隨著台灣各產業發展,各產業將非核心事業予以外包,由市場外部之專業供應商提供技術或零組件供貨來源,正因如此,促使企業開始有「供應商區隔」這討論的議題。過去文獻多著重在供應商的選擇,近年來關於現有供應商區隔議題的研究被廣泛的提出,然而探討供應商區隔的指標卻不多。因此,本研究藉由國內外的相關文獻、業界實務上的經驗及專家問卷的發放,提出15項指標與能力、風險兩構面,作為本研究探討供應商區隔的主要之架構,透過多準則決策中的決策實驗室分析法來確認各構面下準則之間的結構關係,再結合DANP來衡量各準則之影響重要度,最後並運用灰關聯分析,將各供應商在15項指標的績效整合為能力與風險值,將供應商依所計算的能力與風險值投影在3 x 2矩陣中予以區別、說明並討論各象限該如何改進。為證明本研究的可行性,本研究以某電子大廠為案例公司,研究結果顯示最重視的是設計程序管理與產品品質資料記錄管理這兩項準則,顯示這兩項準則是評選供應商時最基本的要求。在供應商的績效評估中,本研究可提供案例區隔後的供應商分類做為參考,評估合作的供應廠商的能力與風險等級。業者可利用此套評估程序將供應商進行優劣分析,亦可找出合作供應商應該最優先改善的策略。
With the globalization, a lot of enterprises will outsourced their non-core business to the professional suppliers who will provide techniques or components. Therefore, how to efficiently manage the suppliers and make the supply chain more valid are the keys to make the enterprises survival. Nowadays, the “supplier segmentation” is an important issue in the supply chain management. Recently, the study of supplier segmentation issue is popularly discussion, but the research about the index in supplier segmentation is rarely investigated. Thus, 15 indices and 2 scopes are suggested by related document, practical experience in industry, and questionnaire by experts to be the main structure of supplier segmentation in this research. By means of Decision Making Trial and Evaluation Laboratory, DEMATEL belong to Multi-criteria decision-making, this study applied MCDM to confirm the relationship among criterions under each scopes, to consolidate ANP (DEMATEL-based on Analytic Network Process), and to measure the impacted significance of each criterions. Finally, this study apply Grey Relational Analysis to find where suppliers in electronic industry locate in the 3 x 2 matrix in order to define, explain, and discuss how to improve each quadrants.