產業內競爭從過去以往的單一公司與單一公司的競爭模式轉變為供應鏈與供應鏈之間的競爭模式。過去有關評選準則研究多偏向直接原物料進行研究,對企業保養、維修、運轉(MRO)之採購進行分析研究較為少見。MRO採購平均金額,占企業的營業額30-50%(資策會資訊市場情報中心[MIC],1999年)。本文研究從企業非結構式MRO採購供應商評選為研究對象,將針對個案公司中的非結構式MRO採購供應商準則進行研究,對於選擇非結構式MRO採購性供應商的評選準則,以及如何慎選非結構式MRO採購性供應商,再整合相關領域學者及專家訪談對於供應商評選準則看法。因此,企業經由策略性挑選評價出優秀的供應商,在貨源供應上發展出特別的夥伴關係,使企業在供應鏈的上下游廠商分工合作,以建立優勢的供應鏈進而提昇與其他組織相互分享資訊及生產程序,形成夥伴之間雙贏的經營型態,以降低整體供應鏈的成本,提高顧客服務水準,共同創造競爭優勢,增加有效產出,降低存貨與營運費用,提升經營效率。最後本研究結果提供其他企業非結構式MRO採購供應商評選準則參考方向,以及作為後續研究的參考價值。
Individual firms no longer compete as autonomous entities but rather by joining a supply chain alliance. The researches of supplier selection tend to focus on direct materials. Focusing on MRO-purchasing is few. The average sum of purchasing is 30-50%. This study focuses on the target of unstructured MRO-purchasing supplier selection criteria; especially mention how to choose unstructured MRO-purchasing supplier. It concludes opinions from scholars and experts afterwards. As a result, companies choose outstanding supplier by strategies and develop special partnership agreements. It lead to companies cooperate with suppliers in upstream and downstream, building ascendant supply chain then sharing information and procedures with other members. It leads to advantages such as lower cost of supply chain, raise costumer service standard, create competitive advantages, increase effective product, lower inventory and costs and advance manage efficiency. Finally, this research offers other cooperation MRO-purchasing supplier selection criteria and other researches as a reference.