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題名 電商業者物流策略個案分析：以蝦皮購物為例
E-commerce logistics strategy: A Case Study of Shopee作者 王薇婷
Wang, Wei-Ting貢獻者 邱奕嘉
王薇婷
Wang, Wei-Ting關鍵詞 組織邊界
自建物流
網路電子商務
Organizational Boundaries
Self-logistics
E-commerce日期 2021 上傳時間 10-Feb-2022 13:21:14 (UTC+8) 摘要 在全球受到新冠肺炎的影響下，大多數實體的消費活動受到限制，使得網路電子商務的需求也漸增，民眾愈來愈習慣於在網路電子商務上進行消費，在下單後各大網路電子商務的作業流程攸關於是否能讓消費者在下單後能夠快速且享受到有品質的服務，這使得物流成為重要的一環。在台灣的網路電子商務市場中能觀察到，許多屬於龍頭的網路電子商務紛紛建立自家的物流團隊，各家公司也提出想透過物流的整合佈局，強化客戶體驗並且讓自家公司的效益提高，因此自建物流也慢慢成為台灣網路電子商務的趨勢。故本研究將探討影響網路電子商務業者趨漸於自建物流的因素，並且透過個案分析，探討自建物流的關鍵因素為何。為了以更宏觀的角度探討，本研究以組織邊界為觀點出發，透過「效率」、「能力」以及「力量」觀點分別為電子商務業者趨漸於自建物流的因素作為主要分析觀點，最後以訪談法將個案分析更深入研究，最終得出以下兩大結論：一、電子商務紛紛趨漸於選擇自建物流，其原因為電子商務在自建物流後，突破其原有的組織邊界，掌握物流控制權增加其效率、將物流資源有效配置和減少對第三方物流依賴性，使電子商務在營運的過程中，減少不確定性的情況、增加效率和成本優勢、掌握物流資源程度進而使其電子商務獲得持續性競爭優勢。二、企業對於其組織邊界的選擇必須要更審慎思考資產更細部的劃分，需結合在地市場的特性以做出不同的策略選擇。因此，電子商務對於物流的選擇從感知市場的狀況，接著評估既有競爭者威脅以及消費者偏好，界定物流選擇的範疇，將原有資源轉化成差異性的物流決策。
Under the influence of COVID-19 in the world, the consumption activities of most entities are restricted, and the demand for online e-commerce has also increased. People are becoming more and more accustomed to spending on online e-commerce. The operation process of e-commerce is about whether consumers can quickly and enjoy high-quality services after placing an order, which makes logistics an important part.It can be observed in Taiwan’s online e-commerce market that many leading online e-commerce companies have established their own logistics teams, and various companies have also proposed to strengthen customer experience and increase their own company’s efficiency through the integrated layout of logistics. Therefore, self-logistics has gradually become the trend of online e-commerce in Taiwan. Therefore, this study will explore the factors that influence the tendency of online e-commerce companies to build self-logistics, and through case analysis, explore the key factors of self-logistics.In order to explore from a more macro perspective, this research takes organizational boundaries as the point of view, and uses the perspectives of "efficiency", "capability" and "power" as the main analysis points of e-commerce companies` tendency to build logistics by themselves. The interview method will further study the case analysis, and finally come to the following two major conclusions:1. E-commerce has gradually chosen self-logistics. The reason is that after self- logistics, e-commerce breaks through its original organizational boundaries and masters Logistics control rights increase its efficiency, effectively allocate logistics resources and reduce dependence on third-party logistics, so that in the process of e-commerce operations, it can reduce uncertainty, increase efficiency and cost advantages, and master the degree of logistics resources to make it E-commerce gains a sustainable competitive advantage.2. Enterprises must think more carefully about the division of assets in the choice of their organizational boundaries, and must combine the characteristics of the local market to make different strategic choices. Therefore, the choice of e-commerce for logistics starts from the perception of market conditions, and then evaluates the threats of existing competitors and consumer preferences, defines the scope of logistics options, and transforms the original resources into differentiated logistics decisions.參考文獻 英文文獻Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage, Journal of Management, Vol. 17, pp. 99-120.Berman, S. L., Phillips, R. A., & Wicks, A. C. (2005, August). RESOURCE DEPENDENCE, MANAGERIAL DISCRETION AND STAKEHOLDER PERFORMANCE. In Academy of management proceedings (Vol. 2005, No. 1, pp. B1-B6). Briarcliff Manor, NY 10510: Academy of Management.Bourantas, D. (1989). Avoiding dependence on suppliers and distributors. Long Range Planning, 22(3), 140-149.Brinkmann, S., & Kvale, S. (2015). InterViews: Learning the craft of qualitative research interviewing (3rd ed.). Sage Publications.Coase, R. H. (1937). The nature of the firm. Economica, 4, 386-405.Collis, D. J., Organizational Learning and Competitive Advantage. London: Sage, 1996.Coyle, J. J., Bradi, E. J., and Langley, C. J. (1996), The Management of Business Logistics.Davis, G. F., & Cobb, J. A. (2010). Resource dependence theory: Past and future. Stanford`s organization theory renaissance, 1970–2000.Demsetz, H. (1988). The theory of the firm revisisted. JL Econ. & Org., 4, 141.Eisenhardt, K. M. & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, John Wiley & Sons Ltd, 21(10-11): 1105-1121.Grant, R. M., (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 33:114-135.Grover, V., Cheon, M. J., & Teng, J. T. (1996). The effect of service quality and partnership on the outsourcing of information systems functions. Journal of Management information systems, 12(4), 89-116.Helfat, C. E. (1997). Know-How and Asset Complementarily and Dynamic Capability Accumulation: The Case of R&D, Strategic Management Journal, 18 (5), 339-360.Henderson, R. and Cockburn, I., “Measuring competence? Exploiting firm effects in pharmaceutical markets research”, Strategic Management Journal. Vol.15 (winter special issue), 1994, pp.63–84.Hillman, A. J., Withers, M. C., & Collins, B. J. (2009). Resource dependence theory: A review. Journal of management, 35(6), 1404-1427.Knemeyer, A. M., & Murphy, P. R. (2004). Evaluating the performance of third‐party logistics arrangements: a relationship marketing perspective. Journal of supply chain management, 40(4), 35-51.Lim, S. F. W. T., Jin, X., & Srai, J. S. (2018). Consumer-driven e-commerce. International Journal of Physical Distribution & Logistics Management, 48(3), 308-332. doi:10.1108/IJPDLM-02-2017-0081Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Sage Publications.Logistics, 6th ED., West Pub. Co.Luo, Y. (2000). Dynamic capabilities in international expansion, Journal of World Business, Vol.35, NO.4, pp. 355-378.Madhok, A. (1996). Crossroads—the organization of economic activity: Transaction costs, firm capabilities, and the nature of governance. Organization Science, 7(5), 577-590.NELSON, R. R. (2005). Technology, Institutions, and Economic Growth. Harvard University Press：Cambridge, MA.Nonaka, I., & Toyama, R. (2007). Strategic management as distributed practical wisdom (phronesis). Industrial and corporate change, 16(3), 371-394.Penrose, E. T. (1959). The theory of the growth of the firm. Basil Blackwl, London.Pfeffer, J., & Salancik, G. R. (2003). The external control of organizations: A resource dependence perspective. Stanford University Press.Porter, M. E. (1979). competitive forces shape strategy. Harvard Business Review.Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. New York: The Free Press.Quinn, J. B. and Hilmer, F. G. (1994), “Strategic outsourcing,” Sloan Management Review, pp. 43-55Santos, F. M., & Eisenhardt, K. M. (2005). Organizational boundaries and theories of organization. Organization science, 16(5), 491-508.Sea Group. (2020). Annual Report. Retrieved from https://www.sea.com/investor/annualreportsShareia, B. F. (2016). Qualitative and quantitative case study research method on social science: Accounting perspective. Dimension, 2(5), 23-28.Sharpe, M. (1997). Outsourcing, organizational competitiveness, and work. Journal of Labor Research, 18(4), 535–549.Simon, H. A. (1972). Theories of bounded rationality. Decision and organization, 1(1), 161-176.Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 18(7), 509-533.Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.Vendrell-Herrero, F., Bustinza, O. F., Parry, G., & Georgantzis, N. (2017). Servitization, digitization and supply chain interdependency. Industrial Marketing Management, 60, 69–81.Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2), 171-180.Williamson, Oliver E. (1975). Markets and Hierarchies: Analysis and Antitrust Implications : A Study in the Economics of Internal Organization. New York :Free Press.Williamson, Oliver E. (1979). Transaction-cost economics: the governance of contractual relations. The journal of Law and Economics, 22(2), 233-261.Williamson, Oliver E. (1985). The Economic Institutions of Capitalism Free Press. New York.Yin, R. K. (2018). Case study research: Design and methods (6th ed.). Sage Publications. w8M6OeNKCOQCYin, R.K. (1994). Case Study Research: Design and Methods. Newbury Park, CA：Sage Publications.Yu, Y., Wang, X., Zhong, R. Y., & Huang, G. Q. (2017). E-commerce logistics in supply chain management: Implementations and future perspective in furniture industry. Industrial Management & Data Systems, 117(10), 2263–2286.Zheng, K., Zhang, Z., & Song, B. (2020). E-commerce logistics distribution mode in big-data context: A case analysis of JD.COM. Industrial Marketing Management, 86, 154-162. doi:https://doi.org/10.1016/j.indmarman.2019.10.009Zollo M., Winter S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3): 339-358.Zott, C. (2003). Dynamic capabilities and the emergence of intraindustry differential firm performance: Insights from a simulation research, Strategic Management Journal, 24, 97-125. 中文文獻Yahoo！股市，網家8044，上網日期2021年9月6日，檢自：https://tw.stock.yahoo.com/quote/8044.TW/revenue。Yahoo！股市，富邦媒8454，上網日期2021年9月6日，檢自：https://tw.stock.yahoo.com/quote/8454.TW/revenue。公平交易委員會，新聞公告：「便利」生活，平均每人每年逛超商137次，每次消費84.16元，上網日期2021年9月30日，檢自：https://www.ftc.gov.tw/internet/main/doc/docDetail.aspx?uid=126&docid=16790公平交易委員會，新聞公告：「便利」生活，平均每人每年逛超商137次，每次消費84.16元，檢自：https://www.ftc.gov.tw/internet/main/doc/docDetail.aspx?uid=126&docid=16790未來流通研究所。【產業競爭地圖】烽火漫天的台灣電商物流產業。上網日期2021年9月30日，檢自https://www.mirai.com.tw/2020-taiwan-ec-logistics-competition-map/全家便利商店股份有限公司，2020年度報表，上網日期2021年10月4日，檢自：https://www.family.com.tw/web_enterprise/PDFWebShow.ashx?Lagu=0&ID=202113吳思華，（2003）。策略九說：策略思考的本質，三版。台北：臉譜。張筱琦 (2020)。 網購大調查。台北市:資策會產業情報研究所MIC。2021年8月19日，檢自 https://mic.iii.org.tw/news.aspx?id=555產業價值鏈資訊平台，電子商務產業鍊簡介，上網日期2021年9月20日，檢自：https://ic.tpex.org.tw/introduce.php?ic=R300統一超商股份有限公司，2020年度報告書，上網日期2021年10月4日，檢自：https://www.ir-cloud.com/taiwan/2912/annual/2020/CH/0517_711%E4%B8%AD%E6%96%87%E5%B9%B4%E5%A0%B1(%E5%AE%8C%E6%95%B4%E4%B8%8A%E5%82%B3)-1_j2NALQjgCdDn.pdf陳冠文 (2020)。 網購大調查。台北市:資策會產業情報研究所MIC。2021年10月7日，檢字自 https://mic.iii.org.tw/news.aspx?id=586經濟部商業司（1996），《物流經營管理實務》，初版，台北：經濟部商業司編印。 描述 碩士
國立政治大學
科技管理與智慧財產研究所
108364134資料來源 http://thesis.lib.nccu.edu.tw/record/#G0108364134 資料類型 thesis dc.contributor.advisor 邱奕嘉 zh_TW dc.contributor.author (Authors) 王薇婷 zh_TW dc.contributor.author (Authors) Wang, Wei-Ting en_US dc.creator (作者) 王薇婷 zh_TW dc.creator (作者) Wang, Wei-Ting en_US dc.date (日期) 2021 en_US dc.date.accessioned 10-Feb-2022 13:21:14 (UTC+8) - dc.date.available 10-Feb-2022 13:21:14 (UTC+8) - dc.date.issued (上傳時間) 10-Feb-2022 13:21:14 (UTC+8) - dc.identifier (Other Identifiers) G0108364134 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/138998 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 108364134 zh_TW dc.description.abstract (摘要) 在全球受到新冠肺炎的影響下，大多數實體的消費活動受到限制，使得網路電子商務的需求也漸增，民眾愈來愈習慣於在網路電子商務上進行消費，在下單後各大網路電子商務的作業流程攸關於是否能讓消費者在下單後能夠快速且享受到有品質的服務，這使得物流成為重要的一環。在台灣的網路電子商務市場中能觀察到，許多屬於龍頭的網路電子商務紛紛建立自家的物流團隊，各家公司也提出想透過物流的整合佈局，強化客戶體驗並且讓自家公司的效益提高，因此自建物流也慢慢成為台灣網路電子商務的趨勢。故本研究將探討影響網路電子商務業者趨漸於自建物流的因素，並且透過個案分析，探討自建物流的關鍵因素為何。為了以更宏觀的角度探討，本研究以組織邊界為觀點出發，透過「效率」、「能力」以及「力量」觀點分別為電子商務業者趨漸於自建物流的因素作為主要分析觀點，最後以訪談法將個案分析更深入研究，最終得出以下兩大結論：一、電子商務紛紛趨漸於選擇自建物流，其原因為電子商務在自建物流後，突破其原有的組織邊界，掌握物流控制權增加其效率、將物流資源有效配置和減少對第三方物流依賴性，使電子商務在營運的過程中，減少不確定性的情況、增加效率和成本優勢、掌握物流資源程度進而使其電子商務獲得持續性競爭優勢。二、企業對於其組織邊界的選擇必須要更審慎思考資產更細部的劃分，需結合在地市場的特性以做出不同的策略選擇。因此，電子商務對於物流的選擇從感知市場的狀況，接著評估既有競爭者威脅以及消費者偏好，界定物流選擇的範疇，將原有資源轉化成差異性的物流決策。 zh_TW dc.description.abstract (摘要) Under the influence of COVID-19 in the world, the consumption activities of most entities are restricted, and the demand for online e-commerce has also increased. People are becoming more and more accustomed to spending on online e-commerce. The operation process of e-commerce is about whether consumers can quickly and enjoy high-quality services after placing an order, which makes logistics an important part.It can be observed in Taiwan’s online e-commerce market that many leading online e-commerce companies have established their own logistics teams, and various companies have also proposed to strengthen customer experience and increase their own company’s efficiency through the integrated layout of logistics. Therefore, self-logistics has gradually become the trend of online e-commerce in Taiwan. Therefore, this study will explore the factors that influence the tendency of online e-commerce companies to build self-logistics, and through case analysis, explore the key factors of self-logistics.In order to explore from a more macro perspective, this research takes organizational boundaries as the point of view, and uses the perspectives of "efficiency", "capability" and "power" as the main analysis points of e-commerce companies` tendency to build logistics by themselves. The interview method will further study the case analysis, and finally come to the following two major conclusions:1. E-commerce has gradually chosen self-logistics. The reason is that after self- logistics, e-commerce breaks through its original organizational boundaries and masters Logistics control rights increase its efficiency, effectively allocate logistics resources and reduce dependence on third-party logistics, so that in the process of e-commerce operations, it can reduce uncertainty, increase efficiency and cost advantages, and master the degree of logistics resources to make it E-commerce gains a sustainable competitive advantage.2. Enterprises must think more carefully about the division of assets in the choice of their organizational boundaries, and must combine the characteristics of the local market to make different strategic choices. Therefore, the choice of e-commerce for logistics starts from the perception of market conditions, and then evaluates the threats of existing competitors and consumer preferences, defines the scope of logistics options, and transforms the original resources into differentiated logistics decisions. en_US dc.description.tableofcontents 第一章 緒論 1第一節 研究背景 1第二節 研究動機 3第三節 研究問題與目的 4第二章 文獻探討 5第一節 組織邊界 5第二節 效率觀點 6第三節 能力觀點 11第四節 力量觀點 23第五節 物流 28第三章 研究方法 33第一節 研究架構 33第二節 研究方法 34第三節 研究流程 37第四章 個案介紹 38第一節 產業介紹 38第二節 個案公司介紹 43第三節 個案公司物流現況 47第五章 研究分析 51第一節 效率觀點 51第二節 能力觀點 55第三節 力量觀點 64第六章 結論與建議 73第一節 研究發現 73第二節 結論 76第三節 研究限制與建議 78參考文獻 79 zh_TW dc.format.extent 4135343 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0108364134 en_US dc.subject (關鍵詞) 組織邊界 zh_TW dc.subject (關鍵詞) 自建物流 zh_TW dc.subject (關鍵詞) 網路電子商務 zh_TW dc.subject (關鍵詞) Organizational Boundaries en_US dc.subject (關鍵詞) Self-logistics en_US dc.subject (關鍵詞) E-commerce en_US dc.title (題名) 電商業者物流策略個案分析：以蝦皮購物為例 zh_TW dc.title (題名) E-commerce logistics strategy: A Case Study of Shopee en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 英文文獻Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage, Journal of Management, Vol. 17, pp. 99-120.Berman, S. L., Phillips, R. A., & Wicks, A. C. (2005, August). RESOURCE DEPENDENCE, MANAGERIAL DISCRETION AND STAKEHOLDER PERFORMANCE. In Academy of management proceedings (Vol. 2005, No. 1, pp. B1-B6). Briarcliff Manor, NY 10510: Academy of Management.Bourantas, D. (1989). Avoiding dependence on suppliers and distributors. Long Range Planning, 22(3), 140-149.Brinkmann, S., & Kvale, S. (2015). InterViews: Learning the craft of qualitative research interviewing (3rd ed.). Sage Publications.Coase, R. H. (1937). The nature of the firm. Economica, 4, 386-405.Collis, D. J., Organizational Learning and Competitive Advantage. London: Sage, 1996.Coyle, J. J., Bradi, E. J., and Langley, C. J. (1996), The Management of Business Logistics.Davis, G. F., & Cobb, J. A. (2010). Resource dependence theory: Past and future. Stanford`s organization theory renaissance, 1970–2000.Demsetz, H. (1988). The theory of the firm revisisted. JL Econ. & Org., 4, 141.Eisenhardt, K. M. & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, John Wiley & Sons Ltd, 21(10-11): 1105-1121.Grant, R. M., (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 33:114-135.Grover, V., Cheon, M. J., & Teng, J. T. (1996). The effect of service quality and partnership on the outsourcing of information systems functions. Journal of Management information systems, 12(4), 89-116.Helfat, C. E. (1997). Know-How and Asset Complementarily and Dynamic Capability Accumulation: The Case of R&D, Strategic Management Journal, 18 (5), 339-360.Henderson, R. and Cockburn, I., “Measuring competence? Exploiting firm effects in pharmaceutical markets research”, Strategic Management Journal. Vol.15 (winter special issue), 1994, pp.63–84.Hillman, A. J., Withers, M. C., & Collins, B. J. (2009). 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