Core enterprise is the center of Green Supply Chain (GSC) and it helps partners to meet the environmental standards and to improve GSC’s performance. However there are two questions for core enterprise when it establishes GSC: What roles do core enterprise play in GSC? How does core enterprise improve GSC’s performance? What criterions are considered when core enterprise chooses partners in GSC?   In order to answer these questions, this paper will use following methods: firstly, Analytic hierarchy process (AHP) and Analytic network process (ANP) have be used to study on three research companies (IKEA, TOYOTA and Apple); Secondly, six interviews with research companies’ employees.   After case study, the results show that when core enterprise chooses partners, it will draw up some criterions and sub-standards for partners to fulfill. Furthermore, core enterprise plays the roles as GSC’s builder, director, coordinator, and designer in the system.   Finally, this paper answered the research questions: Firstly, in order to improve the performance of GSC, core enterprise should direct all partners in GSC to save materials and recycle waste in each link of GSC. Secondly, core enterprise can use four criterions to choose partners. These criterions are: environmental management performance, product-related elements, production-service levels, and enterprise culture.

Taiwanese enterprises in Taiwan, China, and Hong Kong operate under division of labor through perpendicular and level integration and strategic alliances. As Mainland China has becoming a mature economic entity, the strategy has changed from the previous ¡§Soliciting Business and Introducing Investment¡¨ to ¡§Soliciting Business and Selecting Investment¡¨. In 2007, China announced the foreign enterprises investment and industry directives, and revoked tax incentives. In 2008, due to the levy of corporate income tax and the execution of the Labor Contract Law, the operating cost for businesses has increased, and the competitiveness of Chinese labors has diminished. Thus, Taiwanese enterprises have to find cheap resources elsewhere, and Vietnam is then recognized as a popular major investment location by Taiwanese enterprises. According to the Financial Supervisory Commission, Executive Yuan, the pre-tax profit for the Taiwan domestic banks in 2007 was NT $38.9 billion. Among which, overseas bank branches (including Offshore Banking Unit) had NT $31.1 billion, accounting for 79.9% of the total profit. It shows that overseas bank branches are a major source of profit for domestic banks, and the profit is growing rapidly year after year. Hence, domestic banks have actively established overseas offices and branches for business development, and followed the steps of Taiwanese enterprises to provide loans services and create higher profits for the banks. This study adopted a qualitative research method and designed an in-depth interview with 30 enterprise owners and senior financial supervisors. Questionnaire survey was conducted to analyze bank loans strategy, competitive strategy SWOT analysis, and AHP analysis. Research results showed that the most important factor of an ideal Taiwan-based bank to Taiwanese enterprises is the interest of loan. Besides being a reliable long-term partner with Taiwanese enterprises, banks should pay more attention to their enterprise credit ratings and strengthen risk management. To help banks achieving the win-win situation by optimizing the operating performance and maximizing the profits for banks, this study proposed several suggestions concerning loans strategy for Taiwan-based bank.

This degree project is divided into two subprojects. Both of the projects are executed for Fogmaker, a company that specialises in designing and installing fire suppression systems in engine compartments. These projects are executed according to product development methods. The first subproject described in this report is about designing a handle for the transportation of a 35kg weighing fire extinguisher. The handle functions as a safety seal and as a grip that makes it easier and safer to lift the fire extinguisher. A casted zinc T-handle is the best solution based on cost and AHP (Analytic Hierarchy Process) analysis. An FMECA (Failure Mode Effect and Criticality Analysis) and a FEM (Finite Element Method) study have been performed to verify the design. A zinc prototype of the safety handle has been manufactured and is ready for testing. It is expected that 10.000 handles will be produced every year once this prototype is approved by Fogmaker. The second subproject concerns a connection hub placed on a pressurized bottle. In order to make the fire suppression system more reliable this component needs to be redesigned. An external company with the required expertise in hydraulic systems will develop the connection hub in cooperation with Fogmaker, based on the conceptual designs described in this report. An FMECA of the new connection hub concept proves this redesign increases the safety of the system. The overlying subject of both of these projects is the safety of the fire suppression system. Thanks to the accomplishment of both project, the system has become safer and more reliable.

Inventory management is a complex system which involves different stakeholders from multiple areas in a company which creates a limitation when seeking information between involved staff. Having the right procedure of tracking regular and critical spare parts will give a better control and efficiency in the production process. It is important to have the right classification method to facilitate critical spare parts. The incorrect criteria classification can be achieved in case inventory management have the wrong systematic procedure. Classification methods have different purposes and achieve the highest utilization by combining a variety of methods. By integrating classification methods, set limits and combination of multiple criteria decision analysis can be performed. The study has conducted a case study to compare and evaluate the performance of inventory management in a trustworthy and efficient way. A theoretical framework is constructed with the intention on identify which classification methods can be combined and applied to a production factors criterion. Based on interviews with stakeholders from maintenance, warehouse, and production area related to spare parts and the company’s software system. Two perspectives were used to map the qualitative and quantitative measures. The results show 14 criteria were defined as parameters that measure the performance of criticality in spare parts. The conclusion of both perspectives suggests combining and implement an integration of AHP and ABC classification methods. A proof of concept is demonstrated on AHP analysis and ABC analysis to identify the critical spare parts and the criteria.