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.

近年來，因中國及新興國家的需求下降，以及歐美國家經濟成長趨緩，使全球航運市場競爭日益激烈，造成海運業損失慘重，2016年9月，世界排名第七的韓進海運宣布破產保護。在台灣，2016年海運業虧損也超過200億元，使得行政院緊急通過海運業600億的紓困貸款。 　　在如此艱困的經營環境中，企業必須擁有良好的供應商評鑑制度，做出良好的採購決策，才能提供具有競爭性的服務予顧客，因此本研究將探討如何針對航運產業的供應商進行評鑑及選擇。此外，供應鏈管理最重要的部分在於如何管理供應商，因為供應商之好壞攸關整個供應鏈之品質、風險與成本，因此，本研究著重於供應鏈管理之核心，並探討管理供應商之根源，進行供應商評鑑與選擇之探討。 　　本研究主要為提出並示範個案公司如何建立一個完整的供應商管理系統，因此評選出之指標未必為直接適用之指標，主要以德菲法、層級分析法及文獻探討法，提出該公司如何選出適合的指標，評斷各個指標之權重，再藉由文獻探討法提出下一層級之評鑑項目。在擁有供應商評鑑指標後，於供應商管理系統中，提出公司如何評估何種情況下需要外包、如何組成評鑑小組、如何針對各個指標進行評分，及哪些採購需要使用本研究所建議之系統。 / In recent years, due to the decreasing demand in China and emerging countries and the slower economic growth in Europe and the United States, the competition in the global shipping market has become increasingly intense, resulting in heavy losses in the shipping industry. In September 2016, Hanjin Shipping, which had been the world’s seventh-largest container shipper, filed for bankruptcy protection. In Taiwan, the loss of shipping industry had exceeded NT$ 20 billion dollars in 2016, causing the Executive Yuan of the central government to emergently approve the relief loans of NT$ 60 billion for the shipping industry. In order to provide competitive services for customers in such a difficult business environment, enterprises must have a good supplier evaluation system for them to make good purchasing decisions. On this account, this study intends to explore how to conduct the evaluation and selection of suppliers in the shipping industry. In addition, a good or bad supplier would affect the quality, risk and cost of the entire supply chain, and thus the most important part of supply chain management lies on how to manage the suppliers. Therefore, this study focuses on the core of supply chain management, investigating the root of the management of suppliers, and also exploring the evaluation and selection of suppliers. This study mainly proposes and demonstrates how the subject company of the case study establishes a complete supplier management system, so that the selected indicators may not be directly applicable indicators. This study uses the Delphi Method, Analytic Hierarchy Process (AHP) and literature review to analyze how the subject company selects the appropriate indicators and determines the weight of each indicator, and also uses the literature review to determine the evaluation item for the next hierarchy. After having the evaluation indicators for suppliers, this study further proposes that in the supplier management system, how the company evaluates the needs for outsourcing in specific circumstances, how to form an evaluation team, how to score for each indicator, and what purchases need to use the system proposed in this study.