This research attempts to investigate the collaborative commerce in steel industry and is divided into two dimensions. First, it investigates the case of China Steel Corporation system, addressing its order fullfillment process. The researcher has been in charge of planning and developing the electronic commerce of China Steel Corporation since 1998. He has been dealing with answering the enquiry about e-commerce from the customers for a long time and has taken part in the whole process of collaborating CSC e-commerce with customers. Therefore, the main method to collect data of this study is through observation. Second, this study synthesizes the references on the three-layer framework of enterprise and enterprise collaboration (CHIU, CHEUNG and TILL, 2003), the case study on the business rules of order fulfillment collaborative operating system, and web service. Then, it tries to build a framework of collaborative commerce system based on the web service and expect to improve the process of order fulfillment to steel supply. This research summarizes the twelve issues of order fulfillment into four collaborative requirements: requirement collaboration, order collaboration, production collaboration, and e-Logistics Collaboration. This study provides the collaborative process system design and construction steps to strengthen the steel order fulfillment. This case is based on the moment punctual producing rate and presumes the advantages of collaborative operating system in strengthening order fulfillment. And it indeed has the merits of promoting punctual order fulfillment.

Nowadays, given the high pressure caused by severe competition, establishing a more efficient supply-chain management has become an essential competitive strategy for many manufacturing firms. The inter-organizational systems (IOS) are considered to be the most important instrument that can link manufacturers and suppliers in the supply chain. Thus, supply chain management has become more valuable as more and more people realize that it is the supply chain that is critical when analyzing a company¡¦s advantage competence. Nowadays, business to business (B2B) commerce is the new subject in e-commerce: IOS are the systems that link several different organizations. In the past, the researchers not only discuss IOS adoption and use from the perspectives of technology, organization and environment. Now, however, they also evaluate factors which impact on the adoption of electronic data interchange (EDI) systems. Because the Internet expands, the role of IOS moves from being merely an operational tool to becoming a collaborative commercial instrument. Thus, integration has become a critical issue. On the other hand, firms have to address the variable environment more than ever, because they not only maintain the fixed supply chain components but also link up with the global market. The role of IOS has progressed from being concerned only with operational efficiency to becoming a collaborative tactical tool. This study emphasizes two major dimensions: transaction and partnership, as the main factors which affect IOS integration in manufacturer-supplier dyads. Based on a survey of Taiwanese electronics firms, our results show that based on the context of transactions and partnerships, there are five critical factors that have a positive significant effect on IOS integration, that is, the complexity of components, component criticality, trust, supplier dependence and supplier investments. Market variables have negative significant effects on IOS integration. The uncertainty of demand is the only factor that has an insignificant effect on IOS integration. In this study, partnership characteristics are more important than transaction ones. Keeping collaborative relationship will improve the depth of IOS integration.

With the development of scientific and technological progress, electronic products are replaced rapidly and the products¡¦ life cycles are shorter than before. Therefore, products¡¦ price are reducing sharply due to market is unpredictable. Electronics Manufacturing Service (EMS) companies are facing competitive pressure with speedy production and price reduction continuously. Moreover, under the phenomenon of the bigger corporation the better operation and economic of scale leading the industry competition, cost and speed are part of key factors to be survival consequently. If medium and small size EMS companies cannot match customers¡¦ requirement, their future to the consequence will be closed or be merged. Hence, to perform an individual company¡¦s competitive ability cannot only rely on internal resource and capability, but also cross boundary between each company. This means companies could win the opportunities by cooperating with customers and supplier in the same supply chain. ¡§Collaborative Commerce¡¨ as productive management skill is for this reason an important research topic recently in business administration. This research applies ¡§System Dynamics Theory¡¨ to collect the relative data and built up a model to achieve the case company¡¦s structure. According to the industry¡¦s characteristic, the researcher simulated and analyzed the incidence of applying collaborative commerce. Moreover, the researcher also discussed the case company¡¦s variance under different dimension, i.e. management strategy, processes of collaborative operation, and benefit anticipated. As a result, applying collaborative commerce provide a good explanation on how it is important for a company to coordinate with external resource, upgrade a company¡¦s management efficiency and adjust a company¡¦s strategy. The conclusions of this research were as followed. Firstly, because of the demand¡¦s uncertainty, inventory was also variance and this was called ¡§Bullwhip Effect¡¨. Moreover, triple collaboration was more efficiency to solve the problem from Bullwhip Effect and reduce the loss occurring by inventory variance. Secondly, the results were not certainly equal between originator and participator. However, Collaborative Commerce can provide effective function for supply chain on productive management. Thirdly, we could monitor the problems of collaboration function while applying dynamical simulation method in practical business and examine the executive outcome. Moreover, this could also be a research instrument when companies analyze Supply Chain Collaboration.

In the increasingly fierce international competition today, short product life cycle has led to lead time compression and narrow profit margins. Rapid respond to customers has become the key to survival of modern enterprises. Many large corporations in Taiwan have implemented the Toyota¡¦s just-in-time (JIT) production planning approach to reduce inventory to a minimum level, keeping on hand only the amount needed in production until the next order arrives. However, most of those companies have often overlooked that the basic principal of just-in-time replenishment model is the raw materials and other purchased items should be delivered steadily by the supplier when they are needed, and meanwhile those materials from suppliers require no inspection. Nevertheless, it is very difficult to achieve those objectives of JIT Production, especially in an increased market demand. Once some of the suppliers can not meet the delivery time of raw materials and quality is also affected, it would derive lots of problems. This study is aimed to JIT replenishment models on examining firms¡¦ inventory issues. Based on the result of the analysis, it would be the reference to build up the model of quality-oriented embedding collaborative replenishment mechanism for enterprises to improve their JIT replenishment operations. This model, quality-oriented embedding collaborative replenishment model, could assist business in measuring the accurate and precise delivery time and ensuring product quality from suppliers. The research is on the basis of Taiwan optoelectronic industry to investigate the companies of the TFT-LCD panel, and the supply chains of the industry. In analyzing the main TFT-LCD panel providers, the paper will probe into TFT-LCD firms to implement the inventory management system by building the quality-oriented embedding collaborative replenishment mechanism to improve the reaction capacity of businesses, to reduce the risk of raw material quality issues, and to respond to the market rapid change. The study exerts simulation software to conduct simulation and improvement of such models, then according to the simulation results to utilize them as a reference to implementation of quality-oriented embedding collaborative replenishment model into the future operation.

The telecommunications industry has been in the process of merging. However, the decline of Average Revenue Per User (ARPU) shows the saturation of mobile phone market. At the same time, the Directorate General of Telecommunications (DGT) has announced the implementation of number portability will be in January 2005. Therefore, the resort to sell handsets in high discounts is unavoidable to retain the existing customers and get the new subscribers. Because the high cost, short product lifecycle, diversity of usage, uncertainty of leading time in procurement and indefinite of consumers¡¦ demands, the management of handset inventory has been perplexed the telecommunication industry. This research tries to create an inventory model to provide the mobile phone companies a direction for deciding what the right order quantity is and when the re-order point is. It also can improve the satisfaction of customers and enforce the partnership with vendors. The vendor managed inventory (VMI) which is different from traditional inventory management is taken into consideration, and the target is the high-end function handset. The model will employ the data of average demand in the past few months and the decline curve of market price as the base. The relation of handsets has been created by using the characteristics of classified product. The methodology of time series analysis is used for this research. The construct of this handset inventory model is from the viewpoint of telecommunication industry.

In recent years, due to severe global market competition, increase of manpower costs and decrease in foreign trade, plus low-price labor costs from China and southeastern Asia countries (eg. Vietnam), all these factors enforce Taiwan manufacturing, such as motorcycle industry, moving their production factories to those countries. This phenomenon has been brought to Taiwan government¡¦s attention, and this crisis has encouraged our industrial circles to develop higher-level R&D and design center. Furthermore, the official department (eg. Industrial Development Bureau) also supplies enterprises with expenses support to conduct R&D and design. Within New Product Development (NPD) is one of the major subsidiary entries. Take Taiwan motorcycle industry as an example. To develop NPD is an essential competitive strategy for enterprise. On the one hand, this strategy has helped Taiwan motorcycle industry to be independent of technical domination from Japan; on the other hand, it has created differentiation in motorcycle industry and consolidated the foundation marching into international market. This is also what internal manufacture enterprises strive for. NPD process involves several stages. For example, in 1994 Cooper brought up product composition, initial evaluation, concept design, product development, product test, engineering trial production and limited quantity to market, these 7 stages, and NPD participant units or departments are quite a lot. For example, in motorcycle development process, participant units include merchandise plan, sales, R&D, manufacture, mold design, and quality control departments, and even parts supplier or motorcycle agent. This kind of collaborative development method has the advantages of putting heads together so as to get better results and cooperation. However, it remains existing problems with wasting time and efforts on inter-department interaction and manual data communication, and data accuracy (eg. version of design chart). To cope with the above problems, most enterprises are solving via existing IT system, such as simplex e-mail, more complex ERP (enterprise resources planning, ERP) or PDM (product data management, PDM). These systems have their own functions. E-mail focuses on communication; ERP integrates information of manufacture, human resources, finance, and marketing; PDM puts emphasis on engineering data management. In the viewpoint of NPD, these systems can only provides partial functions, but are incapable of support the requirements of entire collaborative process. For example, e-mail cannot supplies simultaneous communication; ERP lacks of design mold required by R&D department; PDM only has engineering data. If other departments need related data, they must develop other software to obtain. Because of swift progress in IT plus the cooperation demands in business operation among enterprises, departments and individuals, all these arouse attention on collaborative commerce, and it can also recover the disadvantages of e-mail, ERP or PDM while operating in NPD process. Collaborative commerce contains collaborative scheme, collaborative marketing, collaborative product commerce (or development) and collaborative service, these system classifications. Within them, collaborative product development binds NPD most. In current, the main manufacturers are PTC, HP and IBM. The merits of the system lie in effective controlling NPD process, constructing NPD operation standard, and accumulating experiences in new product design and manufacture. For example, in1995 Airbus in France had used PTC Windchill to conduct collaborative aircraft design. In 1999, there was Taiwan manufacturer under government¡¦s subsidy applying this system on new motorcycle model design. The main objective to introduce collaborative product development software is applying IT to support NPD process. IT introduction process is an important period for enterprises to identify whether it is successful or not, and the adaptation during the process is the key accordance to determine success or failure of IT. Therefore, some scholars discuss IT introduction process from adaptation point of view. For example, Leonard ¡V Barton¡]LB¡^¡]1988¡^addresses mutual adaptation mode between technology and organization to resolve misalignment during introduction process in technology (original IT specification), delivery system (training courses), performance criteria (impact upon activity). Susman et al.¡]2003¡^addresses that while using collaborative technology, the misalignments between technology and work, team and organization should be solved. DeSantics and Poole¡]1994¡^ bring up adaptive structuration theory¡]AST¡^. The theory emphasizes on appropiration in technology, work, organizational environment and group. The higher the appropiration is, the higher the decision performance will be. Tyre and Orlikowski¡]1994¡^deem the technology adaptation is not gradual and continuous, but highly discontiunous. They indicate that in adaptation discrepancy events will discontinuously occur. This event provides enterprise an opportunity to review the suitability of existing process or a method to modify present process. Although above researches have provided vital results, research result from Majchrzak et al.¡]2000¡^about new technology introduction process still cannot clearly describe all phenomena. Hence, they have discussed adaptation in project process via rocket design project and used collaborative technology (such as e-mail, data sharing or electric board) Majchrzak et al. has connected collaborative technology and NPD, but the research has discussed small and simple collaborative technology only (such as e-mail), but lacked of result of large and complex collaborative product development software. Meanwhile, although the result is the application of NPD, it does not provide the adaptation of each NPD stage (such as engineering trial manufacture). Furthermore, the mature experiences from western countries, such as Airbus in France, in introduction of collaborative product development software in NPD is worthy of consultation, but the specific situations in different countries should be taken into consideration. In Taiwan, cases which application of collaborative product development software supports NPD are still rare, but these introduction experiences are worthy of making thorough inquiry for other enterprises¡¦ reference. Therefore, the article has selected a case closed study of Taiwan manufacturing that introduced collaborative product development software and accompanied with related adaptation theory (such as LB mode, AST, discrepancy event, etc.) to thoroughly investigate adaptation conditions and result analysis before, in the middle of, and after introduction.

Made available in DSpace on 2015-04-22T22:11:14Z (GMT). No. of bitstreams: 1 Dayane Mayley Silva de Oliveira.pdf: 1753111 bytes, checksum: 86342265c6ae5cfaf159efdee97976af (MD5) Previous issue date: 2011-08-16 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The advantages of collaborative practices, such as VMI, ECR, CR e CPRF, generically called as collaborative commerce, have been attractive for companies around the world. In Brazil, there is the case of Polo Industrial de Manaus, in which there are companies with low business integration with partners and companies with collaborative process highly defined and integrated. Knowing the factors that explain this variation is interesting to identify areas that can be improved in the company, once increasing collaboration level tends to increase benefits. On this fact, this research analyzed, through a methodology proposed in literature, the influence that factors grouped in four dimensions ( external environment , innovation , organizational readiness and information sharing culture characteristics ) have on PIM companies collaboration level. As result, several relevant aspects about the collaborative practice on PIM where found. The applied method for measuring the collaboration level made possible, above the medium level as the most common in PIM companies, the identification of some of the IT tools used in these companies. In order to achieve the main objective of this research, two analysis were performed: confirmatory factor analysis, associated to Cronbach s alpha test, and causal analysis. For the collaboration level measurement model, few adjustments were needed to fit the sample. However, for four dimensions model, more significant changes were needed : "external environment" dimension was removed, due to low reliability, and the quantity of variables that composed the other dimensions was reduced. After adjusting both models, the causal analysis could be performed. By analyzing its results its was possible to conclude that no evidence was found that the factors, suggested in literature, have some influence on the PIM companies collaboration level. Therefore, others factors must been investigated or another method for measuring the collaboration level must be applied in order to obtain more information about the suggested influence. / As vantagens de práticas colaborativas como VMI, ECR, CR e CPRF, chamadas de forma genérica de comércio colaborativo, têm atraído empresas no mundo inteiro. No Brasil, tem-se o exemplo do Polo Industrial de Manaus, no qual encontram-se desde empresas com pouca integração com seus parceiros a empresas com processos colaborativos bem definidos e integrados. Conhecer os fatores que justificam essa variação é interessante para identificação de áreas com potencial de melhoria na organização, uma vez que o aumento da colaboração tende a resultar em aumento de benefícios. Diante desse fato, esta pesquisa analisou, através de uma metodologia proposta na literatura, a influência que os fatores agrupados em quatro dimensões ( ambiente externo , preparação da empresa , inovação e cultura de compartilhamento de informações ) exercem sobre o nível de colaboração das organizações do PIM. Como resultado, diversos aspectos relevantes sobre a prática colaborativa no PIM puderam ser encontrados. O método de mensuração do nível de colaboração aplicado possibilitou, além da identificação do nível médio como o mais frequente nas empresas do PIM, o levantamento de algumas das ferramentas de TI utilizadas pelas mesmas. Para alcançar o objetivo principal da pesquisa, duas análises foram realizadas: análise confirmatória dos modelos, associado ao teste alfa de Cronbach, e análise causal. Para o modelo de mensuração do nível de colaboração foram necessários pequenos ajustes para adequá-lo à amostra. No entanto, no modelo com as 4 dimensões foram necessárias alterações mais significativas: a dimensão ambiente externo foi retirada, devido à baixa confiabilidade, e as demais dimensões tiveram redução no número de variáveis que as compunham. Com os dois modelos devidamente ajustados, foi aplicada a análise causal, com a qual, concluiu-se que não foram encontrados indícios de que os fatores sugeridos na literatura tenham alguma contribuição no nível de colaboração das organizações do PIM, sendo necessário, então, que outros fatores sejam investigados ou que outro método de mensuração do nível de colaboração seja aplicado para obtenção de maiores informações sobre a existência de tal influência.

半導體產業自 1950/1960 年代創始以來, 即以高度垂直整合的型式存在. 電路設計, 製程技術開發, 晶圓製造, CP測試, 封裝, 以及 FT測試 都是在同一公司完成. 至今日為止, 雖然仍然有不少的高度垂直整合的半導體公司存在, 許多的半導體公司已開始轉向為較低度垂直整合的型式存在. 在現代的產業術語中, 這些不同的產業單位被稱為整合元件廠 (IDM), 輕晶圓廠公司 (Fab-lite), 無晶圓廠公司(fab-less), 晶圓代工(wafer foundry), 外包封裝測試公司 (OSAT), 等等. 半導體產業自高度整合的IDM模式走向設計與製造分離的商業模式是一個許多人有興趣探討的課題. 其中一項很明顯的因素就是半導體製程開發及產能建置所需的龐大資金所造就出的專業晶圓代工模式. 但是,當專業晶圓代工模式帶入大量的經濟效益的同時, 眾多的公司在半導體產業中跨公司的交易成本亦大量增加. 在本論文中, 作者試圖以個案分析的方法, 探討半導體產業中一家專業晶圓代工公司 (A 公司) 如何使用協同電子商務來降低與客戶之間的交易成本. Coase and Williamson為主所發展出的交易成本經濟學 (Transaction Cost Economics, TCE)為本論文提供了一個良好的理論架構. 這些專精不同的半導體公司(Firms)在半導體產業中(Market)交易(Transact). 當面對不同程度的交易障礙時, 都會努力使這些障礙降低. 本論文之目標是以 Coase/William的TCE為架構, 定性分析出晶圓代工產業的協同電子商務在降低交易成本的效益. 在針對Ａ公司的個案研究中，研究結果指出, 協同電子商務在降低監督成本上是相當顯著的. 其次為搜尋成本及訂約成本的降低. 效益較不顯著的則為違約成本的降低. / The Semiconductor Industry started out in the 1950/1960 time frame, in the form of highly vertical integration. Circuit design, process technology development, wafer manufacturing, circuit probe operations, assembly manufacturing and final testing operations were all performed within a company. Although vertically integrated semiconductor companies still have strong presence in today’s industry, many others have turned much less vertically integrated. In semiconductor industry’s jargons, these various entities are: IDMs (Integrated Device Manufacturers), Fab-lite, Fabless, wafer foundries, OSATs (Out Sourced Assembly and Test), etc… This phenomenon of the semiconductor industry going from being highly integrated towards being highly disintegrated is of interest to many. One of the obvious driving forces is the emergence of the wafer foundry segment in the industry due to the heavy investment in the process technology development and the manufacturing capacity build-up. Given the need for the tight collaboration among various semiconductor industry functions, this disintegration undoubtedly imposed much inter-company collaboration barrier along the value chain. In this paper, the study focuses on how a company (“Company A”) in the wafer foundry segment uses collaborative commerce to provide an integration platform for its trading partners to reduce the barrier of conducting business with each other. Transaction Cost Economy (TCE), a term coined by Coase and Williamson, provided an excellent research framework for this case. The barrier existing in these interdependent semiconductor companies along the value change can be viewed as “firms” in the “market”, while facing the significant barrier (transaction costs), looking for ways to maximize the profits for individual firms, and hopefully for the whole value chain as well. In short, this paper analyzes the qualitative effect of the collaborative commerce in a semiconductor foundry company in reducing the inter-company transaction cost within the Coase and Williamson TCE framework. Based on the case study of company A, the results indicate that Collaborative Commerce has significant impact on monitoring cost reduction. It also helps reduce the cost of searching and contracting. On the enforcement cost reduction, Collaborative Commerce plays a relatively weaker role. Key Words: Transaction Cost, Collaborative Commerce, Semiconductor, Foundry, Integration, Dis-integration