供應商庫存管理架構下運用層級分析法探討供應商評選之研究-以某電子代工廠為例

台灣的專業電子代工業扮演著帶領台灣經濟發展的重要角色，也帶動國內產業及各大企業創業的起始點，各大企業也從單純的加工製造，進而發展出一套從培養設計、採購、生產製造及全球的運籌等專業能力與資源，也展現出由OEM/EMS發展到ODM的研發設計，發展出對客戶全方位的服務代工能力。在面對全球化市場競爭及終端消費市場的快速變化，電子產品生命週期的縮短，產品的更新速度及低價格市場競爭下，各電子代工廠紛紛對於上游供應商實施供應商庫存管理(Vendor Managed Inventory)來降低原物料的庫存成本，一方面可以提高上游供應商對市場的能見度，另一方面也可將庫存管理的壓力和成本轉嫁給上游供應商，這對電子代工大廠在面對龐大的庫存成本壓力下，有很大的助益。本研究以工作上實務的經驗，在供應商評選以供應商在VMI協定的架構與前提下，參考過去學者提出的研究報告及相關文獻來加以分析並歸納出適合目前個案ODM/EMS電子代工廠可用來實行的供應商評選準則，再者利用德菲法訪談在公司從事採購工作10年以上資深且專業的主管，再次歸納出主要的供應商評選六大構面與十八準則，最後再以層級分析法(Analytic Hierarchy Process,AHP)針對公司的相關單位進行問卷調查，利用AHP分析與歸納出評選購面與準則之間權重的高低與排序，目的用來幫助個案公司釐清關於評估供應商之重點評選準則及優先順序，簡化原本供應商評選活動中繁複的程序，提供相關供應商評選人員客觀的參考依據並能清楚且有效率的評選出適合公司的最佳供應商。

關鍵字

VMI ；層級分析法；供應商評選； ODM ； EMS

並列摘要

Electronic contract manufacturing industries in Taiwan not only play the important role to keep Taiwan’s economy forward, but also lead to the start point of entrepreneurship for domestic industries and large enterprises. Large enterprises have gradually changed from traditional processing plants originally to develop a professional competence that combines design, purchasing, manufacturing and global logistic to provid customers the total ODM (Original Design Manufacturer) solutions. As results of rapid changes in global competition and the end-customer market, short lifecycle of electronic product, rapid product updates and competition of low price, Electronic contract manufacturers are implementing Vendor Managed Inventory, VMI to vendors for reducing inventory costs, increasing market visibilities for upstream suppliers, on the other hand, VMI can transfer the inventory burden and cost to the suppliers. In my opinion, it will be helpful to face the enormous cost pressures at inventory for vendor. Under the premise and framework of VMI agreement that this study is to research and conclude the vendor selection criteria that is effective way for the ODM/EMS manufacturer with the working experience, research reports and related articles. In addition, I would use Delphi method to interview the senior purchasing manager who has had over 10 years experience and then conclude 6 factors and 18 indices of the vendor selection criteria. Finally, I would like to use questionnaire to conduct case investigation in departments with Analytic Hierarchy Process, AHP. AHP analysis concludes the rating and ranking of weight between aspect and criteria. Above all, AHP analysis not only helps the manufacturer to clarify main criteria and priority of vendor selection, but also simplify the complex procedures in vendor selection activity to provide objective references and select best vendor efficiently for related supplier selection persons.

並列關鍵字

VMI ； AHP ； ODM ； supplier selection ； EMS

參考文獻

[22] 宋文娟，「一種質量並重的研究法－德菲法在醫務管理學研究領域之應用」，醫務管理期刊，2(2)，11-20，2001。

[13] 李隆華，「ODM/EMS公司對空運承攬廠商評選與績效評估機制之研究」，國立交通大學，在職專班運輸物流碩士論文，2009。

[1] Matthew, A.W., Eric, J. and Davis, T., “Vendor-managed inventory in the retail supply chain”, Journal of Business Logistics, 1999.

[4] Gary W., “Analysis of Vendor Selection System and Decisions”, Journal of Purchasing, vol. 2, February 1966.

[5] Lehmann, D. R. and O’Shaughnessy, J., “Difference in Attribute Importance for Different Industrial Product”, Journal of Marketing, Vol.38, No.2, pp.36-42, 1974.

國際替代計量

供應商庫存管理架構下運用層級分析法探討供應商評選之研究-以某電子代工廠為例

未授權

主題瀏覽