本論文之目的是在探討台灣工業電腦業者開始國際化之際,在逐漸建立全球運籌能量之時,應該如何避免全球存貨失控而危害公司的經營。工業電腦的產銷型態與一般消費性電腦產業最大的不同在於少量多樣,自創品牌、自行研發與行銷,由於工業電腦區域市場的產值有限,當公司持續成長到某一階段,其建立全球的行銷通路就勢所難免,在沒有經濟規模的前題下,工業電腦業界要能建置如消費性電腦大廠成功的案例,確實有其諸多先天上的限制。本個案研究在問題探討上著重於工業電腦產業在執行全球運籌策略的同時應如何佈建其配銷網路並思考其存貨策略,並藉重筆記型電腦產業發展全球運籌的經驗,以勾劃出值得參考的方向,其中配銷網路的解決方案將以台灣直送(Taiwan Direct Shipment,TDS)為研究重點,而存貨管理的策略將以風險共擔的觀念,轉運、實行延遲差異化及大量客製化為研究主軸。 本研究的結論最後發現,利用彙整倉庫需求的手法將個案公司原來散布於全球各分公司的存貨機制完全取消後而轉為各運籌中心集中供貨,在維持一樣的服務水準的條件下,總庫存金額可以降低30%。並且再利用TDS的觀念,可再減少美洲運籌中心每月存貨成本與費用達美金587,423元,約占該運籌中心總存貨成本與費用的20%。研究中並詳細說明藉由資訊流無遠佛屆、無時差的特性來達成上述的成效。
The purpose of this research is to study the inventory control problems faced by companies who are taking steps toward globalization. The study focuses on the issues of the construction of distribution network and adjustments in inventory policies for the industrial computing in Taiwan as they go international. The strategy of “Taiwan Direct Shipment”(TDS) for the distribution network is discussed. The concepts and application of risk pooling, transshipment, and mass customerization on inventory management are investigated. It is shown that the case company studied in this research will be able to eliminate inventory stored in bench offices around the world by the construction of regional logistic centers and centralized inventory control. As a result, the total inventory value decreases by 30% under the same service levels. The study also shown that, with the application of TDS, the total inventory costs of the American logistic center decreases by 20%. Finally, this study illustrates the vital role the real-time information flow plays in the above achievement.