comprise licensing strategy, analyzing how business model affects licensing strategy.

供應鏈中的各廠商彼此專業分工，專注於自己的核心能力，藉市場交易交換資源，可以讓整個供應鏈的生產效率最佳化。組織間的管理也是一樣，若每一個廠商都能管理好直接的上下游廠商，提昇合作的品質，則供應鏈整體的績效也會提昇。若有缺乏生產能力或管理能力的廠商，也會被市場機能淘汰。當供應鏈中每一階層的市場機能運作良好時，任何上下游市場的變化，也會層層傳遞到其他階層的市場，而影響了廠商的決策，並回過頭來傳遞而影響原來發生變化的源頭市場。因此，在理想的狀態中，廠商並不需要關心直接上下游之外的其他階層的市場的狀況，廠商在本身所面對的市場中做的決策自然會影響其他階層的市場，並最終達成整個供應鏈中各市場的均衡。但是，在實務上，我們卻發現廠商跨過直接的供應商去管理更上游的二階以上的供應商的情況愈來愈普遍。什麼原因造成了前述市場機能的失靈，且不能只依賴各階段市場中適當的混合統合模式選擇來回應市場失靈，以致於廠商必須協助或代替供應商去管理更上游的供應商(即本論文所稱的跨階管理)呢？在過去供應鏈管理相關文獻中，缺乏專文討論跨階管理的現象。僅能由一些供應鏈管理的研究中找到部份與跨階管理有關的案例描述，且缺乏理論的解釋。因此，本論文以「焦點廠商－一階供應商－二階供應商」的三方關係為分析單位，做為更一般化的跨階管理的代表，研究焦點廠商為何要介入一階供應商對二階供應商的管理，或焦點廠商為何要直接管理二階供應商。本論文透過個案研究，選擇具先進供應鏈管理實務的台灣資通產業中的九家廠商進行訪談及次級資料收集，歸納式地分析個案資料，以找出跨階管理的內涵及理由。 本論文發現跨階管理的內涵，可以用組織間關係中的協調(coordination)、控制(control)、協商(negotiation)為管理元素加以拆解。第一，焦點廠商介入一階供應商對二階供應商的管理，可以重新拆解為焦點廠商協調、控制、協商一階供應商對二階供應商的協調、控制、協商。第二，焦點廠商直接管理二階供應商，即為焦點廠商對二階供應商進行協調、控制、協商的行動。這兩種跨階管理做法的深度不同，但都是為了達到相同的結果，因此可以合併為更高層次的「跨階管理」構念，以這兩種做法代表中等程度及較高程度的跨階管理的水準表現。跨階管理的理由包括了焦點廠商對一階供應商的資訊不對稱及權力不對等、一階供應商對二階供應商的管理能耐不足及權力不對等、一階供應商處於二階供應商及焦點廠商間的資訊處理能力及任務協調能力不足。更進一步歸納這些原因，可以形成兩個類別，分別是一階供應商的投機和無能，導致焦點廠商必須進行跨階管理。一階供應商的投機是因它位於焦點廠商和二階供應商之間，而有資訊不對等和權力不對等的優勢。一階供應商的無能又分為管理二階供應商時協調、控制能力不足和談判力不足，以及做為焦點廠商和二階供應商的居中協調者卻在資訊傳遞及任務協調上的能力不足。而焦點廠商進行跨階管理後，可以改善或部份取代原來「焦點廠商－一階供應商」及「一階供應商－二階供應商」的關係及績效，因此可以提昇「焦點廠商－一階供應商－二階供應商」三方關係所形成的體系的整體績效。

隨著國際環保法規陸續頒布、綠色消費風潮上漲，使企業開始正視供應鏈的綠化，但綠色供應鏈的導入須大幅改變既有流程，令企業望之卻步。本研究從企業流程再造的觀點，探討企業導入綠色供應鏈相關活動之模式，包含經歷的階段以及每個階段須進行之主要活動。此外，也探討企業在導入過程中面臨之困難。本研究採行個案研究法，訪談四家分別為資訊科技業、家電業、造紙業、髮妝業等不同產業之個案公司，除對單一個案公司進行深度瞭解外，同時還進行跨個案/跨產業的分析，以進一步地探討個案之間的異同。 本研究發現，四家跨產業之個案公司在導入綠色供應鏈時，其所經歷的「階段」與「活動」一致性高，主要有五大階段：「綠色承諾」、「內外部溝通」、「專案規劃」、「執行計畫」、「績效評估」，此與學術文獻中的企業流程再造導入模式具有高度相似性，支持綠色供應鏈的導入乃是屬於一種企業流程再造的論點。而兩者主要的差異有三點：第一、導入綠色供應鏈並不若企業流程再造將資訊科技(IT)視為關鍵角色，反之，認為IT為次要角色；第二、綠色供應鏈導入前期尤其強調對供應商以及員工的溝通，而非企業流程再造強調之供應商以及顧客，亦即，以導入綠色供應鏈而言，顧客並非影響企業進行綠色供應鏈之關鍵，而是企業於導入後期影響消費者習慣－環保意識溝通與教育；第三、綠色供應鏈之導入模式，在「績效評估」階段中增加「報告利害關係人」活動，企業流程再造則無強調此項，換言之，公開綠色報告乃是執行綠色供應鏈後期之重要活動。整體來看，本研究亦發現四家個案公司經歷的「階段」與「活動」涵蓋PDCA循環(Plan-Do-Check-Act Cycle)的概念，並進一步發現，當PDCA循環運用於綠色供應鏈之導入時，在P（規劃）的部分，除階段3之「專案規劃」之外，尚還包含「綠色承諾」以及「內外部溝通」兩項重要的階段。而在導入的困難部分，企業面臨的內部困難包含技術突破的困難、資金不足、利潤微薄化、參考資料過少、員工參與意願不高。外部困難則包含供應商配合意願低或能力有限、法令不完善、政府政策太慢、消費者購買和使用綠色產品之習慣和意識不足。其中，供應商配合意願低或能力有限是主要面臨的困難，可見企業執行綠色供應鏈時，除須克服內部阻力與困難之外，對外部供應商的溝通與管理亦需要企業投注相當的心力。 本研究對學術上的貢獻是以企業流程再造的導入模式應用於綠色供應鏈的導入，並由四個跨產業個案歸納出企業導入綠色供應鏈的模式，且強化學術文獻中對於企業流程再造、PDCA循環以及綠色供應鏈三者之連結性。在實務上，本研究歸納出的綠色供應鏈導入模式亦提供欲導入綠色供應鏈或已導入但欲改善之企業一個參考的依據。

法人說明會是公司傳遞內部訊息給外部使用者方法之一，透過法人說明會宣佈財務及非財務資訊，藉以消弭因資訊不對稱所產生之代理問題，亦為分析師作出盈餘預測參考依據之一。在半導體供應鏈中，其上、下游產業間關聯緊密，資訊具有垂直移轉效果，因此，本研究欲探討半導體供應鏈中，下游公司分析師參考上游關聯公司法人說明會資訊並作出盈餘預測調整之程度。 本研究針對國內2005年至2011年半導體上市、櫃公司，進行法人說明會資訊與分析師盈餘預測修正之關聯性。實證結果發現，下游公司財務分析師會參考上游關聯公司召開法人說明會所宣佈之預測財務及非財務資料，並修正對公司之盈餘預測；且供應鏈中，上、下游關係越遠及國籍為外國之分析師，對上游關聯公司法人說明會資訊依賴程度越高，作出的盈餘預測調整幅度越大。

There were many technical events held in 2017, like 2017 COMPUTEX, Google I/O, Microsoft Design Forum…etc., and Artificial intelligence (AI) is one of the most concerned and hottest topics in these events. There is no doubt that in the next few years, AI technology and its further developments will be the major focus in the science and technology industry. As AI technology brings in a lot of new applications and develops commercial values, for the server industry and corresponding supply chain, it will lead to a new wave and benefit the whole ecosystem. Although the growth rate of desktop and laptop computer slows down and smartphone market starts to saturate, the demand for data processing and computing continues to grow. Large datacenter, server hardware and cloud applications supported at the back-end could still keep their momentum of growth. Taiwan-based original design manufacturers (ODMs) maintain a stable growth rate in 90% of the worldwide server manufacturing and many new business models evolved in order to fulfill the demands brought by artificial intelligence (AI). The aim of this study is to analyze the positive and negative impacts of AI technology on server industry, and will focus on four major groups in the industry: datacenter customers, OEM, ODM and component suppliers.

在今日，實施綠色供應鏈管理不僅是遵守法規規範，更積極的是實施綠色供應鏈管理可為企業帶來更多競爭優勢，因此綠色供應鏈管理對企業而言越來越是值得探討與重視的議題。 目前綠色供應鏈管理平台的建立普遍是依賴政府或是第三方機構建立資料交換的機制，或是串接供應鏈上各個企業不同的企業系統達到資料交換的目的，然而這樣的做法有其風險。因為物料資料對企業來說是敏感且有價值的，企業須對提供儲存、資料交換服務的平台有高度信任度，且整個系統亦有中央集權式系統架構之缺陷。運用區塊鏈技術的特性可以解決這樣的問題，區塊鏈技術提供資料永久保存、不可篡改的分散式系統解決方案。本研究更近一步將區塊鏈技術結合加解密機制，讓資料僅有提供者本身以及其同意之查詢者能讀取，如此一來使得區塊鏈系統更具資料隱私之特性，並透過區塊鏈外部儲存系統的設計使儲存空間更易規模化，使得綠色供應鏈中大量、有價值物料資料之儲存、交換且須高度信賴物料資料不被篡改以及綠色認證不被篡改、偽造的這些議題能被解決。 / Nowadays, the implementation of green supply chain management system can bring more competitive advantages for enterprises. This issue is increasingly worthy of discussion. Until now, the establishment of green supply chain management platform generally depends on the government or third parties building the mechanism of exchanging the information, and connecting the various enterprises of different enterprises on supply chain to achieve the purpose of data exchange. However, the approach has risks. The features of blockchain technology can provide permanent preservation and tamper-proof system through the decentralized system solutions. Moreover, this study combines with data-privacy design and off-blockchain storage design to solve the problems of storaging and exchanging the valuable data and ensure material information and green certifications are tamper-proof.

世界已步入資訊化社會，人們對於日常生活中的各項場景伴隨各種科技產品與技術逐漸習以為常，交易型態也大量引進電子化模式，便利、快速彷彿成為現在世代的代名詞，那麼，海上貨物運送流程，或是全球供應鏈是否也已經搭上電子化作業的潮流了？很可惜，答案是否定的。 海上貨物運送為歷史悠久的運送模式，至今仍是世界各國進行國際貿易的主要貨物運送管道，涉及眾多當事人及程序，交易模式也十分繁複，若能使用電子化管理系統，將能事半功倍，提升效能與效率。國際上雖已出現電子載貨證券，卻未被廣泛使用，本文從載貨證券之起源開始探討，並剖析載貨證券之困境以及電子載貨證券之歷程與發展障礙，進一步研究目前崛起的區塊鏈（Blockchain）科技，若能加以應用至電子載貨證券，實現全球供應鏈整合的未來將不遠矣。 除了技術應用，載貨證券之法制歷史與發展亦是本文研究目的之一，實務與法制之演變息息相關，從1924年的海牙規則至2008年的鹿特丹規則，從載貨證券至電子運送紀錄，國際公約的發展愈臻成熟，我國的海商法修正方案也終於得出研究結果，法律之制定若能貼合實務運作，亦即產、官、學界透過彼此交流，凝聚共識，早日完成海商法之修正，對於我國實務之運作將是極大之助益。

台灣的企業在過去數十年有驚人的進步與發展，無數的企業甚至於從家庭工廠或小型公司開始，憑藉台灣人辛勤苦幹與創業家精神戮力經營，逐漸地成長茁壯，進而提升及蛻變，終能在國際上嶄露頭角，甚至成了勝出於國際同業之間的跨國性企業，但是面對企業社會責任(Corporate Social Responsibility，簡稱CSR)由2005年的邊緣性的議題，轉變為2006年全世界談論的焦點之際，台灣企業卻對CSR仍然陌生，倘若不及早規劃因應，恐將遭受極大的衝擊與損失，鑑於公司治理係屬CSR所涵蓋財務面、環境面及社會面等三個面向當中的財務面向，因此允宜在國內過去推動公司治理的經驗與基礎之上，持續推動落實公司治理，並擴大至整體企業社會責任的推動與建制，本研究即秉持這樣的基調，希冀經由探討及瞭解CSR的意涵、沿革、現況與未來發展，透過產業案例之研究，分析檢討台灣在CSR的履行與因應上的問題與缺乏，並試圖提出改善與強化的建議，進而作為未來資本市場本身暨其針對上市上櫃公司及其他市場參與者，宣導、推動及落實CSR的起點與參考。 本文的研究架構共分為五章，「第一章」為緒論，係就研究的背景、動機、目的、範圍與研究的架構與歷程，逐一加以闡述與說明。在研究背景方面，主要列舉近年來，尤其是2006年，全世界所發生關乎企業治理議題、環境議題、社會議題等CSR各面向的新案例，暨CSR新的標準或倡議，以顯示CSR的蓬勃發展；研究動機則導因於總部設在荷蘭的國際機構SOMO所發表一篇對手機品牌大廠有關CSR的報告，鑑於未來將直間接衝擊台灣的供應商與代工業，因此頗有進一步探討研究之必要；研究目的則意欲探究CSR對台灣企業的可能衝擊，促使業者及國內各相關機關、機構及早因應及規劃；研究範圍方面，則為使研究符合具體化且具實務性價值，因此以公司治理相對較有基礎的上市櫃公司且將更以上開SOMO的研究報告相關聯的手機代工業產業為探討檢視的對象；研究的架構與歷程乃以文獻的蒐集參考，加上個案案例研究暨問卷調查分析等方法進行。 「第二章」為CSR的探討，首先係針對CSR的文獻探討部分，分別就CSR的意涵、演進、主要面向、具體內涵及其目標使命加以說明探究；次就CSR的歷來重要的國際倡議與標準，並介紹近年來國際上有關CSR的發展情形、具體作為及重要案例；最後則臚述台灣CSR的現況與問題。 「第三章」為全球與台灣手機市場現況，主要是就本研究所選定手機業的產業狀況分析，包括手機業有關全球與台灣的產業概況、國內產業供應鏈概況暨國內手機業者在全球產業鏈中所佔地位，著重其對上下游廠商的優劣勢，尤其導引出面對品牌大廠的劣勢，因而更有來自大廠的CSR壓力與危機。 「第四章」為台灣手機代工業所面臨CSR之挑戰，先就SOMO組織所發表該篇報告中，針對手機品牌大廠CSR的批判事項以及其中所透露的警訊，另分析探討該等大廠對其代工廠或供應商可能提出的要求或採取的作為，並分析對台灣業者的相關衝擊；另為了具體瞭解及掌握國內手機代工業者的CSR執行現況，乃參考ICT針對供應商CSR自評問卷內容設計簡式問卷，對國內上市手機代工業者進行問卷調查，並分析其缺失問題，也提出其可以強化的做法。 「第五章」為建議與結語，乃針對我國整體與企業面對CSR潮流與挑戰，暨或可規劃努力的策略、方向與層面提出建言；在宣導、推動與機制建立方面，建議「從公司治理到企業社會責任」，以近年來推動公司治理的經驗為本，參照既往的方式與軌跡，朝更多的面向與層面努力以赴，期能克竟其功，並期許台灣企業或可以公司治理與CSR均佳的台積電公司為典範，落實建立與履行CSR，俾能造就更多台灣產出的世界級企業。 / Over decades, some very small family business and manufacturers have grown and developed significantly to large enterprises in Taiwan. Nowadays they are becoming prosperous, developing multinational business, and some are even globally recognized brand names. However, when facing the issue of Corporate Social Responsibility (CSR), which has become an essential issue in 2006, these prosperous enterprises are not familiar with and yet to be well-prepared. Given that corporate governance involves only the financial aspect of CSR, which entails economic, social, environmental, and ecological aspects of firms’ operations and activities, it may well be appropriate to promote overall CSR concept and infrastructure based on corporate governance. This concept serves as the purpose of this dissertation: to analyze and investigate into problems facing enterprises obliged to take CSR, by studying the meaning, background, current circumstances and future developments of CSR, and through case study of mobile phone industry. Hopefully more conclusion and suggestions can be drawn from this dissertation to provide TSE and GTSM listed companies and other market participants with more reference to promote and implement CSR. This dissertation is divided into 5 parts: Chapter 1: Introduction This chapter includes research background, motive, purpose, research scope, structur and process. New cases, especially in 2006, of corporate governance, environmental impact, and social issues are presented in the section of research background to demonstrate new trends of CSR. The motive of conducting this research is based on a report from an international organization named SOMO based in the Netherlands. This report addresses CSR topics regarding worldwide handset manufacturers. CSR issues mentioned in this report will directly affect handset suppliers and ODM/OEM enterprises. With further research and investigation, hopefully handset manufacturers and related enterprises can be more aware of CSR and can better cope with these issues and take proactive measures to prevent CSR related problems, which serves as the purpose of this dissertation. Research scope encompasses listed companies in the handset ODM/OEM enterprises. Research process includes literature review, case study, and questionnaire analysis. Chapter 2: Literature review of CSR This chapter first looks at the definition, evolution, various aspects, practical meaning, and purposes of CSR. Afterwards the international standards of CSR and international practices and development of CSR cases would be elaborated. Finally Taiwan CSR status quo and challenges would be discussed. Chapter 3: Taiwan and global handset manufacturing market status In this chapter, mobile phone industry analysis is conducted, including domestic and global mobile phone market status, Taiwan handset manufacturing supply chain. It also looks at Taiwan handset makers’ market position in the global industrial environment. This chapter stresses the threats of domestic enterprises when facing global main handset players, which makes them face more stress and problems as a result of CSR. Chapter 4: CSR challenges facing Taiwan handset ODM/OEM firms In the beginning we will look at the criticism and warning to handset global brand names from the aforementioned report of SOMO. In addition we analyze potential requests and conducts required by these global players to their ODM/OEM firms in the face of CSR. These requests and conducts can subsequently impact Taiwan mobile phone manufacturing industry. In a bid to look at the current circumstances of domestic handset makers’ CSR operation, we use ICT’s CSR questionnaire as a reference to design a simplified version, and distribute to TSE and GTSM listed handset ODM/OEM enterprises. According to the questionnaire result, we find some current drawbacks and propose solutions. Chapter 5: Suggestion and conclusion In this chapter we are looking at trends and overall CSR challenges facing domestic enterprises in Taiwan. Practical strategies and directions are proposed. In terms of promotion, implementation, and establishing CSR mechanism, this dissertation proposes that firms start from Corporate Governance to CSR, and develop in more CSR aspects based on their previous Corporate Governance experience. This article also cites TSMC as a role model for CG and CSR, hoping that firms to follow suit and for this island to create more globally renowned enterprises. Key words: Corporate Social Responsibility, Multinational Enterprise, Handset ODM/OEM, CSR Initiatives, CSR International Standard, Corporate Governance, Corporate Sustainable Development, Supply Chain, Supplier

關於供應商評選模式的探討與研究，是現今於供應鏈管理中非常重要的議題，而對於國內外供應商評選的相關性研究中，往往只考量供應商本身績效，而缺乏整體性的考量，有鑑於此，當企業在評選供應商時，不僅是針對單一供應商績效的考量，而對於供應商本身上下游廠商的整體績效的考量，也是相當重要的評選因素。本研究運用資料包絡分析法(Data Envelopment Analysis, DEA)與簡易多屬性評等技術(Simple Multi-Attribute Rating, SMART)，以建構較完整的供應商評選模式，協助企業的決策者選擇最適的供應商。 在進行供應商與供應商所屬的供應鏈之績效評估時，利用資料包絡分析法中的交叉模式計算供應商與供應商所屬的供應鏈之平均效率，再藉由平均效率值以排序供應商與供應商所屬的供應鏈之優先順位，但因兩者之順序會產生不一致的情形，利用SMART法中的排序加總法計算兩者之權重值，最後以加總法計算綜合效率值，依據綜合效率值加以排序以評選最適的供應商，而此兩種方法的結合， 則需透過驗證的方式以確定運用之正確性，利用系統動力學(System Dynamics, SD)以建構供應鏈之整體廠商的經營環境，模擬供應鏈整體廠商之績效評估模式，以產生模擬驗證排序，最後再將綜合排序與驗證排序，利用Spearman等級相關係數驗證其相關性，而最終證明兩排序具有高度相關性，也證實本研究所提出的供應商評選模式富有參考價值。 / The research of supplier selection model is a very important issue in supply chain management (SCM). Even though the research on supplier selection is abundant, the most works usually only consider the performance of the supplier. This situation can result in a lack of integral deliberation. Therefore, the decision-maker wants to select his vendor in the company, it is important that the decision-maker not only focus on the business unit but also add to the overall organization of the supply chain. In this paper the Data Envelopment Analysis (DEA) and the Simple Multi-Attribute Rating (SMART) are developed to construct the effective supplier evaluation model depends upon the constituent parts of the supply chain, which may be helpful for selecting the appropriate vendor. When evaluating the performance of the supplier and the supplier’s supply chain, the cross-efficiency model of DEA is applied to compute average efficiency both the supplier and the supply chain. According to average efficiency, we can arrange the priority order that may be have the inconsistent order for the suppliers and their supply chains. The rank sum weighting of SMART is employed to determine the weights of suppliers and their chains and then the weighted method is used to calculate overall efficiency that ranking of the suppliers is obtained. Above of two methods, we must be verify the model. The System Dynamics (SD) is designed to implement the whole components of the supply chain for business environment and simulate the performance model. Based on this performance model, we can acquire a confirmation list. In the end, the Spearman’s rank correlation coefficient is provided to testify the correlation between the overall order and the confirmation list. The result of the statistic analysis is illustrated the strength of the association. The model can be tailored and applied by firms that are making decisions on supplier selection.