目前全球通路領導商Arrow、Avnet其半導體部門營業額相當於國內所有電子通路商營收總和,以目前強調規模經濟的產業競爭態勢,成為台灣電子通路商發展受限的最大原因。在整合方式的新選擇-控股公司,自2001年公布金融控股公司法後,事業控股公司在台灣落實。本論文將針對控股合資體系下的電子通路商在新的資本結構及運作方式中,尋求成功之決策方式。本文採用將比較控股企業和非控股企業的通路業進行經營要素分析比較。並將與此產業相關個案公司的決策人員進行訪談,模糊網路層級分析法(Fuzzy Analytical Network Process ,FANP)模式,以探討其成功關鍵因素。FANP模式中包含合作經驗、合作方式、密切關係、企業內部和學習取向構面。文中有詳細討論,希望本研究結果可供業界在實務運作上之參考。
The sales volume of Semiconductor department of Arrow and Avnet (the current leaders of the world’s largest electronic distributors) represents the sum of all domestic electronic distributors. By currently emphasizing the industry competition trend of economic scale, this study becomes the main reason to obstruct developments of Taiwan electronic distributors. After issuing the law for the across-business of Taiwan’s financial institutions, the holding company taking new way of integration has been rooting in Taiwan. The purpose of this study is to evaluate method for CSF (Critical Successful Factor) for newly capital structure and execution way of electronic distributor under the system of a holding company and a joint venture. The essay will analyze and compare the operating factors of the distributor industry between holding companies and non holding companies. To confer how to succeed, we will also have interviews with the policymakers of this case. The FANP (Fuzzy Analytical Network Process) was applied to retrieve the CSF. The model of FANP includes the collaboration experience, ways, closely relationship, Enterprises inner and learning-orientation constituents. We will detailed discuss about the elements as mentioned before on this essay and wish to offer the reference for this industry.