個案W公司透過併購及策略結盟方式,尋求各級廠商共同分工合作,以快速有效進入市場,創造雙贏之結果。2011年,個案W公司大規模併購上游供應商-M公司,開啟雙方在手機類塑膠應用製品領域嶄新的一頁。本研究以個案W公司為研究對象,針對其組織整合之後,新企業文化對於其整體組織架構及功能設置之影響,在本研究中進行深度探討。在本研究中利用資料包絡分析法(DEA),針對個案W公司供應鏈垂直整合後總效率查驗,了解供應鏈整合後差異之經營評估。藉由結果討論,檢視供應鏈整合後與同業相對比較之經營效率,進而提供管理階層做為後續整合收斂及後續相關產業之供應鏈整合收斂之參考。
In the case study, company W, through mergers and acquisitions as well as strategic alliances, sought companies of different levels to work together, in order to quickly and effectively enter the market and create a win-win situation. In 2011, company W acquired the upper-stream supplier, company M, starting a new page of cellphone plastic products for the both parties. This study conducted an in-depth investigation on the influence of the new corporate culture on the overall organizational structure and functions after the organizational integration of company W took place. Data envelopment analysis was adopted to assess the overall efficiency of company W before and after its supply chains had been vertically integrated. The results assist in the business effectiveness evaluation of the supply chain integration among the companies of the same trade, and could serve as a reference for managers to perform subsequent integration and convergence for companies and supply chains of relevant industries.
為了持續優化網站功能與使用者體驗,本網站將Cookies分析技術用於網站營運、分析和個人化服務之目的。
若您繼續瀏覽本網站,即表示您同意本網站使用Cookies。