在目前全球化競爭的微利時代下,透過供應鏈管理的整合建構一種嶄新的企業模式是企業繼續保持競爭優勢不被市場淘汰重要策略之一。供應鏈管理其主要的目的是為能提高顧客的最終價值,過去提到供應鏈管理大都以供應商為主要探討主軸,本研究將供應鏈管理的兩大主要要素﹕供應商管理及顧客關係管理一併深入探討其對供應鏈管理的影響與公司經營績效的相關分析。 本研究的資料來源主要以台灣一千大製造業為研究對象,採用問卷的方式蒐集企業實行供應商管理、顧客關係管理、供應鏈管理之投入程度與公司經營績效相關資料。利用相關的統計分析,包括相關分析、單因子分析、迴歸分析、要徑分析及輔以AMOS要徑分析等,以驗證本研究所提出之假說。 由研究結果發現,台灣製造廠商實施供應鏈管理的廠商對於公司經營績效有正面積極的影響,且不管是傳統產業或是電子科技產業透過供應鏈管理的整合能更有效的提昇公司的經營績效,且營業額越大的企業對於供應鏈管理的整合活動重視程度越大。且透過供應鏈管理整合供應商管理與顧客關係管理活動比單獨施行供應商管理或顧客關係管理對公司的經營績效更有正面積極的效果。另一方面企業對於供應商及顧客不能單獨處理必須同時重視,由分析資料可觀察出無論是與顧客的關係維持或供應商的管理皆會相互影響另一方的表現。且供應商管理與顧客關係管理的執行會相互影響。 關鍵字﹕供應商管理、顧客關係管理、供應鏈管理、公司經營績效。
ABSTRACT Under the tough competition pressure of global market nowadays, the supply chain management is the key strategy to strengthen a firms’ core competitive capability. In the past, many practitioners view SCM from supplier perspective, this paper takes the two key factors of supplier and customer to explore the impact of these two factors on SCM and firm’s performance. The main variables employed in this study include, supplier management, customer relationship management, supply chain management and firm’s performance. Purchasing or manufactory managers are the informants, 780 questionnaires had been sent out to Taiwan’s manufacture, 138 copies were gathered finally. Multivariate statistical analysis, such as Relation, ANOVA, multi-regression and AMOS structural equation were adopted to test research hypotheses. This research found out that no matter a firm’s type is high-tech electronic industry or traditional field which adopts excellent supply chain management will get a better firm’s performance. And a high revenue firm will put more emphasis on SCM and their firm’s performance. A firm should not evaluate their supplier or customer activities independently, cause these two factors will interaction with each other, and a firm adopts these two factors together which will enhance its SCM strategy and produce better impact on firm’s performance.