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題名 供應鏈中的跨階管理：以焦點廠商、一階供應商、二階供應商的三方關係為例
Managing Across Tiers in a Supply Chain: Case Studies in the Triad Relationship of `Focal Firm - First Tier Supplier - Second Tier Supplier`作者 張雯然 貢獻者 司徒達賢
張雯然關鍵詞 跨階管理
供應鏈管理
組織間關係
網絡結構
統治模式日期 2011 上傳時間 30-十月-2012 11:18:21 (UTC+8) 摘要 供應鏈中的各廠商彼此專業分工，專注於自己的核心能力，藉市場交易交換資源，可以讓整個供應鏈的生產效率最佳化。組織間的管理也是一樣，若每一個廠商都能管理好直接的上下游廠商，提昇合作的品質，則供應鏈整體的績效也會提昇。若有缺乏生產能力或管理能力的廠商，也會被市場機能淘汰。當供應鏈中每一階層的市場機能運作良好時，任何上下游市場的變化，也會層層傳遞到其他階層的市場，而影響了廠商的決策，並回過頭來傳遞而影響原來發生變化的源頭市場。因此，在理想的狀態中，廠商並不需要關心直接上下游之外的其他階層的市場的狀況，廠商在本身所面對的市場中做的決策自然會影響其他階層的市場，並最終達成整個供應鏈中各市場的均衡。但是，在實務上，我們卻發現廠商跨過直接的供應商去管理更上游的二階以上的供應商的情況愈來愈普遍。什麼原因造成了前述市場機能的失靈，且不能只依賴各階段市場中適當的混合統合模式選擇來回應市場失靈，以致於廠商必須協助或代替供應商去管理更上游的供應商(即本論文所稱的跨階管理)呢？在過去供應鏈管理相關文獻中，缺乏專文討論跨階管理的現象。僅能由一些供應鏈管理的研究中找到部份與跨階管理有關的案例描述，且缺乏理論的解釋。因此，本論文以「焦點廠商－一階供應商－二階供應商」的三方關係為分析單位，做為更一般化的跨階管理的代表，研究焦點廠商為何要介入一階供應商對二階供應商的管理，或焦點廠商為何要直接管理二階供應商。本論文透過個案研究，選擇具先進供應鏈管理實務的台灣資通產業中的九家廠商進行訪談及次級資料收集，歸納式地分析個案資料，以找出跨階管理的內涵及理由。本論文發現跨階管理的內涵，可以用組織間關係中的協調(coordination)、控制(control)、協商(negotiation)為管理元素加以拆解。第一，焦點廠商介入一階供應商對二階供應商的管理，可以重新拆解為焦點廠商協調、控制、協商一階供應商對二階供應商的協調、控制、協商。第二，焦點廠商直接管理二階供應商，即為焦點廠商對二階供應商進行協調、控制、協商的行動。這兩種跨階管理做法的深度不同，但都是為了達到相同的結果，因此可以合併為更高層次的「跨階管理」構念，以這兩種做法代表中等程度及較高程度的跨階管理的水準表現。跨階管理的理由包括了焦點廠商對一階供應商的資訊不對稱及權力不對等、一階供應商對二階供應商的管理能耐不足及權力不對等、一階供應商處於二階供應商及焦點廠商間的資訊處理能力及任務協調能力不足。更進一步歸納這些原因，可以形成兩個類別，分別是一階供應商的投機和無能，導致焦點廠商必須進行跨階管理。一階供應商的投機是因它位於焦點廠商和二階供應商之間，而有資訊不對等和權力不對等的優勢。一階供應商的無能又分為管理二階供應商時協調、控制能力不足和談判力不足，以及做為焦點廠商和二階供應商的居中協調者卻在資訊傳遞及任務協調上的能力不足。而焦點廠商進行跨階管理後，可以改善或部份取代原來「焦點廠商－一階供應商」及「一階供應商－二階供應商」的關係及績效，因此可以提昇「焦點廠商－一階供應商－二階供應商」三方關係所形成的體系的整體績效。 參考文獻 王俊如(2003)，多元交易關係之研究-以兩個交易關係的相互影響為例，政治大學企管系博士論文。 司徒達賢(2001)，策略管理新論，台北:智勝文化。司徒達賢(2005)，管理學的新世界，台北:天下遠見。吳建明、胡哲生(2009)，以動態能力觀點探討企業經營流程變革與網路地位重塑關係之研究，管理學報，第26卷，第2期，頁145-166。呂俊儀、楊玟欣(2011)，NB難賺 代工廠另找出路，工商時報2011年4月4日。 徐淑英、歐怡(2008)，科學過程與研究設計，載於陳曉萍、徐淑英、樊景立、鄭伯壎主編，組織與管理研究的實證方法 (頁3-27)，台北:華泰文化。產業情報研究所 (2011)，台灣資通訊產業發展現況，擷取日期2011年9日10日，http://mic.iii.org.tw/aisp/莊丙農(2011)，蘋果不斷鏈，觸控面板、相關零組件全面大漲，時報資訊2011年3月22日。經濟部投資業務處 (2008)，資通訊產業分析及投資機會，擷取日期2011年9月10日，http://www.dois.moea.gov.tw/asp/iaaio.asp詹惠珠 (2012)，iPhone 5讓利，零件廠嘗甜頭, 聯合報2012年3月30日。盧智芳、陳一姍 (2002)，微利時代來了，天下雜誌, 252期, 頁150-161。Anderson, J. 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企業管理研究所
94355507
100資料來源 http://thesis.lib.nccu.edu.tw/record/#G0094355507 資料類型 thesis dc.contributor.advisor 司徒達賢 zh_TW dc.contributor.author (作者) 張雯然 zh_TW dc.creator (作者) 張雯然 zh_TW dc.date (日期) 2011 en_US dc.date.accessioned 30-十月-2012 11:18:21 (UTC+8) - dc.date.available 30-十月-2012 11:18:21 (UTC+8) - dc.date.issued (上傳時間) 30-十月-2012 11:18:21 (UTC+8) - dc.identifier (其他 識別碼) G0094355507 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/54520 - dc.description (描述) 博士 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 zh_TW dc.description (描述) 94355507 zh_TW dc.description (描述) 100 zh_TW dc.description.abstract (摘要) 供應鏈中的各廠商彼此專業分工，專注於自己的核心能力，藉市場交易交換資源，可以讓整個供應鏈的生產效率最佳化。組織間的管理也是一樣，若每一個廠商都能管理好直接的上下游廠商，提昇合作的品質，則供應鏈整體的績效也會提昇。若有缺乏生產能力或管理能力的廠商，也會被市場機能淘汰。當供應鏈中每一階層的市場機能運作良好時，任何上下游市場的變化，也會層層傳遞到其他階層的市場，而影響了廠商的決策，並回過頭來傳遞而影響原來發生變化的源頭市場。因此，在理想的狀態中，廠商並不需要關心直接上下游之外的其他階層的市場的狀況，廠商在本身所面對的市場中做的決策自然會影響其他階層的市場，並最終達成整個供應鏈中各市場的均衡。但是，在實務上，我們卻發現廠商跨過直接的供應商去管理更上游的二階以上的供應商的情況愈來愈普遍。什麼原因造成了前述市場機能的失靈，且不能只依賴各階段市場中適當的混合統合模式選擇來回應市場失靈，以致於廠商必須協助或代替供應商去管理更上游的供應商(即本論文所稱的跨階管理)呢？在過去供應鏈管理相關文獻中，缺乏專文討論跨階管理的現象。僅能由一些供應鏈管理的研究中找到部份與跨階管理有關的案例描述，且缺乏理論的解釋。因此，本論文以「焦點廠商－一階供應商－二階供應商」的三方關係為分析單位，做為更一般化的跨階管理的代表，研究焦點廠商為何要介入一階供應商對二階供應商的管理，或焦點廠商為何要直接管理二階供應商。本論文透過個案研究，選擇具先進供應鏈管理實務的台灣資通產業中的九家廠商進行訪談及次級資料收集，歸納式地分析個案資料，以找出跨階管理的內涵及理由。本論文發現跨階管理的內涵，可以用組織間關係中的協調(coordination)、控制(control)、協商(negotiation)為管理元素加以拆解。第一，焦點廠商介入一階供應商對二階供應商的管理，可以重新拆解為焦點廠商協調、控制、協商一階供應商對二階供應商的協調、控制、協商。第二，焦點廠商直接管理二階供應商，即為焦點廠商對二階供應商進行協調、控制、協商的行動。這兩種跨階管理做法的深度不同，但都是為了達到相同的結果，因此可以合併為更高層次的「跨階管理」構念，以這兩種做法代表中等程度及較高程度的跨階管理的水準表現。跨階管理的理由包括了焦點廠商對一階供應商的資訊不對稱及權力不對等、一階供應商對二階供應商的管理能耐不足及權力不對等、一階供應商處於二階供應商及焦點廠商間的資訊處理能力及任務協調能力不足。更進一步歸納這些原因，可以形成兩個類別，分別是一階供應商的投機和無能，導致焦點廠商必須進行跨階管理。一階供應商的投機是因它位於焦點廠商和二階供應商之間，而有資訊不對等和權力不對等的優勢。一階供應商的無能又分為管理二階供應商時協調、控制能力不足和談判力不足，以及做為焦點廠商和二階供應商的居中協調者卻在資訊傳遞及任務協調上的能力不足。而焦點廠商進行跨階管理後，可以改善或部份取代原來「焦點廠商－一階供應商」及「一階供應商－二階供應商」的關係及績效，因此可以提昇「焦點廠商－一階供應商－二階供應商」三方關係所形成的體系的整體績效。 zh_TW dc.description.tableofcontents 第一章 緒論 1第一節 研究背景與動機 1第二節 研究問題與研究目的 3第三節 研究範圍、分析單位及相關名詞說明 5第四節 論文章節安排 8第二章 文獻探討 9第一節 供應鏈管理與跨階管理 9第二節 三方關係理論 16第三章 研究方法 28第四章 個案分析 34第一節 ID公司個案分析 34第二節 UH公司個案分析 48第三節 GH公司個案分析 53第四節 SH公司個案分析 59第五節 JF公司個案分析 68第六節 HW公司個案分析 75第七節 BU公司個案分析 82第八節 TW公司個案分析 90第九節 HE公司個案分析 94第五章 研究發現與命題推導 99第一節 研究發現 99第二節 命題推導 108第六章 結論與建議 123第一節 研究結論 123第二節 理論意涵 126第三節 實務意涵 130第四節 研究限制與後續研究建議 133參考文獻 136附錄一 訪談大綱 143 zh_TW dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0094355507 en_US dc.subject (關鍵詞) 跨階管理 zh_TW dc.subject (關鍵詞) 供應鏈管理 zh_TW dc.subject (關鍵詞) 組織間關係 zh_TW dc.subject (關鍵詞) 網絡結構 zh_TW dc.subject (關鍵詞) 統治模式 zh_TW dc.title (題名) 供應鏈中的跨階管理：以焦點廠商、一階供應商、二階供應商的三方關係為例 zh_TW dc.title (題名) Managing Across Tiers in a Supply Chain: Case Studies in the Triad Relationship of `Focal Firm - First Tier Supplier - Second Tier Supplier` en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 王俊如(2003)，多元交易關係之研究-以兩個交易關係的相互影響為例，政治大學企管系博士論文。 司徒達賢(2001)，策略管理新論，台北:智勝文化。司徒達賢(2005)，管理學的新世界，台北:天下遠見。吳建明、胡哲生(2009)，以動態能力觀點探討企業經營流程變革與網路地位重塑關係之研究，管理學報，第26卷，第2期，頁145-166。呂俊儀、楊玟欣(2011)，NB難賺 代工廠另找出路，工商時報2011年4月4日。 徐淑英、歐怡(2008)，科學過程與研究設計，載於陳曉萍、徐淑英、樊景立、鄭伯壎主編，組織與管理研究的實證方法 (頁3-27)，台北:華泰文化。產業情報研究所 (2011)，台灣資通訊產業發展現況，擷取日期2011年9日10日，http://mic.iii.org.tw/aisp/莊丙農(2011)，蘋果不斷鏈，觸控面板、相關零組件全面大漲，時報資訊2011年3月22日。經濟部投資業務處 (2008)，資通訊產業分析及投資機會，擷取日期2011年9月10日，http://www.dois.moea.gov.tw/asp/iaaio.asp詹惠珠 (2012)，iPhone 5讓利，零件廠嘗甜頭, 聯合報2012年3月30日。盧智芳、陳一姍 (2002)，微利時代來了，天下雜誌, 252期, 頁150-161。Anderson, J. 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