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題名 駐台灣國際採購處的國際競爭優勢之研究- 以美國大型通路商之駐台灣國際採購處為例 -
Taiwan International Procurement Office ( IPO ) in an Age of Globalization - A Study on Major US Specialty Retail IPO in Taiwan
作者 王治中
Wang，Daniel C.
貢獻者 翁永和
Weng，Yungho
王治中
Wang，Daniel C.
關鍵詞 國際採購處
全球化
自有品牌
採購
IPO
Globalization
Private Label
Procurement
日期 2006
上傳時間 8-Apr-2010 16:57:48 (UTC+8)
摘要 經濟全球化的潮流之下,企業在國際市場中的競爭日益嚴酷,企業母體與全球子公司分工體系緊密結合早已是企業生存與提升競爭力最重要也是最基本的策略。 跨國公司若要落實執行其全球策略,海外子公司的政策,必需與母公司有密切的動態配合,尤其是企業全球佈局策略演進變化方面,才能達到全體目標一致的加分效果。

本研究旨在探討跨國公司,尤其是大型通路商,在進行企業內部資源以及分工策略時,以何種策略安排可以達到最佳績效。 通路商的經營模式較品牌大廠複雜,其國際採購處的經營模式,更有別於一般資訊品牌的國際採購的經營模式。 因其面對和管理的供應廠商,為數龐大,產業別多樣,通路商的國際採購處,必需針對不同產業有不同的產品開發模式,這又增加了管理上的難度,再加上產品多樣,非打國際品牌,相對稀釋採購量( Buying Power )。 與供應商的協商技巧和管理策略更形重要。

台灣向來為資訊品牌大廠設立國際採購處的第一選擇。 但是近年來,由於台灣勞力成本增加,產業外移已成生存趨勢,加上兩岸交通成本偏高,各知名國際採購處紛紛將遠東總部移往中國。 駐台的國際採購處要如何保持其競爭優勢為學界與實務界應同時注意的主題。

本研究個案為美國大型通路商在台灣設立的採購處,其在台灣設立三十年餘,由驗貨中心,演變為策略採購重鎮,經歷組織縮編,再因變革成效顯著,得以擴大台灣組織規模,其過程值得深入探討。 本研究透過個案公司之發展,先從國際採購產業界之整體環境機會,繼而分析了解個案公司競爭優劣勢,由外而內探討其企業經營模式並歸納出為來發展之建議。

研究結果發現,創新與增加競爭力是企業唯一生存的法則,創新不侷限於產品創新,個案成功於商業模式創新,經營方式創新,以及找到台灣產業與母公司配合的最佳模式,才能在遠東區勝出,勝於香港彈性的經貿制度以及中國大陸低廉的成本。然而,這樣的競爭力能持續多久,除了企業本身必須持續創新與增加競爭力,由於出貨生產工廠大都位於中國,台灣政府對兩岸的政策也會影響台灣的競爭力。
Globalization, procurement automation, outsourcing, and supply market instability have simultaneously elevated the procurement discipline and increased supply management challenges.

Procurement executives recognize that responding to these challenges will require them to upskill their teams, adopt new sourcing, compliance, and supply management strategies, and improve systems infrastructures to drive continuous improvements in supply costs and performance and demonstrate strategic value to the enterprise.

However, moving from tactical or transactional sourcing operation to a more strategic view often starts with combining buys across divisions and consolidating suppliers can enable better negotiating leverage.

Globalization is driving this interest in strategic sourcing operation and analytics because it has vastly multiplied the complexity of supplier relationships. IPOs ( International Procurement Office ) are "dancing with a lot of partners," says Dr. John Vande Vate, executive director of the Executive Masters in International Logistics program at Georgia Tech University. These partners include the contract manufacturers themselves, their suppliers, and third-party logistics providers.

This operation complexity has sourcing managers looking beyond lowering costs to assuring supply. That requires buying organizations to shift methodology. They need to use technology not to beat suppliers up on price, but to get more flexibility.

Expect the trend in global sourcing to increase. Driving the trend are cost advantages, best-market capabilities, and shared risk. Leading procurement practices include:
* A strong procurement infrastructure that enables strategic supply initiatives.
* Rationalization of the global and regional supplier base, including supplier-managed inventory and replenishment.
* Electronic sourcing to manage requests for information, quotations, and requests for proposal and supplier awards.
* Electronic procurement order processing for non-strategic goods and services.
* Daily performance monitoring and supplier scorecards.

The case company in this essay, RadioShack Corporation, is executing its Strategic Growth Plan aimed at reinvigorating the retail experience and leveraging the company`s sourcing expertise. This research is aimed to discuss how an IPO ( or Global Sourcing ) in Taiwan can lead the way to comply and complement company’s Strategic Growth Plan; how to renew RadioShack Global Sourcing’s vision and strategic focus; how to add value to the products by entering product life cycle at early stage; how to enhance RadioShack brand through third party channels; and how to transform current transaction buying organization to Strategic Sourcing Function Team.
參考文獻 一、中文部分
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3、李吉仁、陳振祥(1997)，「國際分工與廠商策略選擇–ＯＤＭ的策略架構」，第五 屆產業管理研討會，台北。
4、陳振祥，1996，ＯＤＭ策略之理論架構與實證，台灣大學商學 研究所博士論文。
5、陳家樂，2004年10月，2003年全球主要代工製造服務廠經營績效分析，工研院IEK-ITIS計畫。
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7、湯明哲、李吉仁，1999年12月，「外包與專業製造廠商-雙贏的策略」，遠見雜誌
8、趙裕文，1998，「跨國委託製造對台灣資訊電子廠商營運能力之提昇效果」，中山管理評論，六﹙四﹚：1113-1136
9、劉碧珍，翁永和 (2000), 「影響台灣廠商外銷接單與出口行為因素之探討」經濟部研究報告
10、司徒達賢，「策略管理」，遠流出版社，1995年5 月。
11、波特著‧李明軒、邱如美合譯，1996，「國家競爭優勢」，台北：天下文化。12、波特著‧李明軒、邱如美合譯，1999，「競爭優勢」，台北：天下文化。
13、波特著‧周旭華譯，1998，「競爭策略」，台北：天下文化。
14、Robert K. Yin 著,尚榮安譯,，2001，「個案研究法」，台北：弘智文化事業有限公司。
參考網站
15、中華民國對外貿易發展協會 http://www.investintaiwan.org.tw/
16、資策會資訊市場情報中心 http://mic.iii.org.tw/index.asp
17、電子時報 http://www.digitimes.com.tw/
18、經濟部工業局 http://www.moeaidb.gov.tw/
二、英文部分
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3. Booz, Allen and Hamilton (1982)，New Products Management for the 1980s, New York: Free Press
4. Brush, T.H., Martian C.A. & Karnani A. (1999) , The Plant Location Decision in Multinational manufacturing Strategy Perspectives, Production and Operations Management, Vol. 8, No2, pp109-132
5. Carter, J. and Narasimhan, R. ( 1994 ): The Role of Purchasing and Materials Management in Total Quality Management and Customer Satisfactions, International Journal of Purchasing and Materials Management, Vol. 30, No. 3 pp.2-13
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7. Cooper, R.G. and Kleinschmidt, E.J. (1996), Winning Business in Product Development: The Critical Success Factors, Research-Technology Management, Vol. 39, p.18-29
8. Cooper, R.G., Kleinschmidt, E.J. (1997), Winning Businesses in Product Innovation Management, Vol. 14, p. 132
9. Crawford, C. Merle (1991), New Products Management, 4th edition, Richard D. Irwin, INC., p.11.
10. Dean, J. (1950), Pricing policies for new products, Harvard Business Review, November, Vol. 28 No. 6, pp. 45-53.
11. Dobler, D.W., Burt, D.N., and Lee, L. (1984), Purchasing and Material Management: Text and Cases, McGraw-Hill, New York, NY.
12. Dunning, J. H. (1973), The Determinants of International Production, Oxford Economic Paper
13. Dunning, J. H. (1981), International production and the Multinational Enterprise, George Allen & Unwin
14. Dunnng, J.H. & M.R., Alan ( 1985 ), The Influence of Hymer’s Dissertation on the Theory of Foreign Direct Investment, American Economic Review, Vol. 75, No.2, pp. 228-232
15. Ellram, L.M.(1991),” Supply Chain Management- The Industrial Organization Prespective” , International Journal of Physical Distribution & Logistics Management , Vol:21 , No:1 , pp13-22.
16. Ellram, L.M., & Carr, A., (1994),” Strategic Purchasing: A History and Review of the Literature, , International Journal of Purchasing and Materials Management , Vol:30 , No:2 , pp10-18.
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18. Gereffi, Gary& Pen, Mei-lin ( 1994 ), The Globalization of Taiwan’s Garment Industry, Edna Bonacich, Lucie Cheng, Norma Chinchilla, in Nora Hamilton & Paul Ong ( eds.), Global Production: The Apparel Industry in the Pacific Rim, Philadelphia: Temple University Press, pp. 126-146
19. Gobeli, D. H. and Brown, D. J. (1987), Analyzing Product Innovations, Research Management, pp. 25-31
20. Handfield, R.B. (1994). Avoid the Pitfalls in Supplier Development , Sloan Management Review Vol. 40, No2, pp.37-49
21. Heide, J. B. & George. J. (1990). Alliances in industrial Purchasing：the determinates of joint action in buyer-supplier relations. Journal of Marketing Research, Vol27, p.24-36.
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23. Hill, Charles W. L., Hwang, Peter & Chan, W. Kim (1990), An Eclectic Theory of the choice of International Entry Mode, Strategic Management Journal, Vol. 11, pp.117-128
24. Hobday, M. (1995), Innovation in East Asia: the challenge to Japan. Brookfield, VT: Edward Elgar.
25. Keegan, Warren (1998), Global Marketing Management ﹙6th edition﹚Prentice-Hall, Englewood Cliffs, NJ.
26. Kohn, Lawrence F. (1993), Global Sourcing: Broadening your Supply Horizons,. Business Forum, Winter/Spring
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30. Levitt, T. (1966), Innovative Limitaiton, Harvard Business Review, p. 63
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42. Onkvisit and Shaw (1989), Product life cycles and product management.
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44. Robock and Simmonds (1989), International Business and Multinational Enterprises, Irwin
45. Rogers, E. M. (1976) New Product Adoption and Diffusion. Journal of Consumer Research. Volume 2 March, pp. 290 -301.
46. Scully, Joseph I. and Fawcett, Stanley E. (1994), International Procurement Strategies: Challenges and Opportunities for the Small Firm, Production and Inventory Management Journal, Vol.35, No. 2, pp.39-46
47. Spekman R.E. (1981), Segmenting Buyers in Different Types of Organizations, Industrial Marketing Management, 10, pp.43-38
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描述 碩士
國立政治大學
國際經營管理碩士班(IMBA)
90932111
95
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0090932111
資料類型 thesis
dc.contributor.advisor 翁永和zh_TW
dc.contributor.advisor Weng，Yunghoen_US
dc.contributor.author (Authors) 王治中zh_TW
dc.contributor.author (Authors) Wang，Daniel C.en_US
dc.creator (作者) 王治中zh_TW
dc.creator (作者) Wang，Daniel C.en_US
dc.date (日期) 2006en_US
dc.date.accessioned 8-Apr-2010 16:57:48 (UTC+8)-
dc.date.available 8-Apr-2010 16:57:48 (UTC+8)-
dc.date.issued (上傳時間) 8-Apr-2010 16:57:48 (UTC+8)-
dc.identifier (Other Identifiers) G0090932111en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/38424-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理碩士班(IMBA)zh_TW
dc.description (描述) 90932111zh_TW
dc.description (描述) 95zh_TW
dc.description.abstract (摘要) 經濟全球化的潮流之下,企業在國際市場中的競爭日益嚴酷,企業母體與全球子公司分工體系緊密結合早已是企業生存與提升競爭力最重要也是最基本的策略。 跨國公司若要落實執行其全球策略,海外子公司的政策,必需與母公司有密切的動態配合,尤其是企業全球佈局策略演進變化方面,才能達到全體目標一致的加分效果。

本研究旨在探討跨國公司,尤其是大型通路商,在進行企業內部資源以及分工策略時,以何種策略安排可以達到最佳績效。 通路商的經營模式較品牌大廠複雜,其國際採購處的經營模式,更有別於一般資訊品牌的國際採購的經營模式。 因其面對和管理的供應廠商,為數龐大,產業別多樣,通路商的國際採購處,必需針對不同產業有不同的產品開發模式,這又增加了管理上的難度,再加上產品多樣,非打國際品牌,相對稀釋採購量( Buying Power )。 與供應商的協商技巧和管理策略更形重要。

台灣向來為資訊品牌大廠設立國際採購處的第一選擇。 但是近年來,由於台灣勞力成本增加,產業外移已成生存趨勢,加上兩岸交通成本偏高,各知名國際採購處紛紛將遠東總部移往中國。 駐台的國際採購處要如何保持其競爭優勢為學界與實務界應同時注意的主題。

本研究個案為美國大型通路商在台灣設立的採購處,其在台灣設立三十年餘,由驗貨中心,演變為策略採購重鎮,經歷組織縮編,再因變革成效顯著,得以擴大台灣組織規模,其過程值得深入探討。 本研究透過個案公司之發展,先從國際採購產業界之整體環境機會,繼而分析了解個案公司競爭優劣勢,由外而內探討其企業經營模式並歸納出為來發展之建議。

研究結果發現,創新與增加競爭力是企業唯一生存的法則,創新不侷限於產品創新,個案成功於商業模式創新,經營方式創新,以及找到台灣產業與母公司配合的最佳模式,才能在遠東區勝出,勝於香港彈性的經貿制度以及中國大陸低廉的成本。然而,這樣的競爭力能持續多久,除了企業本身必須持續創新與增加競爭力,由於出貨生產工廠大都位於中國,台灣政府對兩岸的政策也會影響台灣的競爭力。		zh_TW
dc.description.abstract (摘要) Globalization, procurement automation, outsourcing, and supply market instability have simultaneously elevated the procurement discipline and increased supply management challenges.

Procurement executives recognize that responding to these challenges will require them to upskill their teams, adopt new sourcing, compliance, and supply management strategies, and improve systems infrastructures to drive continuous improvements in supply costs and performance and demonstrate strategic value to the enterprise.

However, moving from tactical or transactional sourcing operation to a more strategic view often starts with combining buys across divisions and consolidating suppliers can enable better negotiating leverage.

Globalization is driving this interest in strategic sourcing operation and analytics because it has vastly multiplied the complexity of supplier relationships. IPOs ( International Procurement Office ) are "dancing with a lot of partners," says Dr. John Vande Vate, executive director of the Executive Masters in International Logistics program at Georgia Tech University. These partners include the contract manufacturers themselves, their suppliers, and third-party logistics providers.

This operation complexity has sourcing managers looking beyond lowering costs to assuring supply. That requires buying organizations to shift methodology. They need to use technology not to beat suppliers up on price, but to get more flexibility.

Expect the trend in global sourcing to increase. Driving the trend are cost advantages, best-market capabilities, and shared risk. Leading procurement practices include:
* A strong procurement infrastructure that enables strategic supply initiatives.
* Rationalization of the global and regional supplier base, including supplier-managed inventory and replenishment.
* Electronic sourcing to manage requests for information, quotations, and requests for proposal and supplier awards.
* Electronic procurement order processing for non-strategic goods and services.
* Daily performance monitoring and supplier scorecards.

The case company in this essay, RadioShack Corporation, is executing its Strategic Growth Plan aimed at reinvigorating the retail experience and leveraging the company`s sourcing expertise. This research is aimed to discuss how an IPO ( or Global Sourcing ) in Taiwan can lead the way to comply and complement company’s Strategic Growth Plan; how to renew RadioShack Global Sourcing’s vision and strategic focus; how to add value to the products by entering product life cycle at early stage; how to enhance RadioShack brand through third party channels; and how to transform current transaction buying organization to Strategic Sourcing Function Team.		en_US
dc.description.tableofcontents 論文摘要
ABSTRACT
誌謝
圖目錄
表目錄
第一章 緒論 12
第一節 研究背景與動機 12
第二節 研究目的與問題 14
第三節 研究範圍 16
第二章 文獻探討 17
第一節 全球化驅動理論 19
全球商品鏈 23
全球商品鏈- 中國圈 25
第二節 國際採購策略 27
國際採購之定義 27
採購策略 28
國際採購策略之類型 30
國際採購本質 31
國際策略的執行 32
國際採購策略與環境的關係 33
國際採購策略與供應商的關係 34
國際採購之優點 34
第三節國際區位優勢 37
第三章 研究設計 40
第一節 研究流程 40
第二節 研究架構 42
第三節 研究方法 43
一、研究設計 44
二、個案研究執行 46
第四節 研究限制 50
一、樣本限制 50
二、受訪者背景 50
三、研究主題 50
四、本研究以探究個案公司之經營方向及經營模式著手 50
第四章 台灣IPO與相關產業概況 51
第一節 台灣IPO（國際採購辦公室）概論 51
台灣IPO的發展 51
台灣IPO 2006 52
第二節 台灣產業競爭力 57
委外代工 57
代工方式 60
產品創新 64
新產品的成功要素 67
產品生命週期 69
國際性產品生命週期 71
台灣IPO競爭之鑽石模型 74
台灣IPO之SWOT分析 78
第五章 個案整理與分析 82
第一節 個案外商公司之基本資料 82
公司緣由 82
第一家RadioShack店面成立 83
Charles Tandy的加入 83
Tandy Leather Company 的成立 83
Tandy Corporation 於紐約證券市場掛牌上市 84
Tandy Corporation 收購 RadioShack 85
風行美國的產品 85
新的開始 86
領導的傳承與轉移 88
第二節 個案公司之綜合分析及企業通路 89
進入二十一世紀的RadioShack 89
RadioShack的核心事業-電子產品周邊配件 91
創新是未來成功之鑰 91
七大產品線 91
RadioShack的變革 93
知名品牌策略 94
第三節 企業之採購政策 96
採購 96
鋪貨 97
遠東區IPO的歷史與變革 98
環球採購的基本架構 99
國際採購部門的未來角色 101
產品開發流程結構上的問題 102
改組產品開發和品質保證團隊成為環球採購的一環 103
成立新的專職單位推動改革 107
第四節 自有品牌策略 111
通路商看自有品牌 114
影響自有品牌的發展的五個重要因素 115
通路商的自有品牌策略 117
第六章 結論與建議 118
第一節 結論 118
第二節 建議 120
參考文獻 …………………………………………………….121
一、中文部分 121
二、英文部分 122
附錄 …………………………………………………………….126
附件一: 個案策略小組計畫書 (節錄部分原文) 126
附件二: 個案策略小組上海代表處計畫書 (節錄部分原文) 134
附件三: 個案台北國際採購辦公室重要記事 (節錄部分原文) 149		zh_TW
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dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0090932111en_US
dc.subject (關鍵詞) 國際採購處zh_TW
dc.subject (關鍵詞) 全球化zh_TW
dc.subject (關鍵詞) 自有品牌zh_TW
dc.subject (關鍵詞) 採購zh_TW
dc.subject (關鍵詞) IPOen_US
dc.subject (關鍵詞) Globalizationen_US
dc.subject (關鍵詞) Private Labelen_US
dc.subject (關鍵詞) Procurementen_US
dc.title (題名) 駐台灣國際採購處的國際競爭優勢之研究- 以美國大型通路商之駐台灣國際採購處為例 -zh_TW
dc.title (題名) Taiwan International Procurement Office ( IPO ) in an Age of Globalization - A Study on Major US Specialty Retail IPO in Taiwanen_US
dc.type (資料類型) thesisen
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