- 學位論文
中小企業全球供應鏈管理之研究-以自行車產業SR公司為例
Global Supply Chain Management in Small and Medium-Sized Enterprises—A Case Study on SR Corporation in Bicycling Industry
摘要
台灣早期經濟起飛的幕後功臣主要是靠數以萬計具勤奮努力、專精技術與製造代工的中小企業，打下今日雄厚的經濟基礎。而自行車產業在台灣是其中一個典型的代表性產業，因當時大家都是代工型態，彼此專精於某些技術及零組件生產，自然形成綿密的上下游供應網絡，但也只限於台灣本島運作。隨著全球化競爭腳步加速與開發中國家興起，仰賴大量人力的代工產業為了延續成本競爭優勢，從1991年開始，產業上下游開始大幅外移到開發中國家並集中在中國大陸幾個沿海為主要地區，也複製台灣的產業群聚模式，而台灣公司則轉變成開發與行銷為主的營運總部，以及生產高階產品的據點。因此，跨國家跨區域多廠區的供應鏈模式逐漸形成；中小企業的營運管理由單純的少數經營者的家族分工，短時間內必須面臨整個全球供應鏈最佳化的挑戰。 本論文主要是採用個案研究法來討論自行車產業的上中下游全球供應鏈模式在市場多變化及以OEM/ODM為主的中小企業，如何接受與運用現代化科技與管理技術(PLM、協同作業、零組件標準化、ERP-APS及大量客製化生產)的導入，來提升整體物流與資訊流的效益。經由完整的產業分析與專家訪談，分析結果顯示中小企業在人力、物力及財力遠不及大型企業，因此，其導入的模式架構亦有不同，本研究論文結論中提出依企業在產業兢爭需求分三階段導入(第一階段在產品協同設計、零組件標準化、大量客製化管理，第二階段在供應商管理、PLM、長鞭效應管理，第三階段為APS與第三方物流(3PL)的導入，而中小企業最不可忽視的前提在建立全球化營運組織與人才培育(首先是研究開發的組織與人才、其次為產銷整合組織與人才)，因為這是影響導入成敗要素。而在資訊系統面先做好內部跨廠區資訊的流程系統(MRP、MRP2)，再進行對外資訊能力(B 2 B)建構。 關鍵字:中小企業、自行車產業、全球供應鏈管理
並列摘要
In the early stages, Taiwan’s economy took off, depending on great achievements by diligent efforts, professional techniques and OEM contract manufacturing from thousands of medium-and-small enterprises, thus building today’s solid economy foundation. Bicycling industry in Taiwan represents one of the typical industries. Back then, most industries were type of contract manufacturing specialized in some techniques and production of component assembly, and they naturally became paying attention to all details in related with supply networks from upstream to downstream, yet all operations were limited in the island. While competition pace of globalization has accelerated the emergence of developing countries, this massive-labor contract manufacturing industry has had to keep sustaining competitive advantages over cost. Since 1991, the industry’s upstream and downstream have started massive transferring to the developing countries especially in China’s coast areas, and duplicating Taiwan’s industry’s cluster model, converting Taiwan companies to the business headquarters for R&D, marketing, and the production bases of high-end products. The supply chain model has become multi-factories in cross-countries and cross-regions.Business management of medium-and-small enterprises has been from less simple managers by family-division of labor, and they’ve had to face the challenge of global-supply-chain optimization in such a short time frame. This thesis uses method of exploration, and adapts case study on global supply chain model of the bicycling industry’s upstream, midstream and downstream. The main businesses of medium-and-small enterprises are OEM and ODM, and in the multi-changing markets, they are of how to receive and use modern science technology and management technology (ex. PLM, Co-design Operations, Standardization of Parts and Assembly, ERP-APS, Large Volume Custom-made Production) to upgrade the effectiveness of overall goods flow and information flow(QCD Performance of Supplier Chain). Via comprehensive industry analysis and professional interviews, the analysis results reveal SMEs in manpower, material resources, and financial strength are much less than big enterprices so their leading-in model structure is different, too. The conclusions in this research thesis indicates it needs three stages for leading-in, based on that enterprice in the demand of industry competition. The 2nd phase is in Supplier Management, PLM and Bullwhip Effect. The 3rd phase is in APS, Third-Parity Logistic. SMEs must not neglect to build global business organization and to foster talents (first is R&D organization and elite, second is Sales/Production-Integrated Organization and elite) because these are the leading-in key factors on success or failure. It adapts steps to proceed information system. It begins with cross-sites information in flow systems (MRP, MRP2), and then proceeds external information capabiliy (B2B). It has to consider its ability to proceed PDM in good time. Keywords: Small and medium-sized enterprises, Bicycling Industry, Global Supply Chain Management