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客戶關係中的權勢與信任對企業推廣EDI的影響秦蔚宇 Unknown Date (has links)
資訊電子業競爭激烈,無不希望能降低採購成本來增加利潤,加上價格變動迅速、產品生命週期短,一旦庫存擱置過久,就會造成成本上的大量損失,因此此產業的製造商,紛紛尋求資訊科技的協助,來完成採購等相關活動,而電子資料交換(EDI)就在這一波應用中扮演著不可或缺的角色。因EDI無法單獨使用,需交易伙伴的配合,故組織間的互動關係,可能對EDI的採用產生影響。
EDI的採用可分為三個層次:系統建置層次、內部整合層次、外部整合層次,而本研究探討在目前供應鍊管理的環境下,組織間互動關係中的權勢(power)與信任(trust),對EDI採用的影響。本研究針對國內資訊電子業中的製造業進行實證研究,研究結果顯示,權勢、信任與EDI採用的三個層次,均呈現正向的相關。若將權勢與信任放在一起分析,權勢因素在EDI採用的三個層次所產生的影響,比信任因素更顯著,而信任因素在EDI內外部整合層次所能解釋的程度,比在EDI系統建置層次來的高。
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RFID在供應鏈物流管理上的創新運用與其發展趨勢–以Wal-Mart為例曾詩雅, Tseng,Grace Unknown Date (has links)
知識經濟時代的來臨,科技與速度是成功的關鍵,營運效率成為優勝劣敗的決定因素。企業要經得起全球化的挑戰,必須以各類取得的資訊做客觀的分析、策略性的思考,來規劃及發展出具前瞻性、適切性的企業經營新模式,而其重點即為將企業內、外部資源作有效的整合,在技術、產品與策略上推陳出新,因時因地的調整經營策略,進而轉型、再造、創新,以提升企業之競爭力及傲人的營運績效,以促成傲人的資訊流、物流、金流與商流的整合。
資訊流應達到電腦化、金流應達到即時流通順暢化、商流結構亦應達到完整性大目標外,最其要者即屬物流應達成即時管理。而其顯著的特點是走向系統化及即時化、電腦化的資訊管理使供應鏈物流活動之間的生產資訊控制,訂貨、儲存、搬運、進出庫、發貨、運輸、結算等物流環節之間的自動化資訊控制更為合理及流暢。 因其中物流成本占全部營銷成本的比例極高,因此個人以為降低物流成本應可成為企業第三獲利來源。
數位經濟的時代,在網際網路與資訊科技一日千里進步中,物流資訊化、網路化、全球化、虛擬化、整合化的方向,努力建構具核心競爭力的資訊整合實為當務之急的核心,如何改變手工資料登錄,使輸入的品質和速度提高,條碼就在這樣的環境下應運而生,其中RFID(Radio Frequency Identification)射頻技術的條碼自動識別技術以電腦、光電技術和通訊為發展基礎的綜合性技術最具競爭優勢及潛力。
本研究希望能從企業導入 RFID 現況與發展趨勢、應用於供應鏈所展現之核心競爭力及Wal-Mart 個案來分析,並從以下三重點來探討:
1. 企業導入RFID 對核心競爭力的影響。
2. 供應鏈物流系統如何運用RFID化以提升競爭力。
3. 政府推動RFID計畫以加速臺灣運籌中心之附加價值的建議。 / The era of knowledge economy has emerged. The key success factors are new technology and speed, and the main decision element is operation excellence. The enterprise has to be continually challenged by globalization through integrated information, strategic thinking, future planning, and new business plans, to integrate all the above resources internally and externally.
In addition, the enterprise needs to refresh workable resources, technology, product and strategy and continually make changes with re-modeling, re-engineering, and creativity to promote the competitive strength and operation excellence so as to synergize information flow, material flow, cash flow and business process flow.
Information flow should be computerized, cash flow should be smooth, and business process flow should be to meet the most integrated goal: ON-LINE Management. It is important that these processes are systematically linked with on-line computerized information within the supply chain management model. For instance: ordering, stocking, transportation, warehousing, tracking and cashier etc. Nevertheless, logistics cost constitutes a high percentage of operation cost. As such, I view that logistics cost should be brought down so as to reap enormous benefits from a third resource.
With the advent of the digital economy and the development of web-base technology, logistics information flow has to be systematic, web-based, virtual, and integrated. Striving to build up a competitive information integration is very important. In order to change the data-entering from a manual mode to a systematic mode the quality and speed are highly expected. RFID (Radio Frequency Identification) development depends largely on high technology of computers, optoelectronics, electronic, telecommunication. Thus, it has tremendous potential to become a synergistic competitive strength in the market
This research paper will address RFID implementation, status and future development potential, the application in supply chain management and its core competencies. A case review on Wal-Mart’s success with reference to the following points will be discussed in this paper:
1. What are the core competencies required if one applies RFID?
2. How to apply RFID in the field of Supply Chain Management?
3. What is the add-value if Taiwan Government promotes RFID plans?
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拋棄式醫療耗材產業電子尋購適性評估 / E-Procurement application analysis to disposable Nonwoven medical industry張維玲, Chang, Wei Ling Unknown Date (has links)
電子尋購系統導入供應鏈管理,成功在各產業達到成本節省的目標,在價格競爭激烈的拋棄式醫療耗材產業,也期待更有效率的成本控制系統來改善供應鏈的運作,本研發主要探討電子尋購系統之於拋棄式醫療耗材產業現有尋購過程中的相容性,並分析創新科技是否能改善現有的體制問題,並得以持續發揮效益。
根據文獻探討的啟示,要使得電子競標系統有效運作,必須配合一套環環相扣的組織例規,方能持久有效的運作,而拋棄式醫療耗材產業既有的供應鏈與其他成功導入電子競標系統的產業有高相似性,長久以來卻維持著以人工採購為主的尋購模式。
採用質性研究方法,深入訪談供應鏈中各層級之於上下游雙方的商業模式、合作關係以及議價能力,進而歸納拋棄式醫療耗材產業與電子尋購系統之相容與相斥性,並談討實際運作可能會面臨的挑戰與困境,文中最後探供應鏈結構性限制使電子尋購無法發揮成本節省作用,並點出知識載體(人力)的存在之於本產業供應鏈的重要性。 / E-Procurement system successfully helped quite a few enterprises save costs against their supply chain in last few years. Disposable medical product industry has fallen into severe price competitions with fast growth and the whole industry is expecting an efficient system that helps save more money and improves the supply chain at the same time. This study focuses on the suitability of E-Procurement against disposable medical product industry, and also analyze if the system problem can be solved by new techniques.
The literature implies that the organization routine enabled E-Procurement efficiency. Disposable medical product industry shared high similarity in organization routine with those industries that already have E-Procurement in place. However, over the past years, disposable medical product industry follows the traditional procurement process without seeking technology implement.
This study is based on qualitative measures extracted from researcher’s own observation, interviews, personal perception and comprehension on the business model, partnership also negotiation skills applied from different roles of supply chain. It also discussed the possible pros and cons that the industry might encounter if E-Procurement been implemented. The importance of knowledge carrier to the supply chain of disposable medical industry has also been covered.
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目標成本制導入過程之個案研究 / Case study of target costing introduction張為宗 Unknown Date (has links)
台灣的競爭優勢在於為數眾多的企業,彼此在產品供應鏈上有著強烈互補性與製程連貫性,惟彼此間並無有效供應鏈管理,而使彼此發揮綜效。目標成本具備有效管理、整合供應鏈及較少成本中心之優勢,其在日本發展成熟且應用範圍相當廣泛,而台灣卻甚少企業了解及採用。探究其原因在於台灣探討該制度導入過程之研究或文獻相對稀少,而導致企業界裹足不前。
因此,本研究以個案研究方式對手錶產業之個案公司進行研究,由組織管理型態、目標成本管理程序、與供應商之關係三方面探討目標成本制導入過程中可能產生之問題及解決方法。研究結果指出組織型態之改變可使目標成本制順利導入,跨功能團隊亦能成功縮短新產品開發時間。另外,採行合適之目標成本管理程序能有效降低新產品開發成本,供應商關係亦因目標成本制之導入而與個案公司緊密結合,進而達到整合供應鏈之效果。 / The advantage of Taiwan in competition is that there are a lot of companies which are complemented in supply chain. However, there isn’t an effective management to bring these companies into full play. Target Costing can integrate and manage supply chain cost-effectively, and is popular in Japanese enterprise. The reason is that there aren’t enough references and research to introduce the management costing system in Taiwan.
Accordingly, this research is a case study of the watch industry. It explains how to introduce Target Costing into enterprise in three aspects: organization management, target costing procedure, and the relationship with supplier. The result indicates that the change of organization can ease the introduction of Target Costing, and the cross-functional teams help to reduce the duration of new product development. If the company adopts appropriate Target Costing procedure, it can also reduce the product development cost. Target Costing can also strengthen the relationship with supplier, which results in a thoroughly integrated supply chain.
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台灣紡織業應用資訊科技強化供應鏈管理及全球產銷績效研究-以N公司為例劉介正 Unknown Date (has links)
面對著已實施近半世紀的全球紡織配額,在2005年元月正式終止,從此紡織業進入了全球無國界的競爭,此時對已全球化佈局,並且已運用資訊科技來強化供應鏈管理的紡織業廠商而言,無異取得了最優勢競爭的保證。
本文以從事紡織業已27年的傳統N公司為案例,就其應用資訊科技強化供應鏈管理及全球產銷的實際整合運用,以學理上的文獻探討,搭配實務的操作,以時間來證明理論的正確性,綜合本研究獲得以下具體結論:
一、全球供應鏈管理是台灣紡織面對全球化的最佳解決方案
面對著全球紡織的區域經濟合作問題,WT0所帶來的衝擊,及2005年全球紡織配額取消後的紡織無彊界競爭,台灣紡織業已進入了求生存與被淘汰出局的非常微利時代,面對著這樣的全球化競爭,本研究認為唯有依賴全球供應鏈管理及全球產銷佈局,才能有效地化解不斷來自全球化的問題。
二、解決全球產銷的問題依賴資訊科技來貫穿供應鏈管理
當以0EM為主的台灣紡織業者,做全球化的產銷佈局時,接下來所面臨的遠距離跨國界的管理,已非傳統的當地生產、銷售、人事總務、研發、財會五大管理功能所能解決,此時必需加上資訊科技的功能協助,才能簡單、快速、透明化地管理全球化公司,所以本研究認為解決全球產銷及傳統五大管理功能,唯有依賴資訊科技來貫穿供應鏈管理的運作,才能非常有效率的管理。
三、N公司執行全球供應鏈管理的非量化績效結論
(一)供應鏈整合效益: 整體供應鏈藉著即時透明的資訊,降低了庫存,減少停機待料,並維繫強力的信任關係,成為長期的合作夥伴。
(二)紡織知識庫的建立: 在全球供應鏈管理系統裡,大家有共同的使用表格及語言,凡走過必留下痕跡,因而在運作中不斷累積紡織知識,使後繼者有案例可循,因而紡織知識庫的在時間累積中,自動的建立了。
(三)主管決策系統的完成: 在全球供應鏈管理系統核心裡,所有運作的資訊都會匯集至運籌中心的主管決策系統,使重大的決策能統一指揮。
(四)建立了全球化的競爭優勢: 在N公司的全球產銷佈局裡,除了運用資訊的科技優勢外,更能運用區域經濟及經濟大國的優惠法案,來不斷增加本身的全球化的競爭優勢。
(五)快速反應: 在Internet的世界裡,資訊可在瞬間穿越國界,幾乎是同步作業,再加上全球產銷基地的靠近顧客,更容易發揮快速反應的機制。
(六)客戶滿意: 客戶充分了解訂單進行狀況,商品運送及收貨,有明確的資訊,可提前做好配銷的準備工作,提高顧客的滿意度。
以上結果,驗証本研究的全球供應鏈管理對全球紡織產銷有正面的價值。
四、N公司執行全球供應鏈管理的量化績效結論
(一)在整體的產銷方面:無論是組織再造效益、接單效益、訂單達交率、供應商達交率、產能利用效益、生產效益都有明顯的提升。
(二)在時間效率方面: 交貨週期、運輸週期、銷貨週期、產銷運籌週期,都有明顯的減少。
(三)在財務上的效益: 營業收入、稅前盈餘、人年產值都有明顯的提升,在營業費用有明顯的減少。
以上結果,論証本研究的全球供應鏈管理對全球紡織產銷有正面的價值。
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供應鏈管理系統架構與物件模型建立之研究-以半導體產業為例 / An Architecture and an Object-Oriented Model of Supply Chain Management System: A Case Study of IC Industry童寶溢, Tuang, Bao-Yi Unknown Date (has links)
在80年代末期與90年代初期所討論的企業運籌管理與企業再造,都是強調在企業本身的流程管理的合理化、標準化與自動化,然而在90年代末期,由於網際網路商業應用的盛行,使得原本在90年代初期學術界所提的供應鏈管理變得更加可行。供應鏈管理重視在企業間的流程整合,使供應鏈能達到整體的流程最佳化,以提供最終使用者一個低成本、高服務品質的產品,其重點即在企業間的流程整合,運用資訊科技以達到此目的是必然的。雖然供應鏈管理被提出已有十多年之久,但是文獻中大部分僅針對管理層面上,對於系統方面卻仍然停留在企業內運籌系統,因此本研究將提出一系統架構,以達成供應鏈管理之目標。
本研究將依據關於供應鏈管理.供應鏈管理系統相關之文獻,根據文獻之結果,設計一套供應鏈管理系統架構之模型,並且使用物件導向軟體開發之技術與UML建立物件模型,最後選擇其中一功能,開發一雛形系統以驗證此架構之可行性。
本研究希望達成以下的目標:1)利用軟體系統以達成供應鏈之流程整合之目標,;2)建立一供應鏈系統架構模型,以輔助資訊廠商或企業開發供應鏈系統時之系統架構參考模型;3)與遺產系統(legacy system)結合,使用XML,與物件導向技術SOAP,提供遺產系統與供應鏈系統一個整合方案;4)降低系統使用障礙,利用WWW為人機介面,可以降低使用者使用進入障礙;5)降低系統導入成本,利用Internet的特性,企業不一定需要將系統購回,可以藉由網路,到供應鏈應用系統提供者,使用系統。 / Supply chain management (SCM) is the integration of business processes from end consumeis through original suppliers that provides product, services and infoimation. By this definition, we know that SCM is a series of management processes across firms forming a supply chain network. Cooper et al. [1] stated that those processes are customer relationship management, customer service management, demand management, order fulfillment, manufacturing flows management, procurement, product development and commercialization.
In this paper, we propose an architecture and an object-oriented (00) model of SCM systems. This architecture contains three main components. The first one is "System Portal" , which is an interface between users and the system objects. The second one named "Object Repository" , which is used to store objects of the SCM system, makes the development, management and usage of these objects easier. The third one is "Database" , which is a universal database to store all data of the SCM system. Then, an 00 Model is developed based on this proposed architecture. This 00 model is graphically depicted using Unified Modeling Language (UML).
We believe that the proposed architecture and 00 model in this paper can be used as a reference architecture and a reference model to help system developers to easily build their-owned SCM systems.
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品牌客戶對於供應商永續供應鏈管理之影響-以紡織成衣產業為例 / The impact of customer pressure on suppliers' sustainable supply chain management孫鈴琇, Sun, Ling Hsiu Unknown Date (has links)
面對全球永續議題熱潮,歷經2013年孟加拉成衣工廠事件以及綠色和平組織《Dirty Laundry》揭露知名品牌服飾含有有害化學物質等衝擊,時尚產業的永續話題再度被討論,各大品牌受到壓力也必須對整個供應鏈有所作為。本研究旨在探討永續能力是否為品牌客戶遴選供應商的關鍵因素,且面對品牌客戶為達成企業永續的理念,而要求其價值鏈上的供應商進行永續供應鏈改革的要求,品牌客戶採用什麼管理作法,且供應商如何因應,此壓力是否成為其實施永續供應鏈管理之主要因素。研究主要透過深度訪談台灣紡織成衣供應商和代表性小樣本結構性問卷的方式進行研究分析。研究結果指出品牌客戶針對永續能力要求的壓力強度因不同品牌客戶而異,但供應商主要為延續與品牌客戶的合作而進行永續供應鏈管理,然而,永續能力並非其遴選供應商的關鍵因素。實施永續供應鏈帶來之績效缺乏財務、產品面等實質效益,僅提升企業形象與和品牌客戶之信任,且供應商實施之困難點多考量投資成本問題,品牌客戶也鮮少提供有效的輔導與資源,不利於形成產業的永續風氣。仍有供應商因為投資永續管理能力,獲得新的市場機會,後續建議台灣紡織成衣供應商面對永續這波風潮與趨勢,不單用代工成本的思維,能夠從長遠的角度,思考其長期可能帶來的機會點去做策略規劃和實踐。
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逆向物流下供應鏈管理策略對成本之影響洪維謙, Hung ,Wei-Chien Unknown Date (has links)
近年來環保意識興起,越來越多國家、政府開始重視環境保護,隨著越來越多相關環保法令規章的通過,企業不得不將環保因素納入企業營運考量。考量到環保因素許多的原料不能再使用,有些原料則是必須回收後再使用來達到環境保護,所以企業不能再獨善其身,企業必須負責將自己售出的產品回收再處理,因此逆向物流(reverse logistics)漸漸地受企業重視。近幾年來越來越多學者投入逆向物流相關議題的研究,但大部份都是針對某單一供應鏈管理策略做探討,例如:楊昭峯(2002),”製造策略對逆向供應鏈績效之影響”。張嘉恆、蘇純繪、林君維(2005),”綠色供應鏈模擬存貨採購策略之研究”。郭文清(2004),”逆向供應鏈製造策略之探討”。本次的研究便是探討比較全面性的供應鏈策略組合造成的影響,希望找出在逆向物流下這些供應鏈管理策略組合對成本之影響?研究目的有二點:
一、 逆向物流下不同策略組合對成本的影響度。
二、 建議企業在哪種逆向物流環境下該採用何種策略組合。
本次的研究方法主要是透過模擬的方式來達成,藉由模擬的方式得知各種供應鏈管理策略組合對成本所造成的影響,而主要的策略架構於供應鏈協會(Supply Chain Council, SCC)所發展的SCOR Model,SCOR Model提供了供應鏈管理中的參考流程如Source(採購)、Make(製造)、Deliver(配送)、Return(回收),這次研究的策略主要分成這四大區塊,再探討相關策略文獻應用於本研究。決定了相關策略後,再建立成本項目用來評估每一種組合所產生的影響,最後建立實驗模型與流程進行模擬實驗。
關鍵字﹕逆向物流、供應鏈管理、策略組合
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價值鏈管理之探討 -- 以利豐貿易為例史麗娜, Shih, Li Na Unknown Date (has links)
目前經濟的主軸環繞著三大趨勢:通聯資訊科技,貿易的全球化與知識經濟運轉。資訊決定議價能力,全球化使競爭更加激烈,「微利」為成熟產業的普遍現象。「模式創新」成為企業永續經營的惟一途徑。
利豐貿易,成立於1906年,一家歷經三代家族經營的代辦採買貿易公司,在80年代,歷經組織重組與營業模式的創新,發展成為目前旗下擁有香港最大的出口貿易公司,市值達數百億港元的大貿易商利豐貿易(0494)與經營供應鏈整合的利豐經銷與零售業(ok便利店與玩具反斗城)之利豐零售。
“利豐貿易”的發展與管理備受各界關注,《哈佛商業評論》主編瓊安.瑪格瑞塔(Joan Magretta)於編選《新經濟時代管理大師觀點》(Managing in the New Economy)時,將其與“戴爾電腦”(Dell Computer)並列為最佳觀念實踐的公司。
“利豐貿易”透過解構價值鏈與現代網路資訊科技的運用,將危機化為轉機,首創「分散式生產」模式,從其全球供應網絡中,找出最符合客戶需求的解決方案。此模式後來廣為其同業所採用,且有愈來愈多的大型製造業亦開始
採用此種作業模式。
本研究為探討性研究,透過學術界(主要為哈佛大學)對個案公司的訪談與案例 資料的研讀與整理、個案公司資料的收集與整理,歸納研究在目前這個被稱為新(資訊)經濟環境下,一個經營傳統產業的企業如何透過供應鏈的創新與現代化的管理,實現其價值訴求使企業營收成長並持續獲利倍增。 / The mainstream of the world economy currently are: Net Communication Technology, Trade Globalization and Knowledge Econolmy. Information decided the power of bargaining, globalization makes competition tougher than before, "No profit" or "tiny" profit becomes the general situation for any mutual industry, "remodelize your business type"is the only way for your enterprise's survival.
Li & Fung Ltd. formed in 1906, after serveral restucture and remodeling,in the age of 80, becomes the largest trading company of HK, listed in HK exchange market (code 0494) with value more than billions of HK$, the family also own Li & Fung Retailing and Li & Fung distribution.
The management and development of "Li & Fung Ltd" were eyecatching by different people, Joan Magretta, the editor of "Harvard Business Review" has classified it together with "Dell corporation" as the best practice company in her " Managing in the New Economy"
"Li & Fung Ltd" by using modern information technology to destructure their value chain, turn their weakness to strength, initial "loose coupled control" manufacuring model, to provide theit customer best solution from their world wide supplier network. The supply model suddenly becomes the general model for the industry, and more and more large manufacture adopt such model.
This report is a reasearch study, through reading papers, company's inforamtion and interviewed some peer companies to conclude that how a traditional company to make themself so successful in the "New Economy" environment and what can we learn from it.
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建構一個供應鏈資訊分享機制:不確定構念之發展及虛擬整合之應用 / Forming an Information Sharing Mechanism in Supply Chains: A Development of Uncertainty Constructs and Application to Virtual Integration戴逸民, Tai, Yi-Ming Unknown Date (has links)
供應鏈的運作過程包含一系列的價值創造活動,這些活動乃是由許多不同的組織所負責執行,且每個活動之間存在相互影響的關係。在這一牽涉跨組織合作的價值網絡中,所遭遇的困難主要是來自跨組織互動過程中所隱藏的不確定問題,而這些問題的產生主要導因於供應鏈夥伴間的活動缺乏調和。針對供應鏈分散管控結構所衍生出的問題,近年來以資訊科技為基礎的跨組織系統 (inter-organizational system, IOS)提供了有效的解決方案。此IOS的形成,主要是認為透過IOS的應用,供應鏈組織可藉由跨組織資訊分享的力量來改善夥伴間的協調以及資源整合。而此意謂IOS的效益產生端賴系統內建的資訊分享機制能相容於供應鏈結構特徵,並能有效協助組織來因應所面臨的不確定問題。是以,建立一個相容於環境的資訊分享機制是配置IOS解決方案過程的重要關鍵,且對於供應鏈不確定的診斷在資訊分享機制規劃過程有其重要性存在。
對於供應鏈不確定問題的診斷是一極為複雜且具挑戰的任務,其須要透過一結構化的框架來協助分析夥伴間錯綜複雜的互動行為過程所隱藏的不確定因素。因此,本研究乃採用結構化的方法來製作一符合統計效度的不確定因素衡量量表,並以此量表為工具透過個案研究的方法來探索收斂組裝型供應鏈,這一特定型態供應鏈所面臨的不確定問題。在了解供應鏈所面臨的不確定問題之後,本研究試圖針對此供應鏈型態提出一資訊分享機制規劃的參考架構,藉此架構引領供應鏈運作環境中的資訊科技規劃,並依此提升供應鏈整合。
在針對個案探討之後,本研究發現缺乏妥善規劃資訊分享機制是導致個案公司目前仍難以有效因應所面臨的不確定問題之主要原因。所施行的資訊分享實務與供應鏈環境間的不相容使得其目前仍難以有效因應需求的變異以及物料供給的管控。此外,本研究發現資訊分享模式會受到所面臨的不確定問題之屬性以及嚴重性程度的影響。在收斂組裝型供應鏈的案例中,受到供應鏈結構特徵的影響,資訊分享應著重於物料供給方面的議題。因為在該型態供應鏈運作環境中,供應端的夥伴結合相對於需求端而言較為複雜,且與領導廠商間的關係又非似需求端夥伴間來的密切。是以,在收斂組裝型供應鏈中,有必要投注較多的心力於建制與供應夥伴間的資訊分享。 / Supply chain management is a complicated task because of uncertainties involved. The uncertainty that occurs in the processes of inter-organizational coordination is due to a lack of harmony in supply chain participant activities. Recent developments in Inter-organizational Systems (IOS) have contributed to the provision of IT-based solutions for harmonizing supply chain participant activities. Applying IOS to the supply chain often attempts to improve the efficiency of coordination and resource integration among participants via inter-organizational information sharing. This intention implies that the effectiveness of IOS depends on whether information sharing mechanism built into the system can fit for supply chain characteristics and can help the supply chain cope with uncertainties that disrupt the integration of the supply chain. Hence, establishing an environment-suited information sharing mechanism is critical in deploying IOS solutions, and diagnosing supply chain uncertainties is important in planning information sharing mechanism.
Diagnosing supply chain uncertainties is a complex and challenging task, it needs a structural framework to support in analyzing the intricacy of interactions among supply chain members, resulting in the construction of an instrument to assist in the understanding of uncertainty-related behaviors of supply chain participants. Therefore, this study takes a structural approach to produce a validated uncertainty scale, and applies a case study approach with this instrument to investigate the uncertainty problems in a specific supply chain type, convergent assembly supply chain. After understanding the uncertainty problems, this study proposed a reference model to assist this supply chain type in planning an information sharing mechanism, leading to a well-suited IT framework to improve supply chain integration.
Falling short of a sounding information sharing mechanism is central to the problems in convergent assembly supply chain based upon the findings of case studies. The incompatibility between supply chain environment and existing information sharing practices has led to the problems in demand variation and material supply. Based on the characteristics of supply chain environment, planning inter-organizational coordination and information sharing simultaneously can effectively resolve the supply chain problems. Moreover, the research results suggested that the pattern of information sharing is influenced by the scale and severity of the uncertainty embedded in supply chain. In the case of convergent assembly supply chain, information sharing is focused on issues related to material supply owing to the structural characteristics of supply chain. The combination of participants in supply side is more complex and is not familiar with the leading company as demand side’s participants. Therefore, it needs to pay more attention for establishing information sharing among supply side’s participants.
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