The era of globalization and knowledge-economy has become the trend of the world. The enterprise faces such environment must consider the way how to maintain the competitive advantage. The way of the competitive advantage can adopt global logistics which transfer some department to relative advantage country in order to improve it¡¦s productivity. In1987, the Government released the law about restricting people to contact between Taiwan and China, and the trade between Taiwan and China became more and more important. With the trend of economic community in globalization and the industrial environment that changed in Taiwan, the Taiwanese firms should think more about how to keep advantages in global competition. Internationalization is the best choice that can help Taiwanese firms promote their competitive position in the world. China is a developing market and having a lot advantages, such as rich resources and cheaper labors. In a word, China has become the major location of Taiwanese firm¡¦s foreign direct investment. Before setting up a plant,the enterprise needs to know why they try to do that? First, if they just do a trial investment, build an offshore factory is enough. Otherwise, the enterprise not only loss the capital and then will hurt the assets of headcompany. Until the branch is operated steadily; or finding another nich. Enterprise could invest more resource and change the invested way to other type such as resource plant model, contribution plant model, front plant model or leadership plant model. The purpose of this thesis is to study if the enterprise builds new plant should consider which relative plant location. These factors provide a building new plant decision-making and investment referential framework. In other word, through this way the enterprise acquired the lowest cost and improved the sustainable competitive advantage. According to scholar¡¦s research, the factor of plant location includes: cost, infrastructure, business service, labor, government, customer/market, supplier / source, competitor. If we analyze quantity and quality in these factor that discover some signification such as the labor, infrastructure, government. From the environmental factor aspect (such as plant size, industry), the enterprise emphasize labor, supplier¡¦s factor that will set up plant in Taiwan; Otherwise, the enterprise will set up plant in China when it enhances the customer and market. Finally, we give some conculsion and suggestion.

面臨紡織貿易自由化之時代來臨，全球紡織產業之競爭勢必更加劇烈，通路商與品牌商之議價能力也將逐漸增強，相對而言，製造廠商勢必在成本、交期、品質與配銷上更需符合客戶需求，因此未來國內中下游之大型成衣廠、織布廠必須更落實多點佈局、全球分工之營運模式，方能面對中國大陸、印度等低成本國家之價格競爭。而對於高附加價值產品在國內生產仍具競爭利基，則可加強產品之協同設計，以提供客戶更完善之服務，並延伸價值鏈之價值活動，以建構更強有力的競爭優勢。 本研究主要探討紡織產業如何運用產業電子化以創造全球競爭力，除分析國內外紡織業者導入產業電子化之之現況與未來發展外，並以個案分析實際驗證紡織產業導入產業電子化系統之過程與成效。 本研究分析重點以產品協同設計及全球運籌管理系統之導入為主軸，同時藉由商業模式(Business Model)分析、流程模式(Process Model)分析及資訊科技模式(IT Model)分析瞭解如何導入電子化系統及預估導入之可能效益。 研究結果發現，目前國內並無紡織專用之產品協同設計系統，需藉由國內相關單位共同努力建立一套協同設計平台，以加強與客戶之協同作業。而全球運籌管理系統則可參考資訊產業之營運模式，並導入國內IT供應商已建立之相關模組，同時再配合相關作業流程之改造，必能以最有效率之方式建置相關系統。

全球運籌的大趨勢使得紡織業必須轉換為全球佈局的產區導向。在台灣內部環境變遷和全球整體大環境劇烈改變下，紡織業早已將生產據點外移，轉移到生產成本更低的地方，增加企業的競爭力。紡織業也是台灣最早進行全球生產佈局的產業之一。因此，將紡織業設置在全球生產、行銷、研發的據點，與台灣營運總部互相連結，紡織業全球運籌之效率及整體的競爭力才能得以更加提昇。 以績效指標作為企業管理的核心，方能有效追蹤經營管理專案執行的狀況。運用績效指標訂立出企業維持營運的重要資訊數字，亦可事先預測企業表現並即時監督改善。透過績效指標的推動與實施，能夠幫助企業達到績效極大化的目標。因此，當企業規劃全球運籌的營運活動時，「指標」可謂評估上絕對不可或缺的一項重要管理工具。 過去對於台灣紡織業之全球運籌績效指標的研究相當少見，本研究所提出之紡織業全球運籌績效指標參考架構，藉由文獻探討，將供應鏈、紡織業、全球運籌此三個領域特性考量在此架構中，並與經濟部技術處示範性資訊應用開發計畫之八家個案廠商所提出的績效指標結合，所得到之結果再利用德爾菲法與學者專家訪談後分析結果，瞭解學者專家對初步之架構之建議，以強化此初步參考架構的適切與完整性。後以嚴謹的方式建立紡織業供應鏈之系統動力學模型，利用電腦模擬工具Powersim建構聚紡織業供應鏈之系統動態模式，並以情境分析模擬，評估在不同產業情境下，不同關鍵績效指標對於產業供應鏈績效之敏感度，以提供業者作為發展供應鏈績效指標架構之參考。 關鍵字： 紡織業、績效指標、系統動力學、灰色理論、全球運籌 / The trend of global logistic makes companies to change the pattern of supply chain. In Taiwan and the global environment, the companies have to locate elsewhere, to lower production costs, to increase the competitiveness of enterprises. The companies have to link the global production, marketing, research and development base with the headquarter of Taiwan to cooperate. Thus the efficiency of global logistic and the overall competitive can be more upgraded. We proposed a Global logistic performance indicators framework, through literature review in three areas in this framework: supply chain, the textile industry and global logistic. And then we compare the framework with performance indicators of eight cases of the textile industry. And the results have been used Delphi interviews with scholars and experts. After analysis of the Delphi’s results, we use a rigorous approach to build a system dynamics model of Taiwan's textile industry’s supply chain. We use simulation to test the sensitivities of each indicator in the framework to selected key indicators which can meet Taiwan textile industry’s need and rapidly respond to the real situation. Keywords: Global logistic、Performance indicator、System dynamic、Gray statistics、textile industry

隨著高科技產業的興起，電子產業因應市場快速與客戶滿意度的高度需求，供應鏈物流業的快速發展，使得傳統運送模式之風險形態產生戲劇性的變化，損失頻率及損失幅度均已隨著運籌模式物流的風險由傳統運輸Door to Door構成線性的低度風險，轉變為Hub、組裝中心、物流倉庫、承攬人、次承攬人等複雜的關係方所構成，網狀物流模式的高度風險區塊。而運輸保險長期以來處於保險業者、保險經紀人的惡性競爭市場，高科技電子業基於風險成本考量，強勢壓縮保險費，使得電子業運輸保險損失率居高不下。 本研究透過個案電子公司之重大損失案例研究，歸納高科技電子業物流損失的發生原因，提出核保、理賠管理、及物流倉庫、運送人損防、管理建議供保險業界，物流業者參考。 未來，保險業面對全球運籌業物流風險經營，除積極運用核保策略，加強同業間的共保協商機制，以分散風險外，針對此特殊業務的核保應加強倉庫管理人風險查勘及物流運送人之委任規範、以達到風險預防之效果。更重要的是，保險經營者應修正，以利潤導向的經營理念代替市場佔有率的迷思，方是杜絕市場惡性競爭的根本。 關鍵字：電子業、全球運籌、供應鏈、風險管理、 損失頻率、損失幅度、核保策略、理賠管理、 損失率。 / With the blooming growth of high-tech industry, the electronic industry pursued for swiftness and clients satisfaction as well as the fast development of logistics business, risk of cargo distribution had transformed from the traditionally low-risk lineal “door to door” model to a high-risk complex structure of network composed by Hubs, Configuration Centers, warehouses, contractors, and sub-tractors. Moreover, the intense competitiveness among insurers and insurance agents as well as the cost-down strategy on cargo transit insurance premium of high-tech companies even make the loss-claim ratio have stayed high for such a long time. By studying cases of specific high-tech company claiming for great loss amount, we herby conclude several main causes of loss during transit and bring up suggestions on Underwriting, Claim Adjustment, Logistics Warehouse, Carrier Loss Prevention, and Logistics Management for your reference. In the future, in terms of risk management and diversification, we should not only aggressively adjust our underwriting strategy, enhance co-insurance policy but also strengthen investigations on the warehouse staffs and designate supplier adequate responsibilities. Besides, what’s more important is to alter the myth of being purely interest-oriented and to discard the thought of expanding market percentage by cutting prices, only then we could really make a sound foundation at the market instead of suffering malignant competition with each other. Key Word：Electronic Industry，Global Logistic，Supply Chain，Risk Management，Loss Frequency，Loss Severity，Underwriting Strategy，Claim Management，Loss Ratio。