中小企業內部供應鏈之成功關鍵因素-以紡織產業為例

楊明潤(Yang, Mingrun)

指導教授 ： 黃劭彥

國立中正大學/管理學院/高階主管管理碩士在職專班/碩士(2012年)

摘要

台灣的中小企業占全部企業家數的97.68%，其營運特色為生產規模小、家族化管理，經營上十分具有彈性、並創造大量的就業機會，對於拓展外貿出口以及連結上、下游產業分工等方面更是扮演關鍵角色。紡織產業近年來面對東南亞的低廉勞力競爭及國內環保要求，如何降低生產成本、設備設置成本及創造獲利成為重要的競爭要素。如何應用及結合既有資源與優勢，因應全球化競爭趨勢，提振紡織產業的競爭力永續發展，為當前重要的課題。
面對產業的激烈競爭以及市場需求的快速變遷，供應鏈管理已成為企業競爭的重要優勢（Mentzer et al.，2000；Chopra & Meindle，2001）。紡織產業為降低生產成本及配合品牌全球化生產、採購之趨勢，相繼投資跨國子公司或分公司提供客戶更低廉的價格及服務。由於紡織中小企業的財務狀況較不健全，在設立跨國公司時，常因營運管理經驗及生產設備不足，無法達到規模經濟而停止投資。本研究希望從關係網絡、資訊能力及企業領導者特性等角度出發，探討影響中小企業內部供應鏈的成功關鍵因素，可提供給跨國企業採用實行內部供應鏈時做為參考，以期能更有效率、更成功的方式運作內部供應鏈。
本研究所要探討的問題為「紡織產業在決定採用內部供應鏈時，成功關鍵因素有哪些及各因子相對影響程度為何。」，我們根據整理過去文獻與相關研究之後，整理出我們的研究模式，包含了人力資源、資訊能力、關係網絡、企業領導者特性及財務管理五個構面，共有十八個可能的影響因素。經由專家問卷的篩選及DEMATEL統計及ANP問卷分析法得知影響因素及相對權重。
最後結果顯示人力資源、關係網絡、資訊能力、企業領導者特性等構面及六個因素會顯著影響紡織產業對於內部供應鏈的採用。而本研究亦提供內部供應鏈導入實行之因素的優先順序，以「資訊系統設置」、「績效管理」、「執行力」、「顧客關係」、「流程標準化」、「供應鏈關係」等六項影響因素是專家們認為是中小企業採用內部供應鏈首先需要考量的因素，也是最重要的因素。

關鍵字

供應鏈 ； 關係網絡 ； 人力資源 ； 企業領導者特性

並列摘要

97.68% of total enterprises in Taiwan is Small & Medium-Sized Enterprises. The operational characteristic are economic scale is small, owned & managed by family members, more flexible in operational & management, but also creating many working opportunity, playing an very key roles in exporting and linking upper stream & downstream to work together. Recently, textile industry in Taiwan are facing more difficulty & competition from cheaper labors from Southeast Asia countries and also more and more, higher and higher requesting in protecting living environment from government. How to decrease the operational & set-up cost & create possible more profit are the key factors to succeed. Therefore, the important lessons for textile industry are to utilize & integrate existing & available resources & strength, to fit & understanding trend of globalization and also enhancing the sustainable developing competition to textile industry.
Facing fierce competition and rapid changing in marking demanding, supplying chain management is becoming more & more important strength under this strong competition. （Mentzer et al.，2000；Chopra & Meindle，2001）In order to decreasing the production cost & also to meet the trend of global souring & buying for worldwide brand, more and more company to establish regional branch office for offering quick response service and better attractive price. However, the small & medium size enterprises of textile industry are not healthy enough in financial management, so these scales of enterprises may stop investing, due to lack of experience of operational and not strong enough in productivity of machinery. The purpose of this research is to see what the successful key factors of internal supplying chain of small & medium size enterprises based on relationship network, resource ability and entrepreneur leadership point of view. The result can be a good reference for multi-national enterprises which is willing to use same theory of managing of internal supply chain.
There are 2 research objectives to undertake this research.
1.To identify the influence on successfully key factors of decision making about internal supplying chain management.
2.To survey the affection on each factors mutually.
According to literature and some related research, there are five aspects and eighteen possible influence factors. Five aspects are “human resource”, ability to information system”,” Relationship network”, “entrepreneur leadership characteristic” and financial management”.As for this research purpose, qualitative research is the better method to obtain any required primary information. The methodology is questionnaire, DEMATEL statistic and ANP analysis to achieve these research objectives.
The final result shown human resource, relationship network, resource ability, entrepreneur leadership and eighteen factors will influence the application of internal supplying chain in textile industry. Furthermore, the 6 important factors which affect the decision making of taking internal supplying chain management for small & medium size enterprises which are “establish information system”. “Performance management”, “executive”, “customer relationship”, “procedure standardized”,” Supplying Chain Management”.

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