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.

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.

整個產業的競爭已由企業個體對企業個體，轉變為供應者與購買者結合而成的供應鏈與供應鏈間的競爭，因此整個供應鏈管理被認為是一個新競爭優勢的來源。建構供應鏈管理之首要活動為供應商的評估與選擇，選擇良好的供應商為供應鏈運作順暢與發揮最大效益的基礎，因此如何選擇具有發展潛力的供應商以幫助自身策略之達成便格外重要。除慎選供應商外，為使供應商達到並維持企業設立之多項標準，企業尚須投入努力以執行供應商發展活動，藉以提升供應商之績效和能力，且企業亦須定期地仔細監督和評估供應商之績效，以確保現有供應商能符合企業之需求及未來非預期之需求。 企業與供應商並非保持單一關係類型，而是維持一個不同關係類型的組合，因而為了達到最適之供應商管理效率和效果，且分配最適之資源給不同的供應商，企業須針對不同關係類型之供應商採取不同之供應商管理模式。 本研究採個案研究法，再輔以問卷分析加以支持。以國內某資訊電子企業為對象，探討伴隨供應商與企業之關係類型不同，企業採取之供應商選擇評估標準、供應商發展活動以及供應商績效評估制度各為何以及有何異同，經整理分析，發現之結果如下： 一、個案公司與供應商之關係類型可分為三類。 二、個案公司對供應商之選擇評估標準會隨著與供應商之關係類型不同 而有所不同。 三、個案公司對供應商採行之供應商發展活動會隨著與供應商之關係類型 不同而有所不同。 四、個案公司對供應商採行之供應商績效評估項目會隨著與供應商之關 係類型不同而有所不同。 五、個案公司與其供應商之間，對於個案公司所採取之供應商管理制度具 有一些認知上差異。 六、個案公司對策略夥伴型供應商，在選擇評估標準、績效評估項目上重 視及要求的程度皆最高，且對其執行之發展活動亦最為頻繁。 / Competition in the industry is changing from among firms to among supply chains forming by suppliers and buyers. Thus, supply chain management is increasingly recognized as an important source of a firm’s competition advantage. The first step of supply chain management is to select and evaluate suppliers. Since selecting good suppliers is the basis of running supply chain smoothly and creating maximum benefits; therefore, how to select potential suppliers to help achieving the strategy goal has become the most important thing. Besides selecting suppliers carefully, in order to attaining and maintaining various standards set up by firms, they have to put effort to implement supplier development activities to promote the performance and abilities of suppliers. Also, firms must monitor and evaluate supplier performance carefully and regularly to ensure that its current suppliers are meeting the needs and unexpected future needs of the firm. Firms do not have a “one-size-fits-all” strategy for relationship types with suppliers, but manage a portfolio of relationships. Firms should adopt different types of supplier management in accordance with types of relationships to achieve the objective of managing supply chain efficiently and effectively and distribute proper resources to suppliers. This study uses case study research, and is supported by the questionnaire. This study takes certain electronic enterprise as the object company, and tries to discuss that with different relationship types between suppliers and firms, what will be the selection criterion, the development activity, and the performance evaluation system for suppliers; moreover, how are they different. Through collection and analysis, we found the following conclusions: 1.The types of relationship can be divided into three types. 2.Supplier selection criteria adopted by the firm are different from types of relationships. 3.Supplier development activities implemented by the firm are different from types of relationships. 4.Supplier performance evaluation items adopted by the firm are different from types of relationships 5.There are little agreements between the firm and it’s suppliers as for the supplier management system. 6.On the selection criterion and performance evaluation items, the firm pays most attention and requires most on strategic partnership suppliers. Moreover, the development activities are most frequently executed.