本研究以單一汽車貨運業者的角度，評估當運輸需求大於自有車輛服務能力時，考量車種、時窗、貨物量等因素，以最小化成本為目標進行途程規劃，利用運輸水平整合、協同合作的概念，將未能滿足之需求任務委外給其他同業進行。 本研究主要分為兩階段，第一階段先確認是否需要委外，以禁忌搜尋法找出最節省成本之配送途程以及委外任務，解決業者選擇以自有車輛運送或委外給其他運輸業者服務的問題；而第二階段則是在確定委外的任務後，決定委外的對象，不僅考量對方出價，也評估對方的營運能力、商譽、風險管理、服務品質等因素，建構一多準則決策模式，透過網路程序分析法(ANP)決定評選準則權重，再利用VIKOR排序法決定各個方案之排序，希望能在不遺失客戶訂單及信任的期許下，決定最適合的委外對象。 / From the perspective of trucking carriers, concerning transport horizontal integration and collaboration, when the vehicles are insufficient to meet the demand of transport, carrier could seek for other carrier’s help. In this study, we consider vehicle types, capacity, time windows, and the objective of minimum cost, to do vehicle route planning, and also decide which tasks should be outsoursed. There are two phases in this study. First, after checking the insufficiency of own trucks, we use Tabu search to solve Vehicle Routing Problem with a Private fleet and a Common carrier (VRPPC) in order to find out the route of own vehicles and the tasks to be outsourced. In second phase, we will select the carrier to do those tasks. We not only consider the price of outsourcing, but also evaluate the capacity, service quality, risk management, and the goodwill of the company. We use Analytic Network Process (ANP) to decide the weight of each criterion, and VIKOR to rank each case and select the best one.

在全球化競爭的條件之下，企業之專業分工漸趨精細，企業為了發展自己本身的核心能力，選擇將非核心能力委外給專業的第三方，以求獲得更佳的服務品質且為企業減少成本支出。其中物流相關費用占企業營運費用約5%~35%，物流在整體企業營運扮演重要角色，近年來供應鏈管理的興起，企業更加重視與上下游廠商間協調關係，物流管理受到重視，物流關係到整體供應鏈的穩定度，因此在選擇物流委外供應商時，企業需審慎的評估供應商各方面的能力，以選出最適物流委外供應商。 　　過去評選物流委外供應商，多數藉由專家主觀判斷，本研究提出一套完整的物流委外供應商評選模式，以客觀的角度評選物流委外供應商。過去文獻中多數假設評估準則間關係獨立，此假設與現實狀況不符，評估準則通常存在相互關聯。企業在評選過程中，針對特定評選準則會有限定標準，若單以績效值評估，不符企業之需求，本研究將其納入考量，建立出更加完整的物流委外供應商評選模式。此評選模式可給予參與評選之候選廠商改善建議，為雙方建立良好的關係，創造雙贏的局面。 　　本研究透過決策實驗室法建立指標之網路關係，以網路程序分析法計算指標之權重，於評分處理部份，針對企業特定評選指標，透過田口品質損失函數轉換成與目標之損失值，最後藉由VIKOR排序法評選出最佳物流委外供應商。受限於成本考量，本研究透過系統動態學模擬運送情形，藉由所獲得之營運資料驗證此評選模式。 / Under the global competitive conditions, enterprises become more sophisticated division of labor. Enterprises want to develop their own core competencies. Enterprises choose to outsource non-core capabilities to third-party professional,because of better service quality and reducing costs for enterprises. In recent years, enterprises pay more attention to coordination with the relationship between upstream and downstream firms. The logistics in the overall business operations play an important role. Therefore, in the choice of logistics outsourcing providers, enterprises evaluate all aspects of supplier's abilities to select the most suitable supplier of logistics outsourcing. 　　This study provides a complete model to evaluate logistic service providers. Enterprises in the selection process, selection criteria will be qualified for a particular standard. Selection criteria usually have interrelationship. Under the condition, this study use DEMATEL and ANP to create criteria relationship and compute criteria weights. Taguchi loss function is used to calculate some criteria loss value, which is the distance between enterprise’s target values. Finally, VIKOR combines loss value with performance value to select the best logistics service providers. These models also give candidates some suggestions to improve their performance.