| dc.contributor.advisor | 王文英 | zh_TW |
| dc.contributor.author (Authors) | 林淑如 | zh_TW |
| dc.creator (作者) | 林淑如 | zh_TW |
| dc.date (日期) | 2005 | en_US |
| dc.date.accessioned | 11-Sep-2009 17:24:11 (UTC+8) | - |
| dc.date.available | 11-Sep-2009 17:24:11 (UTC+8) | - |
| dc.date.issued (上傳時間) | 11-Sep-2009 17:24:11 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0093353038 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/30180 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 會計研究所 | zh_TW |
| dc.description (描述) | 93353038 | zh_TW |
| dc.description (描述) | 94 | zh_TW |
| dc.description.abstract (摘要) | 整個產業的競爭已由企業個體對企業個體，轉變為供應者與購買者結合而成的供應鏈與供應鏈間的競爭，因此整個供應鏈管理被認為是一個新競爭優勢的來源。建構供應鏈管理之首要活動為供應商的評估與選擇，選擇良好的供應商為供應鏈運作順暢與發揮最大效益的基礎，因此如何選擇具有發展潛力的供應商以幫助自身策略之達成便格外重要。除慎選供應商外，為使供應商達到並維持企業設立之多項標準，企業尚須投入努力以執行供應商發展活動，藉以提升供應商之績效和能力，且企業亦須定期地仔細監督和評估供應商之績效，以確保現有供應商能符合企業之需求及未來非預期之需求。 企業與供應商並非保持單一關係類型，而是維持一個不同關係類型的組合，因而為了達到最適之供應商管理效率和效果，且分配最適之資源給不同的供應商，企業須針對不同關係類型之供應商採取不同之供應商管理模式。 本研究採個案研究法，再輔以問卷分析加以支持。以國內某資訊電子企業為對象，探討伴隨供應商與企業之關係類型不同，企業採取之供應商選擇評估標準、供應商發展活動以及供應商績效評估制度各為何以及有何異同，經整理分析，發現之結果如下： 一、個案公司與供應商之關係類型可分為三類。 二、個案公司對供應商之選擇評估標準會隨著與供應商之關係類型不同 而有所不同。 三、個案公司對供應商採行之供應商發展活動會隨著與供應商之關係類型 不同而有所不同。 四、個案公司對供應商採行之供應商績效評估項目會隨著與供應商之關 係類型不同而有所不同。 五、個案公司與其供應商之間，對於個案公司所採取之供應商管理制度具 有一些認知上差異。 六、個案公司對策略夥伴型供應商，在選擇評估標準、績效評估項目上重 視及要求的程度皆最高，且對其執行之發展活動亦最為頻繁。 | zh_TW |
| dc.description.abstract (摘要) | Competition in the industry is changing from among firms to among supply chains forming by suppliers and buyers. Thus, supply chain management is increasingly recognized as an important source of a firm’s competition advantage. The first step of supply chain management is to select and evaluate suppliers. Since selecting good suppliers is the basis of running supply chain smoothly and creating maximum benefits; therefore, how to select potential suppliers to help achieving the strategy goal has become the most important thing. Besides selecting suppliers carefully, in order to attaining and maintaining various standards set up by firms, they have to put effort to implement supplier development activities to promote the performance and abilities of suppliers. Also, firms must monitor and evaluate supplier performance carefully and regularly to ensure that its current suppliers are meeting the needs and unexpected future needs of the firm. Firms do not have a “one-size-fits-all” strategy for relationship types with suppliers, but manage a portfolio of relationships. Firms should adopt different types of supplier management in accordance with types of relationships to achieve the objective of managing supply chain efficiently and effectively and distribute proper resources to suppliers. This study uses case study research, and is supported by the questionnaire. This study takes certain electronic enterprise as the object company, and tries to discuss that with different relationship types between suppliers and firms, what will be the selection criterion, the development activity, and the performance evaluation system for suppliers; moreover, how are they different. Through collection and analysis, we found the following conclusions: 1.The types of relationship can be divided into three types. 2.Supplier selection criteria adopted by the firm are different from types of relationships. 3.Supplier development activities implemented by the firm are different from types of relationships. 4.Supplier performance evaluation items adopted by the firm are different from types of relationships 5.There are little agreements between the firm and it’s suppliers as for the supplier management system. 6.On the selection criterion and performance evaluation items, the firm pays most attention and requires most on strategic partnership suppliers. Moreover, the development activities are most frequently executed. | en_US |
| dc.description.tableofcontents | 第一章 緒 論...............................................1 第一節 研究動機與背景....................................1 第二節 研究目的與問題....................................3 第三節 論文架構與研究流程................................5 第二章 文獻探討............................................7 第一節 與供應商關係類型相關之文獻.........................7 第二節 與供應商選擇評估標準相關之文獻.....................17 第三節 與供應商發展活動相關之文獻........................29 第四節 與供應商績效評估制度相關之文獻.....................40 第五節 研究延伸........................................46 第三章 研究設計...........................................55 第一節 觀念性架構.......................................55 第二節 研究方法.........................................56 第三節 研究對象之選擇....................................58 第四節 資料蒐集與分析方法................................60 第四章 實地訪談與問卷結果分析...............................63 第一節 公司概況與供應商關係類型...........................63 第二節 問卷定稿、發放與回收..............................70 第三節 供應商選擇評估標準................................76 第四節 供應商發展活動...................................93 第五節 供應商績效評估制度...............................105 第五章 結論與建議........................................118 第一節 研究結論........................................118 第二節 研究建議........................................121 第三節 研究限制........................................123 參考文獻................................................124 附錄 研究問卷...........................................127 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0093353038 | en_US |
| dc.subject (關鍵詞) | 供應商關係類型 | zh_TW |
| dc.subject (關鍵詞) | 供應商選擇評估標準 | zh_TW |
| dc.subject (關鍵詞) | 供應商發展活動 | zh_TW |
| dc.subject (關鍵詞) | 供應商績效評估制度 | zh_TW |
| dc.subject (關鍵詞) | 供應商管理 | zh_TW |
| dc.subject (關鍵詞) | Types of supplier relationships | en_US |
| dc.subject (關鍵詞) | Supplier selection criteria | en_US |
| dc.subject (關鍵詞) | Supplier development activities | en_US |
| dc.subject (關鍵詞) | Supplier performance evaluation system | en_US |
| dc.subject (關鍵詞) | Supplier management | en_US |
| dc.title (題名) | 供應商關係與供應商管理制度之探討─以我國某電腦企業為對象 | zh_TW |
| dc.type (資料類型) | thesis | en |
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