Title

策略性採購、製造彈性能力、分工競合、競爭優勢與組織績效之關係研究-以台灣汽車零件製造業為例

Translated Titles

The Relationship among Strategic Sourcing, Flexible Manufacturing Capability, Cooperation and Co-opetition, Competitive Advantages and Organizational Performance - A Study of Motor Vehicle Parts Manufacturing Industry in Taiwan

Authors

江銘章

Key Words

組織績效 ; 競爭優勢 ; 分工競合 ; 策略性採購 ; 製造彈性能力 ; Organizational Performance ; Competitive Advantages ; Strategic Sourcing ; Cooperation and Co-opetition ; Flexible Manufacturing Capability

PublicationName

成功大學高階管理碩士在職專班(EMBA)學位論文

Volume or Term/Year and Month of Publication

2004年

Academic Degree Category

碩士

Advisor

林清河

Content Language

繁體中文

Chinese Abstract

摘 要 自台灣加入WTO後汽車零件製造業版圖實際上日趨狹小,成本不斷地上升,整個產業已面臨了生存的困境。為因應此激烈的衝擊與挑戰,企業必須策略性有效地取得並整合運用各方資源而建構新的核心競爭力,才能確保競爭優勢延續企業生命。 本研究係探討台灣汽車零件製造業策略性採購、製造彈性能力、分工競合與競爭優勢與組織績效之關係。以競爭優勢的建構為研究主軸,透過競爭優勢的確立,創造組織績效。建立相關之假設,設立實證之研究方法。 本研究以台灣汽車零件製造業為研究對象,共寄發500份問卷。在研究方法上,經由因素分析萃取各構面之主要因素,並檢驗各構面之信度與效度。而整體模式架構,則以 LISREL模式進行檢定其適合度如何。並以其他統計分析工具進行各構面因素之差異性檢定、及各構面因素間互動性之檢定。 研究結果發現:策略性採購對其他構面有正向的影響;製造彈性能力對其他構面有正向的影響;競爭優勢對組織績效也有正向的影響;但分工競合對其他構面只有部分正向的影響,其中構面因素「供應鏈的整合能力」對「競爭優勢的維持」及「財務績效」卻呈負向的影響。另外,策略性採購與競爭優勢、製造彈性能力與分工競合、製造彈性能力與競爭優勢等兩兩間有顯著的互動關係;但分工競合與競爭優勢間卻不很顯著,資源與技術的分享可能失去競爭優勢的芥蒂,在企業間似乎仍普遍存在。 其他經實證發現:員工人數在 500人以下之企業,在分工競合方面最需要有良好的「供應鏈的整合能力」與「擁有核心競爭力」配合;而員工人數在 100人以上之企業,在組織績效方面最需要良好「財務績效」的支持。年度營業額在 10億元以下之企業,在策略性採購方面最需要有良好的「供應商的回應能力」之配合;1億元以上之企業在「供應商的選擇」之主動性較高;5~10億元之企業,在分工競合方面最需要有良好的「供應鏈的整合能力」之搭配。主要產品銷售對象以「純粹國外市場」與「包括國內外市場」之企業,在組織績效方面可以發揮較好的「財務績效」。

English Abstract

Abstract After entering WTO, the Taiwan’s auto-parts manufacturing companies’ market has shrunk, causing cost to rise; the whole industry is facing a survival dilemma. To endure such a harsh impact and challenge, industries must use strategically effective ways to acquire, conform resources and create a new core competitive product: the solution to assuring competitive advantage, therefore insuring company survival. This research is on the relationship between the factors; Strategic procuring, flexible manufacturing capability, cooperation and co-opetition, competitive advantages and organizational performance. Constructing a companies’ competitive advantage is the major outline of this research. By confirming ones competitive advantage, organizational performance can be ensured. Through a relationship hypothesis, we can confirm our research methods. A total of 500 questionnaires were sent for this research. My research method; use factor analysis to find the key factors for each category and test their creditability and effectiveness. As for a structural model, I’ve used LISREL to test its compatibility. Other statistic analysis tools were used to test different domain’ factor differences and interaction. The result of my research: strategic procuring and flexible manufacturing capability positively affects everyone else; competitive advantage positively affects organizational performance. Cooperation and co-opetition positively affects only some domains. Suppliers’ conforming ability negatively affects competitive advantage and financial performance; a result of this industry’s conservative attitude. Besides this, strategic procuring and competitive advantage, flexible manufacturing capability and co-opetition, interact clearly; while interactions of cooperation and co-opetition and competitive advantage are relatively sketchy. A common anxiety towards resource and technique sharing can handicap competitive advantage. Other results show: companies with 500 employees and under require “supply chain integration ability” and “core competitive power” most; enterprises with employees over 100 require “financial performance” to support their organizational performance factor. Enterprises with an annual revenue under 1 billion dollars require “suppliers’ response ability” to work with their strategic procuring while revenue above 1000 million dollars has more initiative on “suppliers’ choice”. For the enterprises’ with revenues between 500 million and 1 billion, they require “suppliers’ conformity ability” to collocate with their cooperation and Co-opetition and good financial performance growth. A healthy “financial performance” is required for enterprises that sell their products to markets both foreign and domestic.

Topic Category 管理學院 > 高階管理碩士在職專班(EMBA)
社會科學 > 管理學
Reference
  1. 4、石育賢,2003。2002年台灣車輛產業回顧與展望,車輛工業月刊,109期:32-53。
    連結:
  2. 15、張世佳、林能白,2001。產品彈性能力決定因素之實證研究,管理評論,20卷1期:99-128。
    連結:
  3. 2.Ashmas, D. P., Duchon, D. and McDaniel, R. R.,(2000), “Organizational responses to complexity: the effect on organizational performance,” Journal of Organizational Change Management, 13(6), pp.577-595.
    連結:
  4. 3.Barad, M. and Sipper, D.,(1988), “Flexibility in manufacturing systems: Definitions and petri-net modeling,” International Journal of Production Research, 26(2), pp.237-248.
    連結:
  5. 4.Bengtsson, J. and Olhager, J.,(2002), “The impact of the product mix on the value of flexibility,” Omega, 30(4), pp.265-273.
    連結:
  6. 5.Bengtsson, J.,(2001), “Manufacturing flexibility and real options: A review,” International Journal of Production Economics, 74(1-3), pp.213-224.
    連結:
  7. 6.Bengtsson, M. and Kock, S.,(1999), “Cooperation and competition in relationships between competitors in business networks,” The Journal of Business and Industrial Marketing, 14(3), pp.178-194.
    連結:
  8. 7.Blenkhorn, D. L. and Gaber, B.,(1995), “The Use of Warm Fuzzies to Asses Organizational Effectiveness,” Journal of General Management, 21(2), pp.40-51.
    連結:
  9. 9.Campbell-Hunt, C.and Corbett, L.M.,(2002), “Grappling with a gusher!Manufacturing’s response to business success in small and medium enterprises,” Journal of Operations Management, 20(2002), pp.495-517.
    連結:
  10. 10.Cooper, Martha, C., Berry, and William, L.,(1999), “Manufacturing flexibility: Methods for measuring the impact of product variety on performance in process industries,” Journal of Operations Management, 17(2), pp.163-178.
    連結:
  11. 12.Das, A. and Narasimhan, R.,(1999), “An empirical investigation of the contribution of strategic sourcing to manufacturing flexibilities and performance,” Decision Sciences, 30(3), pp.683-718.
    連結:
  12. 13.Ensign, P. C.,(1998), “Interrelationships and horizontal strategy to achieve synergy and competitive advantage in the diversified firm,” Management Decision, 36(10), pp.657-668.
    連結:
  13. 14.Formbrun, C. and Shanley, M.,(1990), “What is in a name? Reputation Building and Corporate Strategy,” Academy of Management Journal, 33(1990), pp.233-258.
    連結:
  14. 15.Gilmore, D. and McGrath, M.,(1995), “Achieving growth, competitive advantage and increased profits,” World Class Design to Manufacture, 02(6), pp.11-16.
    連結:
  15. 17.Hill Jr, S.,(2002), “True supply chain management,” MSI, 20(2), pp.48-49.
    連結:
  16. 18.Jennings, D.,(2002), “Strategic sourcing: Benefits, problems and a contextual model,” Management Decision, 40(1/2), pp.26-34.
    連結:
  17. 20.Koste, L. L. and Malhotra, M. K.,(1999), “A theoretical framework for analyzing the dimensions of manufacturing flexibility,” Journal of Operations Management, 18(1), pp.75-93。
    連結:
  18. 21.Kumar, A., Sewell, E. C. and Jacobson, S. H.,(1999), “Computational analysis of a flexible assembly system design problem,” European Journal of Operational Research, 123(2000), pp.453-472.
    連結:
  19. 22.Lau, H.C.W. and Lee, W.B.,(1999), “Factory on demand: the shaping of an agile production network,” International Journal of Agile Management Systems, 1(2), pp. 83-87.
    連結:
  20. 23.Lau, R.S.M.,(2002), “Competitive factors and their relative importance in the US electronics and computer industries,” International Journal of Operations and Production Management, 22(1), pp.125-135.
    連結:
  21. 24.Ma, H.,(1999), “Anatomy of competitive advantage: a SELECT framework,” Management Decision, 37(9), pp.709-718.
    連結:
  22. 26.Milliken, F. J.,(1987), “Three types of perceived uncertainty about environment: State, effect and response,” Academy of Management Review, 12(l), pp.133-143.
    連結:
  23. 29.Partovi F. Y. and Kathuria, R.,(1999), “Work force management practices for manufacturing flexibility,” Journal of Operations Management, 18(1), pp.21-39.
    連結:
  24. 30.Quinn, R. and Rohrbaugh, J.,(1983), “A Spatial Model of Effectiveness Criteria: Toward a Competing values Approach to Organization Analysis,” Management Science, 29(1983), pp. 363-367.
    連結:
  25. 32.Ree, H. J,(2002), “The added value of office accommodation to organisational performance,” Work Study, 51(7), pp.357-363.
    連結:
  26. 33.Scrinivasa, K. and Wadhwa, S.,(2000), “Flexibility: An emerging meta-competence for managing high technology,” International Journal of Technology Management, 19(7,8), pp.820-845.
    連結:
  27. 35.Shurchuluu, P.,(2002), “National productivity and competitive strategies for the new millennium,” Integrated Manufacturing Systems, 13(6), pp.408-414.
    連結:
  28. 36.Spekman, R. E., Kamauff Jr, J. W. and Myhr, N.,(1998), “An empirical investigation into supply chain management A perspective on partnerships,” International Journal of Physical Distribution and Logistics Management, 28(8), pp.630-650.
    連結:
  29. 37.Suarez, R F., Cusumano, M. A. and Fine, C. H.,(1996), “An empirical study of manufacturing flexibility in printed circuit board assembly,” Operations Research, 44(l), pp.223-240.
    連結:
  30. 38.Swamidass, P. M. and Kotha, S.,(1999), “Strategy, advanced manufacturing technology and performance; empirical evidence from U.S. manufacturing firms,” Journal of Operations Management, 18(2000), pp.257-277.
    連結:
  31. 39.Tan, K.C.,(2001), “A Structure Equation Model of New Product Design and Development,” Decision Science, 32(2), pp.195-226.
    連結:
  32. 42.Tracey, M and Tan, C. L.,(2001), “Empirical analysis of supplier selection and involvement, customer satisfaction, and firm performance,” Managing Service Quality, 6(4), pp.174-188.
    連結:
  33. 43.Venkatraman and Ramanujam,(1986), “Measurement of Business Performance on Strategy Research: A Comparison of Approach,” Academy of Management Review, 11(4), pp.801-814.
    連結:
  34. 44.Vickery, S.K., Droge, C. and Markland, R.E.,(1993), “Production Competence and Business Strategy: Do They Affect Business Performance?” Decision Science, 24(2), pp.435-455.
    連結:
  35. 45.Vokurka, R. J. and O’Leary-Kelly, S. W.,(2000), “A review of empirical research on manufacturing flexibility,” Journal of Operations Management, 18(4), pp.485-501.
    連結:
  36. 46.Vyas, N. M., Shelburn, W. L. and Rogers, D. C.,(1995), “An analysis of strategic alliances: forms, functions and framework,” Journal of Business and Industral Marketing, 10(3), pp.47-60.
    連結:
  37. 47.Welch, J. A. and Nayak, P. R.,(1992), “Strategic sourcing: A progressive approach to the make-or-buy decision,” Academy of Management Executive, 6(l), pp.23-31.
    連結:
  38. 48.Zelenovic, D. M.,(1982), “Flexibility: A condition for effective production systems,” International Journal of Production Research, 20(3), pp.319-337.
    連結:
  39. 49.Zhang, J., Gu, J. and Duan, Z.,(1999), “Object-oriented modeling of control system for agile manufacturing cells,” Int. J. Production Economics, 62(1999), pp.145-153.
    連結:
  40. 中文文獻
  41. 1、丁惠民,2003。供應鏈管理的大未來,電子化企業:經理人報告,49期:26-29。
  42. 2、方世榮、江淑娟、方世杰,2001。夥伴關係整合模型的實證研究─以中小企業為對象,管理學報,19卷4期。
  43. 3、司徒達賢,2002。策略管理新論-觀念架構與分析方法,台北:智勝文化事業有限公司。
  44. 5、吳俊誼,2000。採購部門參與、供應商選擇標準、供應商發展活動與新產品開發績效關係之研究,國立中央大學企業管理研究所碩士論文。
  45. 6、吳萬益,1996。台美日企業在台灣及大陸企業經營環境及競爭策略之研究,台大管理論叢,7卷1期:49-84。
  46. 7、李明勇,2000。研發彈性能力、製造彈性能力與競爭優勢之關係研究-台灣科技產業之實證,私立銘傳大學管理科學研究所碩士論文。
  47. 8、李訓智、姚達威,2002。協同商務於採購供應之應用,會計研究月刊,202期:121-127。
  48. 9、林清河、譚伯群、施坤壽,2000。競爭因素、製造策略、顧客滿意及組織績效之整合性分析,台大管理論叢,11卷1期:1-33。
  49. 10、林錫金,2002。下一波競爭優勢:企業整合,能力雜誌,562期:134-141。
  50. 11、林麗娟、蕭元哲,2001。臺灣企業國際合作策略與競爭優勢之研究,長榮學報,4卷2期:65-77。
  51. 12、施坤壽,2001。ISO9000與競爭優勢、組織績效之結構化分析--臺灣機械、化學、電子電器業實證研究,南臺科技大學學報,25期:73-85。
  52. 13、張文菁,2001。企業特性、人力資本、產業環境與組織績效之相關性研究,中山大學人力資源管理研究所碩士論文。
  53. 14、張世佳,2001。環境因素不確定性對製造彈性能力之影響關係研究-台灣資訊產業為例,中山管理評論,9卷1期:111-133。
  54. 16、張世佳、楊振隆,2000。製造彈性能力與產品策略關係之實證研究-以主機板產業為例,管理與系統,8卷1期:61-78。
  55. 17、張建仁,2001。汽車零件製造商生產與作業策略之個案研究,政大經營管理碩士學程碩士論文。
  56. 18、陳明均,2001。運用協同商務模式,策略化物料採購流程,電子化企業:經理人報告,23期:52-58。
  57. 19、陳哲彥,1998。人力資源管理與組織績效之關係─本土及外資企業的比較,中山大學人力資源管理研究所碩士論文。
  58. 20、陳煌儒,1999。快速反應系統,及時採購,與庫存依存型需求,黎明學報,12卷1期:113-120。
  59. 21、曾念民,2002。解讀策略大師波特的競爭優勢,管理雜誌,336期:60-70。
  60. 22、曾益昇,2000。策略性採購:策略計劃、執行與合作伙伴的選擇,國立交通大學高階主管管理學成碩士班論文。
  61. 23、楊凱迪,2001。延伸企業核心競爭力之研究 - 以Intel公司為例,國立政治大學經營管理碩士學程論文。
  62. 24、經濟部工業局,2003。深耕台灣提升產業,兩岸經貿月刊,133期:9-12。
  63. 25、劉明德,2001。台灣微波通訊產業的分工競合分析,國立交通大學科技管理學程碩士班碩士論文。
  64. 26、蘇一仲,2002。常務理事的話-企業面對未來挑戰的新思維,車輛工業月刊,九十一年 6月號:1。
  65. 英文文獻
  66. 1.Anthony, L. and Velocci, Jr.,(2001), “Strategic Sourcing Mostly A Neglected Opportunity,” Aviation Week and Space Technology, 155(16), pp.70-71.
  67. 8.Brandon, D.,(2002), “Strategic sourcing and eProcurement,” Chemical Week, 164(37), pp.29-31.
  68. 11.Daft, R. L.,(2001), “Organization Theory And Design,” South-western: Thomson Learning.
  69. 16.Gutman, G. A.,(2002), “A closer look at manufacturing outsourcing,” MSI, 20(5), pp.22.
  70. 19.Kaplan, R. S. and Norton, D. P.,(1996), “Using the Blanced Scorecard as a Strategic Management System,” Harvard Business Review, (January-February), pp.75-85。
  71. 25.McClenahen, J. S.,(2001), “Calibrated for flexibility,” Industry Week/IW, 250(13), 47,2p.
  72. 27.Muhlemann A. P., Paterson, A., Price, D. H., Sharp, J. A. and Beach, R.,(2000), “A review of manufacturing flexibility,” European Journal of Operational Research, 122(1), pp.41-57.
  73. 28.Narasimhan, R.,(1997), “Strategic supply management: A total quality imperative,” Advances in the Management of Organizational Quality, 2, pp.39-86.
  74. 31.Ramesh, M.,(2003), “Want to trim costs?: Strategic sourcing can help a company manage its supply aspects effectively and thus keep costs down. Want to give it a try?” Businessline, Feb 5.2003.
  75. 34.Shah, J. B.,(2002), “Strategic Sourcing Gaining Maturity,” EBN, 1329,40.
  76. 40.Tan, K., Kannan, V.R., Handfield, R.B. and Ghosh, S.,(1999), “Sipply chain management: an empirical study of its impact on performance,” International Journal of Operations and Production Management, 19(10), pp.1034-1052.
  77. 41.Tersine, R. J. and Hummingbird, E. A.,(1995), “Lead-time reduction: the search for competitive advantage,” International Journal of Operations and Production Management, 15(2), pp.8-18.
  78. 50.Zukin M. and T Dalcol, P. R.,(2000), “Manufacturing flexibility: Assessing managerial perception and utilization,” International Journal of Flexible Manufacturing Systems, 12(1), pp.5-23.
Times Cited
  1. 曾毓珊(2013)。台灣地區太陽能產業供應鏈合作對組織績效影響之研究。成功大學高階管理碩士在職專班(EMBA)學位論文。2013。1-105。 
  2. 林東儒(2013)。供應商選擇標準、採購商議價方式、與採購績效關係探討-以一科技產業為例。成功大學企業管理學系碩士在職專班學位論文。2013。1-60。 
  3. 游三奇(2009)。消費性電子產業策略採購行為之探討-以華碩電腦公司為例。交通大學管理學院高階主管管理碩士學程學位論文。2009。1-73。 
  4. 梁書銘(2008)。結合FMEA技術與壽期成本分析於最佳化設備採購策略之研究。屏東科技大學企業管理系所學位論文。2008。1-110。 
  5. 李芷氤(2007)。台灣汽車電子產業策略群組之研究。臺灣師範大學工業教育學系學位論文。2007。1-171。
  6. 郭清華(2007)。汽車零組件產業環境與策略性採購對組織績效之研究。淡江大學企業管理學系碩士在職專班學位論文。2007。1-111。
  7. 呂梅香(2007)。兩岸分工情境下台商之採購策略對採購績效的影響—以安全監控系統供應鏈研究為例。中原大學企業管理研究所學位論文。2007。1-87。
  8. 郭芝雄(2007)。知識管理、採購能力與採購策略對採購績效之影響-以國內聚酯纖維廠與供應鏈之實證。成功大學高階管理碩士在職專班(EMBA)學位論文。2007。1-118。
  9. 余昇融(2011)。代工料件採購模式最適化評估-以某電腦公司為例。中央大學管理學院高階主管企管碩士班學位論文。2011。1-77。