企業導入供應鏈管理系統之研究

A Study of SCM Implementation

張瑞珠(Jui-Chu Chang)

指導教授 ： 吳肇銘

中原大學/商學院/資訊管理研究所/碩士(2002年)

https://doi.org/10.6840/cycu200200356

摘要

科技不斷進步、隨著速度競爭與全球化的趨勢，企業面臨了強大的挑戰，不只強調產能、成本及品質，同時也要考慮到時間及服務。往日市場上是企業對企業的競爭，未來的競爭是屬於產業供應鏈對供應鏈之間的競爭，甚至是企業價值網路與網路之間的競爭，因而如何利用資訊系統整合供應鏈，提昇企業競爭優勢，也成為企業的當務之急。
本研究最主要的目的是藉由個案訪談的方式，找出企業在供應鏈的位置和其供應鏈管理系統範圍之關係、夥伴關係和供應鏈管理系統之關係、供應鏈管理系統與企業資源規劃系統間之關係、導入供應鏈管理系統的專案成功因素以及影響企業導入供應鏈管理系統帶來的成效。
本研究選定資訊電子產業供應鏈上、中、下游已經導入供應鏈管理系統的資訊電子廠商（國際資訊大廠、筆記型電腦代工廠與電子零組件廠）進行訪談。
本研究在歸納個案現況後得到以下幾點結論：
1.供應鏈位置與其供應鏈管理系統範圍之關係：
本研究發現，因供應鏈的上、中、下游位置不同，其所面臨供應鏈的問題不同，所以其導入供應鏈管理系統的模組及優先順序不同，愈接近上游其供應鏈主要的重點在客戶端，而對中下游的客戶而言，客戶及供應商均為其供應鏈的重點。企業應完善的規劃供應鏈管理，系統導入宜分階段實施。
2.夥伴關係與應鏈管理系統之關係：
本研究發現，供應鏈的主導權在於客戶端，供應商處於被動及配合。供應鏈管理系統的導入可解決較強一方的問題客戶，卻造成另一方需要花費額外的人力物力來配合，但卻莫可耐何。良好的夥伴關係，彼此互信，分享精確資訊，才可增進供應鏈的效率及降低成本。
3.供應鏈管理系統與企業資源規劃系統間之關係：
本研究發現，供應鏈管理系統與企業資源規劃系統各有其專長，不要對二者有錯誤的期望。供應鏈管理系統需與企業資源規劃系統整合才能發揮最大效益，且企業資源規劃系統資料的完整性及正確性極為重要，會影響供應鏈管理系統的計劃品質。
4.企業導入供應鏈管理系統的專案成功因素：
本研究訪談得到，以明確的策略與需求、高層主管全力支持與妥善的變革管理、專案成員的技術與能力、企業資源系統運作情形、執行良好專案管理、教育訓練輔導與支援、顧問的專案能力與經驗、資料輸入的即時性與正確性、組織間的充份合作有……等，將使系統導入成功。
5.影響企業導入供應鏈管理系統帶來的成效：
本研究發現，完整、正確且即時的企業資源規劃系統資料可提高供應鏈管理系統的計畫品質。資訊的透通、即時且資料流整合是增加供應鏈效率的關鍵。供應鏈資料的安全性、彼此之間的互信及資料的分享是供應鏈管理系統能否成功推動的主要因素。

關鍵字

企業資源規劃 ； 供應鏈管理 ； 供應鏈

並列摘要

With the development of technology, industry is challenged by the velocity of changes and globalization. Traditionally, business operation emphasizes on the capacity, cost and quality which are not able to face today’s competition, the time to delivery and time to service become much more important. In the last decades, there are competitions among companies, today, the competition is among the supply chains and value networks. It is essential to know how to use information technology to integrate supply chain to harness the competition-edge.
The purpose of this research is, through interview real cases, to find out the relationship between the company’s position in the supply chain and the scope of the supply chain management system, the relationship between trading partnership and supply chain management system, the relationship between enterprise resource planning system and the supply chain management system, the key successful factor of implementing supply chain management system project, and the factors which may affect the result of implementing supply chain system.
During this research, there are electronic manufacturers from upper to down stream in the supply chain of information industry being interviewed, including international information technology companies, notebook ODMs and electronic component manufacturers who have implemented the supply chain management system.
With intensive interview of the selected cases, the research concludes,
1. The relationship between the company’s position in the supply chain and the scope of supply chain management system.
The issues of the companies have are varies based on her position in the supply chain, i.e, in the upper or down stream, the modules they needs and the priorities of implementing the modules is also not the same. Basically, to better serve client or customer is the key requirement for those manufacturers who are in the upper stream or close to the up stream. As for the manufacturing in the middle or down stream, to better serve client and better collaborate with the supplier is the key. Industry should plan their supply chain management system carefully, implement the respective module by planned phases.
2. The relationship between trading partnership and supply chain management system.
Client is the driver of the supply chain while the suppliers are playing a passive and supportive role. Implementing supply management system is able to resolve problems who drives the supply chain, but the suppliers have no choice to pay for the cost to implement and maintain the operation of the supply chain system. However, to enhance the efficiency and lower the cost of the supply chain, suppliers have to cultivate better partnership, to build trust, and to share accurate and timely information..
3. The relationship between enterprise resources planning (ERP) system and supply chain management (SCM) system
It is not right to have inadequate expectation to the SCM system and ERP system since they are designed for different purposes, however, to achieve the maximum benefit of both systems is to integrate ERP system and SCM system. ERP system should maintain the integrity and accuracy of operational information, otherwise, the quality of SCM system will be jeopardized.
4. The KSF of implementing SCM system project.
A successful implementation project of SCM system, according to the interviews during the research, the key factors are, the clear strategy and real requirement, high level executives commitment and support, to anticipate the changes and manage the changes in a right way, to have capable project members with right skills, an operational ERP system with accurate and timely information, effective project management, adequate training, coaching and support, capability and experience of external consultants, to get right information timely, the collaboration among organizations, etc.
5. Factors may affect the result of implemented SCM system.
The quality of the SCM system is highly relies on the integrity and timeliness of information provided by the ERP system. The transparency and integration of information is the key to increase the efficiency of the SCM system. To successfully promote SCM system, it is essential to pay high attention on data security, build the mutual trust among involved parties in order to share the information.

並列關鍵字

Supply chain management ； Supply chain

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