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題名 國際採購代理商與客戶合作內容之研究
How international purchasing agents cooperate with clients作者 張雁婷
Chang, Yen Ting貢獻者 于卓民
Yu, Chwo Ming
張雁婷
Chang, Yen Ting關鍵詞 採購代理商
合作關係
資源基礎論
策略聯盟
Purchasing agents
Cooperative relationship
Resource-based view
Strategic alliances日期 2017 上傳時間 31-Jul-2017 11:32:44 (UTC+8) 摘要 國際貿易對臺灣經濟有著舉足輕重的影響力，然而隨著貿易商競爭越發激烈以及去中間化之議題逐漸興起，臺灣的貿易商為了提升競爭力逐漸轉型，使自身企業之價值更加提升。貿易商轉型後之角色，以銷售代理商為被學者探討最多之主題，研究者認為採購的角色也是交易不容忽視的另一方，因此本研究以國際採購代理商為研究主題，探討採購代理商如何保有競爭力，吸引客戶與其合作，以及如何在與客戶合作時發揮中間商之功能與價值。 本研究之研究問題為：「哪些因素會影響國際採購代理商與客戶合作之內容?」，經過文獻探討及研究者之採購經驗歸納，本研究整理出五類因素影響採購代理商與客戶之合作內容：(1)外國客戶之合作動機；(2)外國客戶之策略與資源；(3)採購代理商之策略與資源；(4)採購代理商與外國客戶之合作成果；(5)採購代理商與外國客戶之合作關係。本研究以個案研究法進行研究，並搜尋次級資料及實際訪問採購代理商與採購協會來進行個案分析及整理，進而提出結論與建議，期望本研究結果對於採購代理商之業者及欲轉型為採購代理商之業者具參考價值。 透過資料蒐集及個案訪談之結果，本研究之研究結果支持研究初期所設計之研究架構。外國客戶之合作動機、外國客戶之策略與資源與採購代理商之策略與資源會影響雙方之合作內容與方式，合作之結果有可能是好的或不好的，也有糾紛發生的情形，這些合作結果會影響雙方之合作關係，而關係的強化、弱化會影響下次的合作內容，或是產生停止合作的結果。本研究依據研究發現，整理五類因素之內容，以供業者參考。本研究建議業者須發展企業自身之獨特核心資源，並建立與客戶及供應商夥伴關係，以持續保有自身之競爭力。
International trade has decisive influences over Taiwan’s economy. As competition between traders has become more intense, and companies are taking consideration about disintermediation, Taiwan’s traders need to transform themselves to enhance their values and strengths for competiveness. Sales agents are the most popular role for this kind of research topic; however, the author thinks purchasing agents are also important. This research aims at studying how international purchasing agents remains their competitiveness to attract their clients and display their functions and values as middlemen. The research question is “How purchasing agents cooperate with their clients?” According literature review and purchasing experience from the author, the research summarizes five cooperation influential factors between purchasing agents and clients: (1) incentives for clients working with purchasing agents, (2) strategies and resources of clients, (3) strategies and resources of purchasing agents, (4) results of cooperation between purchasing agents and clients, and (5) relations between purchasing agents and clients. The research used case study method with collecting information and visiting target companies and institute to analyze and organize summery along with suggestion. The purpose of the research is giving valuable reference for purchasing agents and those who will become purchasing agents. After analyzing related information and visiting target companies and institute, the result of the research supports the research framework. Incentives for clients working with purchasing agents, strategies and resources of clients and strategies and resources of purchasing agents influence ways and contents of cooperation between two parties. Results of cooperation may be positive or negative, and even disputes can occur between two parties. These results will strengthen, weaken or even end cooperative relationship between purchasing agents and clients. According to research findings, the author summarizes contents of five cooperative influential factors between purchasing agents and clients for reference. The research suggests purchasing agents should develop their core resources and built up relations with clients and suppliers for maintaining their competitiveness.參考文獻 中文文獻1. 呂鴻德(1996)，企業聯盟策略－提升競爭力的經營利器，臺北：商周。2. 吳青松(1996)，策略聯盟之國際發展趨勢，經濟情勢暨評論季刊，第二卷第三期，頁8-13。3. 吳思華(2000)，策略九說：策略思考的本質，第三版，臺北：城邦。4. 邱柏松(1996)，國際策略聯盟－在國內的現況與績效，經濟情勢暨評論季刊，第二卷第三期，頁14-21。5. 許振邦(2015)，採購與供應管理，第四版，臺北:智勝。6. 張錦源、康慧芬(2014)，國際貿易實務新論，修訂十四版，臺北：三民書局。7. 黃延聰(2010)，策略聯盟如何能成功？聯盟過程之管理，TandD飛訊季刊，第95期，頁1-15。8. 蔡緣(2005)，國際貿易實務，第二十三版，臺北：華泰。英文文獻1. Abramson, N. R. and Ai, J. X. (1999), “Canadian Companies Doing Business in China: Key Success Factors”, Management International Review, 39, 7-35.2. Barney, J. (1991), “Firm Resources and Sustained Competitive Advantage”, Journal of Management, 17(1), 99-120.3. Bazerman, M. H. and Neal, M. A. (1992), Negotiating rationally, Free Press, New York.4. Bronder, C. and Pritzl, R. (1992), “Developing Strategic Alliances: A Conceptual Framework for Successful Co-operation” European Management Journal, 10, 412-421.5. Cammett, M. (2006), “Development and the Changing Dynamics of Global Production: Global Value Chains and Local Clusters in Apparel Manufacturing”, Competition and Change, 10(1), 23-48.6. Cheng, L. K. (2001), Global Production and Trade in East Asia, Springer, New York.7. Child, J. and Faulkner, D. (1998), Strategies of Cooperation: Managing Alliances, Networks, and Joint Ventures, Oxford University Press, Oxford.8. Coyne, K. P. (1986), “Sustainable Competitive Advantage－ What It Is, What It Isn’t”, Business Horizons, 29(1), 54-61.9. Eisenhardt, K. M. (1989), “Building Theories from Case Study Research”, Academy of Management Review, 14(4), 532-550.10. Grant, R. M. (1991), “The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation”, California Management Review, 33(3), 114-135.11. Long, D. and Seet, R. (1996) “Li & Fung (A),” Harvard Business Case Studies, Nl-396–107, 15, April.12. Hall, R. (1992), “The Strategic Analysis of Intangible Resources”, Strategic Management Journal, 13(2), 135-144.13. Hitt, M. A., Ireland, R. D. and Hoskisson, R. E. (2011), Strategic Management Competitiveness and Globalization: Concepts and Cases, 9th Edition, Cengage Learning, Cincinnati.14. Kale, P., Singh, H. and Perlmutter, H. (2000), Learning and Protection of Proprietary Assets in Strategic Alliances: Building Relational Capital, Strategic Management Journal, 21(3), 217-237.15. Lewicki, R. J. and Litterer, J. A. (1985), Negotiation, Homewood, Irwin.16. Lynch, R. P. (1989), The Practical Guide to Joint Ventures and Corporate Alliance, John Wiley and Sons, New York.17. Murray, E. A. and Mahon, J. F. (1993), “Strategic alliance: Gateway to the new Europe” Long Range Planning, 26, 102-112.18. Narus, J. and Anderson, J. (1987), “Distributor Contributions to Partnerships with Manufacturers” Business Horizons, 30, 34-42.19. Niederkofler, M. (1991), “The Evolution of Strategic Alliances: Opportunities for Managerial Influence”, Journal of Business Venturing, 6, 237-257.20. Pansiri, J. (2005), “The Influence of Managers’ Characteristics and Perceptions in Strategic Alliance Practice”, Management Decision, 43(9), 1097-1113.21. Parkhe, A. (1991), “Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances”, Journal of International Business Studies, 22(4), 579-601.22. Penrose E. T. (1959), The Theory of the Growth of the Firm, John Wiley, New York.23. Selznick. P. (1957), Leadership in Administration: A Sociological Interpretation, Harper and Row, New York.24. Simonin, B. L. (1997), “The Importance of Collaborative Know-How: An Empirical Test of The Learning Organization”, Academy of Management Journal, 40(5), 1150-1174.25. Tyler, B. B. and Steensma, H. K. (1998), “The Effects of Executives’ Experiences and Perceptions on Their Assessment of Potential Technological Alliances”, Strategic Management Journal, 19(10), 939-965.26. Wernerfelt, B. (1984), “A Resource-based View of the Firm”, Strategic Management Journal, 5, 171-180.27. Wong, J. M. (2011), “A Relational View of Resources-based Theory: The Case of Internationalization of Li and Fung Group”, The Journal of Human Resource and Adult Learning, 7(2), 34-39.28. Yin, R. K. (1994), Case Study Research: Design and Methods, 2rd ed., Sage, California.29. Yoshino, M. Y. and Rangan, R. (1995), Strategic Alliance: An Entrepreneurial Approach to Globalization, Harvard Business School Press, Boston.電子資料1. 吳聰敏(2003)，「臺灣經濟發展史」， http://homepage.ntu.edu.tw/~ntut019/ltes/ltes.html2. 社團法人中華採購與供應管理協會官方網站，www.smit.org.tw/3. 特力股份有限公司之貿易事業群官方網站，http://trading.testritegroup.com/wps/portal/trading4. 特力(2908:TT)，2016年第三季投資人報告資料，http://www.ir-cloud.com/taiwan/2908/financial/88/CH/IR%20Material_3Q16_C%20Final.pdf5. 賦比興業有限公司官方網站，http://www.springlotus.com.tw/6. AutoZone official website, http://www.oreillyauto.com/site/c/home.oap7. Ethan Allen official website, http://www.ethanallen.com/8. Fiskars Group official website, https://www.fiskarsgroup.com/9. O’Reilly Auto Parts official website, http://www.oreillyauto.com/site/c/home.oap10. O’Reilly Auto Parts, “Analyst Day 2016”, https://corporate.oReillyauto.com/corporate/GetUpload?id=orly_pdf_187.pdf11. Waterford official website, http://www.waterford.com/ 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
104363064資料來源 http://thesis.lib.nccu.edu.tw/record/#G0104363064 資料類型 thesis dc.contributor.advisor 于卓民 zh_TW dc.contributor.advisor Yu, Chwo Ming en_US dc.contributor.author (Authors) 張雁婷 zh_TW dc.contributor.author (Authors) Chang, Yen Ting en_US dc.creator (作者) 張雁婷 zh_TW dc.creator (作者) Chang, Yen Ting en_US dc.date (日期) 2017 en_US dc.date.accessioned 31-Jul-2017 11:32:44 (UTC+8) - dc.date.available 31-Jul-2017 11:32:44 (UTC+8) - dc.date.issued (上傳時間) 31-Jul-2017 11:32:44 (UTC+8) - dc.identifier (Other Identifiers) G0104363064 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/111580 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 104363064 zh_TW dc.description.abstract (摘要) 國際貿易對臺灣經濟有著舉足輕重的影響力，然而隨著貿易商競爭越發激烈以及去中間化之議題逐漸興起，臺灣的貿易商為了提升競爭力逐漸轉型，使自身企業之價值更加提升。貿易商轉型後之角色，以銷售代理商為被學者探討最多之主題，研究者認為採購的角色也是交易不容忽視的另一方，因此本研究以國際採購代理商為研究主題，探討採購代理商如何保有競爭力，吸引客戶與其合作，以及如何在與客戶合作時發揮中間商之功能與價值。 本研究之研究問題為：「哪些因素會影響國際採購代理商與客戶合作之內容?」，經過文獻探討及研究者之採購經驗歸納，本研究整理出五類因素影響採購代理商與客戶之合作內容：(1)外國客戶之合作動機；(2)外國客戶之策略與資源；(3)採購代理商之策略與資源；(4)採購代理商與外國客戶之合作成果；(5)採購代理商與外國客戶之合作關係。本研究以個案研究法進行研究，並搜尋次級資料及實際訪問採購代理商與採購協會來進行個案分析及整理，進而提出結論與建議，期望本研究結果對於採購代理商之業者及欲轉型為採購代理商之業者具參考價值。 透過資料蒐集及個案訪談之結果，本研究之研究結果支持研究初期所設計之研究架構。外國客戶之合作動機、外國客戶之策略與資源與採購代理商之策略與資源會影響雙方之合作內容與方式，合作之結果有可能是好的或不好的，也有糾紛發生的情形，這些合作結果會影響雙方之合作關係，而關係的強化、弱化會影響下次的合作內容，或是產生停止合作的結果。本研究依據研究發現，整理五類因素之內容，以供業者參考。本研究建議業者須發展企業自身之獨特核心資源，並建立與客戶及供應商夥伴關係，以持續保有自身之競爭力。 zh_TW dc.description.abstract (摘要) International trade has decisive influences over Taiwan’s economy. As competition between traders has become more intense, and companies are taking consideration about disintermediation, Taiwan’s traders need to transform themselves to enhance their values and strengths for competiveness. Sales agents are the most popular role for this kind of research topic; however, the author thinks purchasing agents are also important. This research aims at studying how international purchasing agents remains their competitiveness to attract their clients and display their functions and values as middlemen. The research question is “How purchasing agents cooperate with their clients?” According literature review and purchasing experience from the author, the research summarizes five cooperation influential factors between purchasing agents and clients: (1) incentives for clients working with purchasing agents, (2) strategies and resources of clients, (3) strategies and resources of purchasing agents, (4) results of cooperation between purchasing agents and clients, and (5) relations between purchasing agents and clients. The research used case study method with collecting information and visiting target companies and institute to analyze and organize summery along with suggestion. The purpose of the research is giving valuable reference for purchasing agents and those who will become purchasing agents. After analyzing related information and visiting target companies and institute, the result of the research supports the research framework. Incentives for clients working with purchasing agents, strategies and resources of clients and strategies and resources of purchasing agents influence ways and contents of cooperation between two parties. Results of cooperation may be positive or negative, and even disputes can occur between two parties. These results will strengthen, weaken or even end cooperative relationship between purchasing agents and clients. According to research findings, the author summarizes contents of five cooperative influential factors between purchasing agents and clients for reference. The research suggests purchasing agents should develop their core resources and built up relations with clients and suppliers for maintaining their competitiveness. en_US dc.description.tableofcontents 第一章 緒論 1 第一節 研究背景與研究動機 1 第二節 研究目的與研究問題 2 第三節 研究流程與章節簡介 3第二章 文獻探討 7 第一節 採購代理商之功能 7 第二節 資源基礎論 9 第三節 策略聯盟 16第三章 研究方法 23 第一節 研究架構 23 第二節 個案研究法 24 第三節 資料蒐集 25第四章 個案描述與分析 28 第一節 個案一：賦比興業有限公司 28 第二節 個案二：特力股份有限公司 35 第三節 個案三：中華採購與供應管理協會 42 第四節 個案綜合分析 50第五章 結論與建議 59 第一節 研究結論 59 第二節 對業者之建議 61 第三節 對後續研究之建議 62參考文獻 65 中文文獻 65 英文文獻 65 網站資料 68 zh_TW dc.format.extent 1092949 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0104363064 en_US dc.subject (關鍵詞) 採購代理商 zh_TW dc.subject (關鍵詞) 合作關係 zh_TW dc.subject (關鍵詞) 資源基礎論 zh_TW dc.subject (關鍵詞) 策略聯盟 zh_TW dc.subject (關鍵詞) Purchasing agents en_US dc.subject (關鍵詞) Cooperative relationship en_US dc.subject (關鍵詞) Resource-based view en_US dc.subject (關鍵詞) Strategic alliances en_US dc.title (題名) 國際採購代理商與客戶合作內容之研究 zh_TW dc.title (題名) How international purchasing agents cooperate with clients en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文文獻1. 呂鴻德(1996)，企業聯盟策略－提升競爭力的經營利器，臺北：商周。2. 吳青松(1996)，策略聯盟之國際發展趨勢，經濟情勢暨評論季刊，第二卷第三期，頁8-13。3. 吳思華(2000)，策略九說：策略思考的本質，第三版，臺北：城邦。4. 邱柏松(1996)，國際策略聯盟－在國內的現況與績效，經濟情勢暨評論季刊，第二卷第三期，頁14-21。5. 許振邦(2015)，採購與供應管理，第四版，臺北:智勝。6. 張錦源、康慧芬(2014)，國際貿易實務新論，修訂十四版，臺北：三民書局。7. 黃延聰(2010)，策略聯盟如何能成功？聯盟過程之管理，TandD飛訊季刊，第95期，頁1-15。8. 蔡緣(2005)，國際貿易實務，第二十三版，臺北：華泰。英文文獻1. Abramson, N. R. and Ai, J. X. (1999), “Canadian Companies Doing Business in China: Key Success Factors”, Management International Review, 39, 7-35.2. Barney, J. (1991), “Firm Resources and Sustained Competitive Advantage”, Journal of Management, 17(1), 99-120.3. Bazerman, M. H. and Neal, M. A. (1992), Negotiating rationally, Free Press, New York.4. Bronder, C. and Pritzl, R. (1992), “Developing Strategic Alliances: A Conceptual Framework for Successful Co-operation” European Management Journal, 10, 412-421.5. Cammett, M. (2006), “Development and the Changing Dynamics of Global Production: Global Value Chains and Local Clusters in Apparel Manufacturing”, Competition and Change, 10(1), 23-48.6. Cheng, L. K. (2001), Global Production and Trade in East Asia, Springer, New York.7. Child, J. and Faulkner, D. (1998), Strategies of Cooperation: Managing Alliances, Networks, and Joint Ventures, Oxford University Press, Oxford.8. Coyne, K. P. (1986), “Sustainable Competitive Advantage－ What It Is, What It Isn’t”, Business Horizons, 29(1), 54-61.9. Eisenhardt, K. M. (1989), “Building Theories from Case Study Research”, Academy of Management Review, 14(4), 532-550.10. Grant, R. M. (1991), “The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation”, California Management Review, 33(3), 114-135.11. Long, D. and Seet, R. (1996) “Li & Fung (A),” Harvard Business Case Studies, Nl-396–107, 15, April.12. Hall, R. (1992), “The Strategic Analysis of Intangible Resources”, Strategic Management Journal, 13(2), 135-144.13. Hitt, M. A., Ireland, R. D. and Hoskisson, R. E. (2011), Strategic Management Competitiveness and Globalization: Concepts and Cases, 9th Edition, Cengage Learning, Cincinnati.14. Kale, P., Singh, H. and Perlmutter, H. (2000), Learning and Protection of Proprietary Assets in Strategic Alliances: Building Relational Capital, Strategic Management Journal, 21(3), 217-237.15. Lewicki, R. J. and Litterer, J. A. (1985), Negotiation, Homewood, Irwin.16. Lynch, R. P. (1989), The Practical Guide to Joint Ventures and Corporate Alliance, John Wiley and Sons, New York.17. Murray, E. A. and Mahon, J. F. (1993), “Strategic alliance: Gateway to the new Europe” Long Range Planning, 26, 102-112.18. Narus, J. and Anderson, J. (1987), “Distributor Contributions to Partnerships with Manufacturers” Business Horizons, 30, 34-42.19. Niederkofler, M. (1991), “The Evolution of Strategic Alliances: Opportunities for Managerial Influence”, Journal of Business Venturing, 6, 237-257.20. Pansiri, J. (2005), “The Influence of Managers’ Characteristics and Perceptions in Strategic Alliance Practice”, Management Decision, 43(9), 1097-1113.21. Parkhe, A. (1991), “Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances”, Journal of International Business Studies, 22(4), 579-601.22. Penrose E. T. (1959), The Theory of the Growth of the Firm, John Wiley, New York.23. Selznick. P. (1957), Leadership in Administration: A Sociological Interpretation, Harper and Row, New York.24. Simonin, B. L. (1997), “The Importance of Collaborative Know-How: An Empirical Test of The Learning Organization”, Academy of Management Journal, 40(5), 1150-1174.25. Tyler, B. B. and Steensma, H. K. (1998), “The Effects of Executives’ Experiences and Perceptions on Their Assessment of Potential Technological Alliances”, Strategic Management Journal, 19(10), 939-965.26. Wernerfelt, B. (1984), “A Resource-based View of the Firm”, Strategic Management Journal, 5, 171-180.27. Wong, J. M. (2011), “A Relational View of Resources-based Theory: The Case of Internationalization of Li and Fung Group”, The Journal of Human Resource and Adult Learning, 7(2), 34-39.28. Yin, R. K. (1994), Case Study Research: Design and Methods, 2rd ed., Sage, California.29. Yoshino, M. Y. and Rangan, R. 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