跨國供應商與當地通路商合作關係之研究-資源基礎觀點

A study on cooperate relationship between transnational suppliers and local distributors - A resource-base view

黃湘鵬(Hsiang-Peng Huang)

指導教授 ： 林婷鈴

國立臺北大學/商學院/企業管理學系/碩士(2012年)

摘要

過去企業也許可以憑著一己之力來掌握生產、銷售所需的所有資源，然而，現今企業所處的環境非常複雜且充滿諸多不確定性，為能維持相對的競爭優勢，企業無可避免的必須透過通路授權、聯盟、合資、合併等企業間的合作關係，以分享、交換自身不足的資源，尤其對於分工精細的高科技產業更是如此。資源基礎理論提供了另一種影響企業發展的思維模式。從資源基礎理論的觀點來看，企業的發展是藉由多種不同的資源所組成，因此「資源」是構成組織的最基本元素，企業所有的活動都是藉由資源的整合、重組、投入、輸出所形成，而企業的競爭優勢是來自於策略資源的累積。因此，本研究期望能以資源基礎理論觀點，對於供應商與通路商如何選擇合作夥伴來填補本身的資源缺口做一全面性的探討。

本研究將以資源基礎理論為基礎，以夥伴關係選擇、能力之合作及相容的目標等角度來探討供應商與通路商的合作關係，本研究採用定性的個案研究方法，透過深度訪談一家半導體供應商（C科技股份有限公司）及兩家電子零件通路商公司（A科技股份有限公司、W股份有限公司）之專業經理人、高階主管以及相關次級資料整理，深入了解三家個案公司所處的產業環境背景、擁有的資源，並探討供應商與通路商之間的合作關係。

本研究經個案深度訪談分析後發現，夥伴關係之間的發展是具有選擇性的，同時會有不同的發展階段，透過有效的資源互補將有助於企業價值的提升，合作程度越高，越能取得較廣泛且多元的市場資訊、技術，以及透過更多業務層面上的交流，能以更多元的觀點，找出未被滿足的資源缺口，開創相對的競爭優勢而發揮資源整合與合作目標的優勢，因此唯有透過供應鏈成員之間的資源整合來縮短整體供應鏈的距離才能共創價值。

關鍵字

資源基礎理論 ； 夥伴關係 ； 個案分析

並列摘要

In the past, companies are likely to rely on their own resource capacity on production and sale of goods. But under the complex and uncertain business environment, enterprises, especially the hi-tech industry, inevitably must rely on corporate strategies such as alliances, joint ventures, mergers, and other cooperative means to obtain resources. The Resource-based theory sees enterprises as a composition of various resources and that all corporate activities are the result of integration, rearrangement, input, and output of resources. Therefore, competitive advantages can also be viewed as an accumulation of strategic resources. The goal of this research is to provide a comprehensive study, based on Resource-based theory, on how lack of resources is being fulfilled through partnership between suppliers and distributors.
This study adopts the qualitative case study approach through in depth interviews of professional managers, executives of a semiconductor supplier (C Technology Co., Ltd.), and two electronics parts distributor (A Technology Co., Ltd., W Co., Ltd.). Further enforcement is made through collection of secondary data. Each company is then carefully studied in term of its industrial environment, background, and key strategic resources. and how these resource may be combined to form a mutually beneficial partnership between suppliers and distributors.
In this case study, the author found that the partnership development is selective under different stages of corporate development and that the resource complementarily is the key to the enhancement of enterprise value. The degree of mutual cooperation is positively correlated to 1. The ability to obtain more extensive and diverse information on the market conditions and technology trends. 2. The ability to identify unfulfilled resource gaps through exchange of sales information and operational viewpoints. 3. The ability to create competitive advantages through the integration of resources and cooperative objectives. Only through the integration of resources between the members along the supply chain, true value may be created.

並列關鍵字

Resource-based Theory ； Partnership ； Case Study

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