採購部門之功能角色從企業中被動及支援者，逐步轉變成為今日具有影響企業策略之決策者。面對激烈的市場競爭，企業轉型時需以策略採購思維著手，將企業與採購策略相互配合方能創造客戶價值，增加企業競爭力。 本研究採取個案研究方法，經由蒐集個案公司及產業相關資料，並與管理階層訪談，瞭解個案公司面臨之管理議題。個案公司為大陸東莞之台資企業，產品為專業五金製品製造。為配合環境變遷面臨轉型，將生產重心由業電腦機殼轉移至大型遊戲機台組裝。遊戲機組裝市場特性為少量多樣與客製化，與原產品工業電腦型態相異，造成過往供應商物料短缺與新供應商開發困難。爾後與個案公司採購部門及相關部門多次深度訪談及焦點訪談，採用PWIO（Process Wide Information Organism）分析方法，詳實描繪企業採購及付款循環流程，將流程拆解成為請購、供應商管理、採購、驗收及應付款項處理作業向下延展至十一項作業功能並展開實作表，再將各作業流程細分為內、外向聯絡管道及接觸點並具體詳實描述。 透過PWIO描述及分析採購作業流程，找出造成個案公司管理議題之採購流程缺失，包含隨機篩選新供應商、新承認供應商直接成為合格供應商、供應商管理策略與企業策略未結合、供應商評鑑缺乏客觀衡量標準、及供應商評鑑作業未與執行面配合。經由產業專家訪談、產業相關資訊之蒐集，及層級分析法(AHP)之應用，針對五項流程缺失給予改善建議方案，包含建立供應商初步媒合流程、配合企業策略設計新供應商評量表、建立新舊供應商分流管理制度、以企業策略著眼設計供應商評鑑表、及加強變革成效，促進新制度落實與執行五面向。以上建議方案可加強企業及採購策略之配合度，透過新舊供應商評鑑與管理篩選適當合作之供應商，將採購流程制度化，進而改善目前採購流程之問題。 / Strategic procurement is crucial to strengthen a company’s core competence in the competition among enterprises. Procurement function has evolved from being supporters to decision makers that can impact the company’s strategies. The main purpose of this research is to improve the procurement process which is related to the case company’s management issues. The case company is a metal case assembly manufacturer located in Dong-guan which has been specialized in Industrial computer products. To increase its share and profit, the company developed new business chances by entering the gaming market that requires high degree of customization and specialization. The switch had caused supplier cooperating and material shortage issues. By focus-group and in-depth interviews with its procurement team members, using PWIO (Process Wide Information Organism) as a description tool to record every single step of the procurement operation process, and finally analyzing all the steps, five crucial gaps are found. The five gaps include the lack of an organized process of new supplier selection, unfair new supplier management process, disconnection between supplier management and company’s strategy, non-objective methods for supplier evaluation, and not executing the evaluation results in practice. By interviews with experts in the industry, questionnaires for procurement members in the case company, and AHP, the research provides five solutions for to improve its procurement operation process. The five solutions include establishing new supplier searching scanning process, designing a new supplier evaluation sheet based on company strategy, practicing a dual management method for original and new suppliers, designing objective evaluation criteria for supplier management, and to strengthening the execution of the evaluation results. The five solutions can improve the procurement operation process, maximize procurement efficiency, and build up core competence while the case company enters the new gaming market.

在全球化的潮流下，企業面臨全球經濟情勢的快速變化，及需要快速回應客戶需求的兢爭環境，企業想在所處的產業中勝出，就必須建立自己相對於其他競爭者的優勢，首先執行的因應之道便是尋找種種可能降低成本的方法，故此，要在這微利時代求生存，建立與管理供應商是當今企業面臨的重要課題。 本論文以零組件為主體，研究影響零組件自製與外購有那些因素，研究內容是以電子零組件公司為個案，採用訪談的方式，研究電子零組件公司在面對不同特性的零組件如何制定供應商管理策略之實務經驗，以提供其他業者之參考。並希望藉由本研究個案公司因應不同零組件特性，所採取供應商管理模式是：自製或是外購、是入主投資或是不涉入、或是緊密結合或是鬆散維持等策略，有助於了零組件產業在供應商的建立與管理供應商之實況、困難、因應之道，且從中獲得更多的啟示與重點。 本研究以訪談方式及蒐集其他相關文獻和資料進行探討，並將所獲得之內容進行分析。研究之架構則從零組件特性與環境、公司之競爭優劣勢與資源、及供應商特質這三部分進行探討，透過這三部分的分析結果，零組件的自製或外購的策略深受上述所影響。 藉由本個案研究之結果，提供下列數點評估步驟建議，以供電子零組件公司對於零組件自製與外購策略制定之參考： 1. 先挑選最重要的數個零組件分析。2. 資料收集與分析。3. 公司資源的了解。4. 公司競爭優劣勢。5. 供應商的特質。6. 資料的分析與歸納7. 決策的制定。 公司決策者可以透過以上步驟彙總整理，做出最適合公司利益的供應商管理策略。當管理策略訂定後，公司還是必須時時注意所處產業、零組件特性、公司資源及供應商特質是否有變化，管理策略須因其變化而調整。 關鍵字：零組件特性，公司資源，供應商特質，自製，外購。 / Under globalization, enterprises are facing rapid changes in global economic situation and they need to quickly respond to customer needs and contestants environment, companies want to win, must create their own advantages compared to other competitors in the industry in which, first is to find every possible ways to reduce costs, Therefore, in this era of lower profit to survive, the establishment and management of suppliers is an important issue for enterprises. In this thesis, as the components to study what were those factors impact of component made or buy, research is the way of electronic components for the case, the use of interviews, research electronic components in the face of the different characteristics components of practical experience of how to develop a supplier management strategy to provide a reference for other players. Taken by the case study company in response to the characteristics of different components, supplier management model: made or buy, entered the investment or not involved in or closely integrated or loose to maintain strategy, contribute to the components industry in the establishment and management of suppliers of the suppliers live, difficulties, should the road, and gain more insight and key points. In this study, interviews and collect other relevant documents and information to explore, and content analysis. The structure of the study from the component characteristics and the environment, the Company's competitive advantages and disadvantages, resources and supplier characteristics of these three parts to explore, through the analysis, the components of made or buy strategies deeply the impact. In case study, the following evaluation steps recommended for the electronic components company of made and buy strategy to reference: 1.Selection of the most important of several components analysis. 2.Data collection and analysis. 3.Understanding of the company's resources. 4.The company's competitive strengths and weaknesses. 5.The characteristics of suppliers. 6.Data analysis and induction. 7.Decision making. Decision-makers can be collected, prepared through the above steps to make the most suitable for the interests of the company's supplier management strategy. Management policies are established, the company still must always pay attention to which the industry component characteristics, resources and supplier characteristics change management strategy should change adjustment. Keywords: component characteristics, company resources, the characteristics of suppliers, make-or-buy.

本研究主要目的為透過灰色區間數的概念，利用其解決小樣本不確定問題的特性，修正在模糊層級分析法 (Fuzzy Analytic Hierarchy Process, FAHP) 下專家 (評估小組) 意見回饋時的不確定因素來進行供應商評選，使專家 (評估小組) 在進行指標或構面間比較時，能夠反映最真實的意見。 研究方法以模糊層級分析法為基礎進行供應商選擇，藉由模糊數概念解決舊有分析層級程序法中主觀及不精確的問題，並透過灰色區間數的概念，利用其解決小樣本不確定問題的特性，解決在進行模糊層級分析過程時，評選人員數量少而導至意見回饋樣本數較少，難以估算的問題；或評估人員對於語意尺度認知不明確，而成意見回饋時的不精確，避免因為這些原因，造成評估結果不準確，導至決策的偏差。 透過專家 (評估小組) 針對需求擬定參考構面及構面下的指標，利用層級的結構，將其做有系統的連結，透過專家 (評估小組) 針對各構面及各構面下指標間的強弱依據的回答，依此結果進行分析層級程序法的計算，找出各構面及各構面下指標間權重，進行供應商評選。 本研究實驗設計假設情境為在MTO生產流程下，透過系統動態學建構流程模型，模擬製造商生產運作。另外再設立專家意見實驗組及對照組，藉由同組評估小組填答不同意見所得的權重，加乘模擬所產生的供應商基本資料轉換為相對強度得分，進行研究方法運算，再比對模擬產生之績效結果，驗證所選供應商績效的確是最佳，驗證本研究所提出之選商方法確實有效。 / In the environment of globalization, the cooperation between enterprises and the suppliers has changed closeness into diversity. How to look for the best supplier in the use of objectivity in order to meet the need of product becomes very important. Nowadays, every industry aims at the international and various developments. Materials that consist in a product may come from every corners of the world; in that case, we have more choices in picking the suitable copartner. However, the standard of the suppliers has a big influence in the production quality. This research based on Fuzzy Analytic Hierarchy Process (FAHP) use to supplier selection. Use fuzzy number to solve the problems about subjective and imprecise in Analytic Hierarchy Process (AHP). And solve the problem about small sample and uncertain situation, sometimes come about who can’t clearly understand the meaning about item to choice, during jury making decision by Grey Interval Numbers. This situation may bring about incorrect results and wrong decision. This research makes a case under the MTO (make-to-order) producing process by SCOR model. Build the System Dynamic process model to simulate the supplier’s production process. And there have two different questionnaires result every different item’s weight. Herewith prove using this research method to select supplier is feasible and efficacious. Based on the evaluation criteria of need, we hope that enterprises can make an objective and correct decision in choosing the appropriate supplier.

台灣電線電纜產業在面臨市場仍然處於供過於求、粥少僧多的局面；加上台灣已加入WTO世貿組織，以及未來可能與中國簽署ECFA協定，即將面對開放國內市場的衝擊下；對電線電纜企業而言，實刻不容緩必須盡速建立非價格條件的核心競爭力。本研究期以供應鏈管理理論做基礎，並參考台灣其他傳統產業已導入供應鏈模式的實務經驗，以台灣電力線纜民間市場為範圍，藉由針對現行業者A公司的經營實務進行研究分析，希望能找出適用於此產業的供應鏈模式。 本研究從競爭策略理論切入，探討企業面臨生存競爭的抉擇，以五力分析開始，再探討供應鏈管理觀點，引導企業經營模式變革的方向，加上對成功案例的分析，以研究產業基本供應鏈運作模式。 其次，基於能夠見樹又見林的概念下，從台灣電線電纜產業整體概況出發，進而深入解讀台灣電力線纜產業的特性及概況，最後鎖定在台灣電力線纜民間市場的實務特性，以期發現當前產業及企業所面臨的潛在經營難題，作為本研究內在及外在環境分析的基礎。然後，藉由對A公司個案的研究，以供應鏈管理理論基礎及其他產業成功案例的實務經驗，針對台灣電力線纜產業及A公司的經營現況進行分析，確立對於建立供應鏈模式的必要動機；並找出必要的考量因素；進一步對實務面進行解析，以發現潛在問題；並針對問題找出可行方案及評估其效益。 最後，針對本研究做出綜合性的結論，以及對台灣電力線纜產業與個案公司提出管理建議；並對於後續有興趣研究相關議題的研究者，提供研究方向的建議及參考。 本研究並不冀望能為台灣電力線纜產業提出一套完整的供應鏈模式；但期望能藉本研究作開路先鋒，先求有，再求好，建立基礎模式；並希望引導後續更多相關產官學先進的投入研究改善，讓電線電纜產業注入創新概念活水，以培養新的經營概念，提升產業整體實力，以求達到永續經營的目標。

由於環境保護議題的興起，以歐盟為首，各國對電子相關產品相繼遞出各種法規限制，企業為了因應綠色潮流與各國法規之要求，與供應商體系的緊密配合更顯重要，在此情境之下，企業如何選擇供應商管理的方法，與供應商共同面對綠色趨勢與漸趨嚴苛的法規規定，並且同時避免在交易過程中所衍生出的各種阻礙廠商之間交易效率的成本是本研究之研究重點。 本研究從綠色供應鏈管理的角度出發，以台灣電子製造業為研究對象，了解企業對關鍵零組件供應商的依賴程度、企業本身投入綠色活動的積極度，兩者對供應商管理方法的選擇、以及企業與供應商交易的過程中所衍生的各種交換成本，即外顯單位效益成本、資訊搜尋成本、道德危機成本與專屬資產陷入成本之影響，並進一步找出對這四個交換成本有顯著影響的供應商管理方法為何。 本研究採用問卷調查的方式，以1263家的台灣電子業上市公司作為抽樣對象，於回收的173份有效樣本之統計分析結果顯示：企業對關鍵零組件供應商的依賴程度、以及企業本身投入綠色活動的積極度，兩者會造成企業在選擇供應商管理方法上有所不同，因而對交換成本有不同程度之影響。當企業投入綠色活動的意願愈高，愈會選擇多種的供應商管理方法來加強對供應商的控制，藉以確保供應商提供的商品能符合企業的需求，而這類型的企業在與供應商交易的過程中，總體的交換成本是相對較低的；相反地，當企業較不積極地投入綠色相關的活動時，也會較不投入於供應商管理，總體的交換成本較高，特別是在企業對供應商的依賴程度愈低時，整體的交換成本愈高。而在供應商管理方法中，最能有效降低交換成本的方法為「關係品質」，即企業與供應商之間擁有共同的目標、將品質列為優先考量、彼此之間存在信任、並且了解雙方的需求。

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.

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 JIT 以及全面品質管理(TQM)等新型生產流程思維出現之際,企業更 加強調供應鏈流程的優化及順暢,開始期望能透過建立供應商選擇機制、與供 應商協同製造合作、架設供應商間之資訊交流系統、形塑供應商評估學習體 系,進而減少供應鏈中無效率的浪費源頭,以降低供應鏈營運成本,提高利 潤。在這樣的環境背景下,供應商關係管理(SRM)儼然成為重要的供應鏈管 理手段,而供應商關係管理的效益也日漸備受重視。 本研究聚焦於目前因規模小、資金少、人員缺乏、可動用資源有限,故與 供應商之關係建立相對重要的台灣中小製造業,並選擇以藍海利基市場為發展 主軸之防水連接器製造商:H 公司為研究對象,以深度訪談之方式,探討其在 需求高度客製化、原材料須即時採購,即時組裝製造的環境下,如何經營其與 各供應商、協力廠間之關係,進而達成提升供應鏈效率的目標,而這樣的關係 經營行動對其供應鏈績效表現有何影響。研究結果發現,企業針對關鍵零組件 及關鍵原料之供應商,傾向建立長期合作之策略夥伴關係,而其採取之供應商 關係管理策略相較於對一般零組件及原料之供應商,更強調專屬性資產投入、 資訊流通共享、供應鏈協同合作之關係管理。反之,企業針對非關鍵零組件及 原料之供應商,較少有具體之供應商關係管理行動。其少數之關係管理行動主 要以降低買方之採購成本為目標,故管理方式大多僅限於維持高度例行性的合 作,或以價格為基礎評估、選擇合作對象。最後,針對供應商關係管理之實際 效益部分,本研究也發現,企業與供應商建立緊密關係,對供應鏈之內外面向 績效皆有正向影響,短期來說可改善生產力,長期而言則可加強競爭優勢。

為了在競爭的環境中生存甚至是成長，企業可能會採取外包策略，請外部廠商負責處理非核心業務，而專注企業之有限資源於具有核心競爭力的活動。如何選擇外包廠商對於外包策略的執行成效有深切的影響，因為外包廠商會直接影響到企業價值鏈的最終產出結果。因此，本論文採取個案研究法對三家跨國公司進行深度訪談，以了解電子業之品牌廠商對於委外代工廠（製造服務供應商或研發製造服務供應商）的選擇程序與評估項目。 根據研究結果，本論文提出一套一般性的委外代工廠選擇程序。依照所考慮的委外代工廠種類之不同，該選擇程序建議五至六個階段（Market Research, General Survey, Specific Survey, Trial Run (optional), Verification Survey, and Decision Making），同時建議各階段應考慮的評估項目。本論文亦根據研究結果，對於欲建立委外代工廠選擇程序之品牌廠商以及委外代工廠提出相關建議。 / In order to survive and even to grow in the competitive environment, enterprises may adopt outsourcing strategy to focus on their core competency and to have external suppliers to handle the other activities. How to select a proper outsourcing supplier is very critical to the implementation of outsourcing strategy because outsourcing suppliers will affect the final outcome of the whole value chain very much. Therefore, this thesis studies in the electronic industry to understand the process and evaluation criteria of original equipment manufacturers (OEMs) to select contract manufacturers (which are electronic manufacturing services, EMS, providers or original design manufacturers, ODMs). Case study is applied as the research method and three multinational companies are in-depth interviewed for this study. Based on the research results, a general contract manufacturer selection process is proposed. This general process has five to six stages (Market Research, General Survey, Specific Survey, Trial Run (optional), Verification Survey, and Decision Making), depending on the kind of contract manufacturers under consideration. Corresponding evaluation criteria are also recommended for usage in each stage of the selection process. According to the research results, recommendations are made for OEMs which are planning to establish a contract manufacturer selection process and for contract manufacturers which are being surveyed.

由於全球化的浪潮，將市場競爭帶向新的局面，企業不再只尋求短期 的利潤，更傾向與他們的外部競爭者以及內部人員維持長期的合作關係， 以替企業帶來更大利益，這種共生共存的關係，亦即夥伴關係。已有許多 研究發現，發展夥伴關係能為企業帶來益處，學者也找出建立夥伴關係和 夥伴關係演化過程中的關鍵成功因素，或者針對形成夥伴關係的結合力進 行研究，然而，很少有學者提及如何管理夥伴關係，本研究以此觀點出發， 目的在找出供應商夥伴關係管理的重要因素並提出實踐的執行項目，以供 企業評估並改進其供應商夥伴關係管理的流程，另外提出夥伴關係度量 (Partner Relationship Metrics)之概念，讓企業據此分數來選擇供應商夥伴。 本研究首先由17 篇關於夥伴關係的文獻中找出18 個夥伴關係的關鍵 成功因素(Critical Success Factor, CSF)，並在每一關鍵成功因素下，定義若 干個關鍵執行項目(Key Practice Items, KPI)。這些關鍵執行項目都代表著供 應商合作關係中執行的行動，以關鍵成功因素及文獻中學者所提的關鍵結 合力(Bond)形成訪談內容，採取企業訪談法挑選台灣資訊電子製造業供應 鏈中分別屬於零組件供應商、加工製造者以及系統組裝商的六家企業進行 訪談。研究結果顯示，六家企業都認為順應性(Adapatibility)、信任(Trust)、 參與度(Participation)是重要的因素，另外也發現，訪談對象依其企業規模、 屬於買方或賣方市場等因素乃訪談結果有差異的原因之一。 關鍵字：B2B、供應商夥伴關係、關鍵成功因素、夥伴關係度量 / Over the past few years, companies have faced increasing challenges in their relationships with external competitors as well as internal employees. Recent years, managers tend to build a long term, ongoing relationships which are called partnerships. Researches have found that developing partnerships can contribute to the profit of a company and reduce the risk. Some researchers focused on the factors of the successful partnership; others on the bonds between partners. However, studies is lacking on how to manage a partnership. The purpose of this project is to find factors that make a successful supplier partnership and propose some key practice items (KPI) as well. Furthermore, we define partner relationship metrics (PRM) by combing bonds and success factors of partnership to help managers evaluate their supplier partners. This project is based on partnership literatures and business interviews. First, we chose 18 critical success factors (CSF) of the partnership from 17 literatures. Then, we surveyed 6 businesses of Taiwan Information & Electronic Industry and divided them into 3 categories to get the empirical data. We found all companies agree that Adaptability, Trust and Participation are the top 3 important factors in managing their supplier partner relationships. In addition, we discovered that the size of the companies and the one who holds the power in the supplier-buyer relationship influence the research results. Key words: B2B, supplier partner relationship, critical success factor (CSF), partner relationship metrics (PRM)