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題名 台商於中東歐之供應商管理政策探討：權力比與態度之影響
A case study of supplier management policy of Taiwanese company in Central and Eastern Europe (CEE): The impact of power ratio and attitude作者 李玫嬛
Lee, Mei-Hsuan貢獻者 羅明琇
Lo, Ming-Shiow
李玫嬛
Lee, Mei-Hsuan關鍵詞 供應商管理
管理權力
管理態度
第三方供應商管理單位
中東歐市場
Supplier management
Buy-supplier power
Management attitude
Third-party institution
Central and Eastern Europe日期 2018 上傳時間 3-Jun-2019 13:07:26 (UTC+8) 摘要 隨著國際化的腳步，為了更快速回應西歐市場的需求以及善用中東歐勞工與投資利益，台商紛紛採用跨國化經營的方式進入中東歐，有些企業透過併購當地公司，有些則以直接設廠的方式進行在地化經營，然而，新的市場中擁有新的供應商，不能完全沿用原本在台灣的供應商管理政策，而需透過調整原有管理辦法以及順應當地外部環境的方式，在新市場進行有效率的供應商管理。因此，本研究欲探討台商進入中東歐市場時，因應不同的環境與條件前提，所採取不同的供應商管理政策。本研究採行個案研究法，訪談一家製造業之個案公司，對於該企業進行深度了解，並進一步探討該個案在台灣以及中東歐地區的供應商管理異同。本研究發現，台灣與中東歐地區對於供應商的權力比都有較大與較小的情況，因為該產業中都擁有長期經營的大型品牌公司，在整體供應鏈中處於主導地位，擁有較高的議價能力，使得其上下游的供應鏈夥伴對其資源依賴性高，亦擁有規模較小型的供應商，缺乏關鍵性資源並沒有足夠的資源與能力，因此在供應鏈中擁有的權力較小，此外，本研究也發現中東歐市場通常仰賴第三方供應商管理單位的認證與評估，且台灣母公司對於中東歐市場的不熟悉，以及對於該地區負責管理者的下轄權力有限，因此於中東歐對於供應商管理的態度呈現較消極被動，台灣則擁有特定的單位進行定期的稽核與評估，並會派遣人員協助與支援供應商改善與提升其產能品質與表現，管理態度呈現較積極主動。本研究對學術上的貢獻是更進一步了解台灣地區較不熟悉的第三方供應商管理單位所適用的情況與地理範圍，並整理與分析出第三方單位對於企業進行供應商管理態度之影響，進而影響企業選擇不同的供應商管理政策，提供未來欲進入中東歐市場的台商，或欲採用第三方供應商管理單位的企業一個參考的依據。
As an effect of globalization, to rapidly respond to the needs of Western Europe, and to wisely take advantage of investment incentives in Central and Eastern Europe (CEE), Taiwanese corporations entered the market of CEE. Some of them adopted a localization strategy through mergers and/or acquisitions, and others directly established new factories in CEE. However, since there are different suppliers in new markets, Taiwanese corporations are not able to completely follow the supplier management policy of Taiwan when they enter the new market. Therefore, adjusting management regulations in response to local environments and enhancing the efficiency of supplier management are vital tasks for Taiwanese corporations entering CEE. This research is based on a case study of a company in the electronics industry. By analyzing this interviewed company, the research evaluates the difference between supplier management policies in Taiwan and CEE countries.The research found that the power ratios of buyers and suppliers in both Taiwan and the CEE area are not always smaller than one or bigger than one. When it comes to sizable international companies, they are dominant in supplier chain management, so they have higher bargaining power. Other smaller companies lack the crucial resources and the capabilities to do the same; they have to rely on bigger supplier partners and have lower bargaining power. Still, the result also indicates that because Taiwanese corporations are not familiar with CEE markets and tend to depend on third parties to evaluate and audit suppliers, and also adopt centralized management systems, supplier management attitudes toward CEE countries are passive. Since Taiwan is used to choosing and auditing suppliers of its own and is willing to assist and support suppliers to help them enhance performance and quality, supplier management attitudes toward Taiwan area are positive.The academic contribution of this research is to further understand the application of supplier management via third parties. This research analyzes the impact of third parties on supplier management attitudes, and offers a reference for Taiwanese corporations that are eager to enter the CEE market in the future or that want to adopt third parties for their supplier management responsibilities.參考文獻 英文部分Ashnai, B., Henneberg, S. C., Naudé, P., & Francescucci, A. (2016). Inter-personal and inter-organizational trust in business relationships: An attitude-behavior-outcome model. Industrial Marketing Management, 52, 128–139. https://doi.org/10.1016/j.indmarman.2015.05.020Barrell, R., & Holland, D. (2000). Foreign Direct Investment in Central and Eastern Europe Contents. 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國立政治大學
企業管理研究所(MBA學位學程)
105363019資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105363019 資料類型 thesis dc.contributor.advisor 羅明琇 zh_TW dc.contributor.advisor Lo, Ming-Shiow en_US dc.contributor.author (Authors) 李玫嬛 zh_TW dc.contributor.author (Authors) Lee, Mei-Hsuan en_US dc.creator (作者) 李玫嬛 zh_TW dc.creator (作者) Lee, Mei-Hsuan en_US dc.date (日期) 2018 en_US dc.date.accessioned 3-Jun-2019 13:07:26 (UTC+8) - dc.date.available 3-Jun-2019 13:07:26 (UTC+8) - dc.date.issued (上傳時間) 3-Jun-2019 13:07:26 (UTC+8) - dc.identifier (Other Identifiers) G0105363019 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/123691 - 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) 105363019 zh_TW dc.description.abstract (摘要) 隨著國際化的腳步，為了更快速回應西歐市場的需求以及善用中東歐勞工與投資利益，台商紛紛採用跨國化經營的方式進入中東歐，有些企業透過併購當地公司，有些則以直接設廠的方式進行在地化經營，然而，新的市場中擁有新的供應商，不能完全沿用原本在台灣的供應商管理政策，而需透過調整原有管理辦法以及順應當地外部環境的方式，在新市場進行有效率的供應商管理。因此，本研究欲探討台商進入中東歐市場時，因應不同的環境與條件前提，所採取不同的供應商管理政策。本研究採行個案研究法，訪談一家製造業之個案公司，對於該企業進行深度了解，並進一步探討該個案在台灣以及中東歐地區的供應商管理異同。本研究發現，台灣與中東歐地區對於供應商的權力比都有較大與較小的情況，因為該產業中都擁有長期經營的大型品牌公司，在整體供應鏈中處於主導地位，擁有較高的議價能力，使得其上下游的供應鏈夥伴對其資源依賴性高，亦擁有規模較小型的供應商，缺乏關鍵性資源並沒有足夠的資源與能力，因此在供應鏈中擁有的權力較小，此外，本研究也發現中東歐市場通常仰賴第三方供應商管理單位的認證與評估，且台灣母公司對於中東歐市場的不熟悉，以及對於該地區負責管理者的下轄權力有限，因此於中東歐對於供應商管理的態度呈現較消極被動，台灣則擁有特定的單位進行定期的稽核與評估，並會派遣人員協助與支援供應商改善與提升其產能品質與表現，管理態度呈現較積極主動。本研究對學術上的貢獻是更進一步了解台灣地區較不熟悉的第三方供應商管理單位所適用的情況與地理範圍，並整理與分析出第三方單位對於企業進行供應商管理態度之影響，進而影響企業選擇不同的供應商管理政策，提供未來欲進入中東歐市場的台商，或欲採用第三方供應商管理單位的企業一個參考的依據。 zh_TW dc.description.abstract (摘要) As an effect of globalization, to rapidly respond to the needs of Western Europe, and to wisely take advantage of investment incentives in Central and Eastern Europe (CEE), Taiwanese corporations entered the market of CEE. Some of them adopted a localization strategy through mergers and/or acquisitions, and others directly established new factories in CEE. However, since there are different suppliers in new markets, Taiwanese corporations are not able to completely follow the supplier management policy of Taiwan when they enter the new market. Therefore, adjusting management regulations in response to local environments and enhancing the efficiency of supplier management are vital tasks for Taiwanese corporations entering CEE. This research is based on a case study of a company in the electronics industry. By analyzing this interviewed company, the research evaluates the difference between supplier management policies in Taiwan and CEE countries.The research found that the power ratios of buyers and suppliers in both Taiwan and the CEE area are not always smaller than one or bigger than one. When it comes to sizable international companies, they are dominant in supplier chain management, so they have higher bargaining power. Other smaller companies lack the crucial resources and the capabilities to do the same; they have to rely on bigger supplier partners and have lower bargaining power. Still, the result also indicates that because Taiwanese corporations are not familiar with CEE markets and tend to depend on third parties to evaluate and audit suppliers, and also adopt centralized management systems, supplier management attitudes toward CEE countries are passive. Since Taiwan is used to choosing and auditing suppliers of its own and is willing to assist and support suppliers to help them enhance performance and quality, supplier management attitudes toward Taiwan area are positive.The academic contribution of this research is to further understand the application of supplier management via third parties. This research analyzes the impact of third parties on supplier management attitudes, and offers a reference for Taiwanese corporations that are eager to enter the CEE market in the future or that want to adopt third parties for their supplier management responsibilities. en_US dc.description.tableofcontents 摘要 IAbstract III目錄 V圖表目錄 VII第一章 緒論 11.1研究背景與動機 11.2研究目的 31.3研究內容 31.4研究流程 4第二章 文獻探討 62.1中東歐國家(Central and Eastern Europe)投資市場 62.1.1中東歐國家介紹 82.1.2中東歐國家吸引外資因素 112.1.2.1低廉的勞工成本 112.1.2.2鄰近西歐市場的地理位置 122.1.2.3優惠的投資政策 132.1.3台灣投資中東歐國家情形 142.1.3.1投資金額 152.1.3.2投資品項 162.2供應商管理政策(Supplier Management Policy) 182.2.1買方—供應商權力 212.2.2供應商管理態度 232.2.3供應商管理內容 252.2.3.1對供應商的支援行為 252.2.3.2與供應商的聯合行為 272.2.3.3對供應商的信任 28第三章 研究方法 303.1研究方法 303.2研究對象 313.3個案分析設計 323.3.1個案分析工具 (訪綱) 323.3.2個案分析實施 34第四章 個案研究與分析 374.1 A公司 374.1.1公司背景 374.1.2公司在中東歐國家的商業行為 384.1.3供應商現況 394.1.4台灣供應商管理政策 404.1.4.1買方—供應商權力 404.1.4.2供應商管理態度 424.1.4.3供應商管理內容 464.1.5捷克供應商管理政策 504.1.5.1買方—供應商權力 504.1.5.2供應商管理態度 514.1.5.3供應商管理內容 534.2供應商管理政策類型分析 544.2.1第一類型策略聯盟 554.2.2第三類型夥伴關係 574.2.3第二類型交易關係 594.2.4第四類型持續合作 61第五章 結論與建議 635.1研究發現 635.1.1買方與供應商的權力 635.1.2台灣與捷克的管理態度 645.2管理意涵 655.3研究貢獻 665.4研究限制與未來研究建議 67參考文獻 68 zh_TW dc.format.extent 1563004 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105363019 en_US dc.subject (關鍵詞) 供應商管理 zh_TW dc.subject (關鍵詞) 管理權力 zh_TW dc.subject (關鍵詞) 管理態度 zh_TW dc.subject (關鍵詞) 第三方供應商管理單位 zh_TW dc.subject (關鍵詞) 中東歐市場 zh_TW dc.subject (關鍵詞) Supplier management en_US dc.subject (關鍵詞) Buy-supplier power en_US dc.subject (關鍵詞) Management attitude en_US dc.subject (關鍵詞) Third-party institution en_US dc.subject (關鍵詞) Central and Eastern Europe en_US dc.title (題名) 台商於中東歐之供應商管理政策探討：權力比與態度之影響 zh_TW dc.title (題名) A case study of supplier management policy of Taiwanese company in Central and Eastern Europe (CEE): The impact of power ratio and attitude en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 英文部分Ashnai, B., Henneberg, S. 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