扭轉流通貿易商在供應鏈上扮演的角色－以特力全方位貿易服務為例

隨著全球化競爭的趨勢與貿易商角色的式微，貿易商面臨了轉型的必要。特力在與Wal-Mart的交易關係中，承受了大量的庫存成本積壓，且狀況隨著交易量增大而逐漸惡化。在擔Wal-Mart的品類經理之後，如何有效地降低供應鏈庫存，並能提供貿易夥伴全方位的服務，成為特力轉型的重要關鍵。為了達成這項策略目標，特力導入了CPFR®，改變與供應鏈上下游之間的合作關係。並且進行了組織架構的調整、建立全球運籌中心，並建置全球運籌服務系統，作為資訊分享的平台，增加供應鏈上的資訊能見度。也藉由「時間換取空間」及「高階主管的支持」，克服了過程中的種種阻力，成功地達成降低供應鏈庫存與策略性角色的目標。本個案除了介紹特力導入CPFR®的過程，亦從供應鏈整合、全球運籌中心，與交易成本理論中的資產特用性等理論觀點來進行分析，希望能結合理論與實務應用。

關鍵字

供應鏈流程整合； CPFR(上标 ®) ；全球運籌中心；特用性資產投資；庫存管理；跨組織資訊平台

並列摘要

By the trend of global competition and dissolved intermediary role, traders have to change their business model for successful survival. Test Rite Group suffered lots of loss in inventory cost during transactions with Wal-Mart. Furthermore, the loss was gradually expanded by the volumes of transaction. How to effectively lower inventory in supply chain and provide universal service for trading partners are the Test Rite Group's critical tasks after taking charge of Wal-Mart's category manager. Test Rite Group determined to introduce CPFR® for reaching these strategic objectives. Test Rite Group hoped to transform the relationship of suppliers and retailers after conduct CPFR®. In order to improve the effectiveness of implementing CPFR®, Test Rite Group adjusted organizational structure, set up a global logistics center, and built a global logistics information system for increasing information visibility. Besides, Test Rite Group overcame several organizational resistances so as to meet the goals of decreasing supply chain inventory and being Wal-Mart's strategic partner. In this paper, we present the process of implementing CPFR®, as well as analyze the consequences and organizational impacts of this project from the perspectives of supply chain integration, global logistics center and transaction cost economics.

並列關鍵字

Supply chain process integration ； CPFR® ； global logistics center ； transaction-specific investment ； inventory management ； inter-organizational information platform